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HomeMy WebLinkAboutcocc_council_mtg_packet_20250218_regular_add-on_memo111 N. Orange Ave., Suite 2000 Orlando, Florida 32801 (407) 425-9566 Memo Garganese, Weiss, D'Agresta & Salzman, P.A. To: City Council of Cape Canaveral From: Anthony Garganese, City Attorney /s/ Date: February 14, 2025 Re: City Council Meeting February 18, 2025 — Recruiting New City Manager Given the immediate need to recruit a new City Manager, I strongly recommend that the City Council expeditiously retain an external recruiting firm with extensive experience in assisting City Councils with this process. Having been involved in similar searches multiple times, I can attest that a top -tier recruiting firm will provide invaluable support. These firms typically assist in establishing a candidate profile, developing a recruitment framework, and guiding the City Council through the hiring process to ensure a successful selection. To assist in this effort, I have obtained proposals from two highly experienced and respected recruiting firms, both of which I have worked with in the past: 1. Collin Baenziger & Associates — Collin Baenziger o Successfully provided City Manager recruitment services for the City of Cape Canaveral approximately 15 years ago. 2. Slavin Management Consultants — Robert Slavin o Recently led a challenging City Manager search for another City client with great success. In my opinion, both firms are well -qualified. Their respective list of representative clients and city manager searches is impressive. Both firms are capable of providing the necessary guidance to expeditiously conduct an effective and efficient search. Additionally, I recommend that the Council Agenda Item # 11 (Interim City Manager Appointment), Item #13 (Discussion of Appointing a new City Manager), and the two proposals be considered together as one item for action as deemed appropriate by the City Council. • Page 1 CITY OF CAPE CANAVERAL, FLORIDA Executive Recruiting Services for City Manager Prepared by Robert E. Slavin on February 13, 2025 3040 Holcomb Bridge Rd. Suite A-1 • Norcross, Georgia 30071 • (770) 449-4656 • FAX (770) 416-0848 • E-mail: slavin@bellsouth.net www.slavin.com With affiliates in Alexandria, VA; Burlington, NC; Lady Lake, FL; Louisville, KY; Manteca, CA; and Queen Creek, AZ TABLE OF CONTENTS INTRODUCTORY LETTER 1 QUALIFICATIONS AND EXPERIENCE 2 SMC Experience 2 Project Organization and Staffing 3 Project Staffing 3 Robert E. Slavin, President 3 Susan R. Boyer, ICMA/CM SMC Senior Consultant 4 Barbara W. Lipscomb, ICMA-CM, CPM, MRP - SMC Managing Consultant 6 METHODOLOGY 7 Develop the Recruitment Profile 7 Identify Qualified Candidates 8 Evaluate Prospective Candidates 8 Preliminary Screening and Progress Report 8 Selection and Employment 8 In-depth Screening and Final Report 8 Establish Evaluation Criteria 9 Follow-up 9 Reporting 9 Deliverables 10 Guarantees 10 WHY SLAVIN MANAGEMENT CONSULTANTS 10 TIME LINE 11 Time Line 11 REFERENCES 12 COSTS 13 Professional Fees 13 Expenses 14 EXHIBITS State of Florida Authorization State of Florida Fictitious Name Registration Sample Recruitment Profile SMC Recent Chief Executive Searches Pro Forma Invoice Clients EEO Statement SMC Sexual Harassment Policy Minority and Female Placements INTRODUCTORY LETTER February 13, 2025 City of Cape Canaveral Anthony A. Garganese, City Attorney Garganese, Weiss, D'Agresta & Salzman P.O. Box 2873 Orlando, FL 32802-2873 Via e-mail: agarganese©orlandolaw.net CONSULTANTS, Re: Cape Canaveral City Manager Recruitment Proposal Slavin Management Consultants (SMC) is pleased to submit this proposal to conduct an executive search for Cape Canaveral's next City Manager. The purpose of this project is to help the City Council develop and agree upon a comprehensive position profile for City Manager and then to identify, recruit and present outstanding candidates who meet these criteria. Once the profile has been developed and approved by the City, we will have no difficulty identifying quality prospective candidates and becoming immediately productive. It is normal for a City Manager search to take between sixty and ninety days to complete. SMC is committed to complete this project within 90 days or sooner. As a high quality, independent management consulting firm, Slavin Management Consultants is most capable and interested in providing these services to the City. This proposal commits the highest level of our firm's resources. I will manage and serve as the primary consultant for this critical project. I am the owner and president of SMC and am among the most experienced recruiters of governmental managers in the nation. I have a strong and proven commitment to providing exceptional recruitment services to public agencies and have received many accolades supporting this work. / have the authority to bind the corporation. Susan Boyer and Barbara Lipscomb assist with this work. Both are highly experienced former local government executives and management consultants. Public sector and not -for -profit executive search work accounts for more than 95% of SMC's activities. SMC has recruited many executives for Florida public agencies and for others in all parts of the United States. We are very familiar with Florida's public meetings and open records laws. We are able to recruit well -qualified candidates for our Florida clients who would otherwise not have applied for fear of premature publicity. We also comply with both the letter and intent of Florida's laws. Our proposed process includes a minimum of three presentations to the full City Council or individual Council members. This letter serves is an acknowledgment that the contends of this proposal are true and accurate and that it was prepared in good faith and without collusion or fraud. Thank you for the opportunity to submit this proposal. We look forward to working with Cape Canaveral on this highly chal- lenging and very important assignment. If you have questions concerning this proposal, please contact me at (770) 449-4656. Very truly yours, SLAVIN MANAGEMENT CONSULTANTS Robert E. Slavin, President SMC Contact Information Robert E. Slavin, President Slavin Management Consultants 3040 Holcomb Bridge Road, Suite #A-1 Norcross, Georgia 30071 Phone: Fax: email: web site: (770) 449-4656 (770) 416-0848 slavin@bellsouth.net www.slavinweb.com 1 QUALIFICATIONS AND EXPERIENCE SMC Experience SMC is an independent management consulting firm formed in 1998 and incorporated in the State of Georgia. We operate nationwide from our home office near Atlanta, Georgia. The principal and only stock holder of the firm is Robert E. Slavin. Mr. Slavin has extensive experience as a local government executive and as a management consultant. We have affiliates in Burlington, NC; Lady Lake, FL; Louisville, KY; Manteca, CA and Queen Creek, AZ. The company provides exceptionally high -quality consulting services to state and local governments, health care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice areas include executive recruitment, pay and classification, performance appraisal systems, and organization development and training. Our key consultants have conducted successful assignments for hundreds of public sector organizations nationally and offer many references as testimony of our work. This important engagement will be conducted by Robert E. Slavin with assistance from Susan Boyer and Barbara Lipscomb. Bob Slavin has conducted or assisted in the conduct of more than 900 successful executive searches throughout his career. All three proposed consultants professional public human resources practitioners with significant direct management experience. All are long-term, active members of a variety of professional organizations and stay abreast of new and changing laws, developments and trends by regularly attending specialized workshops, seminars and annual conferences. SMC has completed over 900 local government executive searches for clients located in all regions of the United States including jurisdictions of all sizes and demographics. In Florida, in addition to SMC's previous work for the City of Cape Canaveral, our Florida local government search clients include the following jurisdictions: Altamonte Springs Atlantic Beach Broward County Boca Raton Boynton Beach Charlotte County Citrus County Clearwater Clermont Cooper City Coral Springs Daytona Beach Davie Deerfield Beach Delray Beach Destin Dunedin Escambia County Fort Lauderdale Fort Myers Fort Pierce Gainesville Hollywood Homestead Jacksonville Beach Jupiter Key West Lake County Lake Worth Lee County Miami Miami -Dade County Manatee County Martin County Miramar Mount Dora Neptune Beach North Miami Beach North Port Okeechobee County Orange County Orange City Ormond Beach Panama City Palatka Palm Beach County Palm Beach Gardens Parkland Pinellas County Pensacola Plantation Pompano Beach Polk County Santa Rosa County Santa Rosa Island Authority Sarasota Seminole County Sunrise Titusville Volusia County West Palm Beach Winter Park Winter Springs Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 2 Project Organization and Staffing This section presents our qualifications to conduct projects of this type and describes the staff to be assigned to the search. Project Staffing Robert E. Slavin, President Mr. Slavin is a pioneer in public sector and nonprofit executive search. He is among the best known and respected professional recruiters in the business. He has frequently spoken before professional groups and he has written John icross, Western Regional Manager John Nowak Se Cronwre nt (CsIlfamla) Susan Boyer Sonia; Corsulianr several articles for professional journals Mang Gatos concerning governmental management. By special invitation, Mr. Slavin assisted the United States Office of Personnel Management to define and Service for the Federal Government. SLAVIN MANAGEMENT CONSULTANTS Organizational Chart SEPTEMBER 2024 Raven E Slaw. President bob Jeer Manager NuRtminst Region Barbara IJpacomb Managing Pryed Consultant Ronal Frank Managing Beetled CoraatMant Support Division IJsnei Railer. Mote Administration Sam Trager Managing Project Consultant Paul 'Noniron Trcrinicol Adviser Joanne Goche Technical Athisor- Haalth Give yµe1, slyWJlIr1T r 44.X•1 1 144. Crossir,cduu, aril Componsatitio D iSio Y Kevin Patton Division Manager Sr Classification and Compensation C.onsslltant (On. CAM) Gassilltalkir, and CompailsaPon Carsutnem ton Galt set up the Senior Executive Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly for local governments and it includes seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins and Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management Consultants. Clients include state and local governments, nonprofit and private sector businesses all over the United States. His experience includes search assignments for the 1984 Los Angeles Olympic's Organizing Committee. Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation studies, and assessment centers and human resource's systems studies. Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manag- er/Director of Human Resources for the City of Beverly Hills, California. While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant Personnel Director for the City of San Leandro, California. Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His assignments included recruitment, classification and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office, Library System and County Recorder's Office. Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara, and has completed the graduate course work for a Master's degree in Public Administration at California State University at Hayward Organizations (current and past) • International City/County Management Association Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 3 • International Personnel Management Association • Government Finance Officers Association • IPMA - Human Relations Commission • IPMA - Publications Review Committee • Society for Human Resources Management • Certified Management Consultant (National Bureau of Certified Consultants) • National Forum for Black Public Administrators • Southern California Public Labor Relations Council • Southern California Municipal Assistants • Bay Area Salary Survey Committee Susan R. Boyer, ICMA/CM SMC Senior Consultant PROFESSIONAL EXPERIENCE: MUNICIPAL CONSULTANT: Florida Benchmarking Consortium (FBC), Executive Director, May 2010 - December 2025 • The FBC is the largest intra-state local government benchmarking consortium within the United States. There are approximately 50+/- Florida local government members in the FBC. Each member participates across 20 local government performance management -focused service areas, using performance measures that have been developed, managed and improved over time by service area experts from Florida's local governments. • Responsible for data compilation, data cleansing and production of the annual report, which local governments and others use to obtain valuable internal performance data and comparable data from other Florida agencies. This information is used by the membership for the purpose of process improvement and to 'tell their story' of improved service delivery, efficiency and effectiveness to their elected officials and citizens. Integrally involved in the development of three new service areas for data collection; responsible for the revision/update of three service areas annually; and the maintenance of 23,000+/- data points annually. • Provide all the administration and day-to-day management for the organization. International City/County Management Association (ICMA), Director Florida NEMN, 2007-2008 • Oversaw the management and implementation of NEMN (National Emergency Management Network) initiative with the State of Florida's Division of Emergency Management and the integration into the State Resource Management Network (SRMN). This was a 1.2M project for which I provided the contract and budget oversight. • Interacted with ICMA members requesting information related to ICMA products and services. Communicated and worked with funders and others external to ICMA to coordinate and deliver project services and products. • Worked with other projects involving local government, emergency management, homeland security and other public safety issues for ICMA, which were funded by government agencies, and other external funding sources. • In 2009 - 2010, provided pro-bono work for ICMA International, working with the business development team on proposals for the U.S. Southern Command Humanitarian Assistance Program. The proposals dealt with providing training for various specific functions of emergency management/disaster preparedness. Independent Consultant, 2005 - 2007 • Worked for the Institute of Government, University of Central Florida, and prepared the Incorporation Feasibility Study for the community of Celebration, FL. • Rewrote the Personnel Rules and Regulations for the City of High Springs, FL. LOCAL GOVERNMENT EXPERIENCE: City Manager, City of Crystal River, Florida (Population 3,656) 2002 - 2005 Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 4 The City of Crystal River was a full -service municipality, with a volunteer Fire Department. The operating budget was approximately $15 million. I spent three months as the Interim City Manager, during which time I brought a fractured City administration together. After being hired as the City Manager, I defined a clear vision to move forward with underutilization of assets/resources and move into a progressive City. Interim Director of Operations - District Five Medical Examiner, Leesburg, Florida June 2000 to October 2000 District Five serves five (5) Counties: Citrus, Hernando, Lake, Marion, and Sumter. Responsible for the supervision, direction and planning for the operations of the Medical Examiner's Office. The position was directly responsible to the Chief Medical Examiner. Administered, reviewed and analyzed the Medical Examiner's Office budget; prepared budget documents; developed narrative information for proposed budgets; attended Medical Examiner Committee meetings. Handled employee complaints and grievances. Supervised purchasing activities and monitored various operating contracts. Served as the liaison to the medical community, funeral homes, law enforcement agencies and the general public. This was to be a 4-5 month position to get the office up and running while the position was advertised. Interim Risk Manager, Lake County Board of County Commissioners, Tavares, Florida (Population 210,000) 1999 - 2000 Responsible for planning, overseeing and maintaining a program of risk management for the County, including protection of County assets and employees from loss, identifying exposures to loss and minimizing financial impact. Managed all insured and self -insured programs, including group medical, life, dental and disability. Managed and monitored worker's compensation claims, property losses and liability claims against the County. Conducted monthly safety meetings. Responsible for the preparation of the insurance budget for the County; prepared and monitored the risk management budget. Evaluated bids and made recommendations. Responsible for County -wide safety program and compliance with State and Federal standards. Town Manager, Town of Lady Lake, Florida (Population 14,469) 1998 to 1999. The Town of Lady Lake was a full -service municipality with the exception of Fire and had an operating budget of approximately $8 million. Council -Manager position was created in 1988. Within the Town's corporate limits was one of the largest Community Development Districts (CDD) in the state. Received the GFOA distinguished budget award; created improvements in financial management and purchasing. Due to personnel changes, had the opportunity to run the Personnel/Risk Management and Finance Departments. Interim Assistant City Manager, City of Haines City, Florida (Population 11,683) 1997 - 1997. City Manager, City of Avon Park, Florida, (Population 8,300) 1994 - 1996. Assistant City Manager 1991-1994. City of Port Orange, Florida, (Population 37,615) and Assistant to the City Manager. 1988-1991 (Population 33,700) Planner I, 1987 — 1988, City of Kissimmee, Kissimmee, Florida, (Population 28,617) Planning Intern, 1987, City of Kissimmee, Kissimmee, Florida Research Associate, 1986-1987, Institute of Government, University of Florida, Gainesville, Florida Administrative Intern, 1986, Town of Palm Beach, Florida, (Population 9,700) EDUCATION: ♦ Master of Arts in Political Science/Public Administration. University of Florida, Gainesville, Florida ♦ Bachelor of Arts in Political Science. Major concentration in Public Administration. University of Florida, Gainesville, Florida ♦ Certificate of Environmental Studies. University of Florida, Gainesville, Florida ♦ Local Government Leaders Public Policy Forum, Harvard's J.F.K. School of Government Weldon Cooper Center for Public Service, University of Virginia, Senior Executive Institute International City/County Management Association (ICMA), Credentialed Manager (CM) ♦ Lean Six Sigma Certification - Yellow, Green and Black Belt Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 5 PROFESSIONAL MEMBERSHIPS AND RECOGNITION: International City/County Management Association (ICMA) 1988 to Present ♦ ICMA Conference Assistance Scholarship Recipient 1989 ♦ ICMA Conference Assistants Exchange Program 1990 ♦ ICMA Committee on Diversity in the Work Place - Member 1990 to 1991 ♦ ICMA 1998 Conference Host Committee (Florida)1996 to 1998 ♦ Florida City and County Management Association (FCCMA) 1988 to Present • FCCMA Life Saver Award1998, 1999 ♦ FCCMA Board of Directors - Director at Large 1995 to 2000 ♦ Chaired and served on multiple committees • Leadership Citrus (County) 2005 ♦ Florida Floodplain Managers Association 2004 to 2006 ♦ Lake City/County Managers Group 1998 to Present ♦ American Society of Public Administrators (ASPA) 1990 to 1997 ♦ Outstanding Young Woman of America (Award) 1991 ♦ Who's Who of American Women (Award) 1992 and 1996 Barbara W. Lipscomb, ICMA-CM, CPM, MRP - SMC Managing Consultant Professional Summary ♦ Achievement oriented Certified Public Manager (Florida State University), possessing more than thirty-five years of progressively responsible experience in municipal administration at the city manager, deputy city manager and assistant city manager levels, primarily in the State of Florida ♦ Extensive experience with state -level leadership and mentoring of other public managers through the Florida City and County Managers Association ♦ Extensive experience and success with state and federal intergovernmental relations and special appropriations ♦ Proven track record for local government and community project development/ redevelopment projects ♦ Strong financial background, including organization downsizing, and profitability assurance Professional Experience City of Greenville, North Carolina City Manager August 2012 — August 2017 (Retirement) Greenville, North Carolina, 90,000+ population, $131.2 M total budget, including $82.6 million General Fund Budget, 750 full-time employees. City of Casselberry, Florida City Manager January 2007 — January 2012 Casselberry, Florida, 26,000 population (approx), $40.5 million General Government Budget, including $18 million General Fund Budget City of Gainesville, Florida Assistant City Manager February 2004 — January 2007 Gainesville, Florida, 120,000 population, $212 million General Government Budget, including $92 million General Fund Budget Interim City Manager October 2004 — September 2005 Directed all City of Gainesville general government operations and departments Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 6 Assistant City Manager February 2004 — October 2004 City of Lakeland, Florida Assistant City Manager Deputy City Manager, Assistant to the City Manager May 1986 - February 2004 Lakeland, Florida, 86,000 population, $250 million total budget City of Grand Rapids, Michigan Management Analyst 1982 - 1986 Grand Rapids, MI, 200,000 population, $200 million total budget Administrative Assistant, Community Enrichment Services Group Education University of North Carolina, Chapel Hill, N.C. Master of Regional Planning University of Georgia, Athens, GA BA (Geography and Political Science) Professional Certifications • International City/County Managers' Association (ICMA), Credentialed Manager - 2004 • Florida State University, Certified Public Manager - 2003 • Florida Public Labor Relations Association, Certificate in Labor Relations - 2003 • National Forum for Black Public Administrators Executive Leadership Institute - 1988-89 • Florida Redevelopment Association Certified Redevelopment Administrator - 2011 METHODOLOGY We recommend a five -step process as follows: ♦ Develop job qualifications and requirements for the City Manager position - the Recruitment Profile • Identify and recruit qualified candidates • Evaluate prospective candidates ♦ Make recommendations, help in selection and facilitate employment • Establish evaluation criteria and follow-up • Each step of this process is described below. A. Develop the Recruitment Profile We will meet with the City Council members individually and collectively and with senior staff and community leaders (if the Council wishes) to learn the City's needs, focus and requirements such as experience, education and training as well as preferred management style and personal traits. In developing the recruitment profile, we will spend a considerable amount of time at the beginning of the process in Cape Canaveral to gather additional information about the City and to ascertain, the unique challenges of the job and the general environment within which the position functions. Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with the City Council to arrive at a general agreement regarding the specifications for the Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 7 position. The final profile will include information about the Brevard County region, the City of Cape Canaveral, the City government, major issues to be faced, the position and the selection criteria established by the City Council. B. Identify Qualified Candidates We will prepare and post announcements, the recruitment profile and other job tailored materials with professional organizations and associations using both on-line and printed professional media. We will review our database for individuals whom we may already know and/or already have on file who may meet your specifications. We rely heavily on our own contacts in related fields, appropriate social media and on our past experience. In summary, we utilize a comprehensive multifaceted networking program to conduct a professional search focused on identifying the best -qualified candidates and inviting them to apply for the position. We will acknowledge all resumes received and thoroughly screen all potential candidates. C. Evaluate Prospective Candidates Preliminary Screening and Progress Report Criteria for the preliminary screening will be contained in the approved recruitment profile. They include such items as education, technical knowledge, experience, accomplishments, management style, personal traits, etc. Screening of candidates against those criteria will be based on data contained in the resume and other data provided by the candidates and on our knowledge of the organizations in which they work. At this stage, each must meet the minimum qualifications specified in the recruitment profile. We request that all semifinalist candidates complete a job tailored supplemental questionnaire through which they provide us, in writing, substantial information about their accomplishments and their management style and philosophy. This information is verified. We will meet with the City Council to provide a progress report on a number of semifinalist candidates. These individuals will be top prospects who clearly meet the City's specifications. With guidance from the Council we will narrow the semifinalist candidate group on the basis of refined criteria. During this progress meeting we will determine which candidates the City Council is most interested in as well as their expectations about the finalist interview process. Included in this discussion will be the type of interview(s) desired, scheduling, if and how any community participation might take place, candidate travel arrangements, interview questions, candidate rating and scoring processes, etc. D. Selection and Employment In-depth Screening and Final Report At this point, we will interview the City Council selected finalist candidates. Proper "fit" is as important as technical ability. We assess both. In order to better assess candidates' management style and interpersonal characteristics, we interview each finalist candidate in -person when possible or virtually when not. We will closely examine each candidate's experience, qualifications, achievements, management style and interpersonal skills in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications, skills and achievements. We conduct in-depth background checks on those individuals who continue to demonstrate their overall suitability for the position. Included are detailed and extensive reference checks which cover a minimum period of ten years and/or three prior positions. In conducting these, it is our practice to speak directly to individuals who are now or have been in positions to evaluate the Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 8 candidate's job performance. We ask each candidate to provide us with a large number of refer- ences. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candidates. As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college degrees and any professional credentials. We conduct criminal history, civil court, DMV, social media and sexual offender register checks. SMC contracts with Sterling Talent Solutions, a nationally recognized professional background check firm to perform most of these services. At the City's option, we can arrange for psychological (or similar) testing of the candidates. (This option may result in extra cost.) At this point, we will return to Cape Canaveral to present our final report to the Council and to attend the interviews. Our final report is a comprehensive document. It contains our candidate recommendations, details about the search, interview tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The report includes the candidate interview schedule as well as our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive information about each recommended candidate. This includes educational and experience information, an evaluation of the candidate's experience relative to the criteria established by the City Council, a summary of reference comments and a comprehensive narrative statement of accomplishments and management style prepared by the candidate. Present compensation is also provided for each recommended candidate. We will provide information about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top candidate interviews and guide the Council through the candidate evaluation, selection and contract negotiation processes. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of the City of Cape Canaveral and that any public statement should come from the City directly. Under no conditions will we release information to the media unless specifically directed by the City to do so. We will notify all unsuccessful candidates of the final decision reached. We will continue to work for the City until a suitable candidate is recruited and hired by the City. E. Establish Evaluation Criteria Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City Council and the new City Manager to establish mutual performance criteria and goals for the position. F. Follow-up We will follow-up with the City and the new City Manager during the first year and assist in making any adjustments that may be necessary. G. Reporting We will keep the City informed, involved in decisions and involved in the search process. We will provide frequent progress reports to the City. Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 9 H. Deliverables Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress report (presented in person), the final report with interview tips, interview schedule, interview questions, candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking forms, tabulation forms and appropriate/inappropriate question list and negotiated employment agreement between the City and the selected candidate. Approximately twelve semifinalist candidates are presented to the City at the progress meeting which typically takes place 45 - 50 days after the City Council approves the recruitment profile. Generally, about five finalist candidates are presented for interviews with the City Council. I. Guarantees We provide a comprehensive set of assurances and guarantees to our executive recruitment clients that include: • We are committed to excellence. We guarantee the highest quality of work and its success in your environment. To accomplish this, we will continue to work with the City Council until a satisfactory candidate is selected and accepts employment. • We guarantee our work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a candidate selected by the City Council through our efforts. • We will never actively recruit any candidate who we have placed nor will we actively recruit any employee from a client organization for at least two years from the completion date of an assignment. • SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or applicant for employment because of race, religion, creed, color, sex, disability or national origin. WHY SLAVIN MANAGEMENT CONSULTANTS SMC uses a "critical path" search process which allows our clients to focus attention on the selection process rather than on identifying, recruiting, screening and evaluating candidates. We understand that each client's need for key executives is different and that there is no "best" person for all situations. The best prospects are typically happily employed and not responding to advertisements. These people need to be found and encouraged to become candidates. They are understandably reluctant to apply for positions when their interest could become a matter of public information prior to being assured that the City is interested in their candidacy. Our approach to this assignment will reflect the unique qualities of Cape Canaveral. It will honor the interests of candidates to the extent possible under Florida law. Florida's strong public disclosure laws have a direct impact on governmental recruitment in the State. We work within the letter and the intent of these laws and still are able to recruit exceptional candidates for our Florida clients who would not apply directly for fear of premature public disclosure of their interest. In considering our proposal we point out several factors about our firm and our approach that will be of significant benefit to the City: Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 10 • We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring forward candidates whom we may already know. • Our key staff members have extensive experience in conducting executive searches for the public sector throughout the nation. • We are committed to complete client satisfaction. Our successful placement -oriented approach will ensure that the project work is practical, realistic, timely and that it has the full commitment and support of the City Council so that a successful placement will be facilitated. • We use discount airfares and leverage trips between clients whenever possible to reduce expenses to our clients. • Our experience includes large and small organizations, and chief executives and subordinate level positions. More than 95% of our placements have remained in our client's positions for more than five years. • Our style is interactive, that is, we strive to build a partnership with our clients. • We are experts in EEO/AA recruitment. TIME LINE Time Line The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows the following pattern: DAYS STEPS 1-30 30-45 45- 60 60- 360 1. Develop Search Process, Recruitment Profile and Advertising Program for City Council Ap- proval ✓ 2. Identify Qualified Candidates, Review Data Base, Network, Receive and Review Resumes ✓ ✓ 3. Screen & Evaluate Prospective Candidates ✓ 4. Progress Meeting and Report ✓ 5. Interview and Evaluate Prospective Candidates ✓ ✓ 6. Submit Final Report and Recommendations, Assist in Selection, Facilitate Employment ✓ 7. Establish Evaluation Criteria and Follow-up ✓ Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 11 REFERENCES Jackie Wehmeyer Human Resources Director City of Parkland 6600 University Drive Parkland, FL 33067 (954) 757-4134 City Manager Search (2019) jwehmeyer@cityofparkland.org Mr. Jared Jones Assistant City Manager City of Panama City 501 Harrison Ave. Panama City, FL 32401 City Clerk/Treasurer (CFO) Search (2021) jjones@pcgov.org Commissioner Jeff Kinnard Citrus County County 110 N. Apopka Ave. Room 100 Inverness, FL 34450 (352) 341-6560 County Manager Search (2022) Jeff.kinnard@citrusbocc.com Mayor Kevin McCann City of Winter Springs 1126 East State Road 434 Winter Springs, FL 32708 (404) 327-5956 City Manager Search (2024) kmccann@winterspringsfl.org George Recktenwald County Manager Volusia County 123 W. Indiana Street DeLand, FL 32720 (386) 736-5920 Deputy County Manager Search (2019) grechtenwald@volusia.org Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 12 COSTS Professional Fees Our fees are based on a rate schedule that reflects the experience of the individual assigned. We use a flat fee rate schedule. Therefore, there are no project limitations based on annual salary. For this assignment we are proposing to use only consultants who have specific experience on similar assignments for other clients. We will use senior consultants where appropriate and to reduce the overall cost. We will use staff consultants when feasible. The following tables show the level of involvement by project step and cost. PROJECT COSTS STEPS ASSIGNED (Approximate) Project Manager HOURS Consultant Total RATE (Hr) FEES 1. Project Planning/Develop/Update Position Profile/Prepare Advertising 36 36 80 $2,880 2. Identify & Recruit Candidate/ Acknowledge Resumes 34 34 80 $2,720 35 35 35 $1,225 3. Preliminary Candidate Screening 14 14 80 $1,120 4 4 35 $140 4. Progress Report to the City/ Reduce Candidate Pool 16 16 80 $1,280 8 8 35 $280 5. In-depth Candidate evaluation (Includes on -site consultant interviews with semifinalist candidates) 38 38 80 $3,040 18 18 35 $630 6. Arrange for & Schedule Final Interviews 4 4 80 $320 7. Prepare Final Report with Interview Questions and Selection Criteria 8 8 80 $640 16 16 35 $560 8. Present Final Report and Attend Interviews 16 16 80 $1,280 9. Assist in Employee Selection 2 2 80 $160 10. Negotiate Employment Agreement 4 4 80 $320 11. Establish Performance Goals 6 6 No Charge $0 12. Follow-up 4 4 No Charge $0 TOTAL HOURS 182 81 252 TOTAL PROFESSIONAL FEE $16,595 Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 13 Expenses Consultant Travel Costs: The client pays direct cost for all necessary consultant travel using coach or, when available, lower air rates, corporate hotel rates at moderately priced properties (Holiday Inn or equivalent), rental cars, using the corporate discount and normal meals. Client controls these costs in the following ways: (1) when appropriate, consultants will accomplish multiple purposes when traveling and will allocate costs to multiple clients; (2) the client pre - approves all work plans including all consultant (and candidate) travel. Office Costs Include: Telephone ($350 flat fee, billed in two installments), FAX, postage, messenger, copier, and clerical costs. Average Advertising Costs: Normally about $2,000. Client controls these costs because the advertising program will be approved by the City Council prior to implementation. Expenses for the executive search project described in this proposal will not exceed 55% of the professional fee ($9,127.25). Therefore, the total not -to -exceed cost to the City Council for the proposed work will be no more than $25,722.25. The cost for final candidates to travel to Cape Canaveral for interviews is not covered by this proposal. Such costs are typically paid by the City Council on a reimbursement basis, directly to the candidates, and controlled through the City Council's prior approval of the finalist candidates. These costs vary depending on candidate location, espousal involvement, time required for candidates to be in Cape Canaveral, etc. For budgeting purposes, an average cost of between $450.00 and $650.00 per candidate would be appropriate. About five candidates are normally recommended for interviews. Should the City Council's needs result in additional project scope that significantly increases costs, it may be necessary to increase the expense budget for the project. Your liability to Slavin Management Consultants for services rendered under this agreement will not exceed the agreed upon price unless an increase is authorized by you in writing. We will submit monthly invoices for fees and expenses. It is our practice to bill 30% at the start of the searches, 30% at the end of thirty days, 30% at the end of sixty days, and the remaining 10% shortly after the time the new City Manager accepts employment with the City Council. Each invoice will be payable upon receipt for professional services. Expenses will be billed in addition and shown as a separate figure. Attached is a pro -forma invoice showing the level of accounting detail we will provide. We will comply with all applicable laws, rules, and regulations of federal, state, and local government entities. Our ability to carry out the work required will be heavily dependent upon our experience in providing similar services to others, and we expect to continue such work in the future. We will, to the degree possible, preserve the confidential nature of any information received from you or developed during the work in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagements. The results obtained, our recommendations, and any written material provided by us will represent our best judgment based on the information available to us. Our liability, if any, will not be greater than the amount paid to us for the services rendered. This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties. Our agreement will be interpreted according to the laws of the State of Florida. Prepared for the CITY OF CAPE CANAVERAL, FLORIDA by Slavin Management Consultants - 2025 14 EXHIBITS State of ' Florida Deportment of'State I Lrr'iv !lord il-le records of this office that R()i3ERT E. SLAVIN, INC. is a rt:i►r,:!,rd corporation duthorit{. d to transact business in the State of Florida, aii:rCiiltl on December 3. 1999 +.4oi Hick thrs corporation is l c)(Jfl0t)t)t1()?i4, I �llrrhet c:t:rtll\ that said eorporatic,n has paid all fees due this office through ! h.',..crobr`s• .11, 2021, that its most recent annual report/uniform business report led tni January 13. 2021, and that its status is active. it'll her certi'f.\ that said corporation has not tiled a Certificate of Withdrawal. (siren under toy hand arrr! the (irear Seal of the State of Florida at Tallahassee, the Capital, this rhtc Thirteenth club of January, ?11?1 5ecretaly of State 'tracking !Number: 15141065692( Y In authenticate this certillc:tte.tisi► the 1ulioNsing sile,etttcr this untidier. awl ►rie►t lullosti the instructions displayed. hitt": iees.sunitit.orgiFllings/CcrtilicateOrStalus CertifcatcAuthenticatiun State ofFlorida Department of State I certify from the records of this office that SLAVIN MANAGEMENT CoNSVLTANTS is a Fictitious Name registered with the Department of State on November 19, 2013. I Its' Regryti;tiion Number cat this Fictitious Name is G130001 13499. 1 further certify that said Fictitious Name Registration is active. further certify that said Fictitious Name Registration filed a renewal on August 29. 2023, and expires on December 31, 2028. Given under nu, hand and the Great Seal of Florida, at Tallahassee, the Capitol, this the Thirtieth day of August, 2023 Secretary of State TIDE CITY OF WINTER SPRINGS, FLORIDA IS SEEKING CANDIDATES TO SERVE AS Visit Winter Springs on the web at www.winterspringsfl.org Winter Springs City Hall ABOUT THE CITY OF WINTER SPRINGS The City of Winter Springs is a vibrant community located in Seminole County, Florida. The City was established in 1959 as "North Orlando" and has grown into a thriving municipality that prioritizes the safety, education, and quality of life of its residents. Winter Springs covers 13.3 square miles and has a grow- ing population of approximately 40,000. This remarkable community lies on the south shore of beautiful Lake Jesup and is a mere 20 minutes from downtown Orlando. Win- ter Springs provides a serene and secure environment for its residents. The City's exceptional Police Department assists Winter Springs in consistently maintaining its status as one of the top ten safest cities in the State of Florida. The City of Winter Springs focuses on effective govern- ance and community engagement. The community takes pride in its strong educational system comprised of seven public schools and numerous private schools within its borders. Furthermore, the City's dose proximity to es- teemed institutions like the University of Central Florida and Seminole State College further enhances educational opportunities for Winter Springs residents. Winter Springs is renowned for its award -winning parks and facilities, offering recreational opportunities for all ages. The City's parks are home to various sports league teams including Winter Springs Babe Ruth. Moreover, the City's strong commitment to environmental preservation is evident through its recognition as a Tree City USA by the Arbor Day Foundation. Preserving natural trees and wa- terways is a shared passion among Winter Spring resi- dents and the City Commission. Winter Springs also takes pride in its cherished community events such as the Scot- tish Highland Games, the Celebration of Freedom, Hometown Harvest, and the SWinter Wonderland parade. Money Magazine has rated Winter Springs as among the 100 best places to live in the United States. The City is a safe and financially solvent community with beautiful neighborhoods, excellent educational institu- tions, a wide breath of recreational pursuits and a strong appreciation for nature. Winter Springs provides an ideal place to call home. Winter Springs will provide its next City Manager a truly unique and exciting professional opportunity. Interested prospects are encouraged to explore the Winter Springs website and discover the many and unique facets of Win- ter Springs. 2 Human Resources tisk hlansgarnent Advisory Boards Parte. Reuvam:n a„ i.i.x CivicISenor -Center -Events Recta*len PrWms. Citizens of Winter Springs City Clerk Mayer died City Camr+ttsbsoners Cify Ma=iager City Aborney Finance 1 Public Works -Planntng -Accounting -taro( Mora.er er,1 -Debt Managenxnt egineednfl ..gadgetry ,,. ABOUT THE WINTER SPRINGS CITY GOVERNMENT Roads (ROM The City of Winter Springs is a charter City with its legislative pow- ers vested in its Mayor and City Commission. 1_ functions under a Commission/Manager form of government. This method effectively combines the political expertise of the elected officials with the ex- ecutive leadership of a professional City Manager. The City's Mayor and City Commission is comprised of six members, a Mayor and five City Commissioners . Ali are elected to serve four-year terms. Each of the five Comm ssioners hails from a different district. They and the Mayor are all elected at -large and serve the entire City rather than only the residents of their district. The Mayor has veto power and votes only when necessary to break a tied Commission vote. The governing body is responsible for, among other things, passing ordinances, adopting the budget, appointing committees, and hiring the City's Manager, City Clerk and City Attorney. The City Manager is responsible for carrying out the policies and ordinanc- es of the governing body, for overseeing the day-to-day operations of the government and for hiring the directors of the various departments. The City of Winter Springs provides a full range of services including police protection; the construction and maintenance of streets and other infra- structure; as well as recreational facilities, community activities and cul- tural events. The City maintains both a Water and Sewer Utility Fund, a (Continued on page 4) Meter Service Records Water Canservafan r-Correllkiaticatiors Attie:Mostamales -PAtmi WINTER SPRINGS. FLORIDA MAYOR & CITY COMMISSION Kevin NkCann Mayor At large Matt Benton Deputy Maya & Cay. Cernsrossoner Distrnci 1 Victoria Bruce City Commissioner District 2 Ted Johnson City Commissioner District 3 Cade Resnick City Commisstener District 4 Rob Elliott City Commis loner D strict 5 WINTER SPRINGS MISSION STATEMENT is "To provide an efficient delivery of public ser- vices through Innova- tion and excellence and promote quality of life by working cooper- atively with all of our Customers to protect health and safety. im- prove economic vitali- ty, and enhance neigh. borhood livability throughout the City." 3 Stormwater Utility Fund, and a Development Services Fund, which function, in essence, as departments of the City. The annual budget serves as the foundation for the City's fi- nancial planning and control. Department heads are required to submit requests for appropriation to the City Manager. The City Manager uses these requests as the starting point for de- veloping a proposed budget. S/he then presents the proposed budget to the City Commission for review on or before July lst. The City Commission is required to hold public hearings on the proposed budget and to adopt a final budget no later than September 30, the close of the City's fiscal year. Winter Springs' FY 23/24 All Funds Budget is $73,402,532 of that $24,137,122 comprises the General Fund. The City em- ploys 190 FTE's and enjoys a bond rating of AA+. OPPORTUNITIES AND CHALLENGES • Winter Springs is currently served by two outdated wastewater treatment plants. A project to replace both is currently in the design stage with the two new facilities scheduled to be online in 2029. Funding will come from a combination of State Revolving Funds, local funds, and grants. • Because of its location, the City must continually be pre- pared for damaging weather events. (Hurricane IAN devas- tated low lying parts of the City in 2023.} • The region's stormwater systems empty into Lake Jesup in Winter Springs causing frequent flooding as well as the need to maintain retention ponds. • An update to the Winter Springs Comprehensive Plan will begin in May of 2024. • City development policies need to be focused on striking and maintaining a balance between economic sustainabil- ity and environmental preservation. • The future use of the 170-acre former Winter Springs Golf Club. • The City is 80% residential/20% commercial with excellent future development opportunities in both segments. • Possible annexation of existing enclaves. 4 ABOUT THE CITY MANAGER • Under City Commission policy direction, the City Manager is responsible for planning, di- recting, managing, and reviewing the activities and operations of the City of Winter Springs. • This position is tasked with coordinating City services and activities among City departments and with outside agencies; and providing highly responsible and complex administrative support to the City's Mayor andCommission. • The City Manager manages and administers all City functions through subordinate depart- ment heads including the financial and personnel activities of the City. This position exercises direct supervision over management, supervisory, professional, technical, and administrative support staff. • The Cty Manager also aids the Mayor and Commission regarding policy decisions and their implementation. Whether presenting ideas in a public meeting or advising a committee, the City Manager is called upon to work with the public on a regular basis and must be able to listen to and inform the public about t' City's 3 and procedures and receive fer!. 7ck. Essential Duties and Responsibilities include: • Formulating and recommending new and revised policies and operating procedures for ap- proval by the Commission. • Preparing the agenda for City Commission meetings. • Scheduling decisions and reviewing documents submitted for completeness and clarity, attend- ing meetings and presenting oral reports. • Ensuring that all laws, provisions of the Charter, and acts of the City Commission; are effectively ex ecuted. • Preparing and submitting the City's annual budget and cuplial program to the City Cnmmission. • Completing a report on the finances and administrative activities of the City at the end of each fiscal year and submitting this report to the Commission and making the report available to the public. • Directing and coordinating employee and labor relation functions of the City. • Participating in programs and activities to strengthen employee/employer relationships. • Hiring and supervising all department heads and evaluating performance in a timely manner. • Representing the City and the City Commission to media, citizens, and local organizations regard- ing questions, suggestions, and complaints. • Assisting the Commission in the development of long-range goa Is for City services and financ- es. • Maintaining, on behalf of the City, an adequate record of property. • Advising, counselling, and consulting with the City Commission concerning the beautification and preservation of natural beauty of the City including the City's master beautification plan, 5 • Ensuring development of individual department plans to implement City goals and objectives. Conducting necessary analyses to evaluate City per formance. Requirements: Requires a combination of education and experience equiva- lent to attainment of a Bachelor's degree (Masters' degree preferred) in Public Administration, Business Management, or a related field combined with at least 10 ten years of in- creasingly responsible management experience preferably including local government executive level experience where expertise in municipal finance, emergency management and communication skills were clearly demonstrated. Recent ex- perience as a department head, assistant or deputy chief ex- ecutive may be considered if responsibilities included budg- eting, finance, regional partnerships/collaboration, and/or emergency services. The successful candidate must clearly possess and apply the superior management and leadership knowledge, skill, ability, commitment, and energy needed to achieve the Commission's goals. Florida experience is not re- quired. The Mayor and Commission are interested in a City Manager with skills and/or experience in the following areas: • Financial management skills with strategic planning and budgeting expertise. • Experience, either directly or regionally, with emergency management and/or emergency services. • Responsive, organized and a prompt follow-through method of communication; willingness to maintain an open- door policy. • Comfortable vvith being visible in the community as a resource for residents, businesses, educational partners, and regional and state agencies. • Comfortable being a public advocate/representative for Winter Springs' interests, values, and initiatives. • Maintenance, management, and delivery of utilities including water, wastewater, and drainage operations. 6 • Large capital project experience. • Experience in pursuing other funding opportunities and increasing the City's ability to access all available non - City funding sources such as federal or state grants or local government assistance programs for various critical infrastructure such as water, wastewater, and area -wide drainage improvements. • Experience and/or knowledge in public communication strategies, branding and messaging via social media, website, and other technology platforms. • Innovative practices and affiliated technology that im- prove systems, processes, efficiencies, and costs. • Local and/or regional experience in business attraction and retention, growth, and various economic. develop- ment strategies. • Cultivating a culture of collaboration between Commis- sion and staff. • Mentoring, developing, and providing support to a pro- fessional staff. • A track record of embracing professional development, knowledge transfer and empowerment of City staff. Required Leadership Characteristics • An ethical leader who inspires and supports the work of the team. • Treats everyone with fairness, dignity, and professional- ism. • Strong communication skills with the ability to speak ex- temporaneously with professionalism. • Committed to implementing proactive communications with the City Commission. • Goal oriented, strategic thinker and someone who is not afraid to challenge the status quo if options are available to exceed service expectations. • Someone who can be firm, when needed, but always fair. • Takes the initiative on issues and challenges • Politically astute but nonpolitical with the ability to act impartially and independently while supporting the goals of the Commission. • Exceptional professional interpersonal skills both within and outside of :he organization; recognizing that the po- sition is a high profile one. • Calm and approachable demeanor even while under pressure. • A strong listener and communicator who inspires and empowers staff to be creative, and open to new ideas. • Respectful to the Mayor and City Commission, recognizing the challenges of their roles when interacting with them. • Will be visible within the community. • Supports continuing and ongoing professional development. COMPENSATION AND BENEFITS Compensation for the position will be highly competitive. Beginning compensation is negotiable based on qualifica- tions and experience. The City provides excellent employee benefits which include health, dental, vision, life & AD&D insurance, retirement benefits through 401 (A) - ICMA/Mission Square, generous paid time off, long and short term disability protection, professional development and more. Relocation assistance will be provided. APPLICATION AND SELECTION PROCESS This recruitment will remain open until the position is filled. The first review of appli- cations is scheduled for July 19, 2024. Please submit a letter of interest, a detailed resume and current salary to: SLAVIN MA. GEMENT c;caNSULT.\NCS Robert E. Slavin, President SLAVIN MANAGEMENT CONSULTANTS 3040 Holcomb Bridge Road, Suite A-1 Norcross, Georgia 30071 Phone: (770) 449-4656 Fax: (770) 416-0848 e-mail: slavin@bellsouth.net www.slavinweb.com Electronic submissions are required. For additional information about this position, contact Robert E. Slavin by phone at (770) 449-4656 or by email at slavin uPbellsouth.net. Note.: Under Florida Law, resumes are public documents and will be provided to the media upory request. Please call prior to submitting your resume if confidentiality is important to you. WINTER SPRINGS IS AN EQUAL OPPORTUNITY EMPLOYER 8 Recent SMC Chief Executive Placements — Decernber CLIENT POP SEARCH FOR START DATE FINISH DATE STAFF ASSIGNED (Mgr/Asst) Contact Information Buncombe County, NC 260,000 County Manager 10/29/18 1/7/19 Slavin/ Libscomb Chair Brownie Newman (828) 243-0107 newman{cxlbuncombecounty.org CltruS County, FL 155.800 County Manager 7/20/22 10/18/22 Slavin/Trager June Randall, FUR Director (352) 527-5372 tune randall(alcitrusbocc.com Clarkston, GA 14 500 City Manager 8/23/24 2/8/25 Slavin/Lipscomb Mayor Beverly Burks (770) 331-3285 $bu rksCcityofclarkston.com Corpus Christ+, TX 285.000 City Manager 12713/18 4/10/19 Slavin/ Wenbert Mayor Paulette M. Guajardo (361) 826-3100 paulette auaiardo .cctexas.com Corinth TX 20.600 City Manager 7/11/22 8/30/22 Slavin/ Krings Guadalupe Ruiz Human Resources Director (940) 498-3277 druiz[a�cityotcorinth.com Danvrile, KY 17,000 City Manager 9/16/20 11/30/20 Slavin/Frank Mayor Mike Perros (859) 238-1200 m ayora danviliekv. orq Daytona Beach, FL 68,900 City Manager 12i08120 03/12/21 Slavin/Lipscomb James Sexton (386) 671-8200 sexton a{�.codb us Delaware, OH 41.300 City Manager 3/14/23 7/26/23 Slavin/Kross Jessica Feller Dir. of Human Resources (740) 203-1025 belle r[a�delawareoh. net Dothan, AL 68.500 City Manager 9/12/18 3/21/19 Slavin Mayor Mark Saliba (334) 615-3110 mayorgdothan.poa Durango, CO 19.071 City Manager 2E4/20 7/3/20 Slavin/ Krings Mayor Melissa Youssei (970) 759-64.77 Melissayoussetr(u�duranoogov.orq Evans, CD 21 400 City Manager 10/4/16 1/20/17 Slavin/ Wenbert Julie Roeder H/R & Risk Mgmt Dir (970) 475-1138 jroeder@ evanscolorado. gov Georgetown, SC 10.000 City Administrator 3/14/19 5/31/19 Slavin Mayor Carol Jayroe (843) 545-4175 gayroe( coosc.corn Georgetown County. SC 61 000 County Administrator 11/22/19 3/11/20 Slavin/Lipscomb Board Chair John Thomas (843) 327-3718 jolinthomasexitcountyorq Greenville, NC 84,500 City Manager 3/15/17 6/11/17 Slavin Mayor PJ Connelly (252) 329-4419 amthomas@greenvillenc.gov Groves. TX 18.000 City Manager 5/6/23 9/8/23 Slavin/Kross Stephanie Gaspard H/Ri Director sgaspard{a7crgrovestx corn Hamerl County. NC 133,568 County Manager 915/21 11/22/21 Slavin/Lipscomb Chair Lewts Weatherspoon (919) 306-2900 Lweatherspooni harnell orq Kettering. Oil 57,862 City Manager 8/16/22 10/15/22 SlaviniKrings/ Kross Jenny Smith, H/R Director (937) 296-2446 CLIENT POP SEARCH FOR START DATE FINISH DATE STAFF ASSIGNED (Mgr/Asst) Contact Information Lubbock, TX 340,000 City Manager 7/18/16 10/28/16 Slavin/ Wenbert Councilwoman Latrelle Joy (806) 775-2030 liovmylubbock us Mount Dora. FL 12.500 City Manager 7/13/21 9/14/21 Slavin Sharon Kraynik Fmr Human Resources Dir Current Port Orange HR Dir (386) 506-5560 Mount Rainier, MD 8,100 City Manager 3/04/21 7/08/21 Stavin Mayor Celina 6enitz (301) 985-6585 mayorbenitezAmountrain+ernd. org Metro/Plan Orlando 3-County MPO Executive Director 3/23/18 6/1/18 Slavin Mr. Jason S Loschiavo CPA Director of Finance & Admin MetroPlan Orlando (407) 481-5672 Ext. 310 ltoschiavoprnetroplanorlando.Qrg Metropolitan Washington COG (D.C.) Regional COG & MPO Chief Financial Officer 3/23/19 9/20/19 Slavin/Frank Mr Clark Mercer, Executive Director (202) 962-3260 cmercerl mwcoo.arg Novi, MI 53.000 City Manager 3/25/23 5/30/23 Slavin/Kringsl Kross Tia Gronlund Fox HfR Director tgronlundfox@cityofnov+.orq Quitman, GA 3,703 City Manager 3/17/21 8/03/21 Stavin/Lipscomb Councilman Mark De Vane (229) 263-4166 mdevine ri auitman.crq Sandusky, OH 25.000 City Manager 5/5/23 7/28/23 Slavin Richard Brady, Comm. President (419) 627-5850 rbrady(a7cityofsandusky.com Volusia County, FL 550,000 Deputy County Manager 3/18/19 7/21/19 Slavin/Lipscomb Mr George Recktenwald County Manager (386) 736-5920 grecktenwaldallolusia orq Winter Springs, FL 40,000 City Manager 6/12/24 9/5/24 Slavin Mayor Kevin McCann (404) 327-5956 kmccannt'a,winterspringsfl orq PRO FORMA INVOICE INVOICE DATE: CLIENT ADDRESS: CITY, STATE Progress billing for professional services rendered in connection with our agreement: $xxxx_xx (Invoice , of ) Reimbursable expenses at cost Airfare S XXX.XX Hotel XX.XX Ground Transportation XX.XX Meals XX.XX Tips XX.XX Teephore XXX.XX Clerical Support XXX.XX FAX XX.XX Messenger Service XX.XX Copies XX.XX Postage XX.XX Misc. Direct Costs XX.XX rota) Expenses SXXXX XX TOTAL INVOICE $XXXX.XX CLIENT LIST BY CATEGORY The following ist of clients represent Organizations for which our principal Consultants performed significant project work. This client list spans thirty years of experience of SMC consultants. Please contact SMC if you desire to speak with the individuals who were project contacts. Aiken, South Carolina