HomeMy WebLinkAboutGreene, David - ResumeRESUME OF DAVID L. GREENE
716 Heritage Dr. NE, Winter Haven, FL 33881 • Home (863) 298-9978 • Cell (863) 604-7691
e-mail: dgreene48@live.com
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CAREER SUMMARY
Over thirty years leading/managing cities/counties and providing management consulting services to local governments. All city/county management experience, especially in Florida, has
been in areas confronted by the problems, challenges, and opportunities of rapid growth.
RECENT EXPERIENCE
7/01 – 1/10: CITY MANAGER, City of Winter Haven, 451 Third St. NW, Winter Haven, Florida 33883-2277 (a rapidly growing community with a population of approximately 34,500 and a total
budget of $102 million).
Responsible for administration and day-to-day operation of the municipal government under policies established by the City Commission. Among projects/programs accomplished:
Led the development and implementation of a strategic approach to annexation and related population growth which increased the City’s area from 23.14 sq. mi. to 39.7 sq. mi. and its
population from 26,487 to 34,464.
Through development and implementation of the growth strategy, the City’s taxable property value increased from $814 million to $1.9 billion; notwithstanding property tax reform and
the national economic downturn/recession, the City’s ad valorem tax collected increased from $4.9 million to $12.5 million.
Led the planning, development, and implementation of $130+ million in capital improvements; obtained bond financing and State/Federal grants to fund infrastructure and facilities improvements,
including: utility system modernization/expansion, beneficial reuse, historic renovation projects, nature/waterfront park development, streets/drainage improvements, 38,000+ linear
feet of streetscaping and beautification, construction of new police complex, new library, new airport terminal, new LEED Gold/Platinum Standard Certified fire station, expansion/upgrade
of waste water treatment plant to 12 MGD.
Led the development and implementation of $5 million in cost containment to effectively deal with Property Tax Reform initiated by the Florida Legislature/approved by Florida voters
and resulting from the national economic downturn/recession.
Directed implementation of Florida Growth Management requirements, including the City’s Evaluation and Appraisal Report; established 1,505-acre Core Improvement Area in the City’s CRA
area, which incentivizes development/redevelopment including waiving of City/County impact fees with the exception of City water/sewer fees. Established/implemented neighborhood planning/revitalizat
ion program to include neighborhood partnership grants, partnered with volunteer/community organizations such as Keep Winter Haven Clean/Green, Main Street Winter Haven, Ridge Art Association,
Theatre Winter Haven, and Polk Museum of Art to meet community needs/desires.
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Initiated the development and implementation of sustainability programs such as curb-side
recycling, commercial recycling program, and recyclables drop-off program; water conservation measures which reduced per capita consumption from 150 gallons per capita per day to 125;
and strengthened the City’s in-house sustainability commitment to being green.
Decreased the City’s millage rate from 6.325 to 5.79.
Increased the General Fund Balance from $3.8 million to $9.4 million and General Fund Available Reserves from $1.8 million to $7.7 million.
Increased invested cash from $39.4 million to $66 million.
Increased level of State/Federal Grants from $1.3 million to $7 million.
Negotiated an agreement with CSX Railroad for sale of City land for the development of an Intermodal Terminal Facility/Integrated Logistics Center. It is projected that at build-out
(10 years), there will be 3 million sq. ft. of warehouse, 1.5 million sq. ft. of industrial, and .5 million sq. ft. of office space, resulting in approximately 2,000 jobs on-site and
another 6,500 direct/indirect jobs as a result of the project. The economic output for the 10-year period is estimated at $10.6 billion and total taxes paid of almost $1 billion.
[The election in late 2009 resulted in two new City Commissioners who were philosophically opposed to the City’s on-going mission. After much deliberation, I decided that, under the
circumstances, it would be very difficult to continue as the City Manager and pursue the ambitious agenda which had produced marvelous results for the citizens of Winter Haven. Thus,
in January, 2010, I entered into a mutually-agreeable separation agreement.]
3/94 – 6/01: CITY MANAGER, City of Lake Wales, 201 W. Central Avenue, Lake Wales, Florida 33853 (a rapidly growing community with a population of approximately 10,700 and a total budget
of $33 million).
Responsible for administration and day-to-day operation of the municipal government under policies established by the City Commission. Among projects/programs accomplished:
Identified and implemented measures necessary to end state of financial emergency that existed at
start of tenure as the result of $1.2 million General Fund deficit; within 18 months, accumulated $1.3 million General Fund balance.
Annexed 2,883 acres in a single annexation project that included a regional mall and undeveloped land along future growth corridor identified as crucial to the City's ability to enhance
its ad valorem tax base and successfully negotiated with State of Florida Department of Community Affairs for approval of Comprehensive Plan Amendment necessary to facilitate development
of annexed area; pursued aggressive annexation plan that resulted in 98.7% growth in City's land area.
