HomeMy WebLinkAbout2019 08 12 Regular 500 - City Manager Position [REGULARAGENDA ITEM 500
P.,.a CITY COMMISSION REVISED AGENDA
1959
�AUGUSTI2, 2019 1 REGULAR MEETING
TITLE
City Manager Position]
SUMMARY
[On March 2S, 2019, City Commission approved a contract appointing Shawn Boyle
as Interim City Manager effective April 8, 2019.
Section S.01 of the City Charter provides that the City Commission, by the affirmative
vote of not less than four (4) commission members, shall appoint a city manager
and fix the manager's compensation. The city manager shall be appointed solely
on the basis of executive and administrative qualifications and shall serve at the
pleasure of the commission.
On June 11, 2019, the City published notice soliciting candidates for the permanent
City Manager Position. The deadline for candidates to submit qualifications for the
position was August 1, 2019. Approximately 230 applicants timely submitted
resumes.
During the July 8, 2019 City Commission meeting, there seemed to be consensus
on the City Commission for the City Attorney and IT/Administrative Services
Director to preliminarily sort through the received resumes to separate the
experienced, relevantly qualified applicants from the other applicants. Further,
each City Commissioner could individually identify such applicants to present to
the City Commission.
Therefore, based on the City Commission's discussion at the July 8, 2019 meeting,
the City Attorney and IT/Administrative Services Director, preliminarily sorted all
resumes received for the City Commission's convenience into two very general
categories: (1) candidates with relevant experience as a city or county manager or
assistant city or county manager; and (2) candidates without such city or county
manager experience. The Experienced Candidate List is presented in alphabetical
order by last name. ("Experienced Candidate List").
Note: The other candidates without relevant city or county manager experience
had varying levels of experience ranging from serving in a variety of other local
government positions (e.g., mayor, public works director, housing authority
director) to having absolutely no local government or management experience
whatsoever.
At this stage of the process, it is premature to conduct reference and background
checks on any of the candidates until further direction is given by the City
Commission.
The City Commission should review the Experienced Candidate List of relevantly
experienced candidates, and any other candidates identified by any of the City
Commissioners individually, and take whatever action the City Commission deems
appropriate and necessary in its discretion to permanently fill the position of City
Manager pursuant to Section 5.01 of the City Charter.
In addition, at the July 8, 2019 City Commission meeting, the City Commission
scheduled a special meeting for August 21st at 6:30 regarding the City Manager
position
ATTAC H M E NTS
[Experienced Candidate List
Resumes of experienced candidates are compiled and Date Stamped with page
numbers. The page numbers of each candidate's resume is listed besides the
candidate's names on the spreadsheet.,]
RECOMMENDATION
.fhe City Commission should review the Experienced Candidate List of relevantly
experienced candidates, and any other candidates identified by any of the City
Commissioners individually, and take whatever action the City Commission deems
appropriate and necessary in its discretion to permanently fill the position of City
Manager pursuant to Section 5.01 of the City Charter.,]
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Sorted List
City Manager Candidates
August 12, 2019
Page 001
Andy Anderson
Director of Economic Development and External Affairs - City of Palm Bay
Palm Bay, FL 32907
aande0876_9k7@indeedemail.com
(321) 749-2916
A seasoned and dynamic professional with more than 25 years of background in executive local
government management, economic development, political affairs, small business operations, and
federal government contract management. Demonstrated expertise in communicating messages
to appropriate levels within diverse organizations. Strong interpersonal skills with proven integrity.
Proficient in preparing high-level executive correspondence and material for external meetings, public
events, and hearings.Thrives in working both independently and in a collaborative environment.
Experienced in managing multiple priorities, crises, and overcoming complex operational challenges
and assuming full responsibility for making high-stakes decisions.
Willing to relocate: Anywhere
Work Experience
Director of Economic Development and External Affairs
City of Palm Bay - Palm Bay, FL
2015 to Present
Palm Bay, FL
Directly supervises the Palm Bay economic development, legislative and marketing team. Oversees
the city's redevelopment agency and related initiatives. Recruits new businesses and helps grow those
businesses already located in the City of Palm Bay. Manages and implements economic policies to
increase investment in the city's tax base. Works with department directors and management team
to develop and implement long-range goals, strategies, and plans for marketing the City of Palm Bay.
Responsible for establishing and maintaining relationships through interactions and communications
with legislative bodies.
Acting Deputy City Manager
City of Palm Bay - Palm Bay, FL
May 2018 to June 2019
Palm Bay, FL
Performed a variety of responsible staff management duties, tasks, and projects for the City Manager.
Work involved overseeing multiple City departments as assigned by the City Manager. Assisted the
City Manager in the performance of a variety of general administrative tasks and special projects. Was
responsible for coordinating various organizational projects and support functions. Acted as the City
Manager in the absence of the City Manager. Interacted with elected officials, regulatory bodies, and
local authority staff.
Brevard County Commissioner
Brevard County, Florida - Melbourne, FL
2008 to 2016
Page 002
Adopted ordinances and policies to carry out both the County and local powers and purposes.
Reviewed budgetary requests, including salaries, and make the final fiscal determinations and
appropriations for all county government operations. Heavily involved in economic development
projects that assisted in the recovery of Brevard County's workforce.
City Council Member/ Deputy Mayor
City of Palm Bay - Palm Bay, FL
2003 to 2007
Palm Bay, FL
Duties included the review and approval of the City's budget and performed legislative functions of
government by developing policies for the management of the City of Palm Bay.
Internet Sales Manager
Space Coast Harley-Davidson - Palm Bay, FL
2003 to 2007
Worked cooperatively with outside sales and other members of the distribution team to grow existing
customers, create new customers and meet or exceed monthly sales quotas at the appropriate gross
margin while increasing customer satisfaction.
Finance Controls Manager
Johnson Controls - Kennedy Space Center, FL
1998 to 2003
Responsible for the administration of Space Center projects and liaising closely with the prime
contractor on all aspects of cost control and financial compliance reporting. Acted as liaison between
project and external auditors and independent consultants. Worked closely with a finance team to
assess risks and influences on project finances and provided quality assurance support.
Small Business Owner
A. A. Anderson Investigations - Palm Bay, FL
1992 to 1997
Small business owner responsible for the oversight and management of office duties along with daily
operations of the business to include: Management of employees, performing primary tasks related to
bookkeeping, marketing, advertising, and payroll.
Education
Master's Degree in Public Administration
Florida Institute of Technology
January 2017 to Present
Bachelor's Degree in Public Administration
Florida International University
Associate Degree in Business
Eastern Florida State College (BCC)
Skills
Page 003
Marketing, budget, training, Powerpoint, Strategic Planning, retail sales, Word
Military Service
Branch: Army
Service Country: United States
Rank: E-3
December 1987 to July 1990
Military Police Investigator- U.S. Army Drug Suppression Team
Duties included the investigation of criminal activity with emphasis involving illegal narcotics.
These functions encompassed covert surveillance and undercover operations. Responsible for the
coordination of U.S. military assets with local law enforcement agencies to identify individuals, or
groups, which attempted to distribute illicit substances to U.S. service members.
Awards
Honors & Activities
Founded and coordinated the Coats for Kids drive in 2010, collecting over 2500 coats for needy
Brevard County school children, chaired the Cystic Fibrosis Foundation's Brevard Great Strides walk,
served as Chairman for the Riverside District of the Boy Scouts of America -Central Florida Council. I
was named Humanitarian of the Year for 2010-11 by the South Brevard Sharing Center and the Florida
Guardian ad Litem Program's 2013 Community Advocate of the Year for the 18th Judicial Circuit.
Previously served as a board member of the Space Coast Economic Development Commission,
Space Coast Transportation Planning Organization, Central Florida Regional Planning Council,Tourism
Development Council, Public Safety Coordinating Council, and Election Canvassing Board. I am
also active in The International City/County Management Association, The Florida City and County
Management Association, The International Economic Development Council, Leadership Florida, and
The Honor Society of Phi Kappa Phi.
Additional Information
https://www.Iinkedin.com/in/andy-anderson-335b5bb/
Page 004
CALVIN.LLOYD ANDERSON 5544NW 541 Circle: Coconut Creek Fl,33073
Telephone (954)481-9733 or(954)261-1985 E-Mail:Mr.C_anderson @ Hotmail.com
Professional Summary
Visionary, Strategic, and innovative forward-thinking City manager who is passionate about local government
service and work collaboratively with the Mayors and commissioners to set out a clear statement of the respective
roles and responsibilities of the leadership Team and members of staff.A manager who is a strategic thinker and will
position the City operations for sustainable community growth and development that will benefits all members of the
community. A leader who is a mediator with the ability to negotiate on behalf of the City and forge positive
partnerships and relationships with other agencies.A Manager with an outstanding professional reputation and the
utmost personal and professional impeccable integrity.Accountability and transparency.
CITY MISSION AND INITIA`IIVIiS:
Thgt!Citv's Miti,Aien The City of Winter Springs Commission is a dedicated group of elected officials who put serving
the public above all else.The Commission is made up of a Mayor and four Commission members and is delighted in
having a dedicated, personable, knowledgeable, experienced, and forward-thinking Manager and staff that enjoy
working as a team and have a"Community of Communities " attitude which will naturally generates a desire to
produce successful and quality work.The City departments are supported by the Commissioners.
Key Initiatives: The City Mayor and Commission Members maintains dashboards related to the City's
Performance, Sustainability and Transformation Investment Plan to establish a collaborative working relationship
with the City Manager, City Commission, Business Partners and Community groups to focuses on building cash
reserves to fund the unexpected as well as planned improvement inferstructure projects and Staff of the PUC, and
City Commission genuinely want the best for their community.
am
• I.eadershlgr Managerial and interpersonal skills to lead a dynamic,financially fit organization in a
community with high customer-service expectations,community activism and demand for government
transparency.
• Communication skills:Ability to work with a very engaged Mayor and City Commission being supportive
of their efforts and initiatives while at the same time able to help to delineate and preserve the roles of the
elected officials and the appointed City Manager
• Financial management skills_Abilities,lead and monitor financial forecasting,revenue enhancement,
capital improvement programming,and budget development and control.
• Intervemonal Skills:Ability to be approachable and welcoming at the same time being articulate and able
to think in working with the media in a diverse community is essential.
• Problem-solving Ski1115:leading a high-performing workforce in a positive,cooperative,and team-oriented
approach to addressing issues.
• 9MAUUM112flill sisills:Ability to review the structure of the City organization,departments,services,
projects and other issues make recommendations to commission for change.
• Economic Planningi Development Skills:Directs economic,planning and community development
efforts including attracting new business and retaining and strengthening existing businesses.
• Stndeglc Planning Skills:Engage team,commissioners,citizens,and business,through discussion.
• Community Eunliggment§kllla;Engage community into the City operations and keep them informed,
RELEVANT LOCAL GOVERNMENT EXPERIENCE
VP/aW R&I'aante Ngn119U, IABCS Municipal Consulting: Coconut Creek FL,Jan 2014 Present
Plan, direct, manage and oversee the administration of municipal operations under supervision of the Mayor and
Comission as well as coordinate assigned activities with City departments and outside agencies,administer policies
established by the Mayor and City Council for efficient operation of the municipality, and provide highly
responsible administrative support to the Mayor and City Council in legislative, policy, fiscal, and other technical
matters..
• Plans,directs,and oversees City operations,programs,and services and ensures systems are in place to evaluate
and promote quality, cost-effectiveness, and responsiveness to the needs of the City and its residents and to
ensure a coordinated and efficient effort to meet goals and objectives established by the City Council.
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Calvin L Anderson Page 2
• Represents the City with other governmental agencies and officials; monitors activities related to municipal
government.
• Prepares and presents the annual budget to the City Council;keeps the Council informed of the financial
condition of the City;suggests major capital expenditures for City Council approval.
• Develops and issues administrative rules,policies,and guidelines to ensure proper functioning of all
departments and superior provision of City services
• Supervises all City staff directly or indirectly through department supervisors;acts as final authority on all
personnel actions.
• Oversees preparation of the City Council agenda and prepares or approves supporting documentation;attends
and participates in all Council meetings and other official meetings as needed.
• Drafts or oversees preparation of City ordinances,resolutions,and policies for City Council approval and
executes official papers and documents on behalf of the City.
Key Achievements:
♦ Fosters cooperative working relationships with State and local intergovernmental and regulatory
agencies and various public and private groups; to pursue appropriate avenues of economic and
community development.
♦ Manage and invest City funds in accordance with City Council guidelines and sound financial practices;
Oversee and manage financial accounting matters.
♦ Implementation of proper planning, expenditure tracking and audit of financial resources, including
extra-budgetary income in accordance with municipal rules and regulations.
Director/Chief Internal Auditor: Ghazi District Council Botswana Jan 2010—Jan 2013
Provided executive leadership assisting the City manager with executing a budget of$89 Million general fund Full
time employees of 573 and population of approximately 90,000.with full responsibilities for strategic long-range
planning,budget development and providing cross function management for CFO,HR,five other department heads.
• Ensured that all laws, provisions of the Charter and acts of the City Commission, subject to enforcement by
the Manager or by Officers subject to the Manager's direction and supervision,are faithfully executed
• Lead the operations, ensuring smooth functioning of the City/programmers projects operations, consistent
services delivery and constant evaluation and readjustment of the operations to consider changes in the
operating environment as and when needed
• Provided summaries of the overall effectiveness of the quality management system(QMS) including
information on the strengths and weaknesses of the management operations system, continual improvement;
and other key performance indicators
• Reviews department head personnel and pay decisions and/or recommendations and resolves or advises on
resolution of employee complaints or grievances.;open new and alternative solutions to challenges within the
organization and issues to be resolved by the Mayor and Council
MY Wevemenis:
Restored morale and build a high-performance management team by restructuring and developing existing
staff for succession planning;eliminated a layer of bureaucracy to become responsive to residents'needs
Ensures full compliance of operations with City charter rules,regulations and policies,implementation of
corporate operational strategies,establishment of management targets and monitoring of achievement and the
operational environment.
Public utilities:reorganizing Utilities operations to let them operate like a private business,improving cash
handling procedures,profit Moss and internal controls by instituting daily bank deposit and monthly bank
statement
Monitoring au,d Control of City cash management processes, including liquidity management,recommendation
of impress level,risk assessment,bank relationship management;timely accounting and reconciliation of all
financial transactions,including purchasing and contracts, stewardship of all City assets and resources.
Chief financial Officer: Genesis Business Corp,Lauderhill FL 3331 February 2002—Dec 2009
.Management all financial operations based on analysis of financial information and knowledge of the
organization objective and plan,Oversees and directs the accounting process and participates in budget
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Calvin L Anderson Page 3
development revision and activities such as cash flow management, cost allocation, analysis, asset
management,financial problems.
Accounting for$325 million in revenues and ensuring compliance with Company regulations as well as generally
accepted accounting Principles.(GAAP)
➢ Develop and execute the annual budget after approval by the board of directors and monitor the Capital and
operating budget to ensure control
Achievements:
➢ Dramatically improved labor-management relations eliminating a two-year grievance backlog and Cost.
Y Developed and implemented a long-range plan to manage user fees leading to a projected six million dollars
in new revenues in the first year.
➢ Applying strong internal controls in all areas of financial management,risk management and asset control.
Deputy my Mamager: Pompano Beach, Broward County FL 33736 June 1993—Jan 2002
Pompano Beach City Has a population of 115,000 covering 26 square miles approximately;General Fund budget is
$114 000.000
Responsible for leading the promotion and delivery of the organization good financial management;safeguarding all
City assets and using resources appropriately, economically, efficiently and effectively; Coordinated the
administration of all city departments Develops,directs,implements,and controls the City's annual budget to ensure
the City's fiscal integrity and attain the City Council's goals and departmental operating objectives.
Supervised the fiscal services of the City including accounting,collections,budgeting,purchasing and
financial reporting,auditing,policies and regulations as deemed appropriate by the city manager
Represents the city,both internally and externally,at community function events,presentations,committees
and professional group meetings as assigned by the city manager and assists with city-wide functions such as
development of budgets,policies and regulations as deemed appropriate by the city manager.
➢ Represents the city,both internally and externally,at community function events,presentations,committees
and professional group meetings as assigned by the city manager and assists with city-wide functions such as
development of budgets,policies and regulations as deemed appropriate by the city manager.
➢ Coordinated special projects for the City,including the planning,design,implementation,and evaluation of
construction/renovation projects,management studies,introduction of new programs.
Ke v AchievgMen
Promoted diversity of City with a goal of having a public service that reflects the population it serves and champion
inclusion and respectful behavior in the workforce and community;Integrate diversity objectives into the city-wide
structures include identifying and implementing workforce data collection,developing and implementing a Positive
Space program and increasing senior leadership knowledge of equity and diversity issues.
Ensured Operations compliance with City rules and regulations in the field and implementation of City Office
procurement strategies including sourcing strategy,supplier selection and evaluation,quality management,customer
relationship management,e-procurement promotion and introduction,performance measurement.
Economic Development lead Directs of economic development planning and community development efforts
including attracting new businesses and retaining and strength Tsing existing businesses and agriculture and
technology.
Encourage public engagement and provide added value to citizens when visiting City facilities and participating in
Council, Community and Committee meetings,and when accessing government services.
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Calvin L. Anderson Page 4 [camnmt.alnu:
Labor and contracts Negotiation Deals with high-growth management issues and negotiating with labor Unions
representatives and contractors to ensure construction of quality projects that will be in the best interest of the City
and community
Challenges and Opportunities:
The City Manager will play a key role in the continuously evolving and changing role of city government. In
addition to the day-to-day operations,other major issues and challenges include:
♦ Improve City facilities and services;
♦ Re-stabilize the City of Winter Springs organization;
♦ Have adequate financial resources to support required infrastructure improvements, defined services, and
service levels
♦ Align City organization with the City's mission and core beliefs;
♦ Leverage City resources through grants and partnerships;
♦ Increase resident's understanding of City vision,goals,plans services,and programs as well as finance.
Management, knowledge, skills and abilities:
♦ Well versed in a working knowledge of finance and budgeting;
♦ Knowledge of FEMA disaster preparedness(Hurricanes)and disaster recovery policies and procedures;
♦ A demonstrated ability to successfully work with other legislative bodies,elected and appointed officials;
county,municipal,state,and federal;
♦-Assist in the continued development of Delray Beach as a destination for businesses,new residents,and
tourists
♦ Implement short-and long-term capital improvement plans,projects,and budgets.