Albany, Georgia Alexandria, Virginia Alpharetta, Georgia Altamonte Springs, Florida Anaheim, California Ann Arbor, Michigan Arlington, Texas Arlington Heights, Illinois Arvada, Colorado Atlanta, Georgia Atlantic Beach, Florida Asheville, North Carolina Auburn, Maine Aurora, Colorado Austin, Texas Bartlesville, Oklahoma Bentonville, Arkansas Bergenfield, New Jersey Berkeley, California Beverly Hilts. California Birmingham, Alabama Bisbee, Arizona Blacksburg, Virginia Bloomington, Illinois Bothell. WA Boynton Beach, Florida Branson, Missouri Brea, California Bridge City, Texas Bridgeport, Connecticut Broken Arrow, Oklahoma Brownsville, Texas Bryan, Texas Burbank, California Camarillo, California Carson, California Cary, North Carolina Casper, Wyoming Chapel Hill, North Carolina Charlotte, North Carolina Cherry Hills Village, Colorado Chesapeake, Virginia Clarkston, Georgia Clearwater, Florida Cleveland, OH Clinton, SC Columbia, Missouri Columbus, Georgia MUNICIPALITIES Concord, New Hampshire Coral Gables, FL Coral Springs, Florida Corpus Christi, Texas Corta Madera, California Corinth, Texas Creedmoor, North Carolina Culver City, California Dallas, Texas Danville, Kentucky Davenport, Iowa Davie, Florida Daytona Beach, Florida Decatur, Georgia Decatur, Illinois Delaware, Ohio Delray Beach, Florida Del Rio, Texas Denton, Texas Destin. Florida Dothan, Alabama Dubuque. Iowa Duluth, Georgia Dunedin, Florida Durango. CO Durham, North Carolina Eagle Pass, Texas East Brunswick Township, New Jersey Edmond, Oklahoma Elgin, Illinois Enfield, Connecticut Englewood, Colorado Escondido, California Evanston, Illinois Fort Collins, Colorado Fort Pierce, Florida Fort Lauderdale, Florida Fort Smith, AR Fort Worth, Texas Frankfort, Kentucky Franklin, Tennessee Frisco. Colorado Gainesville, Florida Gainesville, Georgia Galesburg, Illinois Garden City. New York Glastonbury, Connecticut Glendale, Arizona Glen Ellyn, Illinois Golden, Colorado Grand Rapids, Michigan Greensboro, North Carolina Groves, Texas Gulfport, Florida Hardeevllle, SC Hemet, California Hercules, California Highland Park, Illinois Hollywood, Florida Homestead, Florida Huntington Beach, California Independence, Missouri Independence, Kansas Iowa City, Iowa Jacksonville Beach, Florid Jupiter, Florida Kalamazoo, Michigan Kansas City, Missouri Kettering, Oho Lake Worth, Florida Lakewood, Colorado Lapeer, Michigan Laramie, Wyoming Laredo, Texas Lenexa, Kansas Liberty, Missouri Lllburn, Georgia Little Rock, Arkansas Long Beach, California Longmont, Colorado Manassas, Virginia Mansfield, Massachusetts Maplewood, Missouri Marshfield, Missouri Miami Beach, Florida Miiwaukie, Oregon Minneapolis, Minnesota Miramar, Florida Modesto California Muscatine, Iowa Neptune Beach, Florida Newark, Delaware New Smyrna Beach, Florida Norfolk, Virginia Norman, Oklahoma North Las Vegas, Nevada North Miami Beach, Florida Northglenn, Colorado North Port, Florida Norwich, Connecticut Oak Island, NC Oberlin, Ohio Ocean City, Maryland Oceanside, California Olathe, Kansas Oklahoma City, Oklahoma Orlando, Florida Oxnard, California Paducah, Kentucky Palm Bay, Florida Palm Beach Gardens, Florida Palo Alto, California Panama City, Florida Park Ridge, Illinois Pasadena, California Peoria, Illinois Phoenix, Arizona Pittsburg, Kansas Pompano Beach, Florida Portage, Michigan Pueblo, Colorado Richmond, California Richmond, Virginia Riverside, California Riverview, Michigan Roanoke, Virginia Rock Hill, South Carolina Rockville, Maryland Sacramento. California St. Louis Park, Minnesota Salem, Oregon San Diego, California San Fernando, California San Francisco, California San Jose, California San Juan Capistrano, California Sandersville, Georgia Santa Ana, California Santa Monica, California Sandusky, Ohio Sarasota, Florida Shaker Heights, Ohio Simi Valley, California Sioux City, Iowa Snellville, Georgia South Brunswick Township, New Jersey South Fulton, GA Springfield, Missouri Steamboat Springs. Colorado Stratford, Connecticut Storm Lake, lowa Sunnyvale, California Sunrise, Florida Takoma Park, Maryland Tarpon Springs, Florida Topeka, Kansas Titusville, Florida Thornton. Colorado Traverse City, Michigan Topeka, Kansas Turlock, California Upper Arlington, Ohio Urbana, IL Urbandale, Iowa Valdez. Alaska Venice, FL Virginia Beach, Virginia Waco, Texas Warrensburg, Missouri Washington, Illinois West Des Moines, Iowa West Hartford, Connecticut West Hollywood, California West Palm Beach, Florida Adams County, Colorado Alameda County, California Albemarle County, Virginia Arapahoe County, Colorado Beaufort County, South Carolina Broward County, Florida Brown County, Wisconsin Buffalo County, Nebraska Buncombe County, North Carolina Chaffee County, Colorado Cass County, Michigan Chesterfield County, Virginia Citrus County, Florida Clark County, Nevada Cobb County, Georgia Dade County, Florida Dona Ana, New Mexico Dunn County, Wisconsin Eagle County, Colorado Escambia County, Florida Fairfax County, Virginia Forsyth County, Georgia Fremont County, Colorado Fresno County, California Fulton County Georgia Georgetown County, South Carolina Glynn County. Georgia Gunnison County, Colorado Hall County, Georgia Hamilton County, Ohio Harnett County, NC Hertford County South Carolina Johnson Courty, Kansas Ketchikan-Gateway Borough, Alaska Lake County, Florida Lake County, Illinois La Plata County, Colorado Leon County, Florida Lincoln County, North Carolina Development Groups Wichita, Kansas Windham, Connecticut Winston-Salem, North Carolina Winter Park. Florida Winter Springs, Florida Worthington, Minnesota Ypsilanti, Michigan COUNTIES Livingston County, Illinois Los Angeles County, California Martin County, Florida McHenry County, Illinois Mecklenburg County, North Carolina Mendocino County, California Mesa County, Colorado Moffat County, Colorado Monterey County, California Montgomery, Maryland Muscatine County, Iowa New Kent County, Virginia Orange County, New York Orange County, North Carolina Palm Beach County, Florida Peoria County, Illinois Pinellas County, Florida Polk County, Florida Prince William County, Virginia Ramsey County, Minnesota St Louis County, Minnesota Saline County, Kansas San Diego County, California San Luis Obispo County, California San Mateo County, California Sarasota County, Florida Sedgwick County, Kansas Seminole County, Florida Sonoma County, California Springettsbury Township, Pennsylvania Spotsylvania County, Virginia Tazewell County, IL Volusia County, Flonda Wake County, North Carolina Washtenaw County, Michigan Whiteside County, Illinois Whitfield County, Georgia Yolo County, California OTHER ORGANIZATIONS Arrowhead Regional Development, Duluth Minnesota Columbia Development Corporation. South Carolina Fresno Economic Development Commission, California Fresno Redevelopment Authority, California GoTopeka, Inc., Kansas Lincoln Road Development Corporation, Miami Beach, FL Los Angeles, California, Community Redevelopment Agency Mid -American Regional Council, Kansas City, Missouri West Palm Beach Downtown Development Authority, Florida Housing Authorities California Housing Finance Agency Jefferson County Housing Authority, Alabama Las Vegas Housing Authority Memphis Housing Authority, Tennessee Ocala Housing Authority, Florida Peoria Housing Authority, Illinois Libraries Birmingham, Alabama Public Library Central Arkansas Library System Lexington, Kentucky Library System Metropolitan Library System of Oklahoma Moline Public Library Non -Profits and Other Governmental Jurisdictions California State Government CDC Federal Credit Union, Atlanta. Georgia District of Columbia Fresno Employment and Training Commission, California Jefferson County Personnel Board, Alabama Local Government Insurance Trust, Maryland Los Angeles, California Department of Community Public Health Los Angeles, California Music Center Operating Company Los Angeles Olympics Organizing Committee Metropolitan Nashville, Tennessee Arts Mississippi Regional Housing Authority Southeast Mississippi Rural Health Initiative Commission Parkland Hospital, Texas Southwest Florida Regional Planning Council Professional Associations American Public Works Association Association of County Commissioners, Georgia Georgia Municipal Association International City/County Management Association Iowa League of Cities Missouri Municipal League School Districts Adams County School District #14, Commerce City, Colorado Lake Sumpter Community College, Florida Dallas Independent School District, Texas Transportation Agencies Alameda -Contra Costa Transit District, Oakland, California Bay Area Rapid Transit District, Oakland. California Dallas Area Rapid Transit District, Dallas. Texas Greater Dayton Regional Transportation Authority Kalamazoo County Transportation Authority Lee County Port Authority, Florida Matra (Chicago Commuter Rail System) MetroPlan Orlando (MPA) Port Everglades Authority, Fort Lauderdale, Florida Orlando - Orange County Expressway Authority Port of Sacramento, California Riverside Transit Agency, California San Francisco Bay Area Rapid Transit D strict, California Sarasota/Manatee Airport Authority, Florida Southern California Rapid Transit District Utilities Columbus Water Works, Georgia Greater Peoria Sanitation District Gulf Shores Utilities Metropolitan Sewer District of Greater Cincinnati, Ohio Orange Water and Sewer Authority (North Carolina) Public Works Commission of Fayetteville, North Carolina Rivanna Solid Waste Authority, Virginia Rivanna Water and Sewer Authority, Virginia Sacramento Municipal Utility District, California South Florida Water Management District Spartanburg Utility District, South Carolina EEO S TA TEMEN T Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face of the community we serve, honors and respects the differences and abilities of all our employees and residents, and provides employees with the necessary opportunities, tools, and support to achieve their maximum potential. Equitably managing a diverse workforce is at the heart of equal opportunity, Valuing diversity is the basis for a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bring to the workplace. Diversity complements organizational values that stress teamwork, leadership, empowerment, and quality service. Diversity means striving to maintain an environment in which managers value the differences in their employees and take steps to ensure that all employees know they are welcome. To achieve workplace equity and inclusion, SMC will observe the practices outlined below: • It is tie policy of Slavin Management Consultants to provide equal opportunity to all qualified employees and applicants without regard to race, color, religion, age, sex (including gender identity, sexual preference, and pregnancy),marital status, national origin or ancestry, genetic make-up, disability status, protected veterans' status, equal pay or any other characteristic protected by law.. • Our recruiting efforts will ensure that applicant pools are both capable and diverse • We wIl make employment decisions based on job -related criteria and will provide opportunities for entry and promotion into non-traditional jobs. • We will ensure a workplace free of all forms of harassment. • We w II develop a procedure for prompt, thorough and impartial investigations of discrimination or harassment complaints and will act on appropriate measures to provide remedy or relief to individuals who have been victims of illegal discrimination or harassment. Measures to ensure accountability for managing diversity will be incorporated into the performance management system for supervisors and managers. The chief executive officer will evaluate the effectiveness of our diversity policies and programs. By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality, productive employees who will provide excellent services to our clients. SMC SEXUAL HARASSMENT POLICY Slavin Management Consultants (SMC) s committed to providing a workplace that is free from sexual harassment. Sexual harassment in the workplace is against the law and will not be tolerated. Should the company determine that an allegation of sexual harassment is credible, it will take prompt and appropriate corrective action. What Is Sexual Harassment? Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when: An employment decision affecting that individual is made because the individual submitted to or rejected the unwelcome conduct; or The unwelcome conduct unreasonably interferes with an individual's work performance or creates an intimidating, hostile, or abusive work environment. Certain behaviors, such as conditioning promotions, awards, training or other job benefits upon acceptance of unwelcome actions of a sexual nature, are always wrong. Unwelcome actions such as the following are inappropriate and, depending on the circumstances, may in and of themselves meet the definition of sexual harassment or contribute to a hostile work environment: Sexual pranks, or repeated sexual teasing, jokes, or innuendo, in person or via e-mail; Verbal abuse of a sexual nature, Touching or grabbing of a sexual nature; Repeatedly standing too close to or brushing up against a person; Repeatedly asking a person to socialize during off -duty hours when the person has said no or has indicated he or she is not interested (supervisors in particular should be careful not to pressure their employees to socialize); Giving gifts or leaving objects that are sexually suggestive; Repeatedly making sexually suggestive gestures; • Making or posting sexually demeaning or offensive pictures, cartoons or other materials in the workplace; • Off -duty, unwelcome conduct of a sexual nature that affects the work environment. A victim of sexual harassment can be a man or a woman • The victim can be of the same sex as the harasser. • The harasser can be a supervisor, co-worker, other company employee, or a non -employee who has a business relationship with the Slavin Management Consultants SMC's Responsibilities Under This Policy: If SMC receives an allegation of sexual harassment, or has reason to believe sexual harassment is occurring, it will take the necessary steps to ensure that the matter is promptly investigated and addressed. If the allegation is determined to be credible, SMC will take immediate and effective measures to end the unwelcome behavior SMC is committed to take action if it learns of possible sexual harassment, even if the individual does not wish to file a formal complaint. SMC will seek to protect the identities of the alleged victim and harasser, except as reasonably necessary (for example, to complete an investigation successfully)_ SMC will alsc take the necessary steps to protect from retaliation those employees who in good faith report incidents of potential sexual harassment It is a violation of both federal law and this policy to retaliate against someone who has reported possible sexual harassment. Violators may be subject to ciscipline. Employees who have been found by SMC to have subjected another employee to unwelcome conduct of a sexual nature, whether such behavior meets the legal definition of sexual harassment or not, will be subject to discipline or other appropriate management action. Discipline will be appropriate to the circumstances, ranging from a letter of reprimand through suspensions without pay of varying lengths to separation for cause. A verbal or written admonishment, while not considered formal discipline, may also be considered, Employees' Rights and Responsibilities Under This Policy Any employee who believes he or she has been the target of sexual harassment is encouraged to inform the offending person orally or in writing that such conduct is unwelcome and offensive and must stop. If the employee does not wish to communicate directly with the offending person, or if such cornmenication has been ineffective, the employee has multiple avenues for reporting allegations of sexual harassment and/or pursuing resolution. Employees are encouraged to report the unwelcome conduct as soor as possible to his or her supervisor or to the President of SMC. In addition to reporting sexual harassment concerns to a responsible SMC official, employees who believe they have been subjected to sexual harassment may elect to pursue resolution in several ways, including: Mediation: Mediation is an informal way to resolve office problems using a trained mediator who facilitates communication between the parties to the dispute. If an employee chooses to attempt resolution through mediation, management is obligated by Company policy to send a representative to the table. If a resolution is not reached, the parties may continue to pursue their rights in any other appropriate forum EEO processes: All SMC employees can file an Equal Employment Opportunity (EEO) complaint with the United States Equal Employment Commission (EEOC). An employee who wishes to file a complaint under EEO procedures must consult an EEO counselor within 45 days of the alleged incident. It is not necessary for an employee to complain to his/her supervisor before approaching an EEO counselor, nor to attempt informal resolution through mediation or other means. EEOC contact Information: https'//eeoc corn Phone 1 (800) 669-4000 All SMC emp oyees are required to comply with this policy. Employees are also expected to behave professionally and to exercise good judgment in work -related relationships, whether with fellow employees, business colleagues, or members of the public with whom they come into contact in the course of official duties. Further, all employees are expected to take appropriate measures to prevent sexual harassment. Unwelcome behavior of a sexual nature should be stopped before it becomes severe or pervasive and rises to a violation of law. MINORITY AND WOMEN PLACEMENTS CLIENT ALACHUA COUNTY, FL ALBANY, GA ALTAMONTE SPRINGS, FL ASPEN, CO A US TIN, TX BERKELEY, CA BEVERLY MILLS, CA BOCA RATON, FL BOTHELL, WA BOISE, ID BROWARD COUNTY, FL BOISE, ID BRYAN, TX BUNCOMBE COUNTY, NC CAMARILLO, CA CARSON, CA CHAPEL HILL, NC CHARLOTTE COUNTY, FL CENTRAL CITY ASSN. OF THE CITY OF LOS ANGELES (CA) CHARLOTTE, NC POSITION County Administrator City Manager Police Chief Assistant City Manager Human Resources Director Finance Director City Manager City Auditor City Manager Police Chief City Manager Public Works Director Sanitation Director Library Director City Manager Asst City Manager City Manager Chief Financial Officer Assistant Director of Equal Employment Director of Budget 911 Center Director Drug Addiction Recovery Cntr Dir Chief Financial Officer Municipal Court Judge City Manager County Manager City Clerh Planning Director Transportation Clirector Human Resources Director County Attorney Director of Secur ty AFRICAN AMERICAN WOMAN LATINO x Neighborhood Services Director X x CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO COLUMBIA, MO Police Chief X CORINTH, TX Director of Eoonomic Development CORPUS CHRISTI, TX City Manager Police Chief CULVER CITY, CA Finance Director ri x DANE COUNTY, WI Director of Human Services X DALLAS INDEPENDENT Chief Financial Officer X X SCHOOL DISTRICT (TX) DALLAS, TX City Attorney X DAYTONA BEACH, FL City Manager X DECATUR, GA Chief of Police X DISTRICT OF COLUMBIA Executive Director Alcoholic Beverage Regulations X Commission DURANGO, CO City Manager X DURHAM, NC City Manager X City Manager X X Police Chief X Public Works Director X X ESCAMBIA COUNTY, FL Assistant County Administrator X ESCONDIDO, CA Civic Center Construction Mgr X FRANKFORT. K Y City Manager X EVANSTON, IL City Manager X FRESNO, CA (PIC) Executive Director X FORT COLLINS, CO City Attorney X FORT LAUDERDALE, FL Fire Chief X FORT MYERS, FL City Manager X Police Chief X FORT PIERCE, FL City Attorney X FORT WORTH, TX Auditor General X Police Chief X FRANKLIN, TN Director of Community X Development FRESNO, CA (PIC) Executive Director X GAINESVILLE. FL Equal Employment Director X GEORGETOWN, SC City Administrator X GEORGETOWN COUNTY, SC County Manager X X GLASTONBURY, CT Human Resources Director X X GLENWOOD SPRINGS, CO City Manager X CLINT POSITION GREENBELT HOMES, INC, (MARYLAND) GREENSBORO, NC GREENVILLE, NC HAMILTON COUNTY, OH HILLSBOROUGH COUNTY (FL) CHILDREN'S BOARD HOLLYWOOD, FL JUPITER, FL KALAMAZOO, MI LAKE COUNTY, FL LAKE COUNTY, IL LAKE COUNTY, IL HEALTH DEPARTMENT LAKE WORTH, FL LA PLATA COUNTY, CO LAREDO, TX LEE COUNTY, FL LINCOLN ROAD DEVELOPMENT CORP. LONG BEACH, CA LONGMONT, CO LONGVIEW, CO LOS ANGELES, COMMUNITY REDEVELOPMENT AGENCY LOS ANGELES COUNTY (CA) HEALTH SYSTEMS AGENCY LOS ANGELES couNTY DEPARTMENT OF PUBLIC HEALTH Executive Director Assistant City Manager City Manager Jobs and Family Services Director Executive Director City Manager Assistant to the City Manager Public Works Director City Manager Assistant City Manager County Attorney Purchasing Director Human Resources Director Assistant County Administrator Executive Director Utilities Customer Services Manager Human Services Director City Manager County Administrator Human Resources Director Executive Director Police Chief Executive Director. Civil Service Commission City Manager Assistant City Manger Sr. Protect Manager Project Manager Project Manager Executive Director Deputy Exec. Dir Public Health Director LOS ANGELES OLYMPICS Hurnan Resources Director ORGANIZING COMMITTEE AFRICAN AMERiCAN WOMAN LATINO X X X ): X X x x x CLL ENT MAPLEWOOD, MO METROZOO (MIAMI FL) MEMPHIS (TN) HOUSING AUTHORITY MIAMI (FL) OFF-STREET PARKING SYSTEM MIAMI VALLEY REGIONAL TRANSIT AUTH. (DAYTON. OH) MIRAMAR, FL MISSISSIPPI REGIONAL HOUSING AUTHORITY VIII MONTEREY COUNTY, CA MONTGOMERY COUNTY BOARD OF DEVELOPMENTAL DISABILITIES MOUNT DORA, FL NOAH DEVELOPMENT CORPORATION NEWARK, DE NORFOLK, VA NORFOLK. VA Oak Island. NC OAK PARK, IL OCALA (FL) PUBLIC HOUSING AUTHORITY OBERLIN.. OH ORANGE CITY, FL ORLANDO, FL ORMOND BEACH, FL OKLAHOMA CITY, OK PALM BAY, FL PALM BEACH COUNTY. FL PALM BEACH COUNTY (FL) CHILDREN'S SERVICES BOARD POSITION Director of Venues City Manager Director of Markelirig Executive Director Finance Director Executive Director City Manager Executive Director Hospital Administrator Executive Director City Manager Executive Director City Manager Human Resources Director Senior Engineer Social Services Director Town Manager Village Manager Executive Director City Manager City Clerk Fire Chief City Manager City Manager Human Resources Director Assistant Cau-ity Administrator Executive Director PALM BEACH COUNTY (FL) Executive Director HEALTH CARE DISTRICT AFRICAN AMERICAN WOMAN LATtNO X X x X PALM BEACH GARDENS, FL PALO ALTO, CA PANAMA CITY, FL PARKLAND, FLORIDA PEORIA (IL) PUBLIC HOUSING AUTHORITY PHOENIX. AZ POWDER SPRINGS, GA PRINCE WILLIAM COUNTY, VA RICHMOND, CA RICHMOND, VA ROANOKE, VA ROCKVILLE, MD SACRAMENTO, CA SAGINAW, MI SAN DIEGO, CA SAN FRANCISCO, CA SAN JOSE, CA SANTA MONICA, CA SANTA ROSA ISLAND AUTHORITY (FL SARASOTA, FL SARASOTA COUNTY, FL SELMA, AL SHAKER HEIGHTS, OH SOUTH DAKOTA STATE LEGISLATURE SOUTH FULTON, GA SE MISSIPP! RURAL HEALTH INI TIATIVE SUNNYVALE, CA S rRArFORD, CT STOCKBRIDGE, GA POSITION AFRICAN AMERICAN City Manager (1992) City Manager (1999} City Attorney City Clerk/Treasurer City Manager Executive Director Chief of Police City Manager County 'Exert, tive Human Resources Director Fire Chief City Manager Director of Public Health Police Chief Economic Development Director Assistant City Manager Director of Human Services Assistant City Manager Human Resources Director Police Chief City Manager Assistant City Administrator Police Chief Deputy City Manager Executive Director Human Resources Director Deputy County Administrator Chef of Police City Administrator Chief Legislative Analyst Finance Director General Manager Public Information Officer City Cleft, Human Resources Director x City Manager X WOMAN LATINO X X x X x X x x x x x CLIENT TAKOMA PARK, MD THORNTON, CO TOPEKA, KS URBANA, IL VALDEZ, AK VENICE, FL VIRGINIA BEACH, VA VIRGINIA BEACH PARK TRUST (FL) VOLUSIA COUNTY, FL WACO, Tx WAKE COUNTY, NC THE WEINGART CENTER (LOS ANGELES) WEST COVINA, CA WEST MIFFLIN, PA WEST PALM BEACH, FL WICHITA, KS WYOMING, OHIO YPSILANTI, MI ZOOLOGICAL SOCIETY OF FLORIDA (DADE COUNTY) POSITION City Manager Recreation Director Housing and Community Development Director Public Works Director Public information Officer City Attorney City Manager Police Chief Chief Administrative Officer City Manager Police Chief Human Resources Director Executive Director County Manager Budget Director Human Resources Director Deputy County Manager Deputy City Manager Exec. Dir. - Support Services Assistant City Manager Director of Facilities Human Services Director Executive Director Planning Director Town Administrator Assistant City Administrator Human Resources Dir Community Services Dtr Communications Director Director of Libraries Housing and Development Director City Manager City Manager City Manager Executive Director AFRICAN AMERICAN WOMAN LATINO x x x x x x x X X x COLIN BAENZIGEROASS©CIATES EXECUTIVE RECRUITING CITY or PROPOSAL TO PROVIDE EXECUTIVE RECRUITMENT SERVICES FOR THE CITY OF CAPE CANAVERAL, FL Volume I: Proposal Submitted on: February 13, 2025 Colin Baenziger & Associates Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: Colin(a�cb-asso.com Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... PROPOSAL To PROVIDE EXECUTIVE SEARCH FIRM SERVICES TABLE OF CONTENTS SECTION PAGE LETTER OF INTEREST I. QUALIFICATIONS AND EXPERIENCE OF THE FIRM 3 The Firm Technical Capabilities and Organizational Structure Completion of Projects within Budget Completion of Projects on Schedule Diversity Prior Names and Litigation Insurance Overall Executive Search Experience II. PROPOSED WORK PLAN 7 Search Methodology The City's Obligations Project Schedule III. PROPOSED PROJECT TEAM 13 Project Team and Involvement Resumes of Key Staff IV. REFERENCES 15 V. FEE AND WARRANTY 19 VOLUME II APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY, FL D-1 APPENDIX E: COMMENTS ON CB&A'S VETTING PROCESS E-1 COLIN BAENZIGER(ASSOCIATES EXECUTIVE RECRUITING February 13, 2025 The Honorable Mayor Wes Morrison, Mayor Pro Tem Mickie Kellum, and Council Members Kim Davis, Kay Jackson, and Don Willis Attn: Anthony A. Garganese City of Cape Canaveral 100 Polk Avenue P.O. Box 326 Cape Canaveral, FL 32920 Mayor Morrison, Mayor Pro Tem Kellum, and Council Members Davis, Jackson, and Willis: Colin Baenziger & Associates (CB&A) would like to thank you for the opportunity to submit this proposal to assist in finding your next City Manager. While selecting key personnel is never easy, CB&A has developed a problem -free process that has been tested across the country and found to be extremely effective. While CB&A is a nationwide municipal recruiting firm, our home base is Florida. In fact, we have been selected to perform 146 of the last 224 recruitments where a Florida city or county has chosen to use a recruiter to find its Manager / Administrator. We pride ourselves on providing not just high -quality results, but, equally important, providing a great deal of personal attention to each of our local government clients and candidates. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the elected officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and fit well with you and your community. As a result, we only take a few clients at a time and focus on completing each assignment in an exemplary manner. Further, we routinely complete our work in ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and selection. Finally, we offer one of the better warranties in the industry. Some of our Florida searches include City Managers for Aventura, Bay Harbor Islands, Bradenton, Cape Coral, Cutler Bay, Destin, Estero, Fort Myers, Fruitland Park, Gainesville, Hallandale Beach, Islamorada, Lady Lake, Melbourne, Miramar, Mount Dora, Ocala, Orange City, Palm Beach Gardens, Palmetto Bay, Palm Coast, St. Pete Beach, Tavares, Treasure Island, and West Melbourne. Nationally we have found City Managers for Ankeny, IA; Bellevue, WA; Doraville, GA; Fayetteville, NC; Portland, ME; Roanoke, VA; Scottsdale, AZ; Tacoma, WA; and DAYTONA BEACH SHORES, FL GRAND JUNCTION, CO PENSACOLA, FL OGDEN, UT COLIN BAENZIGERO ASSOCIATES EXECUTIVE RECRUITING Winchester, VA. We have also found the Borough Manager for Matanuska-Susitna Borough, Alaska (a county the size of West Virginia) as well as County Managers for Brevard County, FL; Clackamas County, OR; Clay County, FL; El Paso County, TX; James City County, VA; Polk County, IA; St. Lucie County, FL; St. Johns County, FL; and Union County, NC. Some of our current searches include City Managers for Fort Walton Beach, FL, Juno Beach, FL, Nome, AK, North Myrtle Beach, SC, Sarasota, FL, and Wilmington, NC, and a City Auditor for Daytona Beach, FL. Those authorized to bind the company are partners Colin Baenziger and Scott Krim, as well as Lynelle Klein, Senior Vice President for Operations. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely, Colin Baenziger Senior Partner ...Serving Our Clients with a Personal Touch... DAYTONA BEACH SHORES, FL GRAND JUNCTION, CO PENSACOLA, FL OGDEN, UT 1. Qualifications and Experience of the Firm The Firm, Its Philosophy, & Its Experience Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship headquartered in Volusia County, FL with satellite offices in Grand Junction, CO, Live Oak, FL, Ogden, UT, and Pensacola, FL. As a sole proprietorship, we are not registered with any state as a corporation, foreign or otherwise. Colin Baenziger & Associates' outstanding reputation is derived from our commitment to the quality of our product and the timeliness of the delivery. Further, our work is not done until you are fully satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our action plan. When we do so, we do not ask for more than the originally quoted price. We feel you are hiring us as your experts and once a contract is signed, we have an obligation to fulfill its requirements with excellence, on time, and within budget. We simply do not believe in unforeseen circumstances. Since beginning our executive search practice in 1998, we have conducted searches for clients in thirty-five states. Overall, we have sought over 230 CEOs for cities, counties, and special districts. We have also conducted over 415 searches overall. The basic approach outlined herein has been refined to the point where it is problem -free. Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 27 years, and it has proved to be extremely effective. Our work has focused primarily on Executive Search and our staff is extremely capable and experienced. See Section III for more details. The structure of our firm is outlined below. Colin Baenziger Lyneile Klein V.cc PresldnnttOpBr dilnns Scott Krill• _b .1Irty Per I Rick Conner !.tnwr VIc, Preclder.l Stephen Sorrell Ser,lor Vlca President Senior Research Specialists (8) Ron Williams y Vice Presidun,. Internet Specialists(8) -3 1. Qualifications and Experience of the Firm (continued) Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. Once we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what circumstances may develop. We have never requested anything beyond the originally quoted price, even when we were probably entitled to do so, and we never will. Completion of Projects on Schedule Colin Baenziger & Associates routinely completes its assignments within ninety days. Further, since CB&A began performing recruitments, it has never missed a significant project milestone. Diversity CB&A has extensive contacts with individuals and organizations representing women and minorities. We are thus able to identify and bring a diverse group of finalists to the City. The proof is that since 2012, 40% of the candidates selected as semi-finalists have been females and/or minorities. Some years have been as high as 65%. Prior Names and Litigation Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $2 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence and $2 million aggregate. Further, we carry the required workers compensation insurance for all our employees. -4 1. Qualifications and Experience of the Firm (continued) Geographic Reach Since initiating its search function in 1998, CB&A has become a nationwide recruiting firm. We have conducted searches in 35 states, see Figure I below. A complete list of our searches can be found in Appendix A. Figure I: We have served clients in the states highlighted in blue. er VlianT400 41, 5 6 11. Proposed Work Plan The following search methodology has been refined over the past twenty-seven years and is virtually foolproof. That said, we will integrate any ideas you have into the process to the extent possible. Our goal is to ensure you have the right people to interview as well as all the information you need to make the right decision. Phase l: Information Gatherin • / Needs Assessment / Brochure Preparation Task One: Needs Assessment An important part of the recruiter's work is selling the community to the very best candidates (including those who are not actively looking for the next job) while providing an honest portrayal of the community and the opportunity. As such, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. Our approach is as follows: • Gather information from the jurisdiction, its website and other sources; • Interview the elected body and other key parties (such as City staff). Our goal is to develop a strong sense of your organization, its leadership, its short- and long-term expectations, and its challenges; • Determine the characteristics of the ideal candidate. These will include experience, longevity, education, personality, demeanor, skills, and achievements as well as other items you and the community consider important; • Determine a reasonable compensation package; and • Finalize the timeline with the City so both the elected body and the candidates will know when the interviews will be held and when they need to be available. If the City wishes, we will gladly incorporate meetings with other stakeholders (such as the business community, non-profit organizations, the religious community, and so on) to gather their insights. We can also solicit the input of your residents through an on-line survey. Task Two: Develop Position Description and Recruitment Materials Based on the information we gather; CB&A will next develop a comprehensive recruitment profile for your review. We will then incorporate any additional suggestions you may have and finalize the document. A sample profile is included as Appendix B. Other examples can be found on our firm's website under the "Executive Recruitments" / "Active Recruitments" tabs. Phase IL Recruitment Task Three: Recruit Candidates CB&A uses a number of approaches to identify the right people for your position. We say people (and not person) because our goal is to provide you with four to six outstanding semi-finalists. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are: • Networking: The best approach is diligent outreach. We will network with potential candidates and consult our database of government professionals. Being well established in Florida, we know whom we should contact. As we identify outstanding candidates (many -7- 11. Proposed Work Plan (continued) • of whom are not in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. • Advertising: While we will network to find the best, we will not ignore professional organizations and trade press which sometimes yield strong candidates. These might include the International City/County Management Association, Florida League of Cities, Florida City and County Management Association, Linkedln, the National Association of Cities, and sites aimed as female and minority candidates. • CB&A Website: We will also post the recruitment on our website, www.cb-asso.com. With our reputation, many candidates consult it regularly. • Email: We will e-mail the recruitment profile through our listsery of almost fourteen thousand managers and professionals who are interested in local government management positions. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested. We generally do not use local newspapers, national newspapers, or generic websites because while they produce large numbers of applications, they generally do not produce the caliber of candidates we are seeking. If the City wants to have ads placed in these venues, it will need to bear the cost. Phase 111: Screenin • and Finalist Selection Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from forty to sixty applicants. We will use the information we developed in Phase I to narrow the field. Selecting strong candidates is, in reality, more of an art than a science and a mixture of in-depth research and subjective evaluation. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be an outstanding fit with the City and the community as your next City Manager. Specifically, our efforts will involve: Step One. Resume Review. CB&A will evaluate all resumes and identify the eight to fifteen candidates of the highest quality. Step Two. Screening Interview. Our lead recruiters, and possibly other senior representatives of the firm, will interview each of the top candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether to consider each candidate further. Step Three. Evaluate the Best Candidates. We will conduct thorough research into the backgrounds of the best six to twelve candidates. Specifically, CB&A will: • Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to answer a series of questions about themselves as an adjunct to their resumes and cover letters. By so doing, (1) the candidates can tell their story in their own words, and balance the negativity that is so often characteristic of the press, and (2) the City to evaluate the candidates written communication skills. -8- 11. Proposed Work Plan (continued) • Interviews of References: We provide the candidate with a list of references with whom we wish to speak. These will include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, the Human Resources Director they work with, and others who know the candidate. All told, the list will include approximately 20 individuals. We will also attempt to contact some individuals who are not on the candidate's list. Typically, we reach eight to twelve people and prepare a written, approximately page long summary of each conversation. • Legal Checks: Through our third -party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state, and national level; civil records for litigation at the county and federal level; motor vehicle records; and bankruptcy and credit. As an aside, while only police departments have access to the gold standard for criminal records (the NCIC database), our vendor has developed a very reliable substitute. • Search the Internet, Newspaper Archives, and Social Media: Virtually every local newspaper has an electronic archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles can also provide valuable insights into the candidate's relationship with the public and the governing body. Of course, not all news sources are unbiased, and we consider that in our evaluation. Further, we will review the candidate's social media accounts. • Verification of Education and Work History: We will verify all claimed educational degrees, as well as the candidate's work history for the past 15 years to ensure the candidate has been completely forthright. • Candidate Disclosure Statement: We ask candidates to disclose anything controversial in their background that we need to be aware of. While it is unlikely that they will disclose anything we are not already aware of at this point, we believe redundant checks are beneficial. As part of our efforts, we will crosscheck sources, search for discrepancies, and resolve them. When sensitive or potentially embarrassing items are discovered, they will be thoroughly researched. Depending on what we discover, we may decide to drop the candidate or to present them with an explanation. Note: We firmly believe that all background work and checks should be completed prior to presenting them to you. That way you will know the individuals you select to interview are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once you have made a selection, you can move forward promptly, negotiate a contract and make an announcement. Task Five: Preparation and Presentation of Candidate Materials CB&A will select six to ten candidates and present them for your consideration as finalists. We will provide you electronically a complete written report for each recommended candidate which will include: the candidate's cover letter, resume, introduction, references, background checks -9- 11. Proposed Work Plan (continued) and internet / newspaper archive search results. A complete sample candidate report is included as Appendix C. We will also provide advice on interviewing, a series of questions the elected officials may wish to ask (as well as outlining questions that are not appropriate to ask), and some logistical information. Task Six: Finalist Selection Approximately a week after the City has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and to select finalists (ideally five with an alternate) to be invited to interview. Task Seven: Notify All Candidates of Their Status We will notify the finalists by telephone and give them the opportunity to ask additional questions. Additionally, we will provide them with information concerning the interviews and travel if necessary. CB&A will also contact those not selected to be interviewed. Part of the notification will include advice concerning their application materials, even though they were not selected to go forward, they will have gained something valuable from participating in the process. Phase IV: Coordinate the Interview Process and City Manager Selection Task Eight: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an evaluation process including mechanisms to assess the candidates' communication skills, interpersonal skills, and decision -making skills. Typically, we suggest the Council observe the finalists in three settings: a social setting (since the selected candidate will frequently represent the City at community functions), one-on-one interviews, and a Council meeting. Day #1: The finalists are given a tour of the community by a knowledgeable staff member or resident. Communities often also include a reception with the City's senior staff at this point. Later, that evening, the Council can host a reception for the candidates. The purpose is to observe how the finalists respond to a social situation. As noted, your next City Manager will, after all, represent your local government in a variety of venues. It is thus important to know how the individual will respond to your citizenry. The reception also serves as an icebreaker whereby the Council Members and the candidates get to know one another informally. Day #2: The next morning, each candidate will interview individually with each Council Member for approximately 40 minutes. These meetings provide you with an opportunity to assess how the candidates might interact with you on an individual basis. Ultimately, Managers succeed or fail based on their interaction with the Council and its individual members. One-on-one interviews are an excellent way to test that interaction. After lunch, the Council, as a group, will interview each finalist one at a time for approximately 30 minutes. Part of the interviews might include a PowerPoint presentation, so the Council can observe the candidates' presentational skills. - 10 - 11. Proposed Work Plan (continued) We recommend you invite the finalists' spouses to the interviews, so they can become familiar and feel comfortable with the community. Finally, if it would make you feel more comfortable, we can recommend several third -party management and personality assessment tools that the City can use to provide additional input. They are available at a relatively small cost and are not included in our fee. Task Nine: Debriefing and Selection After the interviews are completed, we have developed a simple methodology that moves the elected body quickly and rationally to selecting your next Manager. Phase V: Ne • otiation and Continuin • Assistance Task Ten: Notification, Contract Negotiations and Warranty If requested, we will assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the negotiations if desired. We have a standard contract you are welcome to use with the selected candidate. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates, and the candidates have been thoroughly vetted, we expect prompt agreement. Task Eleven: Continuing Assistance Our work is not done when the contract is executed. We will stay in touch with you and your new City Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. We simply feel it is part of our job to ensure a successful relationship. Communications: We will provide weekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We are, in addition to being exceptional recruiters, students of local government, and can often provide insights and names of parties who have dealt with a wide variety of issues, often with innovative solutions. We want to be responsive and to assist in any way we can. The City's Obligations The City will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the reception. The City will also be responsible for reimbursing the candidates (and spouses, if invited) for all expenses associated with their travel, meals, and incidentals for the interview process. - 11 - 11. Proposed Work Plan (continued) Proposed Project Schedule The following is the schedule we would suggest and assumes CB&A is selected to complete the search by February 28th. It can be adjusted based on the availability of the Mayor and Council. Phase 1: Needs Assessment / Information Gathering March 7th: March 18th: March 25th: Phase 11: Recruiting March 28th: CB&A begins meeting with the Council Members and other stakeholders to understand the job and its challenges. CB&A submits the draft of the full recruitment profile to the City for its review. City provides comments on the recruitment profile. CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to approximately 14,000 local government professionals. April 18th: Closing date for submission of applications. April 23rd: CB&A reports on the results of the recruitment. Phase 111: Screening, Reference Checks and Credential Verification May 27th: CB&A forwards its reports and materials to the City for the recommended candidates. These will include the candidates' cover letters, resumes and introduction as well as the results of our reference, background, and Internet/newspaper archives/social media checks. June 3rd: City selects approximately five finalists and an alternate to interview. Phase IV: Interview Process Coordination and City Manager Selection June 12th: June 13th: City holds reception for the finalists. One-on-one and full Council interviews and selection of City Manager. Phase V: Negotiation, Warranty & Continuing Assistance Post -Selection: CB&A works with City representatives and the selected candidate on an employment agreement. - 12 - Ill. Proposed Project Team Project Team and Involvement Colin Baenziger & Associates has assembled an outstanding project team to serve your needs. Colin Baenziger, Senior Partner, will have overall responsibility for the execution of the search. Mr. Baenziger has spent ten years in local government as a senior manager and over 30 years as a consultant. In addition to his 25 years in executive search, he specialized in operational reviews of governmental agencies and private sector clients such as the Recording Industry Association of America, and the Marriott Corporation. Mr. Baenziger has a master's degree with distinction in public administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. G. Scott Krim, Managing Partner, has 20 years' experience in the public and private sectors and offers an abundance of managerial and analytical experience. He is a versatile leader with proven expertise in operations optimization, personnel selection and retention, and internal / external stakeholder relationships. Prior to joining our firm, Scott worked for five years in Utah's District Courts. He is a member of the Association for Public Policy Analysis & Management, the Society of Human Resource Management, and the American Communication Association. Scott has a Master of Public Administration (emphasis in state and local government) from Southern Utah University, and a Bachelor of Science in Organizational Communication from Weber State University in Ogden, Utah. Scott is a certified Professional and Technical Writer. Lynelle Klein, Senior Vice President for Operations, is a skilled professional with extensive expertise in executive search. Starting as a research assistant with CB&A 12 years ago, she has now firmly established herself as the number two person at CB&A. Prior to joining the firm, she worked primarily in the private sector providing financial and administrative services. Ms. Klein has an associate degree from Brigham Young University in Rexburg, Idaho. She currently resides in Mesa County, CO. - 13 - III. Proposed Project Team (continued) Stephen Sorrell, Senior Vice President, brings over 35 years of management and technical experience in municipal, county, state, and special district agencies in addition to his work with Colin Baenziger & Associates (CB&A). Some of the leadership positions Steve has held include serving as Executive Director, Emerald Coast Utilities Authority in Pensacola, Florida, and as City Manager, Director of Public Safety, Assistant City Manager, and Director of Finance, all for Hamilton, Ohio. He is a P.E. and earned a Bachelor of Science in Civil Engineering Degree from the University of Dayton, Ohio, and Master of Public Administration Degree from the University of Cincinnati, Ohio. He is a member of the International City/County Management Association, Florida City/County Management Association, Florida Finance Officers Association, American Water Wastewater Association, President of the Exchange Club, President of the Safety Council, Chairman of the Neighborhood Watch Program, and served on the Board of Directors for Senior Services and the Chamber of Commerce. One day, he hopes to slow down — just not yet. Ron Williams, Senior Vice President. While Mr. Williams is technically relatively new to CB&A, he worked with the firm in its infancy and helped develop the operating methodology that has led to our growth and success. His public sector career began as a budget analyst for the City of Miami and culminated as the City Manager for Palmetto Bay (an affluent suburb of Miami, FL with 24,000 residents) and then for Live Oak (a rural city of 7,000 about 100 miles west of Jacksonville, FL). Along the way, he served in high level positions in the juvenile justice, public works, and general services. What excites him now is finding the people you need to fill your key positions, and he is exceptionally good at it. Ron has a Bachelor of Science in Management and a Master's Degree in Public Administration from the University of West Florida. He has also taught at Miami Dade College and in the County's public school system. Rick Conner, Senior Vice President, has over 30 years of experience in executive recruiting and in local government (serving as a city manager in Florida and Texas) as well as a public works and utilities director. That experience provides him with an excellent perspective of the needs of local government operations and staffing. Rick earned Bachelor of Science Degrees in Business Administration and Engineering from the University of Missouri. He is a Registered Land Surveyor and a Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee, and Texas. In his spare time, he invents scuba diving equipment and accessories. IV. References City Manager, Bartow, FL (population 19,309) Contact: Commissioner Leo Longworth at (863) 533.3136, or I IongworthAcityofbartow. net CB&A was hired in June 2022 to find Bartow's next City Manager. We interviewed the elected officials, the senior staff, and selected community members to create the recruitment profile. We conducted a nationwide search and recommended eight candidates to the City. Four of the five finalists were interviewed on September 26. One was not able to interview on that date because of a hurricane, but he interviewed shortly thereafter. While it rarely happens, the City was unable to agree on a candidate. We conducted background checks on a few additional candidates, including a manager in a neighboring community. Mike Herr, then City Manager of Winter Haven, was selected on November 4. Mr. Herr remains with the City. Town Manager, Bay Harbor Islands, FL (population 5,938) Contact: Former Mayor and current Councilmember Stephanie Bruder at (305) 866-6241, or sbruderAbayharborislands-fl.gov CB&A began its work in May of 2020 to find Bay Harbor Islands' next Town Manager. Our work included searching the nation to find the right person for the job, interviewing the candidates, conducting thorough background checks, and recommending finalists for the Town to interview. Through our targeted marketing and outreach efforts, we were able to bring an excellent pool of candidates to the Town. After careful deliberation, the Town selected Maria Lasday, formerly the Village Manager for Bannockburn Village, IL in August 2020. Ms. Lasday resigned in September 2024 and retired from the profession. City Manager, Flagler Beach, FL (population 5,160) Contact: Commissioner Rick Belhumeur at (386) 503-5030, or rbelhumeurc cityofflaglerbeach.com Located along Florida's Atlantic Coast between Daytona Beach and St. Augustine, Flagler Beach offers sparkling water, uncrowded beaches, bountiful fishing, beachside shops, waterfront restaurants, and natural parks. CB&A began work on April 14, 2023, to assist the City in finding its next City Manager. Our work included finding numerous outstanding candidates, interviewing them, conducting thorough background checks, and recommending finalists for the City to interview. The interviews were held on July 14, 2023, and Dale Martin, former City Manager for Fernandina Beach, FL, was selected by a unanimous vote. FlaglerLive.com reported, "If each commissioner could vote twice for him, that's what would have happened: he was that acclaimed." He remains with the City. - 15 - IV. References (continued) City Manager, Groveland, FL (population 12,493) Contact: Councilman Mike Radzik at (352) 557-3066, or Mike.Radzikgroveland-fl.gov CB&A was hired in early December 2017 to find Groveland's next City Manager. A largely rural community in Central Florida, Groveland was seeking someone with energy and enthusiasm to move the City forward. We accepted the challenge and searched the nation for just the right person. Our efforts included extensive outreach and we an excellent group of high -quality candidates. We then performed background checks, coordinated the interview process, and assisted the Town in selecting Mike Hein, formerly Assistant City Manager for Long Boat Key, FL, was selected in early April 2018. Mr. Hein remains with the City. City Manager, Sanibel, FL (population 7,319) Contact: Mayor Holly Smith at 239.707.4800, or HoIIy.Smithmysanibel.com CB&A was hired in July 2021 to find Sanibel's next City Manager. Sanibel Island is unique because it incorporated in 1974 to protect the natural aspects of the area and the community's small-town feel. Sanibel was looking for a manager who would protect Sanibel for the long term and continue the goals in their vision statement. Our efforts involved searching the country for strong candidates, conducting extensive background checks, recommending a strong field of candidates, overseeing the interviews, and providing assistance with the contract negotiations. Dana Souza, formerly the Interim City Manager of Naples, FL, was selected in late September. Mr. Souza remains with the City and received an 8% salary increase in both 2023 and 2024 based on his positive performance evaluation. City Manager, Satellite Beach, FL (population 10,100) Contact: Former Mayor Frank Catino at (321) 223-7700, or fcatino(a_satellitebeach.orq Satellite Beach retained CB&A just after Christmas, 2012 to help find its next City Manager. We began work immediately by meeting with the Council Members and based on what we learned, we crafted a recruitment profile. We searched the country for outstanding candidates. Background checks were thorough, and four finalists were selected. Interviews were held on March 15th and 16th and Courtney Barker, formerly Executive Director of the Planning and Growth Management Department for Titusville, FL, was selected on March 21st. Ms. Barker resigned in 2024 for a position in the public sector. IV. References (continued) Candidate References While it is important to deliver what the City expects, it is also important to keep candidates informed and to treat them with respect and dignity. Accordingly, we have provided references from five of those candidates. Placement Recruited To Be Contact at Dale Martin Former City Manager for Winchester, CT City Manager, Fernandina Beach, FL Appointed September 2015. He left in February 2023 and is currently the City Manager of Flagler Beach, FL. (904) 557-5047 dallmartin@yahoo.com Eden Freeman Former Assistant City Manager for Sandy Springs, GA City Manager, Winchester, VA Appointed June 2014, she left in March 2020. She returned to Sandy Springs as the City Manager in January 2022. (404) 683-4816 Bryan Hill Former Deputy Administrator for Beaufort County, SC Administrator, James City County, VA Appointed July 2014. Hired as the Fairfax County, VA, CEO in January 2018. (843) 368-7458 Chris Morrill Former Assistant City Manager for Savannah, GA City Manager, Roanoke, VA Appointed December 2009. Hired as the Executive Director of the Government Finance Officers Association in 2017. (843) 368-7458 Raymond "Boz" Bossert, Jr. Former Village Administrator for Port Edwards, WI General Manager, Sun `N Lake of Sebring Improvement District, FL Appointed July of 2023 and remains with the District. (706) 215-4567 - 17 - - 18 - V. Fee and Warranty Fee CB&A offers a firm, fixed price of $32,500, which includes all the expenses we will incur. The only other expenses the City will incur are those associated with bringing the finalists (and spouses, if invited) to interview with the City (travel, meals, hotel etc.). Bills will be rendered as the search progresses and due at the end of each Phase as indicated below: Requested Services Phase I: Needs Analysis / Information Gathering $ 4,000 Phase II: Recruiting 14,000 Phase III: Screening 12,000 Phase IV: Interview Process Coordination and Selection 1,500 Phase V: Negotiation and Warranty 1,000 Firm, Fixed Fee Total $32,500 If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $200 per hour. No such work will be performed without your written authorization. Please note, as previously stated, that we have never billed nor requested additional funds beyond our originally quoted fee — even when circumstances suggested we were entitled to them and where the work we performed extended beyond the scope of our assignment. Warranty Colin Baenziger & Associates offers one of the best warranties in the industry. We can offer it because we have confidence in our work. Provided we conduct the full search (each element of Phases I-V), and the City follows our recommendations and selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the City. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first year, CB&A will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you feel you have candidates who are an outstanding fit with your organization. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. - 19 - COLIN BAENZIGERO ASSOCIATES EXECUTIVE RECRUITING PROPOSAL TO PROVIDE EXECUTIVE RECRUITMENT SERVICES FOR THE CITY OF CAPE CANAVERAL, FL Volume II: Appendices Colin Baenziger & Associates Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: Colin@cb-asso.com Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... PROPOSAL To BE THE CITY'S EXECUTIVE RECRUITING FIRM TABLE OF CONTENTS PAGE APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1 APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY, FL D-1 APPENDIX E: CB&A'S VETTING PROCESS FROM DALE MARTIN E-1 Appendix A Searches by Colin Baenziger & Associates' Staff Governmental Search Assignments Current Searches City Manager, Fort Walton Beach, FL (population 100,736) Town Manager, Juno Beach, FL (population 3,858) City Manager, Nome, AK (population 3,695) City Manager, North Myrtle Beach, SC (population 20,767) City Manager, Sarasota, FL (population 57,602) City Manager, Wilmington, NC (population 125,895) City Auditor, Daytona Beach, FL (population 86,000) Searches Completed in 2025 City Manager, Fruitland Park, FL (population 8,615) City Manager, Longview, WA (population 37,722) City Manager, Seaside, CA (population 32,366) Governmental Search Assignments (continued) Completed Searches Prior to 2024 Completed Searches - City/Town/Village Manager/Administrator City Manager, Albany, GA (population 75,600) in 2011 City Manager, Ankeny, IA (population 45,600) in 2013 City Manager, Ashland, KY (population 21,000) in 2013 City Manager, Auburn, AL (population 58,582) in 2017 City Manager, Aventura, FL (population 37,724) in 2017 and 2018 Village Manager, Bal Harbour, FL (population 3,300) in 2013 City Manager, Bartow, FL (population 16,000) in 2007 in 2017 and 2022 Town Manager, Bay Harbor Islands, FL (population 5,628) in 2007, 2012 and 2020 City Manager, Belle Isle, FL (population 7,344) in 2023 City Manager, Bellevue, WA (population 122,400) in 2014 City Administrator, Bradenton, FL (population 60,888) in 2021 City Manager, Brighton, CO (population 41,254) in 2020 Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Burien, WA (population 55,188) in 2017 City Manager, Cape Canaveral, FL (population 10,200) in 2010 City Manager, Cape Coral, FL (population 194,570) in 2012 and 2020 City Manager, Carnation, WA (population 1,873) in 2017 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Clewiston, FL (population 7,270) in 2019 City Manager, Cocoa Beach, FL (population 11,200) in 2012, 2015 and 2016 City Administrator, Connell, WA (population 4,200) in 2014 City Manager, Cooper City, FL (population 32,000) in 2008 and 2023 City Manager, Coral Gables, FL (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000) in 2004 City Manager, Covington, VA (population 5,802) in 2016 City Manager, Crescent City, FL (population 1,542) in 2020 City Manager, Crystal River, FL (population 3,485) in 2024 Town Manager, Cutler Bay, FL (population 35,000) in 2006 City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Danville, VA (population 43,000) in 2016 City Administrator, Davenport, IA (population 101,724) in 2024 City Manager, Deerfield Beach, FL (population 78,000) in 2019 City Manager, Delray Beach, FL (population 64,100) in 2014 City Manager, Deltona, FL (population 83,000) in 2006, 2008, and 2024 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Administrator, Dickinson, ND (population 22,300) in 2018 City Manager, Doral, FL (population 24,000), in 2004 City Manager, Doraville, GA (population 10,896) in 2013, 2017 and 2020 County Administrator, Dougherty County, GA (population 84,364) in 2024 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Administrator, Eagle Mountain City, UT (population 63,689) in 2024 City Manager, Ellensburg, WA (population 18,350) in 2014 City Manager, Elmira, NY (population 29,200) in 2014 Village Manager, Estero, FL (population 26,600) in 2015 A-2 Governmental Search Assignments (continued) Completed Searches - City/Town/Village Manager/Administrator (continued) City Manager, Fairborn, OH (population 33,200) in 2017 City Manager, Fayetteville, NC (population 208,000) in 2012 City Manager, Fernandina Beach, FL (population 11,000) in 2006, 2015, 2023 and 2024 City Manager, Fife, WA (population 8,700) in 2010 City Manager, Fircrest, WA (population 7,215) in 2023 City Manager, Flagler Beach, FL (population 5,458) in 2023 City Manager, Fort Myers, FL (population 68,190) in 2016 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008 City Manager, Fort Pierce, FL (population 41,900) in 2012 City Manager, Fort Smith, AR (population 87,650) in 2016 City Manager, Fort Walton Beach FL (population 20,879) in 2023 City Manager, Fruitland Park, FL (population 4,100) in 2013 City Manager, Gainesville, FL (population 133,857) in 2016 and 2019 City Manager, Greensboro, NC (population 259,000) in 2009 City Manager, Groveland, FL (population 12,493) in 2018 City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010 City Manager, Indianola, IA (population 15,108) in 2015 Village Manager, Islamorada, FL (population 7,500) in 1999, 2005, 2021 and 2022 City Manager, Jacksonville Beach, FL (population 23,387) in 2018 Town Manager, Juno Beach, FL (population 3,600) in 2005 and 2023 Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lady Lake, FL (population 15,954) in 2021 City Administrator, Lake Forest Park, WA (population 13,059) in 2018 City Manager, Lake Helen, FL (population 2,871) in 2024 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003 City Manager, Lake Worth Beach, FL (population 38,010) in 2003, 2007 and 2021 Town Manager, Lantana, FL (population 9,600) in 2000 and 2021 City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 City Manager, Leesburg, FL (population 20,390) in 2013 City Manager, Madeira Beach, FL (population 12,300) in 2011 Town Manager, Mangonia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500) in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 2014 City Manager, Mascotte, FL (population 5,873) in 2021 City Manager, Medina, WA (population 3,000) in 2013 City Manager, Melbourne, FL (population 72,500) in 2012 City Manager, Miami Gardens, FL (population 101,000) in 2004 City Manager, Mill Creek, WA (population 18,828) in 2015 and 2022 City Manager, Miramar, FL (population 122,000) in 2013 City Manager, Monroe, NC (population 33,500) in 2013 City Manager, Montverde, FL (population 1,675) in 2020 Town Manager, Mooresville, NC (population 41,995) in 2019 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Mount Pleasant, MI (population 26,000) in 2014 A-3 Governmental Search Assignments (continued) Completed Searches - City/Town/Village Manager/Administrator (continued) City Manager, Mountlake Terrace, WA (population 20,700) in 2014 and 2016 City Manager, Naples, FL (population 21,800) in 2018 City Manager, New Smyrna Beach, FL (population 23,000) in 2009 City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015 City Manager, North Miami, FL (population 62,000) in 2010 and 2014 Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005, 2007 and 2012 City Manager, North Port, FL (population 55,800) in 2011 Town Manager, North Topsail Beach, NC (population 734) in 2018 City Manager, Norwich, CT (population 40,500) in 2016 Town Manager, Oakland, FL (population 5,400) in 2023 City Manager, Oakland Park, FL (population 42,800) in 2014 City Manager, Ocala, FL (population 52,000) in 2008 and 2015 Town Manager/Finance Director, Ocean Ridge, FL (population 1,830) in 2023 City Manager, Opa-Locka, FL (population 2,180) in 2019 City Manager, Orange City, FL (population 10,000) in 2010 and 2016 City Manager, Orange Park, FL (population 9,100) in 2010 City Manager, Oviedo, FL (population 33,000) in 2008 City Manager, Palm Bay, FL (current population 101,000) in 2002 and 2015 City Manager, Palm Coast, FL (population 71,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 City Manager, Panama City Beach, FL (population 12,776) in 2012 and 2019 City Manager, Parkland, FL (population 30,177) in 2017 City Manager, Pascagoula, MS (population 21,330) in 2024 City Manager, Petersburg, VA (population 32,701) in 2017 Village Manager, Pinecrest, FL (population 19,300) in 2011 City Manager, Pompano Beach, FL (population 101,000) in 2007 City Manager, Port Orange, FL (population 67,494) in 2021 City Manager, Port Richey, FL (population 2,869) in 2020 and 2023 City Manager, Port St. Lucie, FL (population 174,100) in 2016 City Manager, Portland, ME (population 65,000) in 2011 City Manager, Prosser, WA (population 5,802) in 2016 Chief Administrative Officer, Renton, WA (population 100,953) in 2021 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 98,465) in 2009 and 2017 City Manager, Sammamish, WA (population 64,548) in 2019 City Manager, Sanibel Island, FL (population 7,319) in 2021 City Manager, Sarasota, FL (population 55,000) in 2012 City Manager, Satellite Beach, FL (population 10,100) in 2013 City Manager, Savannah, GA (population 142,800) in 2016 City Manager, Scottsdale, AZ (population 217,400) in 2013 City Manager, Sebastian, FL (population 24,772) in 2018 City Manager, Seminole, FL (population 17,800) in 2015 City Manager, Sequim, WA (population 6,700) in 2015 and 2021 Town Manager, Sewall's Point, FL (population 2,000) in 2006 Township Manager, Spring Garden Township, PA (population 12,963) in 2018 Township Manager, Springettsbury Township, PA (population 26,700) in 2014 and 2016 City Manager, St. Pete Beach, FL (population 10,000) in 2014 and 2019 A-4 Governmental Search Assignments (continued) Completed Searches - City/Town/Village Manager/Administrator (continued) City Manager, Stuart, FL (population 17,000) in 2006 and 2017 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Sunrise, FL (population 84,400) in 2012 City Manager, Sunnyside, WA (population 15,860) in 2013, 2018, and 2024 Town Manager, Surfside, FL (population 6,000) in 2014 City Manager, Tacoma, WA (population 200,000) in 2011 and 2017 City Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Temple Terrace, FL (population 26,901) in 2022 City Manager, Thornton, CO (population 144,388) in 2024 City Manager, Titusville, FL (population 43,940) in 2014 City Manager, Treasure Island, FL (population 6,937) in 2017 City Manager, Vero Beach, FL (population 16,751) in 2019 City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Weston, FL (population 70,015) in 2019 City Manager, Winchester, VA (population 28,108) in 2014 and 2020 City Manager, Winter Haven, FL (population 37,900) in 2017 City Manager, Yakima, WA (population 91,000) in 2011 and 2012 Completed Searches - County Administrator / Manager County Manager, Alachua County, FL (population 251,400) in 2014 County Manager, Baker County, FL (population 27,000) in 2006 County Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clackamas County, OR (population 383,900) in 2013 County Manager, Clay County, FL (population 212,230) in 2005, 2011 and 2019 Chief Administrator, El Paso County, TX (population 827,700) in 2014 and 2016 County Administrator, Emmet County, MI (population 32,900) in 2014 County Manager, Flagler County, FL (population (83,000) in 2007 County Manager, Fulton County, GA, (partial search) in 2015 (population 894,300) in 2015 County Administrator, Hernando County, FL (population 172,800) in 2012 County Administrator, Highlands County, FL (population 98,000) in 2008 County Administrator, Indian River County, FL (population 163,662) in 2023 County Administrator, James City County, VA (population 69,000) in 2014 County Manager, Lee County, FL (population 600,000) in 2009 County Administrator, Martin County, FL (population 140,000) in 2005 Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011 County Administrator, Manatee County, FL (population 422,774) in 2023 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator, Okaloosa County, FL (population 183,500) in 2013 County Administrator, Okeechobee County, FL (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011 A-5 Governmental Search Assignments (continued) Completed Searches - County Administrator / Manager (continued) County Manager, Seminole County, FL (population 410,000) in 2006 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, St. Lucie County, FL (population 284,000) in 2014 and 2023 County Manager, Union County, NC (population 198,600) in 2010 County Administrator, York County, VA (population 66,269) in 2015 Completed Searches — Other Municipal CEO Executive Director, Bartow Municipal Airport Development Authority, Bartow, FL in 2017 Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900) in 2016 General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) in 2016 General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007 Executive Director, Lakewood Ranch Inter -District Authority, Manatee County, FL (population 15,000) in 2011 and 2022 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 Executive Director, South Correctional Entity (SCORE), Des Moines, WA (population served 406,000) in 2018 General Manager, Sun `n Lake Improvement District, FL (population served 9,000+) in 2023 Completed Searches — Community Association CEOs and Assistant CEOs Chief Operating Officer, Amelia Island Plantation Community Association, FL (population 3,000) in 2016 Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV (population 14,000) in 2015 and 2017 Vice President for Administration, Ocean Reef Communication Association, Key Largo, FL in 2017 Vice President, Public Works & Operations, Ocean Reef Community Association (population 2,000), Key Largo, FL, in 2001 Completed Searches — Assistant/Deputy Managers Assistant City Manager / Operations, Corpus Christi, TX (population 308,000) in 2013 Assistant City Manager / Utilities, Corpus Christi, TX (population 308,000) in 2014 Deputy City Manager, Danville, VA (43,000) in 2016 Deputy City Administrator, Dickinson, ND (population 22,300) in 2016 Assistant County Manager, Douglas County, NV (population 49,628) in 2024 Deputy City Manager for Community Building, Durham, NC (population 220,000) in 2009 Assistant City Manager, Jacksonville, NC (population 72,800) Assistant Town Manager, Jupiter Island, FL (population 654) in 2010 Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant City Manager, Lake Worth Beach, FL (population 37,000) in 2004 A-6 Governmental Search Assignments (continued) Completed Searches - Assistant/Deputy Managers (continued) Assistant County Administrator, Martin County, FL (population 140,000) in 2006 Deputy City Manager, Sammamish, WA (60,000) in 2016 Assistant City Manager, Tamarac, FL (population 55,500) in 2001 Assistant City Manager, West Palm Beach, FL (population 101,000) in 2004 and 2013 Completed Searches - City or County Attorneys County Attorney, Clay County, FL (population 196,400) in 2016 Corporation Counsel, Davenport, IA (population 101,724) in 2024 City Attorney, Daytona Beach, FL (62,300) in 2016 City Attorney, Deltona, FL (population 98,528) in 2024 City Attorney, Fort Lauderdale, FL (population 178,752) in 2018 City Attorney, Fort Pierce, FL (population 41,590) in 2016 and 2018 County Attorney, Fulton County, GA (population 996,319) in 2015 City Attorney, Lawton, OK (population 94,653) in 2020 City Attorney, Moline, IL (population 42,452) in 2024 City Attorney firm, Naples, FL (population 22,367) in 2021 City Attorney, Ocala, FL (population 60,021) in 2022 Chief Labor Negotiator, Orlando, FL (population 270,934) in 2018 City Attorney, Port St. Lucie, FL (population 185,132) in 2016 and 2019 County Attorney, Prince William County, VA (population 438,580) in 2015 City Attorney, Roanoke, VA (population 96,000) in 2012 City Attorney, Sebastian, FL (population 25,703) in 2023 Fire District Attorney, St. Lucie County Fire District, FL (population 298,600) in 2017 City Attorney, Vero Beach, FL (population 16,751) in 2019 City Attorney, West Melbourne, FL (population 15,000) in 2008 Completed Searches - Community Development/Growth Management/Planning Planning and Community Development Director, Bradenton, FL (population 60,888) in 2021 Growth Management Director, Collier County, FL (population 357,305) in 2015 and 2017 Community Development Director, Danville, VA (population 43,000) in 2016 Planning and Development Director, Fairfax County, VA (population 1,150,309) in 2022 Director, Building and Development, Loudoun County, VA (population 336,900) in 2014 Community Development Director, Miami, FL (population 408,000) in 2008 Director of Planning, Building and Development, Roanoke, VA (population 96,000) in 2012 General Manager, North Sarasota Redevelopment District, Sarasota, FL (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Community Development Director, Tamarac, FL (population 55,500) in 2007 A-7 Governmental Search Assignments (continued) Completed Searches - Economic Development / Redevelopment Growth Management Manager, Wellington, FL (population 55,000) in 2009 Executive Director, Camden County (GA) Joint Development Authority (pop. 51,400) in 2014 Economic Development Director, Collier County, FL (population 328,000) in 2012 Economic Development Director, Concord, NH (population 42,444) in 2017 Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009 Economic Development Director, Roanoke, VA (population 96,000) in 2012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 326,000) in 2010 Economic Development Director, St. Johns County, FL (population 162,000) in 2011 and 2024 Completed Searches - Engineers City Engineer, Gulfport, MS (population 90,000) in 2008 Director/Engineering/Public Works /Utilities, Hallandale Beach, FL (population 39,000) 2013 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 Staff Engineer, Wellington, FL (population 55,000) in 2009 Completed Searches - Facilities Management Director, Performing Arts & Convention Center, Federal Way, WA (population 92,700) in 2015 Director, Landscaping, Weston, FL (population 65,300) in 2013 Completed Searches - Finance and Budget Finance Director, Altus, OK (population 19,800) (background check) in 2012 Finance Director, College Park, MD (population 32,256) in 2016 Procurement Director, Collier County, FL (population 357,305) in 2016 Finance Director, Danville, VA (population 43,000) in 2014 Finance Director, Daytona Beach, FL (population 31,860) in 2012 Finance Director, DeLand, FL (population 28,230) in 2016 Finance Director, Escambia County (FL) Housing Authority (population served: 302,700), 2014 Chief Financial Officer, Estero, FL (population 36,939) in 2022 Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Finance Director, Gainesville, FL (population 133,857) in 2020 Finance Director, Groveland, FL (population 12,493) in 2018 Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012 Manager, Office of Management & Budget, Lake Worth Beach, FL (population 37,000) in 2010 Finance Director, Lauderdale Lakes, FL (population 32,000) in 1998 Finance Director, Miami, FL (population 408,000) in 2013 Finance Director, Miramar, FL (population 130,300) in 2016 Treasurer, Miami, FL (population (408,000) in 2013 Finance Director, Oregon City, OR (population 31,860) in 2012 A-8 Governmental Search Assignments (continued) Completed Searches - Finance and Budget (continued) Finance Director, Petersburg, VA (population 32,701) in 2017 Finance Director, Roanoke, VA (population 99,000) in 2014 Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014 Revenue Operations Director, Savannah, GA (population 142,800) in 2017 Budget Director, St. Petersburg, FL (population 248,000) in 2009 Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010 Finance Director, Surfside, FL (population 5,700) in 2012 Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Finance Director, West Palm Beach, FL (population 101,000) in 2007 Chief Financial Officer, Winter Springs, FL (population 36,342) in 2022 Completed Searches - Fire/EMS/Dispatch Fire Chief, Cape Coral, FL (population 154,300) in 2013 Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999 Executive Director, Salt Lake Valley Emergency Communications Center, UT (estimated population served 900,000) in 2024 Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA, in 2013 Fire Chief, St. Lucie County Fire District, FL (population 298,600) in 2018 Fire Chief, West Palm Beach, FL (population 101,000) in 2005 Completed Searches - General Services / Administration General Services Director, Loudoun County, VA (population 349,700) in 2015 Completed Searches - Health and Human Services Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 Completed Searches - Housing/Building Building Official, Jupiter Island, FL (population 580) in 2005 and 2010 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Sewall's Point, FL (population 2,000) in 2006 Building Official, Tamarac, FL (population 55,000) in 2008 Completed Searches - Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 2006 Human Resources Director, Cape Coral, FL (population 154,300) in 2013 Director, Human Resources, Gainesville, FL (population 125,000) in 2014 A-9 Governmental Search Assignments (continued) Completed Searches - Human Resources (continued) Director of Personnel, Fulton County, GA (population 992,000) in 2010 Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015 Human Resources Office, Loudoun County, VA (population 326,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Human Resources Director, St. Johns County, FL (population 334,173) in 2024 Director, Human Resources, Sunrise, FL (population 88,800) in 2015 Director, Human Resources, Roanoke, VA (population 99,000) in 2014 Personnel Director, Vero Beach, FL (population 17,900) in 2003 Human Resources Director, West Palm Beach, FL (101,900) in 2013 and 2014 Completed Searches - Information Technology Information Services Director, Cooper City, FL (population 33,382) in 2017 Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998 Information Services Director, Palm Beach County Tax Collector (population 1,300,000), Palm Beach County, FL in 2012 (partial search) Chief Information Officer, Weston, FL (population 65,300) in 2015 Completed Searches - Parks/Recreation/Libraries Parks and Recreation Director, Cape Coral, FL (population 179,804) in 2018 Parks and Recreation Director, Deerfield Beach, FL (population 78,041) in 2017 and 2019 Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,292,000) in 2015 Director, Parks and Recreation, Hobbs, NM (population (35,000) in 2014 District Manager, Holiday Park Recreation District, Palm Bay, FL (population 1,400) in 2007 Libraries and Information Services Director, Newport News, VA (population 183,000) in 2017 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Parks and Recreation Director, West Palm Beach, FL (population 101,000) in 2006 Parks and Recreation Director, Weston, FL (population 70,015) in 2019 Completed Searches - Police Police Chief, Farmington, NM (population 45,900) in 2014 Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) Police Chief, Indian Creek Village, FL (population 89) in 2022 Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial search) Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search) Chief of Police, Mooresville, NC (population 35,300) in 2016 Police Chief, Petersburg, VA (population 32,701) in 2017 Director of Administration - Public Safety, Ocean Reef Community Association, Key Largo, FL in 2016 Police Chief, Sewall's Point, FL (population 2,000) in 2007 Police Chief, St. Augustine Beach, FL (population 6,200) in 2012 Police Chief, Sunny Isles Beach, FL (population 17,000) in 2010 Police Chief, Winchester, VA (population 27,216) in 2017 A-10 Governmental Search Assignments (continued) Completed Searches — Public Works Public Works Director, Aventura, FL (population 37,200) in 2016 Public Works and Utilities Director, Bradenton, FL (population 56,730) in 2024 Public Works Director, Camden County, GA (population 53,044) in 2019 Solid Waste Director, Camden County, GA (population 53,044) in 2018 Public Works Director, Chandler, AZ (population 250,000) in 2007 General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) in 2016 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 Vice President, Public Works & Operations, Ocean Reef Community Association (population 2,000), Key Largo, FL, in 2001 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Public Works Administrator, Renton, WA (population 100,953) in 2020 Public Works Director, Sammamish, WA (60,000) in 2016 Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL (pop. 17,000) in 2007 Assistant Public Works Director, Sumter County, FL (107,000) in 2015 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Tampa, FL (population 335,700) in 2014 Director, Landscaping, Weston, FL (population 65,300) in 2013 Completed Searches — Transportation Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900) in 2016 and 2022 Completed Searches — Utilities Water Resources Director, Asheville, NC (population 87,200) in 2015 General Manager, Beaufort -Jasper &; Sewer Authority, SC (population served 150,000) in 2023 Public Works and Utilities Director, Bradenton, FL (population 56,730) in 2024 Executive Director, Cape Fear Utility Authority, Wilmington, NC (population served 230,000) in 2021 Utility Director, Danville, VA (population 43,000) in 2015 Power & Light Division Director, Danville, VA (population 43,000) in 2015 Water and Gas Director, Danville, VA (population 43,000) in 2016 Utilities Manager, Deerfield Beach, FL (population 78,041) in 2017 Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 and 2013 Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 and 2020 Executive Director, Emerald Coast Utilities Authority, Pensacola, FL (population served 300,000) in 2020 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 General Manager, Island Water Association, Sanibel, FL in 2018 Utilities Director, Lake Worth, FL (population 37,000) in 2009 A-11 Governmental Search Assignments (continued) Completed Searches - Utilities (continued) Deputy Water & Sewer Director, Miami -Dade County, FL (population 2.706 million) in 2023 Waterworks Director, Newport News, VA (population 183,000) in 2017 Executive Director, Onslow Water & Sewer Authority, Jacksonville, NC, (pop. 160,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Utilities Director, Panama City, FL (population 38,286) in 2017 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Executive Director, Sewerage and Water Board of New Orleans, LA (population 369,000) in 2013 Customer Service Chief (a C Suite level position), Sewerage and Water Board of New Orleans, LA (population 369,000) in 2020 Director, South Martin Regional Utilities, FL (population 22,000) in 2013 Executive Director, Spartanburg Water, SC (population served 327,997) in 2022 Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008 General Manager, Tampa Bay Water, FL (population served 2,400,000) in 2008 and 2021 Chief Operating Officer, Tampa Bay Water, FL (population served 2,400,000) in 2022 Completed Searches — Work Force Management Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches — Other Chief Operating Officer, Amelia Island Plantation Community Association, FL (population 3,000) in 2016 Clerk to the County Commission, Fulton County, GA (population 1.02 million) in 2018 Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998 City Clerk, Lauderdale Lakes, FL (population 32,000) in 1998 Assistant to the City Manager, North Myrtle Beach, SC (18,790) in 2023 Vice President for Administration, Ocean Reef Communication Association, Key Largo, FL in 2017 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 A-12 A-13 Appendix B Sample Brochure: City Manager Sebastian, FL HOME OF PELICAN ISLAND City Manager Position Available —Apply by March 2, 2018 Welcome to the City of Sebastian, Florida Tucked away on the east coast of Florida a little south of Cape Canaveral, Sebastian is an attractive waterfront community that boasts a quiet, laidback charm. The area is a paradise surrounded by natural beauty. Just across the Intracoastal Waterway lie some of Florida's most attractive barrier islands, Sebastian Inlet State Park and Pelican Island National Wildlife Refuge. Surprisingly, given its location, Sebastian has maintained its small—town atmosphere without becoming a typical tourist destination and residents like it that way. The City has a building height limit of 25 feet in some residential and commercial areas, and 35 feet in the others. A few resorts lie nearby with gorgeous ocean views, but they are not in the City. Daily life here is picturesque, with cool sea breezes, plentiful fishing, outdoor parks, and opportunities for bird watching. The right City Manager will treasure Sebastian's relaxed, comfortable atmosphere, its leisure amenities, and the gorgeous natural landscapes surrounding it. In fact, Forbes Magazine recently recognized the area as the 35th Best Small Place for Business and Careers. The City's downtown is home to several shopping plazas and numerous excellent restaurant choices that overlook the water. The seafood is especially fresh and plentiful. One of Sebastian's primary attractions is Mel Fisher's Treasure Museum It is famous for teaching history alongside a collection of artifacts found along the beach and nearby — items that include pieces of eight dating back to the 1500. The hub of Sebastian is its Riverview Park, an area that offers a stunning view of the Intracoastal Waterway (also referred to as the Indian River Lagoon). Here residents gather for festivals, shows, fairs, and other free entertainment. The Christmas season brings the must see Christmas parade and a Christmas tree to the park, as well as a visit from Santa and Mrs. Claus. In mid -January, the City hosts the Sebastian Fine Arts and Music Festival. In mid -March, comes the Shrimp Fest & Craft Brew Hullabaloo. The Sebastian Lionfish Festival occurs in mid -May. You will not want to miss the 4th of July celebration. In early November, the City hosts the famous Sebastian Clambake. The nature events include Earth Day in April and the Pelican Island Wildlife Festival in May. On Friday night, you will find Concerts in the Park. Other important activities include honoring veterans on memorial holidays, the Halloween costume contest, the Chamber of Commerce Light up Night the day after Thanksgiving, and the Easter Bunny makes an appearance for the annual Easter egg hunt. Hunting and fishing are popular —snook, snapper, grouper, redfish, bluefish, and Spanish mackerel are all abundant in the area. Fifteen miles to the west, near Fellsmere, lies the Stick Marsh, a 6,500 acre fresh -water reservoir, synonymous with trophy size giant Bass. An hour and a half southeast is Lake Okeechobee. Hunters will find deer, hogs, turkey and other birds nearby. Residents enjoy 19 parks which offer sports facilities, hiking trails, dog parks, lakes and ponds, playgrounds, skate parks, golf, and even a yacht club. The aforementioned Riverview Park itself features a small playground area, splash park, and a sidewalk along the lagoon that stretches for miles. The City has its own Golf Course that is a gem and a popular full -service Restaurant/Sports Bar in the Golf Course Clubhouse facility. It is a great place to relax, be entertained, chat, or simply to enjoy the beauty the City has to offer. Nearby Vero Beach offers a symphony, opera and live theater. Sebastian offers a variety of housing options. While the median home value is affordable at just under $200,000, you can spend into the high six figures if you like. The community is considered very peaceful and the crime rates are low. The Police Department 2 City Manager I City of Sebastian, Florida does a great deal ofoutreach and, as a result of that and good police work, Sebastian is a very safe City. Homelessness and opioids are not considered significant issues here. The schools are very good and, if you apply yourself, you can get an excellent education. A multitude of opportunities for higher education are nearby, the most notable being the University of Central Florida, Indian River State College, and Florida Atlantic University. Adjacent to Sebastian City Hall, an extension of Indian River State College offers courses toward Associate and Bachelor's degrees. Medical care in the area is excellent led by the Sebastian River Medical Center, an acute care hospital barely outside City limits to the north. Just across the Intracoastal Waterway, lies Sebastian Inlet State Park where recreation meets wildlife to create a gorgeous park for residents and visitors alike. Open 24 hours a day, the park provides many leisure activities, particularly fishing. This park is a favorite for saltwater anglers nationwide. Other facilities allow swimming, surfing, snorkeling, scuba diving, boating, and camping. The McLarty Treasure Museum, which features the story of the 1715 Spanish treasure fleet, and the Sebastian Fishing Museum both lay within the park. Wildlife is abundant —casual visitors are generally able to see ospreys, shore birds, sea turtles, Bottlenose Dolphin, and City Manager I City of Sebastian, Florida 3 Manatees. Canoeing and kayaking in the Indian River Lagoon are two more available activities, and the mile -long Hammock Trail is a relaxing stroll at the end of the day. Only an hour and a half away is Orlando, one of Florida's largest and best known cities, and home to some of the most visited vacation resorts in the world including Walt Disney World (hosting the Magic Kingdom, Epcot, Disney's Hollywood Studios, Disney's Animal Kingdom, and two water parks), Universal Studios (with its Islands of Adventure and the Wizarding World of Harry Potter World), and SeaWorld. A bit further away, lies LEGOLAND in Winter Haven. Tampa and Miami, two more of Florida's largest cities, lie just over two and a half hours away. They both offer seemingly endless opportunities for arts, culture, entertainment, and professional sports. If you like to travel, Sebastian Municipal Airport (known as Florida's Boutique Airport) serves small personal and corporate aircraft and is a popular sky diving venue —one of the busiest and most attractive 'drop zones' in the country. Thirty minutes north is Melbourne International Airport offering one -stop connections worldwide. Not too far away is the Orlando International Airport, the 41st busiest airport in the world, and Orlando/Sanford International Airport which offers direct flights by low cost carriers. The City enjoys convenient access to Port Canaveral, the third busiest cruise port in the world. A few hours further away are the first and second busiest —the Port of Miami and Port Everglades (in Fort Lauderdale). 