Implemented an aggressive and entrepreneurial economic/industrial development program that affected a 79.4% increase in the City's taxable value in six years and permitted a 12% reduction
in the millage rate.
Directed implementation of Florida Growth Management requirements including update of Comprehensive Plan, revision of land use and development regulations, and strengthening of development
review process; revised utilities impact fee structure and implemented police, fire, parks and recreation impact fees; implemented interim general services fee to capture revenue from
new development before addition to tax rolls.
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Acquired 500+ acres of citrus grove to implement beneficial reuse program and end discharge of treated effluent into surface waters; designated 164 acres and obtained grant assistance
for development of City-owned business/commerce park.
Developed and implemented $33 million operating and capital budget.
Developed and implemented City's first Capital Improvements Plan; obtained bond financing
and grants to fund $25 million in infrastructure and facilities improvements including utility system expansion, beneficial reuse, historic renovation projects, parks and recreation
improvements, streets/drainage improvements, airport improvements, and construction of a new fire station and city administration complex; $10.5 million in state and federal grant awards
include:
Federal Aviation Administration - $700,000
Intermodal Surface Transportation Efficiency Act (ISTEA) - $1.6 million
Department of Commerce Economic Development Administration - $1 million
Florida Recreation Development Assistance Program (FRDAP) - $500,000
Florida Department of Transportation - $739,000
Florida Office of Trade, Tourism, Economic Development - $398,000
Florida Department of State, Historic Preservation - $1.4 million
Southwest Florida Water Management District - $2.2 million
Community Development Block Grant Program - $1.3 million
Various Law Enforcement grants - $715,000
Restructured City's long-term debt, resulting in a present value savings of $609,000.
Developed and implemented a pay classification plan and comprehensive risk management program; reduced cost of health insurance benefits while improving range of benefits offered; succeeded
against attempt to unionize administrative and field employees
[I left because I was recruited to be the City Manager of Winter Haven and to seek a new challenge.]
12/86 – 3/94: CITY MANAGER, City of DeSoto, 17 Boyd Street, DeSoto, MO 63020 (a growing community with a population of approximately 7,200).
Responsible for administration and day-to-day operation of the municipal government under policies established by the City Council. Among projects/programs accomplished:
Prepared and implemented a performance objective based operating and capital budget, utility
system expansion, and streets/bridges/drainage capital improvements.
Developed and implemented a pay classification and fringe benefit program, personnel policy manual, and comprehensive risk management program.
Implemented economic/industrial development programs and Main Street streetscape and revitalization program.
Obtained bond issue financing and restructured City's long-term debt, effecting significant savings.
[I left because I was recruited to be the City Manager of Lake Wales and to be nearer my ailing/aging parents.]
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PRIOR EXPERIENCE
4/85 – 12/86: SENIOR PARTNER, Long Associates, Inc., 1935 Wilton Drive, Fort Lauderdale, FL 33305 (a management consulting firm providing services to local government).
11/83 – 4/85: COUNTY ADMINISTRATOR, Hernando County, 20 N. Main Street, Brooksville, FL 34601 (a rapidly growing coastal county with a population of approximately 63,000).
6/82 – 11/83: SENIOR ASSOCIATE, Kelton and Associates, Inc., 202 Luella Court, DeLand, FL 32720 (a management consulting firm providing services to local government).
8/81 – 6/82: ASSISTANT COUNTY ADMINISTRATOR, Indian River County, 1875 25th Street, Vero Beach, FL 32960 (a rapidly growing coastal County with a population of approximately 60,000).
6/79 – 8/81: CLIENT RELATIONS MANAGER, Management Improvement Corporation of America, 617 Morehead Avenue, Durham, North Carolina, 27707 (a management consulting firm providing services
to public and private sector organizations).
11/76 – 6/79: CITY MANAGER, City of Palm Bay, 120 Malabar Road S.E., Palm Bay, FL 32907 (a rapidly growing community on Indian River Lagoon with a population of approximately 22,000).
3/75 – 11/76: CITY MANAGER City of Safety Harbor, 750 Main Street, Safety Harbor, FL 34695 (a rapidly growing community on Tampa Bay with a population of approximately 5,500).
6/72 – 3/75: ASSISTANT CITY MANAGER, City of Safety Harbor, 750 Main Street, Safety Harbor, FL 33572.
EDUCATION
Bachelor of Arts, Public Administration, University of Central Florida, Orlando, Florida
PERSONAL DATA
Married, one son.
PROFESSIONAL ASSOCIATIONS
International City Management Association (Received 30-year service plaque in 2007)
REFERENCES
Provided upon request