♦ Politically astute without being political;
♦ Work with leadership staff to develop a comprehensive understanding of City operations.
♦ Professional,consistent,and impartial in dealing with staff,citizens,and the City Commission;
♦ Practical knowledge of public safety services including Fire Rescue and Police;
♦ A proven track record in economic development;
♦ A good grasp of Community Redevelopment Agencies;
♦An understanding of the City's Comprehensive Plan.
4 Develop productive relationships with local economic development entities and help develop strategies for
enhancing economic growth in the community.
♦Work With applicable community groups,develop strategies for redevelopment and enhancement of housing options
Education and Experience:
♦ Master's in Public Administration:Majored in Management Policies in Local Government
Accounting,Finance and Risk management:From Long Island University Graduate School of
Management:Brooklyn New York City,NY.
♦ 12-15 plus years of progressively responsible experience in municipal government as a City Deputy
Manager,Chief Financial officer,Director of Internal Audit and Local Government,Compliance manager.
♦ Bachelor of Science;Business Administration:Majored in Advance Accounting/Auditing:From Long Island
University,Brooklyn,New City,New York.
♦ Master's Thesis in Human Resource Administration Long Island University
♦ Previous municipal and local government experience;including experiencewith fund accounting and managing a pension plan
Page 008
♦ Advanced legal knowledge.
♦ Advanced budget knowledge.
♦ Driver's License is Available.
Page 009
C. SCOTT ANDREWS, Ed.D.
1455 SPRING RD#158 SMYRNA, GA 30080
(813) 943-3405 CSCOTTANDREWS0,)GMAIL.COM
A decisive leader with excellent communication and interpersonal skills seeking an opportunity to use
my professional experience, education and unquestionable integrity to lead a progressive local
government. Sixteen years of responsible municipal management experience with substantial
experience in city management, economic development, partnerships, strategic vision plans,
placemaking, conflict resolution, citizen engagement, event execution, recreation, capital budgeting and
community engagement.
EDUCATION
Ed.D in Organizational Leadership Argosy University December 2015
M.P.A.Public Administration Strayer University September 2008
B.S. Business Management University of South Florida/University of Phoenix September 2007
PROFESSIONAL EXPERIENCE
CITY OF SMYRNA,GA (60,000 residents) SEPTEMBER 2017 -PRESENT
Assistant City Administrator
■ Acts as City Administrator as needed.
■ Under general policy direction of City Administrator and Mayor; plans, implements and directs a
comprehensive program for the City's long-range growth.
• Adopted"Hands Free" ordinance which was then adopted by other cities, followed by GA.
• Assists and advises Mayor & Council in establishing overall policies, researches Council requests
regarding policy, and prepares and submits recommendations.
■ Orchestrates highly productive departments ranging from Engineering, Recreation, I.T., Museum, Library,
Environmental Services and the City's Vision Plan.
R Serves as C.I.P. and SPLOST chair during budget process and approves all budget amendments
■ Assists with preparation of the City's $92 million annual budget and C.I.P.plan.
■ Interacted directly with and acted as the liaison to City Council members responding to questions and
drafting correspondence and reports.
■ Served as a liaison with the City Attorney to investigate, research, and compile date for ongoing or pending
legal action.
■ Provided leadership and direction in the development of short and long range plans; gathered, interpreted,
and prepared data for studies,reports and staff recommendations.
■ Established and maintained effective working relationships with local state, and federal agencies, regional
authorities,civic organizations,the media, and intergovernmental relationships with other cities.
• Provided guidance to department directors regarding personnel matters to include promotions, demotions,
hiring, and disciplinary actions.
■ Attended conferences, schools, and professional meetings to keep abreast of new developments in public
administration,training and economic development.
■ Served as the architect for the creation of City's open container/entertainment district resulting in
exponential sales and economic development opportunities for the defined business areas.
■ Exercises responsible judgment in resolving problems involving citizens.
Participates with labor relations and negotiations.
Leads all efforts for the 2020 census process for the City.
■ Represents the City on different boards, commissions and agencies.
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CITY OF SUGAR HILL,GA (26,000 residents) APRIL 2014—SEPTEMBER 2017
Economic Development Director
in Orchestrated a highly motivated team responsible for marketing, communications, events, outreach, and
business attraction for the City.
■ Led downtown revitalization efforts, serving as both the Secretary/Treasurer and lead staff person for the
downtown development authority.
Collaborated with consultants on traffic studies, void/retail leakage analysis, City master plans, hotel
feasibility studies, greenway studies, and executed development agreements for private sector projects
ranging from full service hotels to large scale mixed-use developments.
Initiated the largest municipal event series in Georgia with an event attendance and exposure increase of
31% from 2014 to 2015, and 404% from 2013 to 2017.
■ Facilitated 14 city-based interests groups ranging from Arts Commission, award-winning Youth Council
and Players Guild to Historic Preservation,Women's Club and Business Alliance.
■ Led the project development and implementation of the transformation of the old city hall into an award-
winning business incubator and coworking space called "The Suite Spot." This project also serves as a
host site for several free business resources for business owners.
■ Co-founded the Sugar Hill Business Alliance in 2014, which became the largest group of its kind in
Gwinnett County.
■ Founded the Gwinnett Communications & Events Committee to create cohesion and coordination between
the 16 cities in Gwinnett County.
■ Interacts with City Council on a regular basis ranging from preparing speeches and PowerPoint
presentations to presenting proclamations,policies and specific agenda items at City Council meetings.
CITY OF TEMPLE TERRACE,FL (27,000 residents) JULY 2003 -FEBRUARY 2014
Recreation Supervisor(2009-2014),Facility Manager(2005-2009), Recreation Leader III (2003-2005)
• Responsible for direct management of 5 recreation facilities, 15 parks, and nearly 60 staff members;
departments ranged from fitness, athletics and facility rentals to customer service to aquatics.
■ Prepared annual operating and capital outlay budgets ($3 million/ $115K-$460K) for the division and
assisted with the development of the larger department-wide budget as well.
■ Served as representative for the city's pension and contract negotiation team.
■ Planned and implemented policies, practices and procedures for the department which resulted in 15%
savings in facility use staffing costs.
• Facilitated and implemented youth and adult athletic leagues and related programming. During tenure, the
documented a 100%increase in adult sports league revenues.
PROFESSIONAL AFFILIATIONS, ACHIEVEMENTS
International City-County Management Association
ICMA Credentialed Manager Candidate
Selected to the Leadership ICMA class of 2021
Presenter at 2019 ICMA Conference in Nashville
Selected to Management Exchange Program(Rockville, MD) 2018
ICMA Advisory Board on Graduate Education—2016 - present
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ICMA Student Chapter Founder/Mentor(Georgia Gwinnett College&Clark Atlanta University)
Knowledge Network Advisory Board member-2012-2014,2016-present
Small Community Scholarship Recipient-2011
Emerging Leaders Development Program - 2011-2013
Georgia City-County Management Association
Leads all"Next Generation" sessions for Aspiring City/County Managers
Professional Development Committee and Technology Committee-2015 -present
Scholarship Committee—2014
National Development Council—Economic Development Finance Professional Certification—2017
University of Georgia: CVIOG Georgia Certified Economic Development Program - 2017
Gwinnett Chamber of Commerce—Community Wellness Award-2016
Partnership Gwinnett—Influence Award-2015
Gwinnett Young Professionals—Gwinnett Chamber of Commerce-Founding Board Member-2015
Explore Gwinnett: "Friend of Gwinnett Tourism"winner-2014
Georgia Academy for Economic Development-2014
Georgia Downtown Association
Georgia Downtown Association Board Member-2015 -2017
Downtown Development Authority Advanced Training- 2015
Florida City and County Management Association
"If You Care, You Do" Award Recipient - 2013
Emerging Leader Scholarship Recipient - 2012
Professional Development Committee -2012-13
Conference Planning Committee -2011-13
Intergovernmental/Organization Partnerships Committee- 2011
Florida Recreation and Park Association
Training and Education Committee Chair-2013
Central Region Director- 2013
Annual Conference Committee-2008, 2012
Central Region Planning Committee-2011-Present
Joe Abraham's Academy for Leadership Excellence- 2008
National Recreation and Park Association
Certified Parks and Recreation Professional(CPRP) Certification—2011-2017
Aquatics Facility Operator Certification- 2007 -present
National Incident Management Systems(ICS)400, 700, 800, (IS) 1
American Red Cross CPR,AED,First Aid, and Lifeguard certified—2007-present
PUBLIC ADVISORY BOARDS
Gwinnett Transit Collaborative member- 2017
Gwinnett Clean&Beautiful Advisory Board member-2015-17
Gwinnett Tech Marketing and Management Advisory Board member—2014-17
Partnership Gwinnett Entrepreneurial Council—2014-2017
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Lanier High School Advisory Board Member—2015-17
Hillsborough County Child Care Facilities Advisory Board-2012
Hillsborough County Water Conservation Technical Advisory Committee- 2009-2012
Hillsborough County Human Relations Board- 2008-2009
Secretary for Hidden Oaks(Temple Terrace,FL)Home Owners Association-2007-2008
City of Temple Terrace Library Board-2005
MEMBERSHIPS AND COMMUNITY INVOLVEMENT
Selected to Leadership Cobb—2018-19
"Dancing With the Stars" Cobb County Schools fundraiser participant - 2019
Principal for the Day—Campbell High School-2018
Selected to Leadership Gwinnett —2017-18
Distinguished Gentlemen Mentor Program-Lanier High School-2015-2017
Principal for the Day&Half Hour Hero Mentor program- Sugar Hill Elementary 2016
North Gwinnett Kiwanis—2014-2017
Sigma Beta Delta International Business Honor Society
General Manager for Continental Basketball League's Tampa Bay Saints—2012-2015
Assistant Coach for King and Strawberry Crest High School Basketball teams 2011-2014
Chairman of Kappa Sigma Fraternity(University of South Florida)—2001
REFERENCES
Tammi Saddler-Jones Max Bacon Ron Fennel Derek Norton
City Administrator Mayor Councilmember Mayor Pro-Tem
Smyrna, GA Smyrna, GA Smyrna, GA Smyrna, GA
832-969-8266 770-436-3824 678-592-9011 404-274-4210
Paul Radford Steve Edwards Brandon Hembree Taylor Anderson
City Manager Mayor Councilmember Councilmember
Sugar Hill, GA Sugar Hill, GA Sugar Hill, GA Sugar Hill, GA
770-605-4073 770-560-4025 404-372-3270 678-472-5743
Corkey Welch Cheri Donohue Susie Gajewski Marc Cohen
Councilmember Councilmember Councilmember Councilmember
Smyrna, GA Temple Terrace,FL Sugar Hill, GA Sugar Hill, GA
404-626-3893 813-230-3389 678-761-2634 770-789-6048
Dr. Bob Lee Randall Reid Carl Harness Janice Eidson
Executive Director Southeast Director Human Svices. Admin.Director of Mgmt
CFLGE ICMA Hillsborough Cty,FL Georgia Municipal Association
239-777-1013 941-445-3567 813-766-9196 678-686-6256
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Shaw_ n D, Boyle
(407)792-8466 sboyle@winterspringsfl.org
Extensive experience and interest in:
Financial System Management Financial Reporting
Budget Planning/Forecasting Strategic Analysis and Implementation
Utility and Sewer Operations Economic Development
Construction/Project/Contract Management
Professional Experience
City of Winter Springs, FL 2010-Present
Currently serving as Interim City Manager
Achieyemcub: Completed redistricting in record time, increased rating on pension plan from.E to A,
submitted budget in surplus, largest decrease in taxes since 2006, lowest millage rate in the county,
completed largest pavilion in the City's history, streamlined development application process by rewriting
City code.
Director of Finance and Administrative Services
Served as Director of HR, IT,Building Permits,Utility Management and Billing,Risk Management.
Directs the preparation of financial reports and schedules. Reviews and approves financial materials such
as: budgets, checks, pay requests, memorandums, payroll timesheets,etc. Reviews financial data, such
as: bond documents, monthly financial reports, other reports and funding requests. Manages City pension
plan(net position ending$54M). Attends and participates in administrative meetings,such as: agenda
preparation, staff,department head, Commission,Tuscawilla Lighting and Beautification and Pension
board. Coordinates the annual audit. Prepares routine and special reports, analysis and management
studies.Prepares and monitors the City's $52M budget. Oversees investment and management of City
investments. Exercises general supervision over various assigned activities. Develops programs,City-
wide policies and procedures.Initiates and carries to completion special programs as directed by the City
Manager. Manages the disposition of surplus assets. Prepares and implements Customer Service Plan.
Represents and defends the City in legal matters.
Acjkyementc: Reduced healthcare cost by 30%over ten years,restructured debt and reduced annual
requirements by$15 million,reduced headcount by 26% while increasing the level of customer service,
implemented new ERP system, redesigned and implemented new City Web page included self-service e-
commerce portals for utilities,parks and building inspections, restructured employee pension, reduced
annual cost by $1 million and past service liability by$30 million,
Oldham County Fiscal Court, LaGrange, Kentucky 2005-2010
CFO 2006-2010
Manage all financial reporting and accounting for the Company. Present financial data,reports and results
to the Board of Directors and provide guidance and recommendations for policies, procedures and
budgetary decisions. Identify and achieve optimal capital/debt structures. Responsible for all strategic
financial planning and implementation, as well as all state and federal grants.
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Achievements: Reduced operating expenditures by 10% and increased operational revenues by 12% in
FY2008 by a radical reorganization,restructuring, and reducing workforce by 15%. Replaced labor with
long term capital investments and technology. Appointed as Vice Chair of the Hoard of Directors for the
Oldham County Sewer District.
Treasurer/Controller 2005-2006
Perform critical cash management processes and treasury service functions including: cash management,
investing,cash forecasting and credit line administration.Analyze and implement ways to leverage existing
and new technologies to enhance service, data management, analytical and reporting. Provide treasury
business expertise and support for the ongoing enterprise and business unit use of systems. Work with
enterprise IT resources to maintain system operational capabilities. Complete monthly reconciliations and
month closing processes. Communicate with the program managers at the end of each month to confirm
that existing programs are still being executed as they were reflected in the prior reforecast. Confirm actual
results with budgeted results to determine why variances exist.
Brown-Forman Corporation, Louisville,Kentucky 1996-2004
Company Description: Manufacturing-One of the largest American-owned companies in the spirits and
wine business,a diversified producer and marketer of various consumer products
Lead Financial Analyst:Property Plant and Equipment 1999-2004
Complete annual budgets,monthly variance analysis,assess capital interest(SFAS No.34),generate written
communications of consolidated asset position to Brown-Forman's board quarterly, manage Brown-
Forman's $1.3B fixed asset portfolio, load and reconcile load companies in order to create consolidated
income statements and balance sheets, negotiate/manage lease contracts.
Achimmeata:Reduced capital spending 30%by implementing new guidelines and policies,captured$2.3
million in depreciation savings annually and created documentation for Sarbanes-Oxley.
Financial Analyst:IT 1996-1999
Develop and maintain financial reporting models for all levels of management including senior executives,
monitor and report expense/revenue progress, conduct capital expenditure analysis on all major I/S
purchases (NPV), maintain cost models for I/S product lines, develop and coordinate budgeting
presentations for I/S management,Coordinate I/S contracts with internal and external distributors.
Achievements: Automated the financial reporting systems within US, modified and expanded monthly
executive reports to improve communication between all levels of management, consolidated and
simplified the annual I/S budget process by creating sophisticated spreadsheet and data collection tools,
implemented a capital asset program.
Prudential Healthcare, Louisville, Kentucky 1994-1996
Company Description: Healthcare-Acquired by SHPS several years ago.
Manager, Financial Analysis
Finance team leader (40 associates); construct and maintain economic and financial models for strategic
management, cash flow management including daily/monthly cash deposit reconciliation; construct and
monitor six departmental budgets; analyze and develop new pricing strategies for products; forecast
monthly/annual revenues; develop and maintain product unit costs; negotiate and review client contracts;
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develop quotes for all new business acquisitions; develop and support senior management strategy
initiatives.
A jL-- -eiaswts: Increased revenues by aggressively managing cash flows($500M); increased cash velocity
by automating cash application process: successfully implemented an activity based management unit cost
program;negotiated several large contracts to obtain new clients;acted as liaison between operational units
and senior executives; introduced an added value unit cost program.
Providian Capital Management,Louisville,Kentucky 1992-1994
Company Description: Financial Services-Now AEGON, investment operations.
Operations A nalyst
Develop,staff,and motivate special projects;analyze and direct funds for department budgets and accounts
payables; negotiate outside vending contracts; maintain employee benefit records; quality review
disbursement register reconciliations; coordinate customer financial statements and provide backup for
security of all mainframe systems.
: Developed Lotus spreadsheets to automate pension administration; identified and
recovered approximately$125,000 with an internal audit of individual annuity contracts;learned to manage
multiple projects with strict deadlines while maintaining accuracy and quality; gained excellent product
knowledge of annuities; became proficient in the use of mainframe systems and LAN.
Education
Murray State University,Murray,Kentucky 2000
Master of Science in Economics and Finance
Major Area of Study: Corporate Finance and Macro/Micro Economics
Murray State University,Murray,Kentucky 1991
Bachelor of Science in Business
Major: Business Administration(AACSB)accredited program
Major Area of Study: Management Strategies, Accounting,Finance and Corporate Law
Additional Skills/Awards
Computer Literate: (i.e. Microsoft Word, Excel,Power Point,Project.Manager, Lotus 123, Word Perfect,
TSO, SQL, SAP, Great Plains),working knowledge of AIRMA and regression models,working
knowledge of security analysis. 1998 Brown-Forman Achievement Award and several performance
awards.
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RESUME
Craig Michael Coffey
10 Trail Run, Flagler Beach, FL 32136
(386) 264-3696 (cell)/cLcnffey(cocflxr.com/(386) 868-9226(alt)
OBJECTIVE
To be a City Manager for a forward-thinidng community, with a high quality of life,
that continually strives for excellence.