1-95, State Road 60, and U.S. Route 441 are near Sebastian and make traversing the state very easy. Best of all, there is very little traffic in the City. Most importantly, though, are the people here. They are engaged in a positive way and live here because of the lifestyle and amenities. They are very positive about their City. Non -profits and other volunteer organizations play an important role here. This year's Sebastian Clambake Festival resulted in $68,000 in grants given to community organ izations. In other words, Sebastian is an ideal combination of peaceful, small-town living while having the world at your fingertips. So it is easy to fall in love with the City. Combining quaintness with its quality of life, natural beauty and accessibility, it is perfect place to settle down and take in the fresh air. This coastal treasure's beautiful seas await you. HISTORY More than any other event, the sinking in 1715 of the Spanish Treasure Fleet off the Florida coast gave the Treasure Coast its name and Sebastian its fame. A fleet of twelve ships left Cuba, heavy laden with treasure and was driven into the Florida coast by a hurricane between the St. Lucie and Sebastian Inlets. In 1988, not far from the Sebastian Inlet, treasure hunters found an estimated $300,000 in coins, jewelry and other artifacts that had been waiting on the ocean's bottom since the storm. 4 City Manager I City of Sebastian, Florida The first settlements in Sebastian date back to the 1880's when 40 pioneers migrated to a village south of the St. Sebastian River. Initially called Newhaven, the city was renamed Sebastian in 1884. In the early 1890s, the predecessor of the Florida East Coast Railroad arrived in Sebastian on its way to the Florida Keys. At the same time a commercial fishing industry and associated ice packing houses emerged. Table 1: Sebastian Demographics Estimated 2016 Population: 23,432 Distribution by Race Distribution by Age Caucasian 90.6% 0 to 15 14.5% African American 6.9% 15 to 25 7.6% Asian 0.5% 25 to 45 18.1% Native American 0.2% 45 to 65 30.5% Two or More Races 1.8% 65 to 85 26.5% Total 100% Over 85 2.8% Hispanic (all races) 6.0% Educational Achievement (over age 25) High School or Higher 86.8% Bachelor's Degree or Higher 18.9% Other Statistics Median Age -Sebastian 52.0 Median Age-U.S. 37.4 Poverty Rate 13.3% Source: U.S. Census Bureau Naturalists came to the area and America's National Wildlife Refuge System came into being in 1903 when President Teddy Roosevelt agreed to protect pelicans and other birds in a sanctuary known as Pelican Island Wildlife Refuge, just across the Intracoastal from Sebastian. Sebastian incorporated as the "Town of Sebastian" in 1924 and then reincorporated in 1925 as the "City of Sebastian." In 1987 the voters approved the change from a strong Mayor form of government to a Council/Manager form of government, that being the last major modification to the City Charter. Between 1900 and the present time, Sebastian grew slowly to its present size of approximately 23,400 and is now the largest municipality in Indian River County. DEMO GRAPHCS See Table 1 (left) for information on Sebastian demographics. CLIMATE Sebastian experiences a subtropical climate with two primary seasons: a hot, humid rainy season (May to September) and a warm, dry season (October to April). High temperatures in the summers are in the low 90s and only rarely dip below the mid- 70s. During the winter months, the temperatures typically range from the mid-50s to the mid-70s. City Manager I City of Sebastian, Florida 5 GEOGRAPHY two and a half hours west, and Miami two and a half hours south. It is the largest city in Indian River Sebastian, FL has a total area of 14.42 square miles, County. 13.59 of which are land. The topography is very flat and the City lies 20 feet above sea level. Orlando lies COMMERCE about an hour and a half northwest, with Tampa, Figure 1 Table 2: Principal Employers, Indian River County, FL Agriculture and fishing support the local economy in Indian River County. The city itself does not foresee a great deal of business growth. The area's principal employers are primarily entities from the government and healthcare sectors. Data for the Principal Employers in the City of Sebastian is not available. Table II provides data for the top ten employers in Indian River County. THE GOVERNMENT The City of Sebastian follows the Council/Manager model. The governing body is a five -member City Council and it appoints a City Manager (as the Employer Industry Employees School District of Indian River County Government 2,113 Indian River Medical Center Healthcare 1,753 Indian River County Government 1,328 Publix Supermarkets Food/Beverage 1,250 Walmart Retail 693 Piper Aircraft, Inc. Manufacturing 650 Sebastian River Medical Center Healthcare 569 John's Island (Residential/Resort) Entertainment 526 City of Vero Beach Government 424 Medical Data Systems Financial 400 Source: City of Sebastian, FL 2016 CAFR Chief Operating Officer), the City Clerk and the City Attorney. Members of Council are elected to two- year terms and elections are staggered. Three members are elected in November of odd numbered years and two in November of even numbered years. Elections are non -partisan and all members are elected at —large. The Mayor is selected from among the 6 City Manager I City of Sebastian, Florida Councilmembers by the members. Historically, the Council membership has been quite stable although some turnover has occurred over the past few years. Two Councilmembers are in their fifth term, two in their second term, and the last member was first elected in November 2017. The Council is very collegial and respectful of each other. They are well prepared for meetings. The Council respects the Staff and allows them to do their jobs without interference. Council meetings are conducted in a friendly, professional manner and generally last about an hour and thirty minutes. The City has been well managed and prides itself on providing high quality services at a reasonable cost. It offers all the typical city services except fire/rescue (provided by Indian River County) and utilities. The City also has a Municipal Golf Course and a General Aviation Airport (both of which breakeven). The general fund budget is $12,048,521 for the fiscal year 2017/18 and the total budget is $26,848,429. Not surprisingly, public safety is the largest single component of the general fund budget at 49% of the whole. The City has many capital projects and $5,873,808 of the total budget are allocated to them. The City has a little over $5,000,000 put aside in reserves. As a testament to the City's fiscal prudence, it has been able to give raises the past four years and a bonus last year. The City has two unions —the Police Benevolent Association (PBA) for police and the Public Employees Association for general employees. THE CHALLENGES AND OPPORTUNITIES While Sebastian is not faced with any dramatic challenges, there is more than enough here to keep you busy. First, Florida's voters will have an opportunity to pass an increase in the homestead exemption in November 2018. Currently, the first $25,000 ($0 to $25,000) and third $25,000 (that is, $50,000 to $75000) of a home's value are exempt from property taxes, other than school taxes. If Amendment #1 passes, the fifth $25,000 (that is $100,000 to $125,000) will also be exempt. Assuming Amendment #1 passes as expected, it will reduce ad valorem revenues from property taxes by an estimated $400,000 for the City of Sebastian. That will result in some stress on the City's budget. Fortunately, an estimated 80 to 90% of the City's equipment is new, and will not need replacement in the near future. The second challenge is managing the many capital projects that are underway and the others that are needed. Among them, the Public Facilities/Public Works Department will soon need to move to a new location. Some roads need re —surfacing and some seawalls are in need of renovation. Further, the drainage system requires a great deal of ongoing maintenance. The original construction of the system (particularly, the ditches and swales) could have been better designed, and, as a result, they require regular upkeep. The City has a Stormwater Utility that raises over $1,000,000 annually but it never seems to be enough to cover the system's needs. City Manager I City of Sebastian, Florida 7 The third challenge isgrowingthe economy without adversely impacting Sebastian's ambiance. The City is essentially built -out, meaning opportunities for growth are limited. There may be some annexation opportunities that will require imagination and political acumen. Fortunately, the Municipal Airport has over 180 acres of land available for development of aviation and light industry related businesses. A number of companies are already there and the number is expected to grow. The fourth challenge is planning. For Sebastian to preserve its quality of life, it needs to think carefully about its future. Specifically, it needs a strategic plan. It also needs to update its Comprehensive Plan and Land Development code, both of which were last updated in 2000. A related challenge is succession planning. While no significant retirements are viewed as imminent, the Chief of Police and Finance Director will probably retire in the next few years. THE IDEAL CANDIDATE The City is looking for an achievement oriented, highly motivated leader and manager. The individual will be dynamic and seasoned with a fresh perspective. He/she will have outstanding communication skills and a "can do" attitude. The ideal candidate will keep the 8 City Manager I City of Sebastian, Florida elected officials well informed and present them with recommendations, as well as options. The new manager will earn their trust and be a valued advisor. The individual will have opinions and not be afraid to share them. The Council is not looking for a "yes" man or woman. He/she will be visionary yet down to earth and practical —someone who is receptive to criticism with a focus on solving problems and moving on to the next issue. The individual will work collaboratively with Staff and not by just providing direction and delegating, but by empowering the Staff. Micromanagement will not be a word in the manager's vocabulary. Instead he/she will be respectful, mentor, set priorities, provide resources, have high expectations and expect deadlines to be met. Accountability has been, and will continue to be, important. The individual will be a strategic thinker and planner. He/shewill beableto lookoverthe horizon,anticipate future areas of concern, and take actions to resolve potential issues before they become problems. The ideal candidate will be professional but also friendly and outgoing with an engaging personality. Public speaking ability with a professional presentation style is a must. He/she will be comfortable in the community and interact extremely well with the public. Outstanding people skills will be important. The manager will not be someone who sits behind his/her desk all day and directs traffic. Rather he/ she will spend time in public settings, meeting with residents and businesses, listening to their concerns and actively working towards resolving them. Strong analytical skills will be important and the next manager will be constantly seeking ways to improve operations and efficiency. The individual will be savvy technologically and seek new processes and technologies to improve the daily workflow. The manager will have a healthy sense of impatience. He/she will expect projects to move and hurdles to be overcome. Knowledge of, and experience with, intergovernmental relations will be important. While Sebastian is the largest city in Indian River County, it is not very large and can accomplish a great deal more by working cooperatively with nearby cities, the county, the state and the federal government. Experience obtaining grants and earmarks to help move the City's projects forward, will be a significant plus. Another important area will be protecting the environment. The Indian River Lagoon and surrounding land areas are a key component of what makes Sebastian the place it is. The ideal candidate will have a Bachelor's Degree in Business Administration or Public Administration or another area related to city management. The best candidates will have eight years of experience as a City Manager or assistant and expertise in local government planning, budget, and economic development/redevelopment. Ancillary experience overseeing Airports and Golf Courses is a plus. Florida experience is preferred but not mandatory. The City is looking for someone who will view Sebastian as a destination and not a stepping stone. City Manager I City of Sebastian, Florida 9 Ideally the candidate will stay with the city for at least five years and preferably 10. COMPENSATION The salary range is $110,000 to $160,000 and the salary will depend on qualifications and experience. While it prefers to pay in the lower half of the range, the City will pay more for just the right person. THE MOST RECENT CITY MANAGER The most recent City Manager is retiring after four years as City Manager and twelve with the City. The two previous Managers both had lengthy tenures and left on their own for other City Manager positions. RESIDENCY Residency within the City limits is not required by the City Charter, or ordinance, but is expected and has been required in the contract for all recent managers. HOW TO APPLY E-mail your cover letter and resume by March 2, 2018 to Recruit28@cb-asso.com. Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger at (561) 707-3537 or David Collier at (772) 220-4320. INTERNAL CANDIDATES The City advertised the position internally and no one applied so City Council does not anticipate any internal candidates. CONFIDENTIALITY Under the Florida Public Records Act, all applicants are subject to disclosure upon receipt. As a practical matter, we do not expect extensive coverage until after finalists are named on March 21, 2018 THE PROCESS Applications will be screened between March 3rd and 21st. A reception and interviews will be held on April 3rd and 4th with a selection being made shortly thereafter. OTHER IMPORTANT INFORMATION The City of Sebastian is an Equal Opportunity Employer and encourages women, minorities and veterans to apply. A veteran's preference will be awarded per Florida law. ADDITIONAL INFORMATION For additional information about the city visit: https://www.cityofsebastian.org/ COLIN BAENZIGERASSOCIATES EXECUTIVE RECRUITING 10 City Manager I City of Sebastian, Florida CdL[N BAENZIGER►ASSOCIATES EXECUTIVE RECRUITING Appendix C Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.] TABLE OF CONTENTS PAGE COVER LETTER AND RESUME 1 CANDIDATE INTRODUCTION 5 BACKGROUND CHECKS 13 CB&A REFERENCE NOTES 17 INTERNET SEARCH 27 C-2 Cover Letter and Resume C-3 Karen Manila 6909 Herman Jared Dr. North Richland Hills, TX 76182 (817) 999-0967 krmanilatx@gmail.com May 6, 2024 To Whom It May Concern, My name is Karen Manila and I am writing this cover letter to express my interest in the City Manager position with the City of Fruitland Park, FL. While I currently live in Texas, my husband and I will soon be relocating to Florida which provides me the opportunity to seek employment in an area that I am well suited for. With more than 30 years of experience in local government, I have the skillset needed to be a successful City Manager. My most recent position was as Assistant City Manager for the City of North Richland Hills, Texas (population —72,000). I served the City of North Richland Hills for 25 years, starting as the City's Budget Director before promoting into the City Manager's Office first as Managing Director then to Assistant City Manager. During my 21 years in the City Manager's Office, I had responsibility for multiple departments including Finance, Budget & Research, Information Technology, Human Resources and Municipal Court. Additionally, for a period of time I oversaw the Parks Department and Neighborhood Services which includes Consumer Health, Code Enforcement and the Animal Shelter. I also have extensive experience in budgeting having worked as a budget analyst for the City of Garland for 51/2 years, Budget Director for the City of North Richland Hills, and oversight of the Budget Department for the last 21 years. Additionally, in my role as Assistant City Manager, I was the City's liaison with franchised utilities (electricity, natural gas, communications), a member of the City of Fort Worth wholesale water customers committee, served on the board of directors for the Texas Coalition for Affordable Power, oversaw the city's trash and recycling contract, and performed legislative analysis/tracking every 2 years when the Texas Legislature was in session. Thank you for taking the time to review my resume. As you'll see, my experience in local government translates well to what the City of Fruitland Park is seeking in a City Manager. I look forward to learning more about this exciting opportunity and hope to speak with you in more detail soon. Sincerely, Karen Manila C-4 Karen R. Manila 6909 Herman Jared Dr., North Richland Hills, TX 76182 1817.999.0967 I krmanilatx@gmail.com A proven leader with over thirty years of experience leading teams to achieve city council and organizational goals. Proven track record in strategic planning, team development and operational analysis. Adept at fostering a customer oriented culture of collaboration and innovation. EXPERIENCE 2008 - 2024 ASSISTANT CITY MANAGER, CITY OF NORTH RICHLAND HILLS, TX • Oversight of Finance, Budget, Information Technology, Human Resources, Municipal Court • Previously oversaw Facilities, Fleet, Parks, Neighborhood Services • Liaison with franchised utilities including Oncor, Atmos Energy, AT&T, Spectrum • Liaison with external organizations concerning utility issues and wholesale water • Oversight of solid waste and recycling contract • Developed Federal and state legislative programs, tracked bills, reported to elected officials on legislation, drafted correspondence for Mayor to state and Federal officials concerning legislative impact to City • Oversaw development of City operating and capital improvement program budgets • Assist with revenue and expenditure projections • Perform financial analysis of department supplemental budget requests • Developed policy on use of natural gas drilling revenues within city limits • Project manager for Enterprise Resource Planning replacement • Served on board of directors for Texas Coalition for Affordable Power • Assisted residents with complaints/concerns • Processed invoices, p-card transactions and payroll in absence of admin assistant • Special projects, research, other duties as assigned 2002 - 2008 MANAGING DIRECTOR, CITY OF NORTH RICHLAND HILLS, TX • Oversight of Finance, Budget, Information Technology, Human Resources • Oversaw development of City operating and capital improvement program budgets • Assisted residents with complaints/concerns • Special projects, research, other duties as assigned 1999 - 2002 DIRECTOR OF BUDGET & RESEARCH, CITY OF NORTH RICHLAND HILLS, TX • Coordinated with departments in development of citywide operating and capital improvement program budgets • Performed revenue forecasts, salary and benefit projections, and tracked actual expenditures to budget projections • Reported actuals to budget to City Manager and City Council C-5 • Trained new employees on budget process and budget software system • Performed internal audits as needed 1994 - 1999 FINANCIAL ANALYST/SENIOR FINANCIAL ANALYST, CITY OF GARLAND, TX • Responsible for oversight of 8 funds and 23 departments with annual budgets exceeding $221 million • Administration of the City's vehicle replacement program • Development and administration of G&A and support service allocation methodologies • Implementation and administration of an automated budget preparation system • Development and coordination of the annual budget instruction manual and budget training • Participate in budget preparation meetings with City Council, City Manager, Assistant City Managers, and department heads 1992 - 1994 FINANCE DIRECTOR, CITY OF KAUFMAN, TX • Management of office staff • Preparation of annual budget document, assisted in its implementation and verified that departments were adhering to budget constraints • Maintained general ledger in accordance with GAAP • Management of accounts payable and payroll functions • Responsible for cash management 1989 - 1992 ACCOUNTANT, MURSKI, HICKS & CO., DALLAS, TX • Assistance with in-house and field audits • Preparation of corporate, partnership, individual and fiduciary tax returns • Preparation of quarterly compilations needed to meet loan covenants • Weekly field work for clients including accounts payable, general ledger accounting and payroll activities • Preparation of quarterly and annual payroll reports for various clients • Miscellaneous managerial accounting duties for clients EDUCATION MAY 1998 MASTER OF PUBLIC ADMINISTRATION, UNIVERSITY OF NORTH TEXAS MAY 1988 BACHELOR OF BUSINESS ADMINISTRATION, UNIVERSITY OF TEXAS AT SAN ANTONIO 30 HOURS ACCOUNTING C-6 Candidate Introduction C-7 KAREN R. MANILA EDUCATION Master of Public Administration, University of North Texas Bachelor of Business Administration, University of Texas at San Antonio EXPERIENCE Assistant City Manager, City of North Richland Hills, TX 2008-2024 Managing Director, City of North Richland Hills, TX 2002-2008 Budget Director, City of North Richland Hills, TX 1999-2002 Senior Financial/Budget Analyst, City of Garland TX 1996-1999 Financial/Budget Analyst, City of Garland, TX 1994-1996 Finance Director, City of Kaufman, TX 1992-1994 Accountant, Murski, Hicks & Co., Dallas, TX 1989-1992 BACKGROUND North Richland Hills, located in North Texas within the Dallas Fort Worth (DFW) Metroplex, is a suburb of Fort Worth and the 4th largest city in Tarrant County with a population of approximately 72,000 residents. The City of North Richland Hills serves its residents and business community with 590 full-time and 117 full-time equivalent (FTE) part-time/seasonal positions. The total operating budget for the City of North Richland Hills for fiscal year (FY) 2024 is $151,505,763. The two largest funds of the City are the General Fund at $60 million the Utility Fund at $42.8 million. While the departments I managed changed from time to time, the most recent departments reporting to me were Human Resources, Budget, Finance, Municipal Court and Information Technology. The total adopted budget for these departments for FY 2024 is $25,726,037. I directly supervised 5 Department Directors, whose departments were made up of 60 employees. In the past I have managed more than 200 employees in the departments that reported to me. This figure includes part time/seasonal workers at the City's water park. The three most pressing issues facing the City of North Richland Hills are: • Street maintenance/repairs — Street repairs have topped the list of needed improvements year after year in the biannual citizen survey. While the City budgets $1.2 million per year for preventive street maintenance, this amount does not keep up with the declining roadway conditions. City Council appointed a Capital Program Advisory Committee in 2019 to review and prioritize the city's infrastructure needs. The committee identified $200 million in needed street repairs but recommended a bond election be held for $49.8 million, the amount the city could afford without increasing the property tax rate. In 2020 voters approved $49.8 in general obligation bonds. This was the first bond election since C-8 KAREN R. MANILA 2003 that included funding for street reconstruction. It is anticipated another bond election for street reconstruction will be conducted in 2025. • Traffic congestion —The city has three arterial streets that run north/south carrying large volumes of traffic from cities to the north that want to access NE Loop 820, a highway that bisects the city. Residents of North Richland Hills have repeatedly expressed frustration about the volume and flow of traffic. While the city cannot do anything to change the volume of traffic, it continuously works toward better coordination of traffic signals to improve the traffic flow. Additionally, one of the city's two commuter rail stations is located adjacent to one of the arterial streets requiring traffic to stop for an extended period when a train is at the station. The city continues to work with the transit authority toward a resolution on the traffic arm timing. • Population density — The City of North Richland Hills is approximately 90% built out. While there are still a few traditional single family residential developments underway, most of the development in recent years has been higher density single family homes such as townhomes and zero lot line houses, as well as apartments. While these higher density developments have been planned for several years, residents are just now taking note of them. Residents are concerned with the additional traffic high density developments bring, the increased population's impact on the services the city provides and the impact to the school system. GENERAL MANAGEMENT STYLE AND EXPERIENCE When I read the brochure for the Fruitland Park City Manager position it piqued my interest because I could see where my experience aligns well with what the city is seeking in its next City Manager. First and foremost, I am a seasoned professional manager with the work experience and education to lead the organization. I have worked for two outstanding City Managers in North Richland Hills that have modeled the importance of maintaining positive working relationships with elected officials and the critical nature of gaining and maintaining their trust. They also emphasized the importance of open communication with elected officials, even when communicating information those officials don't want to hear. I recognize the challenges Fruitland Park faces with the population growth and how important it is to find a balance between the small town feel of the city while also meeting the needs of the new residents. We have experienced that to a certain degree in North Richland Hills. From what I have read Fruitland Park is financially sound and my strong financial background will help keep the city sound for years to come. I have extensive experience working with outside entities through my role as liaison with the city's franchised utility providers for electricity, natural gas, and communications as well as management over the city's solid waste and recycling contract. Providing good customer service, both externally and internally, has been part of the core values I have worked under during my entire career. My extensive and varied work experience, especially with the City of North Richland Hills, has provided me the tools needed to lead Fruitland Park. C-9 KAREN R. MANILA During my time with North Richland Hills, I have worked beside some of the best department directors in the industry. As mentioned earlier, five department directors reported to me. Some of them were first time directors when I hired them and some I hired with many years of experience. I manage based on what each person needs from me. For the first time director, I am more structured and hands on in their day-to-day activities until they are comfortable with me backing away. With my more seasoned employees I provide them the support and tools they need to do their jobs, but I do not get overly involved in their day-to-day operations unless they need it. My employees feel comfortable coming to me to discuss issues and concerns and see me as a mentor and a coach. They know my door is always open and they are free to drop in at any time. I also drop in on them just to touch base and catch up on what's going on. I make a point of getting to know them not just as an employee, but on a personal level as well. Along those same lines, I make a point of visiting departments to chat with employees and catch up on what's going on in their lives. My staff and co-workers would describe me as fair, supportive, open and a team player. While I've managed many excellent employees, on occasion performance issues need to be addressed. If an employee has not done anything illegal or unethical, I will work with them to help improve their performance. Most of the time counseling gets them on track but I have also had to use progressive discipline, including performance improvement plans. On several occasions progressive discipline did not work, and I had to terminate the employee. Terminating an employee is difficult, but as a manager, decisions that are in the best interest of the organization must be made. To assist employees with staying on track and making sure they are achieving both personal and organizational goals, establishing formal sets of goals each year is part of the annual evaluation process. These goals could be of a personal nature such as gaining more knowledge about a particular topic, or they could be goals established for their department such as restructuring the department to better utilize each employee's strengths. Outside of the annual review process, goals and timelines are established throughout the year for various projects and tasks. I meet regularly with my directors to discuss their progress toward their goals. I have worked with many city council members over the years. Most of them have recognized staff as experts in their fields and respect the work they do. The city council I most recently worked with has a lot of respect for me and see me as an ethical, strong leader who hires outstanding employees. My greatest strength is emotional