EDUCATION
Master of Public Administration, University of Central Florida, Orlando, FL
B.S., Land Use Analysis (Planning), Eastern Michigan University, Ypsilanti, MI
RELEVANT PROFESSIONAL EXPERIENCE
County Administrator, Flagler County, Florida - 2007 to 2019
Responsibilities Included: Oversight and management of all day-to-day aspects of the County. This
included nearly 400 full-time employees, in a variety of typical and atypical county departments, plus
enterprise funds (Water, Sewer, Solid Waste, and Airport). Financial responsibilities involve
developing/managing a $66 million general fund budget, within a$220 million overall budget, over
1.1 million sf of public building space and over 10,000 acres of public land,a fleet of more than 800
vehicles, $30-$50 million in capital projects annually, and hundreds of contracts and services annually.
Major Accomplish s s.
• Led and/or managed three major natural disasters (Fire-5,000 acres+and Hurricanes)before, during and
after to include over$50 million in long term recovery projects—County, FEMA, and HMPG projects.
Essentially served as incident commander for Hurricanes Matthew and Irma.
• Acquired two small private water and sewer utility systems.
• Created voluntary and mandatory special assessment districts for capital projects such as seawalls,
protective dunes, and a stormwater retrofit project.
• Negotiated multiple, multi-year,union contracts for firefighters(IAFF) and one contract with the PEA
union. Was able to include fitness-for-duty provisions and incentives for special teams for firefighters.
• Led the County through the great recession when the County lost half of its taxable property valuation
and led the state in unemployment and mortgage foreclosure—strategies were comprehensive and
included such things as: service realignments and mission essential evaluations, cost cutting, cost saving
investments, new revenue sourcing, layoffs and restructuring, and line-item budgeting.
• Successfully passed an Environmentally Sensitive Lands(ESL)Funding Voted Referendum,20-year
Local Option Sales Tax; and increased Tourism Tax Rate by 2%.
• Obtained millions in State legislative appropriations, successfully passed and blocked State legislation
in accord with the legislative priorities of the County Commission.
• Privatized Custodial Services, Landscaping Maintenance, &Interfacility Ambulance Transport Services.
• Successfully merged the City of Bunnell Fire Department into the County's Fire/Rescue Department.
• Brought Economic Development and Tourism in-house as County Departments. Since then, Economic
Development helped create more than 400 jobs, $200 million in economic output, and$22 million in
capital investment since coming in-house. Likewise, Tourism increased revenues by over 30%.
• Led transfer of tourism tax collection from the State Dept. of Revenue to the County Tax Collector.
• Worked jointly w/Supervisor of Elections to Upgrade Election Equipment and Cyber Security.
• Refinanced all County debt saving County taxpayers millions of dollars.
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• Secured new financing for over$100 million in funding for over 20 different financing instruments.
• Improved the County's Bond Rating from A+to AA- saving millions in debt issued/refinanced.
• Created an employee clinic and fitness facility,plus implemented a comprehensive incentivized
wellness program, and affiliated Canada drug prescription program.
• Managed County's self-insured health insurance program to nearly flatline health insurance costs to
include reinsurance,with minimal changes in benefits to County employees.
• Completed hundreds of millions of dollars in capital projects including road construction and
resurfacing,bridges,parks, stormwater,utilities,beautification, and government buildings, including a
new County Jail and new 1-95 County Interchange. On average $30-$50 Million per year.
• Merged Sheriff fleet and Sheriff IT operations w/County BOCC saving money and gaining efficiencies.
• Acquired two new constitutional outreach service facilities and leased and remodeled another.
• Recruited and retained an all-star staff recognized at State and National levels.
• Created a popular citizen's academy for citizen outreach and to develop volunteer pool.
• Developed in-depth new employee orientation program w/organizational cultural emersion.
• Created a 11+mile, 25million+Dune Protection/Restoration Project, with funding from the tourism tax,
FDEP,Private HOA, a CDD, and FEMA funding to prevent the reflooding of hundreds of homes,
prevent homes from collapse into the ocean, and to protect millions more in infrastructure and homes.
Constructed project in-house, 209 private property easements(97% success),FDEP and ACOE permits,
turtle relocation, 3 interlocal agreements w/other local governments.
• Acquired over 6,000 public acres during tenure and managed over 10,000 passive park acres.
• Successful as local sponsor with Army Corps of Engineers in obtaining National Civil Works Review
Board approval for a 2.6-mile Shoreline Protection Project in Flagler Beach.
• Successful in obtaining$17 million in federal funds for initial construction of 2.6 mile, ACOE project
plus an additional $16 million from FDOT for the remaining 3.65 miles of City of Flagler Beach
shoreline(6.25 miles in total).
• Constructed over 20 miles of new multipurpose trails and over 8 miles of new mountain bike trails.
• Airport—Worked to bring County Executive Airport into black- County owned spaces fully occupied,
built new hangars and new air traffic control tower, acquired over 70,000 sf of market space in
foreclosure purchase for$2.75 million; constructed new runway; rebranded airport; opened south side of
airport for economic development with infrastructure (130 developable acres), added 172 additional
acres to airport, constructed over$35 million in new airport capital improvement projects, repaid
inherited, State economic building grant in default; Attracted new Florida National Guard facilities in
excess of$30 million.
• Revamped budget for transparency and ease of citizen use, 9 budget awards(10th in progress)
• Begin High School Fire Leadership Academy with EMT(Certificate Eligible-151 in State)to develop
pipeline of local firefighter-paramedics.
• Built a free public potable water supply point for disadvantaged rural residents with private donations.
• Created community paramedicine program to conduct home visits and stop frequent flyers.
• Created Ocean Rescue Program to overcome Coast Guard coverage gap--based on citizen initiative.
• Expanded ALS Paramedic Ambulance Service into west side to improve rural response times.
• Worked to keep the State of Florida Agricultural Museum open as a County tourism destination by
obtaining direct state support and grants, restructuring organization, integrating some county support
and constructing improvements/infrastructure.
• Developed partnerships with City of Bunnell, School Board, and County and others to restructure
funding, operations, and mission to keep the Carver Gym (Community Hub)open in a disadvantaged
neighborhood. Assisted forming foundation, annual auction, outside funding support agreements
• Developed a contiguous, $1.6 million, ocean seawall project from start-to-finish and coordinated 19
property owners with voluntary assessment to save homes and property following Hurricane Matthew.
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County Administrator, DeSoto County, Florida - 2005 to 2007
Responsibilities Included: Oversight and management of all aspects of the County. This included 225
full-time employees, in a variety of typical county departments (Fire/EMS, Landfill, Public Works,
Finance/Purchasing, Parks, Development) plus enterprise funds (Water, Sewer, Solid Waste, and
Civic Center). Financial responsibilities involve developing/managing a$24 million general fund
budget, within a $90 million overall budget. Also, served as Clerk on the Board (1944 special act) for
everything outside of courts and recording —i.e. handled audits, attestation, payroll, check issuance.
M a 0k-ACV 1ti1)lis11111� ents:
• Negotiated a 30 Year, 4 County, Interlocal Agreement and Master Water Supply Agreement as a
member of a Regional Water Supply Authority. (Led negotiations for the County)
• Secured the free donation of a 160acre, $2.4 Million Wastewater Treatment Plant Site.
• Developed a Water-Sewer Utility Business Plan to include Capital Projects to bring the utilities
from start-up mode to profitability to include securing over$8,000,000 of private upfront capital.
• Developed, negotiated, and oversaw the merger of the City-County Fire/EMS Departments.
• Initiated a Countywide Demolition Program leading to over 107 Demolitions (previously none)
• Oversaw the rebuilding and reopening of a $10 million Agri-Civic Center following
Hurricane Charley with booked daily events ranging from $5,000 to $100,000 in scope.
• Attracted and located several large manufacturers with new jobs and millions of dollars of
new capital investment in the County.
• Resolved Landfill cell construction stoppage in order to construct new cell opened March 2007.
• Implemented first ever County curbside garbage collection program in 2006.
• Completed massive rewrite of County's Comprehensive Plan Amendment written by
previous administration and consultant after poor ORC report from DCA.
• Created Housing Department by reassigning excess staff and administered $10 million grant
for post hurricane housing recovery to include unique plan to closeout FEMA housing parks.
• Developed extensive Adult Entertainment and Mining Ordinances.
■ Began Small Quantity Generator(HAZMAT) program as required by law and new ongoing
Fire/Life Safety Inspection Program.
• Managed major CIP projects including two major park projects, $15,000,000 of utility
improvements and millions in transportation improvements.
City Administrator, City of Hawarden, Iowa - 1999 to 2005
Responsibilities Included: Oversight and management of all aspects of the City. This included 32
full-tune employees and 20+ seasonal employees, in a variety of typical city departments (Police,
Public Works, Finance, Parks, Ambulance, Recreation, etc.), plus 9 Utilities (Water, Sewer, Gas,
Electric, Telephone, Cell Phone, Cable, High Speed Internet, and Solid Waste). Financial
responsibilities involved developing/managing a $12 million operating budget($20 million total
resources). In addition, I also served as the Economic Development Director for the Hawarden Area
Partnership for Progress (HAPP).
Major AccomL11isbments:
• Initiated/Facilitated the merger ofthe Development Corporation and Chamber of Commerce.
• Facilitated the partnering of multiple groups to undertake a$2.4 million combined City Hall,
Community Center, and Child-Care Campus Project to include the passage of a$950,000 bond
referendum, grants, project development, and construction (Historic. 1925 High School)
• Re-wrote Employee Personnel manual, re-negotiated union contracts, implemented training
certifications w/incentives, and re-established a uniform program, working with City employees.
• Re-formed and chaired a six-county regional economic development and marketing group.
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• Brought the City's new telecommunications utility from start-up in 1999 to profitability. In
addition, I was instrumental in expanding additional telecommunication services to include: High-
speed Internet, Cell Phone Service, HDTV, 8 new analog channels, and a 150 new Digital TV
channels, yet still saving citizen-ratepayers over $100,000 per year in fees.
• Directly responsible for the receipt of over ten grants worth more than $500,000 dollars.
• Started the televising of Council meetings, re-started City newsletter, increased press coverage,
and significantly expanded City information of the City's Website and community channel.
• Re-negotiated existing, outside City fire service contracts (Cross State), contracted with a
smaller, nearby community to provide them 24-hour police protection, and utilized police dept. as
code enforcement.
• Reconstructed a destroyed historic downtown building and restored another.
• Issued eight bond/debt issues, implemented ten TIF projects, worked to facilitate multiple
business expansions, and re-developed several downtown historic projects.
• Awarded GFOA CAFR audit award 5 consecutive years,
• Completely re-vamped budget format forcitizen understanding.
• Develop a detailed capital improvement plan for equipment and facilities.
• Initiated and oversaw the creation of two new residential subdivisions built by the City.
Director of Planning & Public Works, City of Mayfield, Kentucky - 1993 to 1999
Responsibilities Included: Oversight and Management of all aspects of the City outside the
offices of Police, Fire, and City Clerk. This oversight/management included 22 full-time
employees, 4 seasonal employees, and 3 seasonal subcontractors.
iiNla jor Acct wnlishnt=ts._
• Recognized with three state level awards.
• Received 9 out 9 grants applied for bringing in over$750,000 in monies.
• Established the City's first ever fire prevention/code enforcement department.
• Re-wrote the City's Comprehensive Plan and most land development regulations.
• Completely re-developed three City parks and created a new park.
• Initiated a Main Street program to re-develop the downtown including the re-development of
several downtown buildings and beginning of the downtown streetscape project.
• Created a comprehensive city sidewalk replacement program resulting in the replacement of
miles of sidewalk at a reduced cost to the City.
• Designed and developed major drainage improvements citywide protecting homes and property.
• Negotiated a large annexation for the development of a new shopping center south of the City
• Represented the City with the State DOT on eminent domain process for a new bypass.
City Planner (Equal to Planner Ill), City of Melbourne, Florida - 1988 to 1993
Responsibilities Included: Infrastructure capacity management, re-writing land development
regulations, site plan reviews, writing recommendations to the BZA, Planning and Zoning Board, and
City Council, comprehensive plan amendments, census forecasts, regional project reviews,
re-development area planning, advising on various CDBG and CIP Projects, budget development and
submittal, downtown re-development, facility location studies, and business license review.
Captain, Military Police Officer, U.S. Army Reserves, - 1984 to 2000
Responsible Positions Served: Company Commander, Platoon Leader, Battalion S-1 (Admin), S-3
(Training/Operations), etc. Served over 8 months of active duty service with the 810th MP Company
(Tampa) as a Platoon Leader attached to 82nd Airborne in Saudi Arabia and Iraq in support of
Operation Desert Shield/Storm. First reserve unit to ever earn 82"d Airborne combat patch. Formally
ended service in January 2003 to devote more time to family and civilian positions.
REFERENCES AND ADDITIONAL INFORMATION AVAILABLE UPON REQUEST
Page 414
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Private and Confidential August 1,2019
ACCOMPLISHED PUBLIC AND BUSINESS ADMINISTRATION LEADER
KYLE B. COLEMAN MPA,MBA
Fort Myers, FL 33916
Eil kylebcoleman@gmail.com LSU 9 +1 (585)880-0698
LEADERSHIP PUBLIC ADMINISTRATION-BUSINESS ADMINISTRATION-FINANCIAL MANAGEMENT
■ COMMUNITY ENGAGEMENT An accomplished leader, I have improved public services in a financially and ecologically
■ ECONOMIC DEVELOPMENT sustainable manner for the Village of Estero, Florida in my position as Assistant to the
Village Manager. Accomplished by utilizing the power of public-private partnerships, and
■ ETHICS-DRIVEN LEADERSHIP intelligent employee management together with the creative application of emerging
r TECHNOLOGY UTILIZATION technology.All while addressing legacy public liabilities.
r STRATEGIC PLANNING With an enduring commitment to ethical clarity,being the best, perseverance,accountability
. PERFORMANCE MANAGEMENT and equality, I have leveraged my skills and experience to develop and implement impactful
and cost-effective solutions. Specifically, my efforts produced positive outcomes in CIP,
. COUNCIL RELATIONS Finance, Public Works, Technology, Permitting, Plan Review, Parks and Recreation, Human
. CRISIS MANAGEMENT Resources,and Disaster Response.
. BUSINESS IDEATION My career achievement is complemented with a Master of Public Administration in State
and Local Government Financial Analysis and Management, a Master of Business
Administration in Finance,a Bachelor of Science in Accounting, Finance, Information Management/Technology,a Bachelor of
Arts in Economics,and a Certificate of Advanced Study in Health Services Management and Policy.
A proficient public presenter and communicator, I maintain composure, a calm demeanor, and decisiveness in high-stress
environments.Outside the workplace I enjoy taking road trips,training to run a marathon,competing in basketball and tennis,
and spending time with family,friends,and my dog.
SELECTED CAREER ACCOMPLISHMENTS
Strategic: Developed inaugural Village Strategic,Annexation and Branding plans,to guide the Village's future growth. Refining and
strengthening Council, Board,and Staff ethics code(the process is ongoing at this time).
Intergovernmental Relations:Grew relationships with partner agencies,culminating in$40MM of outside funding for Village
CIP projects.Analyzed agreements between neighbor cities,detailing areas of service overlap and potential cooperation.
Finance: Built and implemented the inaugural Capital Improvement Plan,with projects totaling in excess of$100MM.Authored and
implemented the inaugural Reserves policy,creating the region's largest per capita reserves fund.
Parks and Recreation:Facilitated the$24.5MM purchase of 62 acres for parks,including site planning,financing,and public outreach.
Grant Application and Administration:Applied for,received and managed a$20,000 grant for additional marine patrol services
along Estero River.Coordinated grant submission and stakeholder advocacy for$5 million grant(outcome unknown at this time).
AREAS OF EXPERTISE
•Budget Development/Oversight •Conflict Resolution s Grant Application/Administration
*Capital Program Evaluation/Management .Brand Development •Public-Private Partnership
•Intergovernmental Relations .Risk Management •Human Capital Management
•Intermediate Spanish .Process Re-engineering •Special Event Coordination
*Public Relations •Customer Service .Technical Writing
MS Word,Excel,PowerPoint,Access,Project,Google Suite
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Private and Confidential August 1,2019
CAREER PROGRESSION
ASSISTANT TO THE VILLAGE MANAGER
Village of Estero,Florida July 2016—Present
Estero,near Naples,is a village in Lee County,Florida serving—40,000 citizens during the warmer months and—60,000 in the winter.It is the home of Hertz
Arena,which hosts home games for the Florida Gulf Coast University,as well as Miromor Outlet and Coconut Point regional shopping centers.
Recruited by the Village Manager,who only recruits from the top 2-3 public administration programs in the country(Syracuse
University,Maxwell College-my alma mater-is ranked#1 nationally).Department administrators recommended me as one
of the top two students from the program and I came aboard to provide administrative leadership, as the fifth full-time
employee for a city of 45,000,given my unique background in Technology,Finance,and Public Administration. {
Public Works:Created and managed the Village Public Works department, reducing annual costs by$2 million(77%cut). Executed
municipal contracts for most service functions, limiting staff growth to one part-time employee.
Disaster Response: Led Village response to Hurricane Irma,including operations and internal and external communications.
Negotiated service agreements that lessened cash flow impact by$5.7 million as compared to neighbor cities. Navigated the FEMA R
review process in order to receive full reimbursement for all Village projects.
Community Development:Overhauled permit review and code enforcement processes,consolidating 40+application forms to 1.
Implemented department-wide performance metrics, leading to a 30%reduction in data input efforts.
Technology:Designed and built a resident request for action system,as well as performance metrics tracking software. Revamped
the technology used by the Clerk's office, reducing public records response time and cost by 90%.
Human Resources:Oversaw recruiting,hiring and onboarding of six full and part-time staff members. Utilized part-time help to
maintain the regions lowest staff per capita ratio(1 employee per 4,000 residents). Maintained zero ongoing liabilities by recruiting
and hiring with a defined contribution retirement plan.
Public Safety:Created and managed interlocal agreements with fire districts and data sharing partnership with the sheriff's office.
Facilities: Directed design,construction and move-in phases of the Village Hall remodeling effort,closing below budget.
Customer Service:Implemented performance standards,driving a 22%reduction in service response times in year one.
Education:Developed the strategy for an education partnership between Village,County and School Board.
ASSUMPTIONOF .RKS FUNCTIONS FROMCOUNTY
Hired as the fifth employee in a newly incorporated Village,I was tasked with leading Estero's assumption of Public Works
functions from Lee County. The Village already provided building permitting,code compliance,plan review,and finance.
However, Estero wanted to provide additional services such as road maintenance,landscaping,and water quality monitoring in
order to improve the quality of life for the growing Village.
® In order to provide background on the desired and achieved service level,I reviewed the goals and objectives as stated in the
incorporation proposal from the summer of 2014,as well as the Public Works proposal from our County.
• The review showed that we were not receiving sufficient service,so I created our own Village Public Works Department to
meet this standard of care.
• We contracted with eight private providers to deliver municipal services,as well as one part-time employee.
Impact:Through this process,we were able to reduce annual maintenance costs from$2.6MM to$300K;schedule$70MM+in
CIP projects over 7-years($40MM+coming from outside funding sources),and implement performance metrics(which have
shown a 90%improvement in response time in two years of operations).
As Hurricane Irma approached,and ultimately provided a direct hit to Estero,I was tasked with leading our preparation,response,
and the subsequent mitigation efforts with a Public Works and Communications team that consisted of two part-time employees.
• Enacted operations and communications response plan,including partnering with our County,contracting with local
providers,and activating part-time staff to work remotely(the majority of the staff was forced to leave the area).
• This amalgamation response team provided road clearance,stormwater management,emergency services,internal
communications,and public relations.
• The Village sustained damage on,and blockage of,all of our arterial roads and a majority of our local roads. We completed
our cleanup efforts faster than neighbor municipalities while providing individualized responses to all resident inquiries(via
an online portal I designed and built).
® Managed negotiations and provider contracts for a successful FEMA reimbursement process.
• My leadership included overseeing the development of our contract negotiation strategy and the creation and management
of our joint employee/consultant reimbursement team. Coordinated public relations throughout the process,providing
Village-specific updates to residents in real-time.
Impact:The Village encountered$4MM of damages in total.Through my leadership,we limited our upfront costs to$250K and
recovered 85%+of our total costs.
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Private and Confidential August 1,2019
BUILDING,CHANGING THE CLERK, OFFICE PROCESSES
With lawsuits being filed against neighbor cities in consecutive days regarding compliance with the American's with Disabilities Act
(ADA),I was tasked with reworking all facets of our Village operations to mitigate the substantial litigation risk.
® Led the redesigning of the Village of Estero's website and the re-engineering of our meeting streaming,public records
request,agenda and minutes preparation,building permit review and code compliance processes for ADA compliance.
® Achieved through coordinating wholesale changes to our Clerk,Information Technology, Planning,Building,Code Compliance,
Public Works and Administration divisions.
Impact:By my actions,we took the ADA-compliance threat and leveraged it into an opportunity to further embrace transparency,
access,and accountability.Outcomes include:
✓ The Village has not been implicated in any ADA-related litigation,as all documents made available on our website,as well as
all of those provided to the public via email,are now fully ADA-compliant.
✓ We are nearing the launch of a new one-stop resident portal,which will allow our residents to submit requests for assistance,
from any Village department,through one form.
✓ Building permit applications,requests for assistance with potholes,records requests,or any other Village-related issue will
be taken by one conditional form and routed to the appropriate internal division.
✓ All public safety,land use,public works,emergency response,geographic,and education data will be provided in one
interactive,online public GIS map,with an accompanying open data portal.
PRIVATE EXPERIENCE
FOUNDER AND CHIEF EXECUTIVE OFFICER
The SAT Academy of Southwest Florida March 2018—Present
Created this company to serve a need for affordable sat prep in this region,as test prep can be a major obstacle to high schoolers being able
to go to college.
Legal/Administrative:Created legal formation documents,web presence,grading algorithm and report,and marketing materials.
Customer Engagement:Grew customer base to 40+clients in year one,driven almost exclusively by referrals of satisfied customers.
NONPROFIT EXPERIENCE
EXECUTIVE DIRECTOR
Greater Syracuse Project September 2014-July 2016
Hired by department administrators to assist with the development of a nonprofit,which was being co-founded by university professors(former
practitioners). Following the departure of the executive director within the first month of my start,I assumed this role and continued to work
with these administrators to develop this nonprofit.This nonprofit leveraged student and faculty talent to improve the skillset of local nonprofit
leaders. My background in IT,finance, and public administration, as well as my self-starter mentality,were viewed as major strengths for
starting this nonprofit.
Strategic:Built a neighborhood system whereby students systematically upgraded the technical capacity of nonprofits. Instituted a
mechanism for resource sharing,allowing local nonprofits to reduce administrative burden and costs.
Human Resources:Managed the leadership team,student volunteers, nonprofit partnerships and 18 long-term consulting projects.
1ERS"IP RECOGNITION
Following the departure of the Executive Director two weeks into my term,I was tasked with assuming the Executive Director role
and developing all operational and communication facets of the newly formed 501(c)(3).
la Developed partnerships with local nonprofits,recruited volunteer community consultants via networking and advocacy,
managed our grant application process,coordinated the creation of an online portal,and developed organizational operating
procedures.
0 Given the organization had formed only weeks before I joined,all facets of strategic and daily operations had to be created.
Impact:Coordinated 18 long-term consulting projects,systematically upgrading the organizational capacity of local nonprofits.
Further,our organization created a platform for resource sharing,allowing nonprofits to reduce administrative burden and
expand impact by cross-pollinating services. Recognized for my leadership efforts with the Albert B Merrill Award,an annual
honor bestowed on the individual who best demonstrates effective use of public-private partnerships for the public good.
Page 024
Private and Confidential August 1,2019
EDUCATION
Syracuse University,Syracuse,New York 2010-2016
Master of Public Administration(MPA)
Concentration:State and Local Government Financial Analysis and Management.
Coursework:Public Administration,Public Budgeting,Tax Policy and Politics,State and Local Finance.
Master of Business Administration(MBA)
Concentration: Finance
Coursework: Data Analytics, Financial Modeling,Human Resources, Legal and Ethical Aspects of Management.
Certificate of Advanced Study(CAS)
Concentration: Health Services Management and Policy.Coursework: Health Services Management,Changing American Health
Care System,Behavior in Organizations.
Bachelor of Science(BS)
Majors:Accounting, Finance,Information Management and Technology.Coursework: Fast Cities(Rise and Fall), Financial and
Cost Accounting,Audit,Database Management Systems.
Bachelor of Arts(BA)
Major:Economics.Coursework: Public Economics, Labor Economics,Critical Research and Technical Writing, Public Speaking.
PROFESSIONAL DEVELOPMENT
ICMA(International City and County Manager Association)National Conference(2017/2018)
FCCMA(Florida City and County Manager Association)State Conference(2018/2019)
FGCU Ethics Training Courses(2016,2017,2018,2019)
ICMA Emerging Leaders Development Program(Class of 2021)
PROFESSIONAL AFFILIATIONS—BOARD APPOINTMENTS—MEMBERSHIPS
ICMA, FCCMA, Estero Chamber of Commerce Member
HONORS-AWARDS
Albert Merrill Public-Private Partnership Award(Maxwell College,Syracuse University)
LANGUAGES
English: Fully Proficient(Native)
Spanish: Reading Proficient, Basic Speaking and Listening(Non-Native)
VOLUNTEER ACTIVITIES/CIVIC CONTRIBUTIONS
Founder and CEO,SAT Academy of Southwest Florida,Fort Myers, Fl,03/2018-Present
-Provide low cost SAT tutoring to local kids to assist them with getting into college and receiving scholarships.
SPEAKING ENGAGEMENTS AND PRESENTATIONS
Speaker, Developing a Public Works department,American Public Works Association, Fort Myers, Fl,01/2018
Speaker, Update on Estero Village strategy,Estero Chamber of Commerce, Estero, FI,06/2018
VPresenter, Estero Nonprofit Night, Estero Chamber of Commerce,04/2017,04/2018,04/2019
1
PUBLICATIONS
Estero Life Magazine, Each month since June of 2018
Page 025
Private and Confidential August 1,2019
COMPREHENSIVE LIST OF SKILLS AND COMPETENCIES
Accounting Public Liabilities Legal and Administrative Volunteer Management
ADA Liability User Engagement Website Development Public Records Response
Annexation Technology Local Government Finance Public Safety
Basic Spanish Database Management Local Government Law Public Speaking
Bidding Processes Disaster Response Maintenance Cost Public Works
Branding Ecological Sustainability Management Public-Private Partnerships
Budget Process Economic Development Marketing Campaigns Purchasing
Business Administration Emergency Communications Marketing Material Recruiting/Onboarding
Business Creation Emerging Technology Development Reengineering Review
Capital Improvement Employee Wellness/Safety Media Relations Reserves Creation
Projects Expense Minimization Municipal Contracts Resource Sharing
Cash Flow FEMA Municipal Courts Retirement Plans
Citizen Engagement Financial Modeling Municipal Utilities RFP/RFQ
City Ordinances Financial Policy Nonprofit Leadership Risk Management
Clean Water Management Fire Districts Open-Source Software Sales Tax Revenue
Code Enforcement Grant Administration Utilization Scope of Work Development
Community Development Grant Applications Organizational Behavior Service Agreements
Community Expectations Highway Beautification Organizational Nimbleness Shared Services
Community Relations Human Resources Partner Agency Relations Site Plan Review
Compensation Plans Information Technology Partnerships/Alliances Special Events
Contract Negotiation Intergovernmental Pension Liabilities Staff Motivation/Training
Contract Services Agreements Performance Management Stakeholder Advocacy
Cost Analysis Internet-of-Things Permit Reviews State Legislative Affairs
Cost Reduction Integration Planning&Zoning Strategic Planning
Council Relations Interpersonal Issue Principled Leadership Sustainability Initiatives
1 Critical Research Management Program Evaluation Tax Allocation
Data-Driven Management Labor Economics Public Administration Tax Policy
Tourism Land Purchases Public Communications Technical Writing
Legislative Relations Leadership Public Finance Third Party Funding
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STEVEN S. DAVIS, MPA CPM
228 Chippingwood Circle Pooler, Georgia 31322
Cell: (678)215-2569
repstevedavis@gmaii.com
SKILLS
Innovative thinker with broad-based expertise in State and Local Government Operations, Public Policy,
Intergovernmental Relations,Transportation,Public Speaking,Nonprofit Management,Strategic Planning,
Real Estate markets, Finance, Business Development, and Construction. Proven ability to quickly and
thoroughly analyze key business drivers and develop strategies to grow and manage bottom line. Self and
team motivator with strong leadership qualities.
EXPERIENCE
Effingham County Board of Commissioners Sep 2017—Oct 2018
County Administrator
o 405+FTE with 26 Department Heads
o $29 Million General Fund FY2019
o $56 Million Special Fund and Capital Budget FY2019
o $85 Million Total funds Managed FY2019
o $4.4 Billion Tax Digest
o Manage all administrative affairs of County
o Implement policies of the Board in accordance with state and federal laws
o Responsible for all finances and financial planning, including preparation of annual budget
o Oversee and manage all personnel decisions of the County
o Act as liaison between the Board, employees, other state and local officials, and the community
o Prepare agenda items and make all staff recommendations
o Prepare and distribute reports as directed by the Board
o Host Department Head and Divisional Meetings
o Manage public relations, including on camera interviews and press requests
o Major Events: Hurricane Irma,Winter Storm Grayson,Hurricane Floyd,and Hurricane Michael
o Re-organized County departments, including consolidation and privatizing
o Negotiated new Solid Waste Contract
o Negotiated new Food Service Contract for County Prison and Jail
o Operationalized paperless billing and auto-pay for water billing
o Operationalized credit card and online payment options for Development Services
o Managed completion of$7 Million phase of sports complex
o Managed completion of$1 Million Josh Reddick Stadium
o Managed completion of multiple local transportation projects
o Managed PE and ROW acquisition for 2 major GDOT Projects
American Concrete Paving Association/Portland Cement Association March 2013—Sept 2017
Executive Director- Georgia
o Manage nonprofit trade association operations
o Review and monitor Georgia Legislative actions
o National Legislative Task Force evaluating and responding to potential legislation
o Increase market share for concrete pavement and other cement products
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o Develop strong business relationships and sustain essential contact with contractors, suppliers,
owners and engineers.
o Coordinate with promotion partners and collaborate with pertinent professional associations to
advance Concrete Pavements.
o Planning, developing and conducting educational workshops, seminars, and project visits
o Responding to inquiries for technical information and assistance
o Maintaining effective relationships with public and private professional organizations
o Create effective quantitative quarterly reports on concrete and cement usage
o Maintain communication with Board of Directors with monthly updates on promotions
o Maintain communication with national group and staff
o Manage central office administration staff and ensure strict budget compliance
o Manage association membership and fundraising activities
Georgia House of Representatives Elected November 2004—Jan 2013
State Representative
o Elected to 4 terms
o Chairman of Information and Audits Committee
o Vice Chair of State Planning and Community Affairs Committee
o Member of Transportation Committee and Chair of Air Transportation Sub committee.
o Member of Insurance Committee and Vice Chair of Health Insurance Sub committee.
o Member of Appropriations Committee.
o Member of State Institutions and Property Committee and Chair of Inmate Issues Sub committee.
o Deputy Majority Whip.
o Key legislation passed: transportation distribution, state infrastructure bank, sex offender, flexible
High School graduation,mandated college articulation, insurance prompt pay
o Transportation bill that changed the division of the transportation funding($2 Billion a year)between
the Congressional districts.
o In addition to the duties already mentioned I must maintain a host of constituent services and
speaking engagements to fulfill my duties of office
Cape Real Estate Sales and Trading Feb 2009—March 2013
CEO/Broker
o Build and operate small Real Estate Firm with 29 agents. Maintain all required data and contracts
from all agents.
o Monitoring market trends, industry-related information, educational articles and research data to
educate clients by outlining the best tools for the performance of their assets.
o Building and maintaining mutually strong relationships with key community leaders, business
owners,realtors as well as the brokerage community.
o Representing buyers, sellers, landlords and tenants associated with retail, commercial and industrial
properties as well as raw and developed land sales.
o Utilizing various forms of technology, my extensive knowledge of the market and strong personal
networks to compile marketing packages and investment analysis for my clients looking to purchase
commercial and industrial land as well as leasing of office space.
o Ensure all licensing of firm and agents is maintained. Taxes and continuing education.
MME Construction Group Feb 2008—Feb 2009
Director of Sales and Marketing
o Planning and implementing new business activities to meet company targets.
o Focus on growth and profitability of commercial activities.
o Prepare business strategic plan identifying potential markets and customers.
o Monitor correction plans and actions according to customer responses to satisfaction surveys.
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Gateway Realty and ReMax Advantage Mar 2000—Feb 2008
Real Estate Sales Executive
o Independent Contractor for real estate sales including commercial and residential properties.
o Consistently met sales goals by which all leads and sales were self generated.
o Focused predominantly on residential and commercial sales with a few large tract land sales.
o Consistently sold over$2 million annually and 2005 was over$8 million in sales.
EDUCATION
University of Georgia, Certified Public Manager
Carl Vinson Institute of Government
Arkansas State University,Masters of Public Administration
Phi Alpha Alpha member,the National Honor Society for Public Affairs and Administration
Troy University,Bachelor of Political Science in Public Administration,Business Minor
Morrow High School, College Preparatory Diploma
MAJOR SPEAKING ENGAGEMENTS
Georgia Property Rights Coalition State Bar of Georgia
American Dream Coalition National Conference American Cancer Society
National Association of Insurance Agents Georgia Farm Bureau
Veterans Day Ceremonies Rotary Club
Council for Quality Growth Chamber of Commerce
Henry County Board of Education Georgia Skills USA
Leadership Henry Youth Leadership Henry
Eagle Scout Court of Honor Henry County Moose Lodge
Numerous school events Numerous political events
AFFILIATED ORGANIZATIONS
American Concrete Pavement Association Portland Cement Association
Concrete Pavement Tech Center Transportation Research Board
Georgia Airport Association Georgia Engineering Association
Georgia Public Policy Foundation Carl Vinson Institute for Government
Georgia Council for Quality Growth Association of County Commissioners GA
AREAS OF EXPERTISE INCLUDE:
-Leading&Developing Teams -Positive Client Relationship -Managing Budgets
-Use of Technology -Negotiating&Closing Deals -Strategic Planning
-Public Speaking -Consultative Sales Approach -Solutions-Oriented Selling
-Developing New Business -Key Account Management
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RICHARD A. DOUGLAS, AICP, ICMA-CM
2508 South Carpenter Drive
Covington, Virginia 24426
919-464-4378
raefordcitymanager@yahoo.com
PROFESSIONAL PHILOSOPHY
To provide quality community services utilizing a results-oriented management style that emphasizes
the principles of honesty, initiative, creativity, and customer service.
PROFESSIONAL EXPERIENCE
City Manager, Covington,Virginia, March 2016 to February 2019
Responsible for overall administration of an independent city($24 million operating budget excluding
school funding), with municipal services such as police, EMS, public works, sanitation/landfill, water,
wastewater, development services, parks and recreation,finance,and administration, and joint services
such as Sheriff/jail/courts, social services, health services, library, and economic development.