intelligence because it helps me navigate complex social situations with empathy and understanding. Emotional intelligence also helps me navigate work interactions by gaining a better understanding of people's motives and where they are coming from. It helps me foster positive relationships, improve communications, and connect on a deeper level. While I don't necessarily consider this a weakness, something I will need to work on if appointed City Manager of Fruitland Park is delegating work instead of doing it myself. In North Richland Hills I had employees to perform tasks for me, but I still did a lot of hands-on work myself. This C-10 KAREN R. MANILA is not only time consuming, but it can send the wrong message to employees that you don't trust their work. It is important that I push myself out of my comfort zone and let staff do their job. I get no greater satisfaction than seeing one of my employees grow and promote upward in their career. Thus, my greatest achievement has been developing people to help them achieve their career potential. I have hired several first-time directors, and it is satisfying seeing them go from being green in their role to having the knowledge and confidence to promote to the next level. A few years ago, I hired a budget analyst from another city that felt he was ready to make the step up to director. While he had the necessary technical skills, he was lacking in some soft skills. We discussed my concerns prior to hiring him and he convinced me to take a chance. I worked closely with him while he developed the necessary soft skills to take the next step. He is now an Assistant City Manager of a North Texas city and I take pride in knowing I helped him along his journey. While I consider myself to have high emotional intelligence, this doesn't mean that I haven't let presumptions influence me. We hired a new Assistant Director of Finance to replace a well -loved, highly respected employee. The relationship between the new Assistant Director and staff was not good. My assumption was that staff was not being accepting of her and they were the reason things were not going well. I met with Finance staff so we could talk through the issues, emphasizing to them it was critical that they do everything they could to make it work. With time it became clear that the new Assistant Director was the issue, not staff. This situation taught me how important it is to keep an open mind and hear what is being said, not just listen. The challenges I see for the person taking the job of city manager for Fruitland Park will be: • Integrating into the organization. It's not just about getting to know the commission, organization, and staff, it's becoming an integral part of the team. • It will also be imperative for the person taking the job to become a valued and respected member of the community. They will need to get involved in community organizations and get to know community members. • As far as the challenge for the city itself, I see the greatest challenge to be planning for the population growth that is headed to Fruitland Park. This challenge includes not just infrastructure needs, but how to balance the new with the old. During the first six months my efforts will involve: • Get to know the commissioners, discussing with them what their vision is for the community, and what their goals and priorities are for the city. • Getting to know the staff, boards, committees, and community and evaluating alignment with the commission's vision, goals, and priorities. • Becoming familiar with the city's finances. • Discussing with staff what they see as challenges and opportunities. • Review of current operations to determine if there are any modifications needed. • Becoming familiar with the city's code of ordinances, city charter and State laws. C-11 KAREN R. MANILA • Reviewing and becoming familiar with all planning documents, such as the comprehensive plan, strategic plan, etc. In my most recent city, media contact is initiated with the city's Public Information Officer (PIO). She coordinates all responses to the media. I realize that as the City Manager of Fruitland Park there will be more personal contact with the media. I am comfortable speaking with the media as I have done this in the past prior to the PIO taking such an active role in media relations. I have had no negative contact with the media and there is no information or "dirt" out there that would embarrass the city of Fruitland Park. While some people still get their information through printed newsletters or newspapers, more and more people are relying on social media to keep up with what is going on within their community. Posting timely and accurate information on social media platforms such as Facebook, X, Instagram and Nextdoor can go a long way toward informing residents of what is going on within the city. Information shared goes beyond what would have traditionally been issued via a press release. It includes upcoming meetings, recreation events, kudos for employees and community members, the status of projects, etc. In North Richland Hills, social media is being used heavily to keep residents up to date on the bond street reconstruction projects such as what stage the project is in, progress of construction, upcoming closures and any other information that will help the community be informed. My husband and I have many hobbies with sailing topping the list. About 1 year ago we purchased a sailboat in Jacksonville, FL. We visit the boat as often as we can and are excited about living in Florida closer to the boat so we can spend more time sailing. When we aren't on the sailboat, we enjoy bicycling on local trails and occasionally riding in organized bicycle rallies. Another activity we enjoy and hope to do more often once we move to Florida is SCUBA. Both my husband and I are SCUBA instructors, although we are not currently teaching. We also love to travel. SIX ADJECTIVES OR PHRASES YOU WOULD USE TO DESCRIBE YOURSELF • Ethical • Knowledgeable • Intelligent • Dependable • Kind • Friendly REASON FOR DEPARTING CURRENT POSITION Having recently retired with full benefits from Texas Municipal Retirement System, I am taking advantage of the opportunity to seek out a city manager position where I can experience new C-12 KAREN R. MANILA challenges and at the same time contribute what I have learned over almost 32 years of working in local government. CURRENT / MOST RECENT SALARY My final compensation in North Richland Hills was $227,700 per year including car allowance, phone allowance and deferred compensation. C-13 C-14 CB&A Background Checks Background Check Summary for KAREN RENE MANILA Criminal Records Checks: Nationwide Criminal Records Search No Records Found County Tarrant County, TX No Records Found State Texas No Records Found Civil Records Checks: County Tarrant County, TX No Records Found Federal Texas Motor Vehicle No Records Found Texas No Records Found Credit Excellent Personal Bankruptcy No Records Found Sex Offender Registry Not Listed Education Confirmed Employment Confirmed Social Media Nothing of Concern Found C-16 Background Check Summary for KAREN RENE MANILA Under the Fair Credit Reporting Act, 15 U.S.C. 1681-1681Y, credit and bankruptcy information are very sensitive and should not be used be in the consideration of hiring. The information is included for each candidate because we do not want you to be surprised if third parties raise what they consider to be a concern. Also, some states have limited the reporting to seven years, so any records older than that will not be available in those states. In addition, motor vehicle reports are limited to three to seven years, depending on the state. C-17 Background Check Summary for KAREN RENE MANILA Personal Disclosure Personal Disclosure Questionnaire Name of Applicant: Karon R. Manila The f nce%lee questions are designed so that we will be able to make full disclosure to our client concerning your background. Please answer them honestly. Cutting corners or misrepresenting your past will result in you being eliminated from all lurthcr searches conducted by this firm. We understand that frivolous charges are sometimes rnadc and that charges do not mean you were guilty. We also understand that eou may have been wronged and needed La seek com}xnsation. 1 lie bottom line is that we want to be certain that our client is full} informed. If you have any cuestions. pleacc contact us for clarification. iiem(' eeteraen jjj re% mia.►Irer.% firr er wporai ' .%hee'I Dr paper. Have you ever been charged or convicted of a felony? Yes In 2. Have you ever been accused or or have been ins lv`ed in a domestic violence or abuse incident? Yes No X 3. Have you ewer declared bankruptcy or beet" art owner in a business that did so? Yes i No X d. Have you ever been the subject of a civil rights violation complaint that was investigated or resulted in a lawsuit? Yes _a No X 5. Have you ever been the subject of a sexual harassment complaint that was investigated or resulted in a lawsuit? Yes _ No X 6. Have you ever been charged with driving while intoxicated? Yes No X 7. Have you ever sued .a current or former employer? Yes LI No X 8. Please list links to all your social media accounts (Facebook 1 Instagrarn J Linkedln 1 Twitter, etc.) and your personal web page if you have one, I acebook: Karen Waddle Manila, Instagram. karentnanila, Linkedln; Karen Manila 9. is there anything else in your background that, if made public, would cause you, our client or our firm embarrassment i f it came to Tight through the press ar any other mechanism? Yes - No X 10 Please provide a list of any lawsuits in which you are or have been a party either as plaintiff or defendant. N/A Attested to: Signature of Applicant C-18 CB&A Reference Notes Reference Notes Karen Manila Scott Turnage - Former City Council Member, North Richland Hills, TX (817) 992-6899 Mr. Turnage has known Ms. Manila since the early 2000s, when he was elected to the City Council in North Richland Hills. He understood her decision to retire, but was incredibly sad to see her leave her position as the Assistant City Manager. They worked closely together for their 20+ years, and he trusts her explicitly. He has seen her take on a variety of tasks over the years, and he appointed her to be the liaison with him for a bond study committee. Immediately upon announcing her decision to retire, she trained her successor. She can identify the strengths of others and mentor them to reach their highest potential. Before Ms. Manila became an Assistant City Manager, she was the Budget Director. Finance is her biggest strength, and she knows budgeting better than anyone. During their annual budget retreat, she had the answers on hand anytime they were needed. She is knowledgeable in state regulations, applying for grants and funding, and presenting budgets to the Council. In addition to budgeting, she is a highly skilled leader. The individuals that work under her clearly respect and admire as a manager, mentor, and supervisor. During her years with North Richland Hills, she oversaw many departments and city contracts. She oversaw the garbage renewal contract every 3 to 5 years, and worked with the electricity providers to manage prices and franchise agreements. She has experience helping with the expansion of roads and how it affected utilities in the area. She coordinated the departments within and outside of the city government to make the expansion successful. She has worked with their fire department, police department, and was instrumental in structuring their compensation program. Ms. Manila worked under two City Managers while at North Richland Hills. The second, Mark Hindman, was wonderful as a City Manager, and he speaks highly of her as well. The first, Larry Cunningham, was an incredibly difficult person to work with. Her ability to thrive is a testament of her ability to work with challenging personalities. He was temperamental, and volatile, yet she handled that work environment and did her job amazingly under trying circumstances. Ms. Manila is frank, and to the point. She has a no-nonsense personality, and can handle difficult situations. There was a time that she had an employee, the manager of their fleet services department, who was creating discontent in the department, and there was a sexual harassment claim against him. Ms. Manila dealt with the situation. She put him on probation, and he had to undergo a counseling program to keep his job. She did not back down or ignore this issue. Although she has a strong personality, Mr. Turnage has had nothing but wonderful interactions with Ms. Manila. She was professional, and always respectful. He also knows her on a personal basis through bike riding and scuba diving. Aside from those things, they both attended the National League of Cities Convention in Washington DC every year, and she was the coordinator for those trips. She has fantastic people skills, and was gracious in showing others around the area on these trips. Aside from ensuring everyone enjoyed their time in DC, she also briefed them on who they would be meeting with, and what to expect at the convention itself. At work she is focused, and in social settings she is easy to be around and a pleasant person. She is detail -oriented in all facets of her life. C-20 Reference Notes Karen Manila Ms. Manila is a good decision maker, and she maintains a high-performance level. She has been part of multiple major changes. The city grew from an estimated 40,000 residents to an estimated 72,000 residents during her tenure. It has been necessary to adapt in her years working for North Richland Hills. She could think outside of the box, and helped change their procedures through the COVID-19 pandemic. She never balked at change, but took it in stride. She enjoyed being out in the community with the people she served. She is a scuba instructor, which also demonstrated her ability to handle people during stressful situations. Ms. Manila is a highly skilled leader. The individuals who work under her clearly respect and admire as a manager, mentor, and supervisor. Her leadership style has changed over the years. Early on, she was a behind the scenes manager but has grown and evolved over the years. She can rally employees because they want to follow her lead. Mr. Turnage can easily see her in a City Manager position, she would be incredibly successful. Aside from her employees and the residents, the City Council members were her customers in a way, and he has oftentimes marveled at how much patience she has. When it comes to the public, they only spoke to her if there was an issue which she handled with grace and understanding. Mr. Turnage has never heard anything controversial when it comes to Ms. Manila, and he would be shocked if anyone else has. He would hire her instantly to be a City Manager. If he were starting a company today, she would be one of the people he wanted on his team. He trusts her, she has an impeccable work ethic, and her judgment, values, honesty, and integrity make her invaluable to any team. Words or phrases used to describe Karen Manila: • Resourceful, • Good judgment, • Likable, • Tenacious, • Tough skinned, • Detail oriented, and • Hardworking. Strengths: Budgeting, leadership. Weaknesses: Frank and to the point. Mark Hindman - Former City Manager, North Richland Hills, TX (817) 301-8100 Mr. Hindman met Ms. Manila in 1999, when he served on the interview panel for the Budget Director of North Richland Hills. He worked in another city, but was serving on the panel, and Ms. Manila was the unanimous choice for the position. He joined the city of North Richland Hills in 2009 as the City Manager, where they worked together until he retired in March of 2024. She is an excellent city employee and she understands budgeting, finance, and operations. She was the C-21 Reference Notes Karen Manila Swiss army knife for their City. During vacancies in administration or management, she led the group while the search for a new employee was underway. Mr. Hindman relied on her heavily from a financial standpoint, she can sort through finances to find funding available, if there is any. Ms. Manila is extremely skilled in financial matters, and she understands city operations well. Along with those skills, she works well with others, and is polite and likable. Mr. Hindman and Ms. Manila worked in the same office, so most of the time their interactions took place in person. However, Ms. Manila established email chains to track information as needed. She was part of the hiring process in both of her positions as the Budget Director and Assistant City Manager, and she hired well. Unfortunately, not every hire is going to be perfect, and there were times she had to train employees to be their best. When employees were not working out, she worked with them first to see if more training was needed, and to give them every chance to succeed. If an employee did not improve, she proceeded as necessary. Ms. Manila looks at facts and numbers before making decisions, she is objective. She looks at facts first and then moves onto non -quantitative factors in making decisions. She maintains and improves the organization she is a part of. She does not make changes for the sake of change, she strives for improvement, not just change. Ms. Manila is out in the community a fair amount, not as much as he had to be simple because he was the City Manager while she was the Assistant City Manager. She is more than happy to go to events that the City Manager is unable to attend, to ensure the community knows the city supports them, and that she is there for the citizens. She has overseen many operations for the city, one example being the water billing. Due to her overseeing the water billing, she had many opportunities to interact with the public both one on one as well as in groups. A project she worked on was implementing electronic meters, and she gave presentations to both the City Council and employee groups for this project. Ms. Manila was skilled in staying on top of what was happening inside and outside of the organization that may affect them. She had good judgment and knew when to share information. She was his Assistant City Manager the entire time he was there, and Mr. Hindman could not have asked for anyone better. If there was an issue or when something was not working well, she worked over the details and came up with creative solutions. Another project she worked on was implementing a new ERP system, which was a three -and -a -half -year endeavor. Unfortunately, their wastewater rate structure did not fit into the module. She found the solution to make it work. Ms. Manila is customer oriented and tries to work through customer issues while giving them the benefit of the doubt. She is empathetic with customers as well, and is motivated to find solutions. There were multiple times where she paid the water bill for someone if she was unable to work with them for a different solution. She assessed the situation and when someone could not make the cost work, she did everything to help them. She also understood they had a responsibility to the rest of the citizens, they could not subsidize customers indefinitely, but she took stock of each individual situation and came up with the best solution for the customer and the city. There has never been an issue with Ms. Manila finishing tasks on time. If she noticed there could C-22 Reference Notes Karen Manila be an issue with the time constraints, she brought it up with him and they responded accordingly. She is ahead of schedule most of the time. Mr. Hindman knows of nothing controversial in her past professionally or personally, she knows to avoid anything that could put her in a bad situation. He begged her to stay with North Richland Hills until he retired, and she did, for which he is grateful. She has the knowledge and experience necessary to be a wonderful City Manager, she is someone you can rely on. Words or phrases used to describe Karen Manila: • Competent, • Intelligent, • Likable, • Committed, • Reliable, and • Trustworthy. Strengths: Finance, operations, people skills. Weaknesses: She did not have direct experience in city planning operations. She was involved in the background, but did not work directly in this field. Patrick Hills - Human Resources Director, North Richland Hills, TX (817) 427-6106 Mr. Hills has known Ms. Manila since 2000, when he was hired by the city of North Richland Hills. Ms. Manila was the Budget Director at the time. When she was promoted to be the Assistant City Manager in 2008, he began reporting to her as she was over the internal services department. She was a fantastic supervisor and Assistant City Manager. She worked under two City Managers, and both relied heavily on her, because she has a tremendous amount of credibility with both the City Manager and the Council. She was important to the overall executive city management team. Ms. Manila has amazing people skills. She knows how to understand and balance her audience. She is incredibly skilled with numbers, and the budget and finance of the city, she was the go -to person for anything financial within the city. Along with being the budget specialist, she presented financial information to both the City Council and residents. She was simply a nice person. In his position as the Human Resources Director, Mr. Hills had to deal with unpleasant situations regarding employees and she was helpful during those times. She cared for her staff and the overall treatment of employees was important to her. Interactions with Ms. Manila have been nothing but pleasant. On the personal side, she is caring. In a city with 550 full time employees, sometimes closer to 1,000 during surges, she made it feel like a small city, and paid attention to the culture of the workplace. On a professional level, communication was excellent with Ms. Manila. She was not a supervisor who told her employees exactly what to do, she gave them direction and advice to make decisions on their own and move forward. She held employees accountable, while allowing them the ability to do their job their way C-23 Reference Notes Karen Manila if it has the desired result. They had to evolve and change in North Richland Hills to have stayed as long as they have, and she took change in stride while maintaining the performance level they are accustomed to. Mr. Hills usually communicated with Ms. Manila over phone calls and in person. He prefers face to face over email and she knew this, so they often communicated to his preference. She has rallied the Internal Services department around the vision of the organization multiple times. Internal Services consisted of IT, the municipal court, finance, and human resources. She is a good leader, and steers her employees toward a common goal. He often sought her counsel when issues came up. For example, an important employee to the department was away for some time on medical leave, and they needed to find a way to make up for the loss. She suggested using volunteers from another department to fill in the gap. Ms. Manila has never been late with a project they worked on together, and she handles stress well. She could not have lasted as long as she did in her position without being able to handle stress. She has never been involved in anything controversial or embarrassing, and he was upset to see her retire. She is one of the best supervisors he has been able to work for, and would be an incredible City Manager. Words or phrases used to describe Karen Manila: • Well liked, • Good mentor, • Financially competent, • Creative, • Collaborative, and • Problem solver. Strengths: People skills, finance, budgeting, presentations, leadership. Weaknesses: None Identified. Oscar Trevino - Former Mayor, North Richland Hills, TX (817) 312-9626 Mr. Trevino met Ms. Manila in 1999 when he was part of the City Council, and she became the Budget Director. He became the Mayor in 2002 and she became the Assistant City Manager in 2008. She is strictly business. She does a wonderful job and understands fiscal responsibility better than anyone. She takes her job incredibly seriously and there was never doubt during budget and finance meetings that she gave the correct information. She handles people extremely well, both her employees and the public. During her time with North Richland Hills, Ms. Manila oversaw the garbage pickup, which can be a touchy subject for citizens, but she handled all situations very well. She also oversaw the water department, and dealt with the public when they felt they were not treated properly. She considered C-24 Reference Notes Karen Manila their circumstances for payments and remedied situations as they arose. She had incredible financial skills, and her memory was amazing. She can recall where to find information in a large budget book, both quickly and accurately. She researched and made sound fact -based decisions. Ms. Manila is blunt, but professional, she will tell you exactly as things are. She is not rude or crass, but she let Mr. Trevino know when he was heading in the wrong direction. They had a wonderful working relationship based on trust. If the City Manager was away for any reason, Ms. Manila was the one in charge. She is more on the side of maintaining high efficiency than creating change, but she will change when needed to make improvements. When changes were made during her time with the city, the City Manager received the credit for those changes. Ms. Manila is a known face in the community. She is an avid bike rider, and participated in the Mayor's monthly bike ride. She also participates in the Lions Club and Chamber of Commerce lunches, as well as multitudes of other local government meetings and events. In her position over both water utilities and garbage, she dealt with many citizens one on one and in larger groups. She stays on top of information, and takes care of everything. She is an extrovert, and she leads from the front, rallying the troops. She had little employee turnover and employees were loyal to her. Ms. Manila is a problem solver, and often solves problems before you notice there was one to begin with. Electric regulations were changing, and prices skyrocketing when she decided to lead the city in joining with other cities to create a coalition to successfully negotiate with the power company to keep their prices from rising. She understands that taxpayer dollars are something to be careful with, and she deals with unhappy taxpayers when they bring her issues. Initially being in finance and budget, Ms. Manila is deadline driven. She had all the necessary information prior to meetings and from a Council perspective, she had answers quickly. She responds well to stress. For example, a citizen called out in a meeting, questioning where she had gotten some of her information. She took their questions in stride, looked through her info again, and stood by it while responding politely but firmly about her information sources. You will not find anyone more personable and easier to talk to, Ms. Manila does not talk down to anyone, and would never jeopardize her position and trust from her citizens and coworkers. Mr. Trevino would happily hire her. She would make an excellent City Manager. Words or phrases used to describe Karen Manila: • Professional, • Intelligent, • Easy to talk to, • Positive, • Trustworthy, and • Honest. C-25 Reference Notes Karen Manila Strengths: Finance, memory, research, decision making. Weaknesses: She is not always patient with employees. She is not tolerant of things not being done correctly, and she does not coddle people. This trait is a strength as well, she does not take kindly to anyone who cheats or lies. She is in a position of public trust, and she is not going to squander that trust. Eric Von Schimmelmann - Information Technology Director, North Richland Hills, TX (817) 427-6239 Mr. Von Schimmelmann has known Ms. Manila since 2021, when he became the IT Director and began reporting directly to her. She was a great supervisor, he has been working in government for 35 years, and she was amazing to work for. She is very positive, gives great feedback, and direction. She is easily one of his best supervisors in all his years of government work. Ms. Manila's biggest strengths are her ability to listen, her understanding of high-level tasks, and her ability to disseminate information and direction. She is extremely knowledgeable in finance. The budgeting process has been eye opening to him under her supervision. He moved from a different state, and she helped show him the rules and regulations in Texas local government. When Mr. Von Schimmelmann came onboard, he was initially given leadership of the department to see what he could do on his own. Ms. Manila wanted to see his management style, and then provided more clear direction. She knew his background enough to trust him to get to know the employees first and then create their direction. Ms. Manila communicates thoroughly, and they have stayed in communication since her retirement, she continues to be a mentor. She is articulate, and reads people well. She is a good judge of character, and employees follow her lead. In his work with her, Ms. Manila has been a change agent, due to technology changing constantly. When he came onboard, she had been heading the department and was in the process of implementing new technology. Ms. Manila is well known in the public. He has seen her at retirement parties other than her own. She is skilled in talking with her superiors, subordinates, peers, and the public. She has an open mode of communication and makes the time for people when needed. She is a leader from the front, she is open to being there for her employees and gets things done properly. Ms. Manila recognized that the ERP system that the city had needed change. She went through the long, rigorous process and led the team before he was brought in to replace the entire system. This was a tremendous undertaking that she began while also maintaining her other responsibilities. Another problem she solved was the need for a new waste management vendor. She found the new vendor and explained the reason for the change to the city and the public. Currently the city is also implementing a new utility billing system that is customer facing, and her purpose in this was making utilities easier for the residents, she cares for their wellbeing and ease. C-26 Reference Notes Karen Manila Mr. Von Schimmelmann is not aware of anything embarrassing or controversial about Ms. Manila. The only reason she is no longer working at the city of North Richland Hills is because she retired.A, He would absolutely hire her. After seeing how she interacts with both internal and external organizations, he highly recommends her to be a City Manager. Words or phrases used to describe Karen Manila: • Leader, • Innovative, • Caring, • Facilitator, • Dedicated, and • Honest. Strengths: Listening, disseminating information, finance, rules and regulations. Weaknesses: He would have liked more clear direction when he was first hired. Maleshia McGinnis — Former City Attorney, North Richland Hills, TX (972) 237-2005 Ms. McGinnis met Ms. Manila in 2016, when the former started working as the City Attorney in North Richland Hills and the latter was the Assistant City Manager. Ms. Manila was wonderful, she managed a great deal of high volume, high work level departments under her, many employees, and any issues arose during that time. She oversaw multiple public facing departments, so she dealt with citizens often. She is skilled in the management aspect of her role, and understands what is important to citizens, boards, and the City Council. Ms. Manila's biggest strengths are understanding the bigger picture, and how to handle citizens. Usually, by the time a citizen reaches her with a complaint, they are very unhappy. She is skilled in deescalating the issues they bring in, and in helping them understand city processes and restrictions. She also works very well with City Councilmembers and relates well with everyone. They had daily interactions, as their offices were in the same building, which were always pleasant, respectful, and professional. They cultivate a family atmosphere in North Richland Hills, where they got work done but it was also pleasant to be there. Ms. Manila had a hand in hiring personnel such as the budget director after her, the finance director, and the IT director. She made good hiring decisions, and she helped to cultivate the pleasant work environment they enjoyed. Ms. Manila makes solid decisions, after gathering details and looking at the big picture and the impact of each decision made. She maintains a high-performance level, and takes on the responsibilities of the City Manager as needed. She has attended events such as the Chamber of Commerce luncheon, and has presented to the City Council. She was also the representative for the Utilities Coalition, in which a few cities pulled together to negotiate rates for utilities in the area. She is well known to the public. She is appropriately visible in the community, given her position with the city. She can be the leader, or she can be behind the scenes. C-27 Reference Notes Karen Manila Ms. Manila handles stress well, they encountered many stressful situations and she continued to get the job done. She does not dwell on the stress, but rather continues with what is needed. Ms. McGinnis is not aware of anything that could be seen as controversial about Ms. Manila. Ms. McGinnis would absolutely hire Ms. Manila to be a City Manager because she has a pulse on all three levels of service necessary to be a City Manager which are: citizens, council, and staff. Words or phrases used to describe Karen Manila: • Happy, • High spirited, • Cooperative, • Knowledgeable, • Customer service oriented, and • Detailed. Strengths: Understanding the big picture, dealing with citizens, relatability. Weaknesses: She can be inflexible with funding. Prepared by: Rebecca Whitman Colin Baenziger & Associates C-28 CB&A Internet Research Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) https://x.com/CityofNRH/status/1772259816796311883 March 25, 2024 North Richland Hills City Hall CFtyofNRH Congratulations to Assistant City Manager Karen Manila for her 3-year career in municipal finance artd administration and her 24-years as part of the NRH family. We are so grateful for her many decades of service and wish her a very fulfilling retirement! 