Accomplishments include the following:
• Improved regional cooperation with neighboring county governments, including the adoption of
a joint economic development revenue sharing agreement and a joint comprehensive planning
process with Alleghany County;the development of a Drone Zone, a regional economic
development project funded in part with a Appalachian Regional Commission grant and
involving the redevelopment of a former school property; and a long-term landfill use
agreement with Bath County that provided financial stability for the City's landfill operation
• Established a city emergency medical services department to include the use of 24/7 paid EMS
staff, which greatly improved response time, reliability, and level of care,while maintaining a
significant role for the volunteer Covington Rescue Squad and its declining membership
• Based in part on an external assessment of the Police Department, undertook measures to
improve departmental operations and public confidence, to include completing the state law
enforcement accreditation review process, implementation of more community policing
measures; and increasing drug enforcement measures, such as acquiring first K-9 in several
years
• Received approximately$3 million in state funding to resurface most of the major streets in the
city and to complete a downtown streetscape project that had been delayed for several years;
coordinated with city's engineer to develop a street paving prioritization list, and paved at least
four streets each of the past three years
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• Completed 14-year expansion of city's landfill, replaced all landfill equipment and scales,and
reorganized staff,to improve operational efficiency,obtain and maintain state permit
compliance, and increase trust with state regulatory personnel; established a separate solid
waste enterprise fund to ensure sufficient revenues for current and future landfill/sanitation
obligations
• Received state grant funding/zero interest loan to upgrade all wastewater lift stations,to ensure
reliability and permit compliance, negotiated wastewater consent order with state regulatory
personnel for the construction of a wastewater equalization basin at the wastewater treatment
plant and received state funding for the project; made substantial improvements to the city's
water plant, restarted a hydrant flushing program, and inspected all water tanks,which had not
been completed in several years
• Established a development services department(formerly known as the building inspector's
office) and increased emphasis on planning, code enforcement, and economic development;
implemented a minimum housing prioritization list and removed or improved several residential
structures over the past three years
Town Manager, Erwin, North Carolina,July 2013 to October 2015
Responsible for overall administration of municipal government ($3 million operating budget), including
police, public works, planning and code enforcement, parks and recreation, library,finance, and
administration,with an emphasis on planning and economic development. Accomplishments include
the following:
Worked with economic development consultant and state and local economic development
professionals to identify redevelopment strategies for 57-acre former Erwin Mills denim
manufacturing property
Removed town from nine-year probationary status with National Floodplain Insurance Program
and addressed major stormwater management issues
• Updated 15-year old land use plan and completed several revisions to town's zoning ordinance
• Worked to improve attractiveness and economic viability of downtown area, including
streetscape and sidewalk planning, completion of feasibility study to relocate historic depot to
downtown,completion of historic district nomination application, and park improvements
(PARTF grant)
Town Manager, Selma, North Carolina,.October 2008 to July 2013
Responsible for overall administration of municipal government ($17 million operating budget),
including police,fire, electric, public works, planning and code enforcement, water and wastewater,
parks and recreation, library,finance, and administration. Accomplishments include the following:
Page 031
• Expanded or relocated police station,fire station, gymnasium and library facilities to better
serve residents and fulfill department missions, utilizing low interest financing and $300,000 in
grant funding
• Expanded planning and code enforcement efforts, including the preparation of the first land use
plan in 30 years, preparation of master water and wastewater plans, revisions to zoning and
subdivision ordinances,the abatement of nuisance properties, including the removal of over
500 junk vehicles, and the implementation of a targeted service area program to address
specific neighborhood needs
• Achieved certified industrial site designation through the NC Department of Commerce for two
industrial sites, including a 150+acre dual rail-served site
• Completed numerous improvements to the water and wastewater systems, including
wastewater lift station and line improvements funded in part with a $550,000 grant, and
automation of the water and wastewater systems(SCADA)
• Reduced the town's ISO insurance rating, decreased fire department response time, and
improved overall fire services through such efforts as the initial implementation of a 24-hour
fire station staffing plan, implementation of an equipment replacement schedule, expansion of
station space, and vehicle and equipment replacement
• Improved flexibility for electric customers through the establishment of the first electric pre-pay
system in the state
City Manager, Raeford., North Carol_in_a, October 2004 to October 2008
Responsible for overall administration of municipal government($7 million operating budget), including
police,fire, public works, planning and code enforcement, water and wastewater, finance,and
administration. Accomplishments include the following:
• Completion of$2.6 million comprehensive downtown streetscape project
• Significant improvements to the wastewater treatment plant and strengthening of industrial
pretreatment program that led to consistent NPDES permit compliance and improved
relationship with NC DENR
• A water system improvements project, with over$700,000 in grant funding,that boosted the
city's domestic capacity and enabled expansion for a large local industry
Co u nty Administrator Lo ng Co u nty Board of Commissioners Ludowici Geo r is A ril 2000 to
September 2044
Served as first county administrator for rural but fast growing Southeast Georgia county.
Accomplishments include the following:
Page 032
• Preparation of the county's first subdivision ordinance and other land use regulations
• Successful transition to county-wide curbside garbage collection and establishment of two
recycling centers
■ Development of regional emergency 911 system
• Expansion of county recreation park
• Establishment of county industrial park($465,000 state economic development grant)
Planner Coastal Georgia Regional Development Center Brunswick Georgia,August 1998 to March 2000
Natural Resources Planner Maryland Department of Natural Resources,Annapolis, Mary►land,_Januar
1996 to July 1998
Analyst/Research Assistant, ICF Kaiser, Fairfax,Virginia,_February 1992 to November 1995
EDUCATION
University of Virginia, Master of Planning, May 1995
James Madison University, BS, Public Administration and Political Science, May 1991
Public Executive Leadership Academy, University of North Carolina-Chapel Hill,August 2014
PROFESSIONAL MEMBERSHIPS/ORGANIZATIONS
American Institute of Certified Planners(AICP),#012068
International City/County Management Association, Credentialed Manager(ICMA-CM)
American Planning Association
Virginia Local Government Management Association
North Carolina League of Municipalities, Planning& Environment Legislative Action Committee (former
member)
Alleghany Highlands Economic Development Corporation, Executive Committee (2016-2019)
Roanoke Regional Partnership, Executive Committee(2016-2019)
Alleghany Highlands Chamber of Commerce, Board of Directors (2016-2019)
North Carolina Eastern Municipal Power Agency, Board of Commissioners (2008-2013)
Smithfield-Selma Chamber of Commerce, Board of Directors, Economic Development and Public Policy
Committees (2008-2013)
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Covington-Hot Springs Rotary Club (2016-2019)
Alleghany Highlands Kiwanis Club (2016-2019)
Granbery Memorial United Methodist Church Choir(2016-2019)
Dunn-Erwin Rotary Club (2013-2015)
Rotary Club of Central Johnston County(Paul Harris Fellow, 2008-2013)
Selma Lions Club (2008-2013)
Raeford Kiwanis Club (2004-2008)
Fort Bragg Regional Land Use Advisory Committee, Secretary (2006-2008)
Coastal Georgia RC&D Council, 2002 Member of the Year
REFERENCES
Allan Tucker Covington City Council 540-969-8457
Theresa Fontana Former Covington City Attorney 561-503-6967
Temple Kessinger Former Covington Mayor 540-962-5295
Mary Fant Donnan Alleghany Foundation 540-962-0970
Marla Akridge Alleghany Highlands EDC 540-968-2325
Billy Turnage Erwin Board of Commissioners 910-514-0753
Jim Dougherty Fort Bragg Regional Land Use Advisory Commission 910-583-1233
John Grey The Wooten Company 336-626-5322
Charles Bowen Selma Police Chief(retired) 919-796-8333
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RANDALL DO rY LI r G
Im- 770-324-51601 Dowlir)prandallfr�?giiiail.com
P.O. Box 1224 1 Pine Mountain, Georgia 31822
July 14, 2019
City of Winter Springs, FL
ATTN: Casey Howard
1126 East SR 434
Winter Springs, FL 32708
Re: City Manager Position
Dear Casey Howard:
The City of Winter Springs is seeking a seasoned city manager that has a significant amount of public
administration education and local government management experience. I possess those unique
qualifications. I have earned a Bachelor of Science in Public Administration degree and a Master of Public
Administration degree. I am also continuing my professional education through on-line programs. In
addition to a solid educational foundation, I have significant experience managing all types of local
government departments including community development, finance, public works, information
technology, solid waste, utilities, parks and recreation, senior services, emergency services, human
resources, and outsourced services under contractual arrangements in high growth areas, resort
communities, and primarily in Florida and Georgia communities. Specifically, I have experience in budget
preparation,implementation,and control,mentoring department heads and obtaining resources for their
use, implementing policy initiatives, conducting strategic planning in the areas of parks and recreation,
transportation, and solid waste, writing successful federal and state grants, preparing for and responding
to natural disasters,and keeping everyone informed of major activities through a unique Program of Work
document. I also have experience managing many successful capital improvement projects such as park
improvements, road/drainage/sidewalk improvements, NextGen 911 systems, and technology
improvements. I continuously look for ways to improve government operations to gain efficiencies and
cost savings. Externally, I have been a part of the fabric of each community I have served by actively
participating in many civic events and organizations such as the local Chambers of Commerce.
Currently, as county manager of Harris County, Georgia, a growing suburban county one hour southwest
of the Atlanta international airport and home to one of Georgia's premier attractions, Callaway Gardens,
I prepare and implement the $40M annual budget, supervise 12 department heads and 381 full-time and
part-time employees, and manage the day-to-day operations of the local government. During my tenure,
my management team and I have constructed numerous capital improvement projects including a new
library, park and recreation improvements, road improvements, and 911 improvements, made many
operational enhancements to increase efficiencies and cost savings, and created a positive work
environment.
I am seeking this exceptional opportunity due to Winter Springs high quality-of-life, great location, and
desired mix of public services. Please review my resume to determine if I have the desired qualifications
Winter Springs is seeking to give the organization a fresh perspective and to take the city to the next level
of success.Thank you for your consideration.
(Ricndaff(Dowfing
1
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RANDALL DOWLING
770-324-51601 Dowlingrandall(@gmail.com
P.O. Box 1224 1 Pine Mountain, Georgia 31822
Career 32 years of local government management experience.Academic credentials
Summary include MPA and BSPA degrees and continuing education.
Skills
• Budget preparation and control • Complex problem solving
• Highly organized • On time/on budget project management
• Successful grant writing • Proactive and participatory leadership
• Strategic planning • Results oriented
• Employee accountability • Effective public speaking
• Team approach to decision making • Ability to cut through red tape to get things done
Professional Experience
County Manager
Harris County(40,000 population) 1 Hamilton Georgia 2016 to Present
• Prepare, implement, and monitor the county's$40M annual budget.
• Oversee the day-to-day operations of the county government,supervise 12 department directors and
381 full-time and part-time employees, and coordinate the activities of various elected officials and
other public agencies.
• Implement Board policies.
• Keep the elected officials, staff, and public informed of major county activities through a
comprehensive and frequently updated Program of Work document that details the status of each
major project and contains several local economic indicators such as monthly sales tax collections,
solid waste tonnage collections, and residential building permits issued.
• Engaged a new solid waste contractor through a competitive bidding process to transport and dispose
of the county's collected solid waste and saved over $250,000 per year or $1M over the life of the
contract.
• Managed many successful capital improvement projects including a new$5.1M library, NextGen 911
system, road and bridge improvements, park and recreation improvements, airport improvements,
industrial park improvements, and upgraded 8,500 water meters to AMR technology.
• Prepared a SPLOST continuation plan that resulted in a successful referendum vote during 2018.
• Updated the county's comprehensive master plan, airport master plan, and five-year capital
improvement program to guide the county's future growth.
• Wrote,was awarded,and successfully administered over$1M in competitive federal and state grants
for recreational improvements, industrial park improvements, and economic development.
• Increased interest earnings from $40,376 in FYE 2017 to over$200,000 in FYE 2019, a 395% increase
and increased the General Fund unrestricted fund balance by 20%from 2017 to 2018.
• Developed bid and RFP specifications for a variety of products and services.
• Resolved citizen complaints and responded to media inquiries.
• Strategically identified short and long-range opportunities that would benefit the county.
2
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RANDALL FOWLING
County Manager
Dawson Count (24,000 population) I Dawsonville Georgia (short term contract)2016
• Monitored the county's$46M annual budget.
• Oversaw the day-to-day operations of the county government,supervised 8 department directors and
300 full-time and part-time employees, and coordinated the activities of various elected officials and
other public agencies.
• Implemented Board policies.
• Kept the elected officials, staff, and public informed of major county activities through a
comprehensive and frequently updated Program of Work document that details the status of each
major project and contains several local economic indicators such as monthly sales tax collections,
solid waste tonnage collections, and residential building permits issued.
• Managed several capital improvement projects including road improvements, park and recreation
improvements, courthouse improvements, and vehicle replacements.
• Outsourced EMS billing to another private company to improve revenues and customer service.
• Conducted an employee satisfaction survey and as a result initiated an employee compensation study
to determine new competitive pay rates.
• Conducted an auction of surplus county vehicles and equipment to dispose of unneeded assets,
update the inventory listings for insurance purposes, and generate revenue.
• Developed bid and RFP specifications for a variety of products and services.
• Resolved citizen complaints and responded to media inquiries.
• Strategically identified short and long-range opportunities that would benefit the county.
County Manager
Barrow County(71,000 population) I Winder, Georgia 2013 to 2015
• Prepared and monitored the county's$75M annual budget.
• Oversaw the day-to-day operations of the county government, supervised 10 department directors
and 576 full-time and part-time employees, and coordinated the activities of various elected officials
and other public agencies.
• Implemented Board policies.
• Kept the elected officials, staff, and public informed of major county activities through a
comprehensive and frequently updated Program of Work document that details the status of each
major project and contains several local economic indicators such as monthly sales tax collections,
solid waste tonnage collections, and residential building permits issued.
• Transitioned the county government from a traditional commission to a commission-manager form
of government and improved the administrative framework that included a professional web site with
e-government services, streamlined budget process and document, five-year capital improvement
program, and hired many vacant department director positions.
• Lowered the property tax rate from 13.26 to 12.75 mills by reducing expenses, refinancing three bond
issues, and creating a storm water utility.
• Conducted a Board initiated year-long process to outsource many county departments using a public-
private partnership (P3) model to improve organizational efficiencies and achieve cost savings.
Selected consultant guaranteed $4M in savings over a five-year contract period. Board voted not to
implement proposal. Outsourced services on a case-by-case basis including EMS billing, lawn care,
and fleet management.
• Upgraded the county-wide 911 public safety radio system from a VHF system to a modern 700
megahertz system for better radio coverage.
3
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RANDALL D+DWLING
Barrow County,Georgia (continued)
• Supervised many capital improvement projects including road improvements, utility improvements,
and prepared strategic plans.
• Developed bid and RFP specifications for a variety of products and services.
• Resolved citizen complaints and responded to media inquiries.
• Strategically identified short and long-range opportunities that would benefit the county.
County Administrator
Gordon Count (60,000 population) I Calhoun Georgia 2002 to 2013
• Prepared and monitored the county's$48M annual budget.
• Oversaw the day-to-day operations of the county government, supervised 13 department directors
and 400 full-time and part-time employees, and coordinated the activities of various elected officials
and other public agencies.
• Implemented Board policies.
• Kept the elected officials, staff, and public informed of major county activities through a
comprehensive and frequently updated Program of Work document that details the status of each
major project and contains several local economic indicators such as monthly sales tax collections,
solid waste tonnage collections, and residential building permits issued.
• Outsourced the management of the county's 600 acre MSW landfill which resulted in significantly
higher waste tonnage, higher revenue stream, and lower county expenses. Also outsourced inmate
medical, inmate food service, and county-wide lawn care to achieve cost savings.
• Prepared two SPLOST continuation plans that resulted in successful referendum votes during 2005
and 2011.
• Increased the General Fund unrestricted fund balance by 203%from$5.3M in 2003 to$16.1M in 2012
through various means that resulted in healthy cash reserves and an excellent AA bond rating. For
2012,the General Fund unrestricted fund balance was 59.1%of total General Fund expenditures.
• Supervised the design and successful completion of many major capital improvement projects
including a $30M jail and Sheriff's Office, $11M regional recreation complex, $3M fire station with
equipment, $3M county-wide 911 public safety VHF simulcast radio system, $11M road and bridge
improvements, $4M DFACS facility using 100%state funds, Boys&Girls Club and other social service
facilities using CDBG funds, $2.5M agricultural service center to house all federal, state, and local
agricultural agencies under one roof, and two civil war historic sites using federal funds.
• Prepared and implemented numerous strategic plans to guide the county's future growth including a
comprehensive master plan 2007-2027, unified land development code, transportation plan, solid
waste management plan, parks and recreation master plan, and two historic overlay districts.
• Developed and fully implemented a county-wide compensation plan to fairly compensate all
employees based on market rates.
• Had the county designated as a "Storm Ready" and "Camera Ready"community and received several
GFOA awards for financial reporting.
• Developed bid and RFP specifications for a variety of products and services.
• Resolved citizen complaints and responded to media inquiries.
• Strategically identified short and long-range opportunities that would benefit the county.
4
Page 038
ALL DOWLING
County Administrator
Lee County(28,000 population) I Leesburg, Georgia 1996 to 2002
• Prepared and monitored the county's$24M annual budget.
• Oversaw the day-to-day operations of the county government,supervised 8 department directors and
225 full-time and part-time employees, and coordinated the activities of various elected officials and
other public agencies.
• Implemented Board policies.
• Kept the elected officials, staff, and public informed of major county activities through a
comprehensive and frequently updated Program of Work document that details the status of each
major project and contains several local economic indicators such as monthly sales tax collections,
solid waste tonnage collections, and residential building permits issued.
• Supervised the design and successful completion of numerous capital improvement projects including
a jail/Sheriff's Office/911 Center, public works facilities, senior citizens center, health department,
administration building,three fire/EMS stations, historic courthouse renovations,park and recreation
complexes, and road and bridge improvements.
• Prepared many strategic plans including a fire insurance rating reduction study which resulted in a
reduction from an ISO class 9 to a class 6(typical homeowner saved about 30%in annual fire insurance
premiums),service delivery strategy plan delineating the service delivery responsibilities of the county
and each city within the county to avoid duplication of services, county-wide storm water
management plan, two SPLOST continuation plans, and a liquor-by-the-drink plan which resulted in
successful referendum votes.
• Wrote, was awarded, and successfully managed over $11M in competitive federal and state grants
for park and recreation improvements, hazard mitigations, and historic preservation projects using
CDBGs, FEMA grants, and Land &Water Conservation Fund grants.
• Recruited new businesses to the county including a Wal-Mart Super Center and other major retailers
using various incentives that resulted in additional sales taxes and property taxes as well as
employment opportunities.
• Developed bid and RFP specifications for a variety of products and services.
• Resolved citizen complaints and responded to media inquiries.
County Manager
Berrien County(16,000 population) I Nashville, Georgia 1993 to1996
Assistant to County Administrator
Indian River County(100,000 population) I Vero Beach, Florida 1990 to1993
Assistant to City Manager
City of Homestead (25,000 population) I Homestead, Florida 1987 to 1990
Intern,City Manager's Office
City of Rockwall (10,000 population) I Rockwall,Texas 1986 to 1987
5
Page 039
RANDALL DO M. LING
Education
Continuing Education
Valdosta State University I Valdosta,Georgia 2015 to Present
Master of Public Administration
University of North Texas I Denton,Texas August 1987
Bachelor of Science in Public Administration
University of Arkansas I Fayetteville,Arkansas May 1985
Professional Associations
Member, International City/County Management Association Since 1987
Member, Georgia City/County Management Association Since 1994
Member, Georgia Association of County Managers&Administrators Since 1994
Community Activities
Board of Directors, Harris County Chamber of Commerce 2017 to Present
Board of Directors, Gordon County Chamber of Commerce 2002 to 2007
6
Page 040
JACOB ELLIS
3963 E Esplanade Ave Gilbert,AZ 85297 Phone(480)300 2783 • Email jacobeellis79@gmail.com
Juris Doctor-Cleveland-Marshall College of Law Cleveland, OH
• Dean's List, fall 2005 &spring 2006
• CALI Excellence for the Future Award, Fall 2005
• Academic law scholarship, 2004-2005
Master of Public Administration -Cleveland State University Cleveland, OH
• Levin College academic scholarship
B.A., Political Science- Brigham Young University Provo, UT
• Academic scholarship, spring-summer 2002 &2003
74:2 3 R 12121
Town of Gilbert (Pop. 252,000) Gilbert, AZ
Deputy Town Manager 2017—Present
• Day-to-day oversight and operational planning for: Development Services, Human
Resources, Finance&Management, Economic Development, and Parks& Recreation.
• Economic development projects: attraction of a Deloitte operations center bringing 2,500+
high wage jobs to the Town; negotiation of revenue producing P3s for The Strand-a 25 Acre
surf, wake and watersports park, Castle Golf- a 4 acre family amusement park, and Gilbert
Memorial Park-the Town's first cemetery; adoption of a 10-year Redevelopment Plan; lease
agreements bringing Park University and the University of Arizona Nursing program to the
Town's university building; and a 5-year tourism plan, in addition to development agreements
for over 500,000 sf of restaurant, office, entertainment, hotel, and multifamily development
projects on town owned land.
• Large scale, organization-wide special projects: including development of performance
metrics, large multi-year litigation, Council and Executive team retreats, new mission and
organizational values.
• Capital improvement projects: phase 1 & 2 ($40M) of a 272 acre regional park, design for a
$14M main municipal office building renovation, $15M renovation of an 8 field baseball
complex, construction of an $18M 600-stall parking garage; phase 1 ($39M) of a 110 acre
sports park, and more.
• Human resource initiatives: including a new pay for performance compensation plan,
creation of a leadership development program, streamlining the recruitment process
reducing the average fill time from over 120 days to just 60 days, revamping the annual
performance evaluation program, department restructuring to better serve employees, new
employee handbook and culture guide, and improved the annual employee recognition
program.
• Development of the overall $1 billion+ annual budget, coordination of day to day operations
and performance; and development of quarterly dept. business plans.
Page 041
Assistant to the Town Manager 2015-2017
• Coordinated major organizational projects under the direction of the Town Manager.
• Served as interim HR Director overseeing risk, benefits, employee relations, recruitments
and organizational development for over 1,300 employees.
• Member of the executive team responsible for developing an $950M+ annual budget.
Cowichan Valley Regional District(Pop. 83,000) Duncan, B.C.
Deputy Chief Administrative Officer 2014-2015
• Senior policy advisor to the CAO and elected Board.
• Assisted the CAO to manage a wide range of high-level projects & initiatives and manage
cross-departmental projects & initiatives.
• Coordinated inter-jurisdictional projects with other local governments and senior levels of
government.
• Oversaw the annual production of business plans for 4 departments and 19 divisions.
• Managed all aspects of strategic planning for the organization, including plan updates,
reporting, implementation and monitoring.
• Assisted with development of the annual budget, including presentations to the Board,
analysis of tax impacts and supplemental budget reports.
• Served as an employer representative on the collective bargaining team.
• Acting Chief Administrative Officer in the absence of the CAO.
General Manager Regional Services Department 2013-2014
• As a department head, provided high-level professional and technical assistance to the CAO
and board.
• Carried out the duties of Corporate Planning Manager, plus oversaw a $12.2M department
budget and managed two divisions—Environmental Policy and Public Safety.
• Oversaw hiring, performance management, coaching, mentoring and dismissal of staff.
Manager. Corporate Punning (Office of the CAO) 2009-2013
• Directed and oversaw all aspects of the corporate strategic planning process, as well as
supervise the development and submission of all annual department and division workplans.
• Developed policy proposals and coordinated major organizational projects under the
direction of the CAO.
• Served as a member of the senior management team responsible for developing an $80M+
annual budget, policy and program approval and providing overall organizational direction.
Coordinator of Policy, Research and Special Projects (Office of the CAO) 2007—2009
• Provided research and policy development support and advice to the Board and CAO on a
wide range of topics spanning all departments and divisions
m Led and facilitated a collaborative, inclusive, corporate wide organizational restructuring
process, including the formation and management of 10 staff teams totaling over 70
employees-the largest of its kind in over 40 years.
• Coordinated, led and implemented a range of specials project under the direction of the
CAO.
Page 042
Municipality of North Cowichan North Cowichan, B.C.
Le al Researcher 2006
■ Drafted bylaws, and advised the CAO, Mayor and Council on a wide range of municipal legal
issues.
• Reviewed internal operating procedures and made recommendations on improving
efficiency.
Envision Utah Salt Lake City, UT
Assistant to the Executive Director 2003—2004
• Worked with key industry, civic, and government leaders on multiple regional projects.
• Oversaw planning and organization of major organizational events, coordinated meetings
and set& produced agendas.
• Advised the Executive Director on a range of management and policy issues.
Graham County Superior Court Safford, AZ
Judicial Intern 2003
• Conducted research, review presentencing reports, and drafted documents for the Presiding
County Judge.
• Assisted the general public with pro se filings, and managed the forms law library.
• Evaluated and recommended judicial action on guardianship files.
Utah State Legislature Salt Lake City, UT
Legislative Assistant 2003
• Worked as a legislative assistant to Senators Greg Bell and Curtis Bramble.
• Assisted with crafting bills, conducted research and gathered input from constituents,
business and civic leaders.
• Managed communications, issues and inquiries from constituents, lobbyists, and other
legislators.
PROFESSIONAL
• International City/County Managers Association (ICMA).
• Arizona City/County Managers Association (ACMA).
PERSONAL
• Trained mediator, experienced facilitator and dynamic public speaker.
• Proficient with Microsoft Office suite products.
• Training certificates in Speed of Trust, Situational Awareness, 7 Habits, 4 Disciplines of
Execution, AAED Basic Economic Development, Gilbert Edge Academy (Lean Sigma).
• Excellent verbal, analytical, writing, listening and presentation skills.
• Favorite Management Books: Dare to Lead, The Ideal Team Player, Leadership & Self
Deception, Six Thinking Hats, The Halo Effect, and Servant Leadership in Action.
• Married to my beautiful wife of 17 years with 5 kids who make it all worth it.
Page 043
Daniel Faulkner
Village Manager/Street Administrator/State Licensed Water Operator- Village of Lawrence
Benton Harbor, MI 49022
danielfaulkner3_ron@indeedemail.com
269.325.8165
Willing to relocate: Anywhere
Work Experience
Village Manager/Street Administrator/State Licensed Water Operator
Village of Lawrence
February 2014 to Present
More than 14 years of experience in municipal governments as well as 22 years in the private sector
with expertise in the following areas:
Relevant Local Government Experience
Village Manager/Street Administrator/State Licensed Water Operator, Village of Lawrence
February 2014-Present
Lawrence is a village with a population of 996 covering six square miles. It is centrally located in the
county of Van Buren, Michigan (population 76,258).
Duties and Responsibilities as Village Manager:
• Responsible for the Villages compliance with county, state and federal regulations such as annual
budget, audit, consumer confidence report,Transportation Asset Management Commission with ADARS
reporting drinking water and waste water monthly reports including annual lead and copper
testing.
• Creation of 20-year water, waste water capital and financial improvement plans and the newly
required 2018 water asset management plan.
• Street Administrator of the Villages roads and bridge inspections.
• Instrumental in working with the Van Buren County Intermediate School district, House
Representative Aric Nesbitt, Senate leader Tonya Schuitmaker and the Michigan State Transportation
committee to pass legislation to exempt trucks and busses from having to stop at abandoned rail
crossings.
• Annual contract negotiations of police contract with the Van Buren County Sheriff's department.
Oversight responsibilities for fire, roads, storm water drainage, water and waste water, parks,
planning, zoning, finance, general services and personnel.
• Grants obtained: Rural Task Force major street fund 585k, Congestion Mitigation and Air Quality
(CMAQ) 383k, West Alley Project Grant 350k and the Facade Improvement Grant 20k.
• Redevelopment Ready certified to implement practices to be certified as a Redevelopment Ready
Community.
President and Chief Operating Officer, Education
Wheels, Inc -Watervliet, MI
February 1991 to February 2014
Page 044
Education on Wheels, Inc. is a library book company that specializes in the sale of library book to
schools and public libraries. Located in Watervliet, Michigan.The company had three departments 35
employees.
Duties and Responsibilities as President and Chief Operating Officer:
• Prepared and submitted Request for Proposals (RFPs) for new school core library collections.
• Created and managed sales quotas for independent sales representatives.
Production Supervisor
Zenith Data Systems - Saint Joseph, MI
August 1987 to February 1991
Zenith Data Systems was a computer company that was an innovator and manufacturer of personal
computers and laptops for the Federal government and public at large.
Duties and Responsibilities as Production Supervisor:
• Supervised an assembly line of 32 United Steel Workers Union employees.
• Negotiated employee United Steel Workers 3-year contract.
Education
B.S
Western Michigan University - Kalamazoo, MI
A.A, A.S in Business
Kalamazoo Valley Community College - Kalamazoo, MI
Skills
Real Estate, HUD, Property Management, Accounting, Management, Accounts Payable, Office
Management, Microsoft Word, Customer Service, Excel, Word, Marketing
Certifications/Licenses
Michigan Department of Environmental Quality (MDEQ) S-3, D-3 Licensed
Water Operator
State of Michigan Class A CDL License with Hazmat, Tanker, Doubles and
Triples trailers
endorsements (Current).
truck and cold patch equipment (2013/2014).
Engaged in the ICMA Professional Development Certification Program (2017)
Michigan Association of Planning Certification (2016)
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Michigan Economic Development Corporation (MEDC) Redevelopment Ready
Communities Best
Practice Trained (2016)
Street Administrator and the State Licensed Water Operator for the Village of
Lawrence
and challenging constituents. Additionally, I believe that my being a licensed
water operator
Village Manager/Street Administrator/State Licensed Water Operator
State of Michigan trained and licensed to operate Front End Loader, Back Hoe,
and Skid Steer
2016/2017
endorsements (Current)
truck and cold patch equipment (2013/2014)
Driver's License
Groups
Michigan Rural Water Association
AWWA Association
Lions Club International
ICCMA International City/County Management Association
Page 046
Dylan Feik
108 Jutta Way • Windsor, CA • (801)821-1734 • Weik8ftmail.com
SUMMARY OF QUALIFICATIONS
• Performance-driven professional with 15 years of executive leadership and broad management skills developed in
the private and public sectors, including as a City Manager,Assistant City Manager, Administrative Services
Director, Acting Public Works Director and Management& Budget Analyst.
• General experience in government organization, administration and management including: direct supervision of
financial services; budget preparation, forecasting and management; leading organizational improvements and
efficiencies; and extensive experience with strategic planning, goal setting and performance management.
• Energetic, passionate and gregarious public servant with leadership experience in formal municipal planning
processes that achieve strategic goals set forth by governing bodies and community participation.
CALISTOGA,CALIFORNIA(POP. 1.'
CITY MANAGER (FEB 2016— . .. 2019)
• Directed administrative operations of an award-winning organization including Finance/Budget, Fire, Police,
Public Works, Parks & Recreation and Planning& Building.
• Oversaw entitlement approvals and construction of over$500 million in new public investments including two
new hotel/resorts,dozens of commercial projects including within the historic downtown, and oversaw growth of
new wineries and tourism-related infrastructure.
• Coordinated major technology upgrades for municipal buildings including new fiber networks, firewalls and
coordinated new licensing and software for enterprise resources planning.
• Managed Significant Investment in major capital infrastructure projects including: resurfacing over 25% of
municipal streets and increasing Pavement Condition Index from 49 to 64 (31% increase); replacement of 1 sewer
lift station and l water tank, both funded through developer fees or federal tax dollars, and; initiated citywide
water/sewer system replacement and vehicle replacement schedules to address deferred infrastructure projects.
• Directed and implement major changes to citywide housing activities whereby Cal istoga was 1 of 14 cities
statewide to meet minimum housing goals. Also responsible for: modifying and removing ordinances deemed
detrimental to housing development; assisting with the successful preparation of a voter-approved tax measure,
resulting in $512k annually for affordable and workforce housing, and; successfully oversaw entitlement of over
200 new housing units in a historically difficult region to construct new housing.
• Financial Expertise led to an increase in the General Fund Balance to 83% (FYI 9) and preparing a financial
sustainability plan for the underfunded Water& Wastewater Enterprise Funds for the first time in City history.
Additionally,the City funded $2.8m in extra payments towards unfunded pension liabilities whereby reducing our
Unfunded Actuarial Liability from 58%to 71%.
• Negotiated new labor agreements and contracts with at-will personnel, resulting in 100% of personnel positions
being paid within 5% of comparative markets. Maintained excellent working relationship with all labor
associations by holding monthly meetings to discuss current issues, solicit input/feedback into creating an ideal
workplace, and discussing updates to personnel policies and procedures.
CALIFORNIAPO ••1
ADMINISTRATIVE SERVICES DIRECTOR (SEP 2014—FEB 2016)
• Directed administrative operations of the organization including finance, human resources, business licensing,
risk management, information technology and labor. Planned, coordinated and presented the City's first Annual
Community Survey which resulted in identifying priorities and preferences of residents and subsequently
allocating over$2.3m to prioritized infrastructure projects.
• Coordinated of$26.5m annual budget including capital projects, personnel and operations. Results of fiscal
management included two consecutive years of increasing fund balance($1.3m increase in FYI 5 alone, or 37%).
• Lead Negotiator of six(6) labor agreements. Agreements included elimination of unfunded liabilities in future
retiree medical programs, elimination of unlimited vacation& sick leave accruals, and implemented modest salary
increases to improve recruitment and retention.
• Directed human resources activities including administration of employee salary&benefit programs, hiring new
employees while promoting increased diversity, and planning employee awards and recognition activities. Duties
Page 047
also included oversight and administration of workers compensation, insurance programs and citywide risk
management programs.
• Project Leader for a 2015 bond refunding, which resulted in significant annual savings. This effort freed up
additional funds that were directed towards unfunded pension liabilities.
• Oversaw the successful consolation of four(4)departments into two(2), resulting in significant financial savings
to the City and improving efficiency in operations.
KNOXVILLE, IOWA(pop. 7,313)
AssISTANT CITY MANAGER& • 12014)
Assistant City Manager
• Executive Management Team Member providing broad oversight to multiple departments including executive
management of$16 million annual budget.
• City Manager's Representative on Red Rock Industrial Park& Rail Port Study, including drafting RFQ,
preparing the professional services agreement, and supervising work related to a$118,000 study for railroad
expansion within the City's industrial park.
• Directed community development activities including budget preparation,property acquisitions,facilitation of
public meetings, and other duties as required on a project-by-project basis.
• Provided construction oversight of new park facilities including playgrounds, recreation fields, shelter
rehabilitations, stormwater improvements, cemetery improvements and others.
• Coordinated Comprehensive Plan Update. Responsibilities included facilitation of public meetings and hearings,
and drafting new zoning rules and ordinances for review and recommendation.
• City's Liaison to volunteer boards including Airport Commission, Planning&Zoning Commission, Downtown
Streetscape Committee, Board of Adjustment, Traffic Advisory Committee, Cemetery Commission, Historic
Preservation Commission and Parks Advisory Board.
• Contract Negotiator for employee health plan, bi-annual labor agreements,engineering services,National
Pollutant Discharge Elimination System (NPDES) permit application, etc.
• Liaison to Knoxville Chamber of Commerce and assisted with promotion of Knoxville including planning local,
regional and national events such as Knoxville Nationals and RAGBRAI®.
Acting Public Works Director
• Supervisor and Director of Public Works Department. Duties included managing 25 FTEs, $6.1m annual budget
including administration and oversight of the wastewater facility, sewer system maintenance, engineering, fleet
management, road maintenance and construction, and oversight of parks and public grounds.
• Provided oversight of Sewer Enterprise System including bond issuance activities, operations, maintenance
and all financial reporting requirements. Duties also included implementing new purchasing requirements,
equipment replacement schedules, and other creative, cost-saving measures which increased fund balance by 32%
and cancelled 2 previously approved sewer rate increases.
• Coordinated City's 5-Year Sewer Forecast Model to allocate cash resources to infiltration & inflow(I&I)
improvement program. Financial model identified total system costs including operations, debt service, system
improvements and capital projects. After reallocating resources to priorities, City was able to fund a 5-year capital
plan without increasing sewer rates.
• Designed and Implemented Infiltration &Inflow removal program to reduce clean water from the sanitary sewer
system. Strategies included: use of new technology through GIS mapping and use of tablet devices; drafted and
recommended adoption of I&I ordinance; purchased and installed flow meters throughout the city to measure
reduction progress; and designed trenchless sewer lining project, all resulting in cost savings to the City.
• Lead Negotiator between City and Iowa Department of Natural Resources, successfully negotiating an
Administrative Consent Decree to obtain full NPDES permit compliance without additional nutrient removal
requirements, resulting in significant savings for residents/businesses in Knoxville.
• Led regional collaboration between City of Knoxville and surrounding agencies including Marion County
Government, Knoxville Airport Commission, Knoxville Water Works and other service providers related to
synchronization of capital improvement projects, events and enhanced community partnerships.
• Managed fleet and equipment replacement program activities to increase fund balance by 28% and reduce annual
cash transfer requirements by $100,000.
Page 048
• Coordinated citywide public improvement projects including$4 million downtown streetscape project, $1.3
million annual street and sidewalk improvement projects, $8.1 million of sewer improvement projects, storm
sewer installations and all other capital projects.
• Assisted City Manager with drafting pre-development agreements including a 160-acre redevelopment project
with 39 structures on the Department of Veterans Affairs Knoxville Campus.
• Led, recommended and executed new strategies for development review including streamlining review
processes and outsourcing plan review, resulting in development review schedule reduction from 8 to 3 weeks.
• Developed pre-inspection review process for residential, commercial and industrial building projects which
included pre-development meetings with stakeholders to identify concerns and improvements for building code,
zoning ordinance, stormwater management and fire code.
OLATHE, KANSAS(POP. 126,216)
BUDGET ANALYST,MANAGEMENT ANALYST AND BUDGET INTERN (SEP 11' 1
• Strategic Team Member in organizational strategic planning and organizational performance management
efforts resulting in"Certificate of Excellence,"from International City/County Management Association(ICMA)
Center for Performance Measurement. The City used the Balanced Scorecard Methodology for strategic
alignment across the organization.
• Budget Team Member responsible for coordinating and preparing annual $52M personnel budget and prepared,
translated and forecasted budget information in executive sessions and at council meetings. Annual evaluations
included record of excellence in customer service.
• Facilitated of organization-wide training for strategic planning activities including department business planning
and forecasting, performance measure reporting, and priority-based resource allocation modeling.
• Sustainability Committee Member,collaborating with multiple departments to draft city's first Sustainability
Plan and assisted with plan implementation to reduce organization-wide paper usage and desktop printers.
• Strategic Alignment Committee Member,collaborating with Human Resources and Police Department to align
complex activities including department business plans, employee performance reviews and annual budget
process into a single, strategic and comprehensive schedule.
• Member of Strategic Planning Committee for Olathe Community Center. Personal responsibilities included
researching best-practices for regional community centers, fee studies, cost recovery models and other critical
information related to this $28.5 million legacy project.
• Reorganization Committee Member for consolidation and reorganization of Parks &Recreation, Development
Services, and Fire Departments with responsibilities including building code program evaluation and surveying
community stakeholders.
PERRY, • 11
ADMINISTRATOR'SASSISTANT TO THE CITY ADMINISTRATOR,CITY • (2008)
• Assisted with re-codification of municipal code including writing of ordinances and resolutions.
• Prepared and coordinated grant applications on behalf of the city administrator.
• Data analysis for potential mill levy increases, employee compensation, grants and future capital improvements.
EDUCATION
Master of Public Administration,University of Kansas
• 2010 Recipient of KU Certificate for Service Learning
• Created neighborhood plan for Barker Neighborhood
• Mark Keane Scholar and member of Pi Alpha Alpha
Bachelor of Arts in Political Science,Weber State University
• AmeriCorps Service Member with over 1,200 hours of voluntary community service
• Faculty-Selected Student to create and draft Civitas prograrn that promoted civic engagement
• Project-lead on program evaluation of a city government's"Fresh Air Friday"campaign
TRAININGPROFESSIONAL
• PARSAC Risk Management Authority (JPA), board member and executive committee member
• FEMA ICS 100, ICS 200
Page 049
• International City/County Management Association (ICMA), member& Credentialed Manager Candidate
• Alliance for Innovation, former ambassador
• Emerging Leader in ICMA Development Program receiving training on topics such as capital budgeting, finance,
ethics,human resources management, labor relations and procurement
• Member of Olathe Leadership Team and completed award-winning Supervisory Leadership Training Program
offered by the University of Kansas
ADDITIONAL WORK ; VOLUNTEER ExPERIENCE
• Olathe Human Relations Commission, • Leadership Auburn, Class of 2015
Volunteer • Gold Country Fairgrounds Heritage Foundation, Board
• Auburn Chamber of Commerce, Tourism Member
Committee member • United Way of Greater Kansas City, past Resource
• Mentors for Utah Scholars,past program Allocation Committee Member
coordinator • Tourism Business Improvement District, Member
• Boy Scouts of America, past Cub Scout Leader • ADA Coordinator
• Trinity In-Home Care, Inc.,Volunteer Project • Olathe Persons with Disabilities Advisory Board, past
Coordinator,past member member
• Olathe Public Schools YouthFriends, past • Church/Humanitarian Missionary in Republic of Armenia
professional mentor and country of Georgia
REFERENCES
Gabriel Engeland Susan Sherman Tim Runde]
City Manager Assistant City Manager City Manager
Sierra Madre, California Olathe,Kansas Durant, Oklahoma
232 W. Sierra Madre Blvd. 100 E. Santa Fe 300 W. Evergreen
Sierra Madre, CA 91024 Olathe, KS 66061 Durant, OK 74701
(313) 575-5134 (913) 971-8700 (405)409-8375
wa1)rielen geland @,gmail.com sshernian olatheks.or . Ein7.rundelL@gmaiLcom
Chris Canning, Mayor& Steve Rogers Steve Campbell
Former Executive Director of Town Manager Fire Chief
Calistoga Chamber of Commerce Yountville, California Calistoga, California
1133 Washington Street 6550 Yount Street 1113 Washington Street
Calistoga, CA 94515 Yountville, CA 94599 (707) 889-2783
(707) 815-2105 (707)310-2139 scampbellL-^ci.calistoga.ca.us:
cal isto ag chris@gmail.com sroger8@yville.com
Page 050
605.881.4369(C)
1861 N.Prairie Dunes Ct.
FL 32765
Matthew Fuhrer Oviedo,
mjfuhrerl@hotmail.comcom
SUMMARY
More than ten years of local government experience with expertise in the following areas:
• Strategic Planning and Operations • Community and Intergovernmental
Analysis Relations
• Program Evaluation • Financial Operations and Budget
• Policy Execution • Customer Service
• Media Relations • Organizational Change and Development
RELEVANT LOCAL GOVERNMENT EXPERIENCE
City of Cocoa, FL November 2016—Present
City Manager's Office- Assistant City Manager
Executive level administration of a full-service city(19,272 Pop.) and regional water utility(83,000
customers). Direct responsibility in the areas of city engineering, streets, stormwater, grounds, capital
projects, facilities, fleet management, information technology and parks and recreation liaison. Work on a
daily basis with the members of City Council, community and staff members.
Highlights and Contributions
• Prioritized goals of the City Council, rates for the utility fund, rate for the fire assessment, and rate
for the stormwater fund in developing the city-wide budget annually
• Collaborated with multiple City teams to relocate and construct three fire stations (community buy
in, fire assessment rate adjustment, special revenue bond and special revenue bond validation)
with an end result of providing a four-minute response time to over 90% of the community
• Implemented a city-wide performance benchmarking program (Florida Benchmarking
Consortium) in order to develop metrics for evaluating municipal services internally and with peer
organizations
• Coordinated response efforts for Hurricane Matthew and Hurricane Irma Response related to
debris management, waterfront cleanup (approximately$1.7M Damage), waterfront planning and
restoration(approximately 3.1 M)
• Negotiated the acquisition of a regional waterfront park with Brevard County and addressed future
operation and maintenance requirements
• Review and approve each City Council Agenda and work with staff to develop the timing and
content
• Served on multiple hiring teams of director and critical level staff positions and engaged in
disciplinary action when needed to preserve effective levels of municipal services
• Coordinated a study through the Center for Public Safety Management operation and workload
analysis for the police department and implementation
• Participated as a member of the negotiation team for the City's five collective bargaining units
with two being new
• Oversee and supervise the implementation of a new enterprise resource plan(processes and
software) city-wide
Page 051
Matthew J. Fuhrer 2
City of Cocoa, FL 2014 - 2016
City Manager's Office- Special Assistant to the City Manager
Key staff member of the City Manager's Office in the implementation of new programs, projects and
policies. Worked directly with the community members of City Council and staff to carry out the policies
set by the City Council. Direct responsibility to design, facilitate and implement a community based five
year strategic plan for the City.
Highlights and Contributions
• Developed with the City Manager the annual budget process and document for the general fund,
community redevelopment agency and each enterprise fund
• Initiated and implemented a community based five-year strategic plan by collaborating with
community stakeholders and internal staff to address the identified strategic issues of the City
• Collaborated with the City team to induce the development of an approximately 430,000 sq. ft.
cold storage distribution center
• Developed with the City Manager annually the city's legislative priorities and legislative
communication throughout the legislative sessions
• Addressed citizen and customer complaints and inquiries at the City Manager level by working
with departments and coordinating services to effectively address the community concerns
• Participated as a member of the negotiation team for the City's three collective bargaining units
(Police, Fire, General Workers) and achieve a small measure of pension reform with the public
safety pensions.
• Designed and implemented an offender re-entry program for city-wide grounds maintenance
City of Lakeland, FL 2012 -2014
Office of the General Counsel Police Department
The department has an authorized strength of 231 sworn full-time officers (1 chief, 3 assistant chiefs, 4
captains, 11 lieutenants, 35 sergeants, and 177 officers) and 119 civilian employees. Coordinated with a
team of experienced personnel including Civilian Employees, Officers, Detectives, and Supervisory
Command Staff within the Office of Professional Standards at the Lakeland Police Department to
professionalize the department through state and national accreditation, process improvement, and policy
and procedure revisions.
Highlights and Contributions:
• Redesigned the City's Performance Budget section for the Police Department
• Assisted unit commanders in the development of policy consistent with national and state
accreditation standards
• Achieved accreditation (CFA and GALEA) after it was removed by authorizing agencies through
developing department policies and worked with department members to ensure the policies were
adhered to
• Coordinated and organized the completion of unit workload assessments, strategic planning, and
budgetary documents
• Contributed to a city-wide workforce administration process improvement project
Page 052
M atthew J, Fuhrer 3
University of South Dakota Police Department- Vermillion, SD 2008-2012
University Police Department
While attending graduate school I worked full time in a security role for the University Police
Department.
Highlights and Contributions:
• Represented the department in the hiring and selection process of new officers
• Responsible for the training of new officers
■ Assisted the Chief of Police and Command Staff in the development of department policy
Campbell County Sheriffs Department- Gillette, WY 2006-2008
Deputy Sheriff
Maintained the safety and security of citizens through responsible law enforcement, warrant
service, court security, and community involvement.
Highlights and Contributions:
• Completion of State Law Enforcement Academy certification and scored above 95% in measured
disciplines of academics, physical fitness, firearms, and situational response.
• Received specialized training in Spanish language, fingerprinting, and firearms which I taught to
all department personnel.
EDUCATION AND CREDENTIALS
Master of Public Administration- Emphasis in State and Local Government
University of South Dakota(Anticipated)
Bachelor of Arts- Criminal Justice
University of South Dakota
PROFESSIONAL ASSOCIATIONS
International City/County Management Association- Full Member
Florida City and County Managers Association- Full Member
• 2013 —2015 Member- Professional Development Committee
• 2016 Member- Conference Planning Committee
• 2019 Member- Conference Planning Committee
Space Coast Public Managers Association- 2017-2018 President
Space Coast Public Managers Association- 2014—2019 Member
Page 053
COMMUNITY INVOLVEMENT
Chair- Endeavour Elementary Community Partnership School Leadership Committee 2018 - present
Member—Endeavour Elementary Executive Cabinet 2016 - present
Vice President—Cocoa Community First Non-Profit 2015 —2017
REFERENCES AVAILIBLE UPON REQUEST
Page 054
June 27, 2019
Winter Springs City Manager Search
1126 E State Road 434
Winter Springs,FL 32708-2715
Dear City Manager Search Committee,
I am interested in the Winter Springs City Manager position.I learned about the job
posting on the ICMA web site and found my talents and experience to match your
requirements for the position.
I have an extensive knowledge of the day-to-day requirements to effectively manage
a large organization and am currently Town Manager in Poland,Maine. I have
prepared municipal budgets that are effective and that keep the mil-rate down.
Additionally,I prepared and executed a$30 million dollar budget for a large U.S.
Navy organization with 3000 staff and another budget of$50 million for a
commercial firm with 100 staff.
In addition to my experience as a Town Manager, I have also served in responsible,
senior roles as a Chief Executive Officer and Board Director for a commercial firm in
Singapore and as Chief of Staff(U.S.Navy Captain) for the group that managed all
logistics for the U.S. Navy in the Western Pacific.
I have experience managing large capital projects,am playing an active role in
economic development here in Poland,and have solid personnel administration
skills.
I also have a solid education background. I hold a Master in Public Administration,
Kennedy School of Government,Harvard University,a Bachelor of Science in Marine
Transportation, Massachusetts Maritime Academy,and was a Fellow,Security
Studies Program,Massachusetts Institute of Technology.
What I would bring to this role is my current experience as a Town Manager and the
character,integrity,and honesty of a career naval officer along with the senior level
leadership and management skills I have developed during my professional life. I
would like to put those skills to work for Winter Springs as City Manager. Please do
call me at 207-440-7379 or email me at matthew.i.aargmail.com.
Sincerely,
Matthew Garside
Page 055
Matthew 3. Garside
1231 Maine Street, Poland, Maine 04274
Email: maarsideOgolandtowrtofflce.ora Phone: 207-440-7379
Profile &Value. Senior executive with 20+ years'experience leading and managing
government and commercial organisations from start-ups with 250 staff to groups with
3,000 staff. Able to quickly adapt to changing circumstances, create strategy and drive
change throughout organizations. Strong interpersonal and leadership skills. Adept at
attracting and retaining talented employees and building long term successful business
partner relationships.
Qualifications and Professional Expertise
Human Relations.
- Formally evaluated direct reports on an annual basis with a mid-year review.
Reviewed and approved evaluations of all other staff.
- Reviewed and approved/declined all Quality Step Increases for staff. Approved and
awarded monetary awards for superior performance.
- Participated in the selection process and ultimately approved all new hires. Ensured
process was objective and followed established procedures.
Financial Management.
- Directed administration of$50M in revenue with full P&L responsibility for commercial
firm with 100 staff. Developed and executed $30M budget for large U.S. Navy
organisation with 3000 staff.
- Established fuel ordering and accounting tracking program to manage fuel for all U.S.
Navy ships in the Western Pacific - produced $25M In cost avoidance In the first year.
- Executed centralized order processing plan; reduced workforce from 53 to six and
order processing locations from 11 to one, achieved $6M/year In manpower savings, no
reduction in customer service.
- Prepared and submitted a $7M municipal budget with no increase in the mil rate and
no cuts to town services.
Management.
- Managed $8.913 of inventory; $3.06 of end user Inventory, $5.613 of technically
advanced rotating stock, sourcing and delivery of$446M of fuel.
-Integrated air, ground, and sea transport, and leveraged contracts with suppliers to
produce a holistic logistics plan to support 70 recurring customers.
Leadership.
- Led 3000 person multinational workforce based In Singapore, at sea and ashore
throughout the Asia Pacific region. Managed fleet of 45 ships, including operations,
scheduling, and maintenance, total capitalization of$16.113.
- Led three United States Navy organizations, managed budget, operations, training,
maintenance, human relations. Responsible for overall performance.
- Chief Executive Officer and Board Director for an oil and gas firm in Singapore with
$50M In revenue and 100 staff.
Public Affairs.
- Supervised public affairs department that worked with foreign media outlets in 11
South East Asian nations to portray the U.S. Navy in a positive light, published a local
weekly newsletter to keep staff in Singapore informed, published articles in U.S. media
regarding U.S. Navy activity, and maintained a web site.
Page 056
Matthew J. Cars'de _ _ page 2
Town Manager, Town of Poland 2017 - Present
Directed and supervised the administration of all departments with $7M budget and 24
full time and 36 part time staff.
- Prepared and submitted municipal budget and capital improvement plan. $7M plan
provided for continuation of essential services and Investment in capital projects without
Increasing the mll rate.
- Applied for and obtained $88K in grant funding. Funds were used to acquire an
electronic speed sign, Install an electric vehicle charging station, construct a pedestrian
bridge and purchase Fire Rescue training equipment.
- Addressed several long standing maintenance issues; Town Office interior painting and
kitchenette, Town Hall bathrooms. Partnered with contractors to sive money and time.
Result, long standing projects now complete with minimal expenditure of tax dollars.
- Facilitated the Town's purchase of a summer camp. Presented proposal at a Special
Town meeting to purchase the camp, negotiated terms with the seller, resolved
boundary line and water issues.
Caring for Elderly Parents 2013-2017
Chief Executive Officer and Board Director
Reflect Geophysical, Singapore 2012-2013
Directed administration of$50M revenue with full P&L responsibility and 100 staff.
Provided marine geophysical services, seismic acquisition services and technical and
operational support for oil and gas companies venturing into the Asia Pacific region.
- Developed plan to address $80M in debt. Liaised with 56 trade creditors to address
outstanding debt, maintain communication and ensure vital services for seismic
operations were supplied on a cash basis. Worked with largest creditor ($50M) to
maintain support and stave off legal action.
- Retained 77 employees through extreme financial hardship. Kept employees informed,
apprised of challenges, what the company was doing to meet those challenges, and how
their continued participation enabled the firm going forward.
- Right sized workforce. Cut redundant, underperforming staff. Saved $54K/month. f
- Built and maintained relationship with major Indian oil company. Reflect was delayed 1
In starting $35M contract. Established regular communication cadence, kept company
Informed, and built trust such that the contract remained viable.
- Effectively managed 16 legal challenges ranging from arrest of vessel to winding up
petitions. Sourced and directed legal representatives. Directed responses and action
such that the company was not encumbered and could continue operating.
- Saved $11K/month by restructuring communications architecture. Communication
costs were averaging $16K/month. Reviewed cost drivers and eliminated expensive and
redundant communications path.
- Managed $5M/month in operating costs.
Page 057
Matthew J Garside page 3
Chief of Staff, logistics Group Western Pacific, Singapore 2005-2012
Led Logistics Group Western Pacific, a U.S. Navy organization of 3000 based in
Singapore, at sea, and ashore In the Asia Pacific region. Directed 100 Singapore based
military and civilian staff across five areas; logistics, marine maintenance and repair,
marine salvage, operations, and military exerclses/engagement. Directed operations of
45 ships. Managed $8.913 of inventory, sourcing and delivery of$446M of fuel.
Integrated air, ground, and sea transport, and leveraged contracts with suppliers to
produce a holistic logistics plan to support 70 recurring customers.
- Kept group focused and on budget. Developed budget. Previously, funding, $30M/yr,
had been expended with no discipline. Validated requirements, justified future/ongoing
expenses. Produced budget that met present and future requirements.
- Developed strategic plan that looked out five years. Set goals and built a business plan
to achieve them. Briefed staff on goals, business plan, and how they could contribute to
making it a success.
- Approved all significant HR actions; hiring new staff, termination of staff, disciplinary
matters, monetary awards for performance. Resolved personnel issues diplomatically
and objectively.
- In addition to directing major departments, directly supervised supporting staff; human
relations, administration, legal, medical, facilities, IT, and public affairs.
- Built relationships with multiple stakeholders to further the goals of the organisatlon.
Established ongoing relationships with naval leaders in 11 South East Asian nations
along with U.S. Government officials in those countries. Worked closely with the
Republic of Singapore at the local government level and representatives from the United
Kingdom, New Zealand, and Australia to foster relationships that enabled the U.S. Navy
presence to continue as well at more senior levels to further U.S. strategic goals.
- Achieved significant cost and manpower savings. Centralized marine fuel ordering and
accounting for all U.S. Navy ships operating in the Western Pacific. Matching each
customer with the lowest cost and most efficient fuel source produced $25M In cost
avoidance in the first year. Also centralized order processing for subsistence and dry
goods provided to customers at sea. Reduced workforce from 53 to six, achieved
$6M/year In manpower savings.
- Led cross functional U.S. Navy logistics relief effort during 2011 Japanese Tsunami.
Organized supply chain to move materiel to load port and on to customers at sea and
ashore, used six logistics ships to move 7827 tons of life sustaining supplies to the
affected area, and provide 8.2 million gallons of fuel to 18 USN ships. Conducted relief
operations In a nuclear radiological environment without impacting delivery schedule.
Commanding Officer, Mobile Security Squadron 7, Guam 2003-2005
New organisation — start-up. Provided armed security for naval units operating
throughout the Western Pacific and Middle East. Directed training and operational
certification of three 75 man and 11 five man security teams. Administered $1.5M
budget. Oversaw maintenance and repair for six security vessels, supporting rolling
stock, and Inventory of over 300 weapons. Maintained quick reaction force able to
respond in 24 hours for emergent security requirements. Developed supply chain for
logistics requirements.
Page 058
i
Matthew a Garside page
- Directed construction of five new buildings and remodelling of one
warehouse. Oversaw physical construction of facilities, Installation of secure email
system, procurement and Installation of furniture and supporting equipment.
- Developed and executed training plan. Plan Included all aspects of armed security
operations to include entry control point, physical searches, maritime force protection,
embarked security teams for large vessels and shore based assets, weapons training,
physical fitness training.
- Directed flow of new hires. Developed training plan that was conducted in San Diego
prior to new personnel arrival. Reduced length of San Diego training as Guam facilities
and training plan matured. Result - new hires arrived at the right time with the right
level of training to contribute.
- Developed marketing plan to sell group's capabilities and establish customer
base. Won job to provide security for Seventh Fleet Flagship (where my supervisor
worked). Flawless execution of security operations established credibility with my
supervisor and allowed potential customers to view product. Result - established 11
recurring customers.
- Excellent reputation resulted In security work aboard vessels operating in the
Mediterranean Sea, Persian Gulf, Indian Ocean and Western Pacific. Jobs ashore
Included providing security for Iraqi oil platforms, convoy security In Iraq, security for a
Joint Army and Navy Special Operations base and airfield in the Philippines.
- Led cross functional team of 120 specialized staff, a two aircraft Helicopter
Detachment, and large merchant vessel in support of counter terrorism operations to
locate and capture terrorists at sea. Provided covert afloat forward staging base for Army
Special Forces and Naval Special Warfare craft and personnel.
- Provided security for relief efforts associated with the 2005 Asian Tsunami. Deployed
35 staff to establish a secure environment for relief operations. Five month effort
allowed non-governmental organizations to partner with U.S. Navy Medicine to provide
much needed medical and disaster relief support.
Education
Harvard University 1996-1997
Kennedy School of Government, MPA - Public Administration
Massachusetts Institute of Technology 1996-1997
Fellowship - Security Studies Program
Massachusetts Maritime Academy 1978-1982
BS - Marine Transportation
Page 059
DARIN W . GIRDLER
1104 35'" Avenue Ct. • East Moline, IL 61244
618.971.8276 • dgirdler@gmail.com
Experienced Professional with broad-based expertise in all facets of Budgeting, Collective
Bargaining, Benefit Anlysis, Inter/Intra Governmental Relations, Contract Negotiation, Utility
Development, Construction, Project Management, Human Resources, Administration and
Finance. Technological leader, innovative, creative problem solver, energetic, confident,
reliable, loyal—ability to work collectively or independently and manage multiple tasks.
EXPERIENCE
City of East Moline, IL June 2016—January 2019
City Administrator
• Responsible for all aspects of budgeting, city functions and multiple labor negotiations—$40M budget.
■ Serve as the City's chief administrative officer with responsibility for all day-to-day operations.
■ Fostered and maintained positive relationship with schools, businesses, County, State and Federal
government agencies and the citizenry.
City of Pekin, IL October 2011 —February 2016
Assistant City Manager and City Manager
■ $70M budget—Over 200 employees and six collective bargaining agreements to work with as needed.
• Served as the City's chief administrative officer with responsibility for all day-to-day operations.
■ Municipal and economic development programs went hand-in-hand —with many successes.
Terra Properties, Inc, Highland, IL November 2007— May 2011
Brokerage, Development and Project Management
■ Direct all development and project activities for owners, clients and independent developers.
■ Negotiate property acquisition, sale contracts and lease agreements for all parties involved.
■ Site/facility assessment and evaluation—zoning compliance—utilizing past Municipal experience.
■ Network with outside interests, owners and community leaders in addition to developers and banks.
■ Acquire new assets for the portfolio using complex financial modeling and stabilization modeling.
CB Richard Ellis, Edwarsdville, IL—St. Louis, MO January 2005—November 2007
Vice President— Brokerage Services— Development of Illinois Market
■ Continual interaction with government officials for project expedience and completions.
■ Project/site selection and acquisition including land use compliance and all encumbrances.
■ Negotiate property acquisition, disposition, sales contracts and lease agreements with complex terms.
■ Managed transition from Grubb & EIIislKrombach Partners to Trammell Crow Krombach Partners to
CBRE in Illinois—very dynamic transitions.
City of Highland, IL August 1996—January 2005
City Manager— ICMA Credentialed Manager
■ Responsible for all aspects of budgeting, utility operations, city functions and multiple labor negotiations -
$35M budget—Over 200 employees and five unions to work with as needed.
Served as an Executive Member of the IMEA Board of Directors for Electric Utility.
Fostered and maintained positive relationship with schools, businesses, State and Federal government
agencies and the citizenry.
Page 060
City of Farmer City, IL April 1994—August 1996
City Administrator
• Day-to-day administration of a full service community.
• Responsible for utility operations, management of daily staff, personnel and budgeting.
EDUCATION
Illinois State University 1988-1992
B.S., Business Administration
Page 061
Ernest C . Hoeb
Summary of Qualifications
A self-motivated, results-oriented executive with more than 30 years of Executive Management
experience. A successful record of achieving company and personal goals through persistent effort
and the development of long-term relationships. An effective communicator with proven
leadership, financial, operational, problem-solving public relations and decision-making
capabilities. Areas of expertise include:
• Executive Management ■ Program Management
o Public and Private Sector • Construction Management
• Public Works and Engineering • Site Development
• Non-profit Management • Property and Facilities Management
• Financial Management • Real Estate Sales
• IT System Management • Emergency Management
• Economic Development • Solid Waste Management
• Business Development • Fleet Services
• Sales and Marketing • Aviation
Professional Experience
Jarrell Properties, Inc. Fredericksburg, Virginia
Real Estate Development,Property Management 2016 - 2019
Chief Operation Officer
Jarrell Properties, Inc. is a privately-owned construction and development corporation actively involved in the
real estate market in central and northern Virginia. From its headquarters located in downtown Fredericksburg,
Virginia, and with an eye toward smart growth, the company is currently developing numerous residential
subdivisions and commercial projects. The company also owns and manages its own residential and commercial
property portfolio.
As Chief Operating Officer,I was tasked with operating and reorganizing the family business.My responsibilities
included the development of over 1,000 residential lots on multiple sites, commercial property development and
new commercial construction management. I reorganized their commercial and residential leasing portfolio and
implemented new operational procedures, reducing expenses by over fifty percent and managed growth of over
five hundred percent. Financially, I managed and reorganized over seventy separate companies with various
ownerships and partnerships. My additional responsibilities included real estate sales with American Allstar
Realty,the reorganization of a Title and Escrow Company and an Insurance Company. I positioned the company
from a small staff organization to an integrated organization poised for future growth.I hired several new positions
within the company and transitioned young family members into several of those positions with increasing
responsibilities. The company is now on the right path for the future.
Fredericksburg, Virginia Page 1
Page 062
Ernest C . Hoch
Culpeper County, Virginia
County Government 2015 -2016
County Administrator/CEO
County Administrator for Culpeper County, Virginia. As the County Administrator, I directed the daily business
of the county. I managed all departments and the complete financial responsibilities of the county. Culpeper has
a population of 50,000 and a budget of 160 million dollars. Projects that I completed included: developed a pretrial
services program including securing funding in the Governors 2017-2018 budget, purchase of property for
courthouse expansion, courthouse planning, expansion of the economic development office, planning for a new
county wide financial system, airport master planning, annual air show and hangar construction, adoption of the
2015 county wide comprehensive plan, enacted farm taxation reform legislation, improved the emergency
communications systems, secured a new county wide VOIP phone system, rural broadband and cell phone
planning, secured enhanced county wide fiber connections and IT upgrades, major capital construction projects,
major improvements to the animal shelter and animal control, securing several grants (microenterprise grant, for
small business start-ups, grant for bio-fuel planning, rural broadband development grant) and secured over 67
million dollars in new business development including $500,000 in state incentives and 110 new jobs in eight
months.
Madison County, Virginia
County Government 2012 - 2015
County Administrator/ CEO
County Administrator for Madison County, Virginia. As the County Administrator, I directed the daily business
of the county. I managed all departments and the complete financial responsibilities of the county. Projects that I
completed included: reorganized the solid waste and recycling center and saved the county 1.2 million dollars,
secured a ten million dollar capital improvement financing at 2.15% fixed for 15 years saving $800,000, closed
out a courthouse project and saved the county over $200,000, secured a new consolidated financial system that
will combine the school system finances with the county, secured major business expansion project of 4.5 million
dollar including State incentive grants and 25 new jobs, developed a county wide tourism and economic
development department, constructed a new tourism office and visitor center, main street improvement projects,
developed an initiative to obtain a road into the Shenandoah National Park and develop national connections with
the Park and the Hoover Presidential Library, began a major tourism and economic development initiative that
the community is fully engaged with and activity participating in, completed service contract reviews, county
employee salary study and a major capital and debit service plan, enacted contract changes resulting in savings
and improved services of the county wide health insurance, GIS system and in house facility planning. I also
serve as the public information officer and have developed open communications with the media and citizens.
Fredericksburg, Virginia Page 2
Page 063
Ernest C . Hoch
City of Harrisburg, Pennsylvania
City Government, Capital of Pennsylvania 2010 - 2012
Director of Public Works & City Energy Manager
I was the Director of Public Works and the city energy manager for the City of Harrisburg, PA the Capital of
Pennsylvania. This was a senior cabinet level position confirmed by City Council and reported to the Mayor. I
was responsible for the complete portfolio of City Services including the City Engineer,City Energy Office, Solid
Waste and Recycling, Streets and Highways Division, Sewer Bureau 40 million gallons per day (MGPD), Water
Bureau 20 (MGPD), Traffic Engineering, Demolition, Building Services, and the Vehicle Maintenance Center
servicing a fleet of more than 400. 1 was responsibility was for 150 employees and a 45-million-dollar budget. I
successfully managed several city-wide disasters including two record floods, the five-year drill and preparation
exercise for Three Mile Island nuclear plant, several major wind storms, and a 36" water main break that
threatened the entire city water system. I worked with the State appointed receiver uncovering corruption and
contributed to large parts of the recovery plan. I was recommended by the receiver to lead the city as the chief
operating officer. The key to my success was working with an engaged community.
Pittsylvania County, Virginia
County Government 2007 - 2010
Director of Public Works
I was the Director of the Pittsylvania County Public Works Department, which is the largest county in Virginia
consisting of almost 1000 sq miles. My responsibilities included the counties sub title-D landfill and closed cells
on a 400-acre footprint, the county wide solid waste and recycling collection system, building and grounds
department, animal control department, industrial development projects and water development construction. I
increased efficiency by 25% and improved customer service in all departments.
Trinity Property Services of Virginia, Smith Mountain Lake, Virginia
Property Management Firm 2005 - 2007
Vice President/Property Manager/REALTOR®
As co-owner of this startup company I grew annual sales to $400,000 and positioned Trinity as the premier
janitorial /property management firm at Smith Mountain Lake, Virginia. Company provides janitorial, property
/ facility management and real estate sales throughout Southwest Virginia. Clients include municipal, industrial,
commercial, homeowner associations and private residents.
Waste Management of Virginia, Inc., Virginia, West Virginia & North Carolina
The world's largest publicly traded waste& recycling company with revenues of$13 billion 2001-2005
Municipal Marketing Manager
As the companies, senior executive for municipal and industrial accounts throughout Virginia,West Virginia and
portions of North Carolina I was responsible for the combined sales of over 200 million dollars annually. I
produced new sales of more than 10 million dollars and achieved retention rates of 95%. I saved Coors Brewery
over two million dollars annually by improving their recycling operations and developing a national partnership
Fredericksburg, Virginia Page 3
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Ernest C . Hoch
with them. I directed the regions industrial and municipal sales including; collection,recycling, transfer stations,
and landfills. I secured Municipal contracts for Blacksburg, Charlottesville, Petersburg, Duck,NC, Currituck NC
and many more.
Angle Flight (formally AirLifeLine), Virginia Beach, VA
A national non-profit charitable organization providing free air transportation 1999 -2001
Director of Pilot and Patient Services
I directed the operations of over 1,500 private pilots who fly ambulatory patients to medical facilities for diagnosis
and treatment. Increased missions by 50% buy raising public awareness. Responsibly for, pilot recruitment,
patient outreach, public relations, corporate support and fund rising. In 2004 AirLifeLine merged with
Angelflight.
American Building Maintenance, Inc., New York, New York
Publicly traded facility services contractors with revenues of$4.8 billion 1997 - 1999
Branch Manager
I was a senior executive for American Building Maintenance in New York City and had responsibility for
operations and sales of over $100 million dollars. I consistently operated under budget and exceeded sales and
operations goals by 20%. Accounts included major Class A office properties, property management companies,
institutional accounts, manufacturing facilities, pharmaceutical companies, non-profit organizations, educational
accounts, retail and transportation companies. Services provided included Mechanical, Janitorial, Carpentry,
HVAC, &Security. I developed and directed the activities of six district managers including the window cleaning
division at the World Trade Center. I managed the start-up of all new accounts and the development of training
programs for more than 2,500 union janitorial personnel. I maintained strong working relationships with key
players from major accounts. I analyzed project specifications and labor/operational costs to formulate
competitive bids and proposals.
I championed the prompt and diplomatic resolution of client problems and concerns, and worked closely with
unions to mediate labor disputes and other work-related issues. I managed a smooth transition of a newly acquired
company after a major acquisition in 1997, provided educate to new personnel in ABM's policies, procedures
and philosophies, streamlined and integrated operations.
Unity Environmental, Hoboken, New Jersey
Solid Waste and Recycling Company 1984 - 1997
Senior Vice President Sales & Marketing- 1990-1997
I was responsible for company's sales and marketing activities; a solid waste and recycling company with annual
sales of$80 million. Increased new sales by more than 20% each year. Developed new business and serviced
existing accounts through extensive marketing and networking.
Developed innovative marketing strategies and sales campaigns; successfully negotiated national contracts with
major financial,property management, retail, manufacturing, commercial printing, and paper mill accounts.
Fredericksburg, Virginia Page 4
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Ernest C . Hoch
• Interfaced extensively with The New York City Departments of Sanitation and Consumer Affairs to create the
current recycling code (Local Law 19 & 87) that was instituted citywide.
• Increased sales by developing office recycling programs, which are now recognized as industry standards.
• Created and produced a marketing/educational video to promote company's services.
• Designed new state-of-the-art solid waste management equipment and handling systems.
• Planned and conducted lectures for property managers and owners on recycling operations and laws.
Director of Operations- 1984-1990
Planned,coordinated,and executed hands-on operations management functions. Supervised,trained,and directed
activities of 200 employees and over 50 trucks to ensure that operational objectives were achieved.
• Managed and directed all operations including dispatching,routing,scheduling,union relations,client relations,
equipment maintenance, and accounting.
• Interviewed, evaluated, and hired prospective employees.
. Managed 1000 TPD material recovery facility.
Education / Professional Development
Ocean Technical 4.0 GPA, top in my class. I have furthered my education with countless continuing education
courses including but not limited to: Dale Carnegie Leadership Training for Managers (LTM), Advanced Sales
Training (AST) I & 11, Public Speaking, Mosley Dickinson Real Estate Academy, BOMA training, Gibson Air
Academy(instrument rated pilot), Scuba training (rescue diver certification), Joyce Engineering: Class A
Underground Tank Operator, Waste Management Facility/Landfill Operator Class I &I1, and FEMA
Emergency Management: ICS 100-200-300-400- G775 & Debris Management and ICMA.
I have been a professional senior manager for over 30 years. I have a vast array of executive experience in private,
non-profit and public sector including but are not limited to: Senior executive responsible for a 100-million-dollar
budget with 2,500 union employees in New York City, the Director of Public Works for Harrisburg, the Capital
of Pennsylvania and County Administrator for Madison and Culpeper, Virginia.
Fredericksburg, Virginia Page 5
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