30 AM • Mar 25, 2024 •255 Views C-30 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) https://www.nrhtx.com/Calendar.aspx?EID=6199 March 22, 2024 Retirement Reception Friday, March 22, 2024 Join us in honoring retiring Assistant City Manager Karen Manila. A retirement reception to honor Assistant City Manager Karen Manila will take place from 3 to 5 p.m. at NRH City Hall. Presentation will begin at 3:30 p.m. The community is welcome to join us as we show our appreciation for Mrs. Manila's nearly 25 years of service to the City of North Richland Hills and wish her well in her retirement. Cards and ernails are also welcome and can be sent to P.Q. Box 820609, North Richland Hills, Tx 76182-0609 or communicationsnrhtx.com. Date: March 22, 2024 Time: 3:00 PM-5:00 PM Address: 4301 City Point Drive City Council Chamber North Richland Hills, TX 76180 Contact: 817 427-6126 Email: Communications Dept. Read more about Mrs. Manila's service to our community on Page 3 of our Winter NRH Newsletter. Winter NRH Newsletter: Assistant City Manager Karen Manila is retiring effective March 22, 2024 after a 32-year career in municipal finance and administration. Hired in 1999 as the Budget Director and promoted to Assistant City Manager in 2008, Mrs. Manila has provided leadership and guidance for many of the city's operations including budget, accounting, purchasing, utility billing, information technology, human resources, municipal court, legislative analysis, franchise utilities and the city's solid waste contract. She has been instrumental in keeping the City in exceptional financial condition and ensuring all city departments are being good stewards of the public's dollars. "I have been blessed to serve in three Texas cities, but the highlight of my career has been serving the residents of North Richland Hills," she said. She added that NRH city staff have been a pleasure to work with. "It would be difficult to find a more dedicated and talented group who put their heart into their jobs every day serving the residents of our great city." She also expressed appreciation to the City Council members she has worked with over the past 24 years. "Their support, respect and concern for city employees is unmatched, as is their dedication and love for the city," she said. "Their steady leadership and vision are what has made North Richland Hills such an outstanding city, one that I am proud to call home." Trudy Lewis is being promoted to replace Mrs. Manila as Assistant City Manager over fiscal and administrative services. Mrs. Lewis has served as the city's Budget Director since December 2021. Before joining North Richland Hills, she served as City Administrator for the City of Hutchins and City Manager for the City of Glenn Heights. Her previous experience also included positions with the cities of Arlington and Irving. C-31 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) https://www.businesswire. com/news/home/20191217005051 /en/Tyler-Technologies-to-Provide- Integrated-Enterpri se -Re s ource-Pl anni ng- System -to -City -of -North -Richland -Hills -Texas December 17, 2019 Tyler Technologies to Provide Integrated Enterprise Resource Planning System to City of North Richland Hills, Texas Solutions to manage everything from community development to finance operations Tyler Technologies, Inc. (NYSE: TYL) today announced it has signed an agreement with the city of North Richland Hills, Texas, for a variety of Tyler solutions including EnerGovTM and Munis® as core ERP solutions, as well as Socrata Citizen ConnectTM, Socrata Open FinanceTM Digital Health DepartmentTM (DHD), MobileEyes®, and Tyler EAMTM. The city's 20-year legacy solutions are disparate and haven't allowed for a seamless flow of data or processes from one function to the next, creating inefficiencies and reducing the value of the information stored by making it less accessible. The city selected Tyler for its fully integrated ERP solution, which will better meet the needs of the city for many years to come. "There are many things about Tyler's solutions that are appealing to us, such as advanced reporting and the ability to find everything you might need with just a few clicks," said Karen Manila, assistant city manager for North Richland Hills. "This modern system will align us better with our business practices and allow us to provide better customer service for the public as well as for internal customers." Tyler's Munis and EnerGov solutions combine fully integrated finance, payroll and HR, utility billing, asset maintenance and community development systems. Tyler's solutions will allow the city to Operate within a modern digital government architecture where information can be easily shared across applications and functions Access improved data analysis and reporting through intuitive, customizable reporting tools and modern analytical toolsets Move to a system with tight integration between field electronic data collection and the backend database, so users can get instant alerts and complete workflow tasks on their smartphones in the field Provide self-service capabilities to their employees, residents, and vendors "We're pleased to deliver a fully integrated ERP solution to the city of North Richland Hills," said Chris Hepburn, president of Tyler's Enterprise Group. "Our solutions are designed to empower city personnel, ease the transition to improved business processes, and promote the city's self-sufficiency for long-term support of the system." The city of North Richland Hills is in the Dallas -Fort Worth Metroplex and has a population of more than 70,000. C-32 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) May 24, 2014 Preliminary property values rise in most of Tarrant Author/Byline: Bill Hanna and Caty Hirst; Staff writer Susan Schrock contributed to this report The bad old days of the recession appear to be in the rearview mirror. The recovery is in full force across Tarrant County, according to preliminary values from the Tarrant Appraisal District. Almost every segment of the real estate market is seeing increases, and just about every part of Tarrant County is showing an uptick in values. Only a few cities had no significant gains. Overall, assessed property values are up 6.7 percent across Tarrant County. But the Tarrant Appraisal District and many area cities caution that these values will likely drop as some homeowners and commercial property owners protest their valuations. Chief appraiser Jeff Law expects about 70,000 of the 1.4 million tax accounts in Tarrant County to challenge their appraisal. Property owners have until June 2 to file a formal protest, which they can do online at www.tad.org . He has advised cities and school districts to assume about a 2 percent drop from the current valuations, though he doesn't expect that significant a drop. "I can't really tell you how much to expect things to change but I would say this year, things are better than healthy," Law said. Home prices are also helping drive the increases. Residential values are up 8 percent across the county. There has been some new construction with the addition of 5,534 residential and 201 commercial accounts. The gains reflect the pull of the local economy bringing more people to the area, Tarrant County Administrator G.K. Maenius said. "Quite frankly, it's an up market and this is reflective of that," Maenius said. But real estate agent Lucy Puniwai, who works in the Alliance corridor, said many clients have been upset with TAD as their appraisals have jumped by $25,000 to $30,000. She said values are up and multiple bidders are often vying for homes but she believes that TAD is overreaching with its appraisals. "The people that have contacted me to protest taxes have recently purchased homes," Puniwai said. "Their appraisals just jumped through the roof. I don't believe the appraisal system is fair. There's just no consistency or balance in the system." This year, TAD increased the value on about 260,000 existing accounts. Of those, 166,000 had a jump from 5 to 10 percent; 63,000 increased by less than 5 percent; and about 31,000 went up by more than 10 percent. Among commercial properties, apartments increased 25 percent, office space jumped 20 percent, retail climbed 15 percent and warehouses had a 10 percent increase. "For Tarrant County, it's pretty much been countywide," said Bill Makens, chairman of the Fort Worth Society of Commercial Realtors and an associate with the Makens Co. "You just have a lot of retailers that have become active again and DFW is an attractive market to a lot of retailers," Makens said. Among apartment complexes, the higher -end properties those that are considered Class A and Class B have had the biggest increases. "For investors, it has become a lucrative investment," C-33 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Law said. "A lot of apartment complexes are selling; values are going up. We're seeing a lot of increases across the whole county, particularly in Class A properties." There was also a big increase in mineral interest accounts, from 404,000 to 719,000. The overall value increased by $500 million from $2.4 billion to $2.9 billion. Fort Worth expects another budget shortfall The preliminary TAD appraisals are important to local governments because they use these numbers to start building budgets for the next fiscal year. City officials say that the numbers are encouraging and optimistic, but that they are being cautious. Fort Worth, for example, had a 7.4 percent increase in net taxable property value, which is at $43.4 billion in the preliminary report. Still, the city's chief financial officer, Aaron Bovos, said Fort Worth is projecting only a 2.9 increase in revenue from property taxes and a 5 percent in the sales taxes for fiscal 2015. He expects the city to have another shortfall in the upcoming budget. "From a historical perspective, where we sit today is much better than where we have sat in prior years. There really isn't even a comparison," Bovos said, but he added that they are "still talking about budget reductions." He asked each department to come up with a 2.8 percent reduction in their budgets. Based on fiscal year 2014, that is $16.4 million in reductions for the general fund. In a "balancing act," he also asked departments what they would do with more money. Last year, the city initially faced a $50 million shortfall, which was bridged with sustainable cuts, including jobs, increased property and sales tax revenue, and use of one-time budget savings. "I feel very optimistic about the revenue forecast. Does that mean we are throwing caution to the wind? No, it will never mean that for a financial planner," Bovos said. The city also dangled the potential for 3-5 percent raises for general employees in 2015 if it found $5 million in savings through the year to fund it. General employees have received one raise in the last five years, in fiscal 2012. Bovos could not say whether the raises will be included. "The 2015 budget is still under development and raises are under consideration," Bovis said. "They are part of the goal and part of the financial plan, but we are still working on having all those pieces to be able to solidify what that looks like." "When we make a decision for 2015, we need to make sure that decision is sustainable for a five-year forecast," he said. Bovos said the city's approach toward the fiscal 2015 budget is "a little more comprehensive than what I know Fort Worth to have done in the past," with careful attention paid to five-year projections. He said the recommended budget will be presented to the City Council on Aug. 12. Arlington numbers `encouraging' Arlington's taxable values, currently $19.2 billion, rose about 3.3 percent over last May, which is what officials had projected. The city had "encouraging" growth in residential, commercial and mineral values across the board, Budget Director Mike Finley said. "Our tax base is on track with what we expected," Finley said. The Viridian Management District, site of the 2,300-acre master -planned Viridian development in Arlington, had an 84.5 percent gain from a year ago. While property values are soaring in that neighborhood, it is also simply a sign of new construction. The number of accounts in Viridian grew from 539 to 817. "You're taking a small area where a lot of homes have been built," Law C-34 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) said. "A lot of that was vacant land and now it's homes and other new stuff. They're adding things out there all of the time." For some smaller communities, the impact of new businesses can be significant. Haslet, with its nearness to the sprawling Alliance development in far north Fort Worth, has seen its property values jump a whopping 35.6 percent, most of which came from the arrival of theAmazon fulfillment center. "Amazon that pretty much says it all," said Debbie Maness, Haslet's finance director. "To see an increase is really good but I will say I'm pretty conservative and we won't really know its impact until we get the final number in July." The arrival of Amazon is another sign of growth in far northern Tarrant County. Last year, Alliance developer Hillwood reported to the city of Fort Worth that the development had a $50 billion impact on the North Texas economy since it began in 1989. In North Richland Hills, there are also signs of recovery. The city issued construction permits for 189 single-family homes last year and had new commercial redevelopment along Northeast Loop 820 with the new Floor & Decor, Taco Cabana and Quick Trip. Sandlin Homes is also planning a 192-lot subdivision off Iron Horse Boulevard, Assistant City Manager Karen Bostic said. "It's a positive and welcome sign for our local economy and we are hopeful that we are finally returning to a pattern of slow and steady positive growth," Bostic said. Red-hot housing market In some parts of Tarrant County, the stories of buyers lining up to buy homes are true. Fort Worth real estate agent Scott Bailey was showing a home on Hillcrest Street in Fort Worth that was not entered in the Multiple Listing Service. "I've got one that everybody just walked through," said Bailey, who had more showings scheduled that day. "I think inside the loop [locations within Loop 820] it is fantastic right now from an agent's point of view," Bailey said. "If you go outside the loop, there are cash buyers buying and paying cash and then turning around and leasing them out. There are good deals for investors in those areas that are saturated." Last month, a real estate investment trust with an Arlington address bought one of his listings along Meadowlark Drive in far south Fort Worth, shortly after buying another home in the same block. By the time the buyer closed on Bailey's listing, a "for lease" sign was already up in front of the neighboring house. A few areas have seen more modest gains, including Edgecliff Village, the Everman school district and Dalworthington Gardens. "Some of these smaller towns don't have the land mass to bring in new industry or have the available land for new housing," Maenius said. Protest deadline approaches Time is running out to file a protest. Tarrant County property owners have until June 2. "If you're thinking about protesting, I would go ahead and file a protest," Law said. "That way you are protecting your right to protest. You can always drop the protest later if you choose to do so." Once a protest is filed, residents can also call the appraisal district and talk to an appraiser about dropping their valuation, but Law warns that values are going up in most areas. "Right now, the data supports that values are up," Law said. "We may not necessarily lower a value but it doesn't C-35 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) hurt to talk to an appraiser." Some taxpayers have complained that appearing before the appraisal review board can be daunting. Law said property owners need to do their homework before coming before the review board. "It shouldn't be an intimidating process, but they do need to come prepared," Law said. "If they think their value is too high, they may need to talk to a real estate agent. Look at listing prices and advertisements. Also, bring in photographs. There may be something we don't know about your property. We may not know it only has one bathroom instead of two. That's the kind of thing that can lower your value." But homeowners need to accept that values are currently on the increase. "Right now, I think there's a huge demand for residential properties and the supply is simply not there." C-36 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) May 24, 2012 DFW cities optimistic about growth in property values - Taxable values rise 2.5% for Tarrant; big cities see increases of at least 3% Author/Byline: Bill Hanna and Darren Barbee; Staff writers Eva -Maria Ayala and Susan Schrock contributed to this report Property values are up 2.5 percent across Tarrant County from a year ago, a jump of $3 billion, giving some hope that the market is on the rebound. "It kind of tells me the economy has at least flattened out or is up a little bit," Tarrant County Judge Glen Whitley said. But the bounty didn't fall evenly, according to preliminary assessments from the Tarrant Appraisal District. In the largest cities, including Fort Worth, Arlington and Mansfield, taxable property values increased more than 3 percent. Grapevine's values rose 6.5 percent and North Richland Hills' rose 5.4 percent. Among smaller cities, Westworth Village saw an 11 percent jump, primarily from previously tax-exempt properties being added to the tax rolls. But Haslet and Blue Mound saw steep declines: 10.7 percent and 8.7 percent, respectively. The results for individual properties were a mixed bag as well. About 15 percent of residential and commercial properties -- 77,400 in all -- increased in value for fiscal 2012, according to the appraisal district. However, 25 percent, 129,900, declined in value, and 59 percent, 304,300, had no change. New taxable construction represents 5,833 properties, or about 1 percent. Yet new construction lifted the county's property values by more than $1 billion, according to preliminary statistics from Chief Appraiser Jeff Law. New residential properties added $840 million to the county's net taxable value, accounting for about 1.2 percent of the taxable value of all residential properties, he said. About $608 million in commercial taxable property was added, or 1.7 percent of all commercial properties' taxable value, Law said. "There are some properties out there that have been constructed that are part of the commercial sector that are exempt," Law said. "That could be something like schools or something that the city or county owns." But "we were never going to tax those to begin with," Law said. Officials caution that the numbers are preliminary and will likely be adjusted as property owners appeal their valuations. Rebounding values Fort Worth's property values rose $1.4 billion, or 3.5 percent, to $42.8 billion. That is exactly what the city expected when it told the City Council this month that its budget gap would be $23.7 million next fiscal year. Budget officer Horatio Porter expects about a 2 percent gain after protests are heard. "I believe we've seen property values hit bottom," Porter said. "We won't see double-digit gains like what we saw in the '90s, but it has stabilized and I think we will see slow, steady growth." The gains won't be enough to prevent difficult budget decisions. "The revenue just can't grow fast enough to keep up with all of the needs we have in the city," Porter said. Arlington's preliminary values rose to nearly $18 billion, up 3.8 percent. Budget Manager Mike Finley said that if the values hold until the tax rolls are certified in July, Arlington's property tax C-37 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) revenue for next fiscal year will be $2.1 million higher than projected. "It's better than we were expecting," Finley said. "We were expecting to be flat." Finley attributed the bump in valuations to factors such as commercial development and the transformation of a former Trinity River flood plain into residential lots for the Viridian community. The project, under construction in far north Arlington, is expected to eventually add 15,000 residents and more than $2 billion to the property tax rolls, city officials have said. Arlington's sales tax revenue for the first six months of this fiscal year is up 5.3 percent. That's good news for the city, which is working to erase a projected $4 million budget shortfall for fiscal 2013, which starts Oct. 1. In Grapevine, where attractions like the Sea Life Aquarium and Legoland brought in revenue, values increased $394 million. John McGrane, Grapevine's director of administrative services, said that he hasn't analyzed the appraisal values but that the city expects improvements from last year. In North Richland Hills, preliminary values increased $197 million, slightly higher than expected. Even taking into account the post -appeals drop, Assistant City Manager Karen Bostic said, the appraisals could put the city back at 2008 levels -- before the recession. "Hopefully it will mean we won't have to make further reductions like we did in recent years," she said. Tough times for some For Haslet, where preliminary values fell by $86 million, the biggest factor was a drop in the value of mineral leases, from $182 million to $103 million, City Administrator Ashley Stathatos said. One of the more unusual decreases was in Blue Mound, where Mayor Alan Hooks said residents' high water bills are driving down property values. The city's water and sewer system is owned by Monarch Water Utilities. "People are not going to come out here and buy unless it's a cheap, cheap deal," Hooks said. "That's what's happening -- people are dumping these houses. It's going to be a tough budget next year. It's going to be pencil -sharpening time and time to get out our red pens." Increases in property values mean little to struggling school districts, many of which are looking to cut staff and programs amid multimillion -dollar shortfalls. A complex state school finance system, which is being challenged in court this fall, essentially funds schools based on a weighted per -student formula. If a district's property tax revenue improves, the state reduces its aid. If tax revenue drops, the state makes up for the loss. The Fort Worth school district, for example, had the largest increase of taxable property value, about $945.8 million. If not for the state funding system, that could have meant $9.8 million more for schools. The district is facing about a $40 million shortfall next school year. "We are happy to see growth in the tax rolls," said Hank Johnson, the district's chief financial officer. However, "it will have little impact on the current funding situation." In the Grapevine-Colleyville district, the overall taxable value had one of the highest percentage increases in the county, improving 4.6 percent, or $485.2 million. Grapevine-Colleyville, Fort Worth and many other local districts are among the hundreds suing the state over how schools are funded. C-38 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) April 25, 2012 North Richland Hills seeks voters' OK for new municipal complex funds Author/Byline: Jessamy Brown Taxpayers in North Richland Hills are being asked to increase the city's debt by about 50 percent to help pay for a new municipal complex that would consolidate offices. Voters will have to decide whether that makes fiscal and logistical sense in a May 12 referendum on whether to authorize issuing up to $48 million in bonds for the complex, which may be on Boulevard 26, at the site of the old North Hills Mall. The additional debt would prompt the first property tax rate increase in 19 years, and the city would also tap reserves and other funds to complete the $70 million project. The city already owes a total principal of $95.6 million in debt, including $71.6 million in debt supported by property taxes. "There are some that will be paid off in the next few years. We can put that money toward the new debt," Assistant City Manager Karen Bostic said. About $24 million of the total debt is being paid off by other revenue sources, such as fees from users of the Iron Horse Golf Course and NRH {-2} 0 water park. Councilman David Whitson, who headed a 26-member community task force that recommended the project, said he is comfortable with the city's debt load. "I'm going to be pushing to have that debt paid off sooner than what the term is," Whitson said. The bonds would add 3 to 4 cents to the current tax rate of 57 cents per $100 of assessed property value. That would add about $49 a year to the tax bill for a house valued at the city average of $122,317. The tax rate would not change for senior citizens and other homeowners whose property taxes are frozen. Besides the bonds, the city would still need an estimated $22 million from capital reserves, plus money from selling buildings that house its current offices on Northeast Loop 820, which officials think will be attractive to commercial or retail developers. Staffers have moved out of the city offices that housed the library and recreation center and into new facilities. The Municipal Court, parks administration and Citicable continue to operate there. That building, at Northeast Loop 820 and Rufe Snow Drive, is not on the market. But undeveloped land on the site has been sold to firms headed by Dustin Renfro of Hudson Oaks. The city sold 1.04 acres for $800,000 for the development of a Taco Cabana and 1.17 acres nearby for $530,000 for a future In-N-Out Burger. A 0.9-acre tract is being marketed for sale by Renfro's Gridiron Capital, which has right of first refusal to buy it. Officials also expect an unspecified amount of compensation from the state from work on the North Tarrant Express project to widen Northeast Loop 820. The cost of the project and square -footage needs were estimated after an architectural firm performed a space analysis. The budget includes money for land, road work, furnishings and buildings. But plans are to bring the project in under budget, said Jimmy Perdue, the city's public safety director. "We're hoping and planning all along to reduce the project costs as we get into C-39 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) the design," Perdue said. "We knew that we needed to know what the outside number was because the worst thing is to ask citizens for funds and come back and ask for more." Moving in 2015 The proposal to move was prompted by state work to widen Northeast Loop 820 to 14 lanes, which will cut a third of available parking spaces, restrict access to City Hall and limit space for landscape buffers, Assistant City Manager Jared Miller said. The plan calls for city operations now in six buildings to move to a 180,000-square-foot complex by late 2015. The complex would house City Hall, parks administration, Municipal Court, the Police Department and jail, fire administration and neighborhood services. "The different city departments are pretty spread out right now," said Mike Rigby, market president for Liberty Bank and a committee member. "I think that the structure that is proposed is reasonable. I don't think it's elaborate or a Taj Mahal." This month, the City Council moved forward with an agreement that gives the city the option to buy up to 12 acres at the vacant site of the former North Hills Mall at Boulevard 26 and Rodger Line Drive, which would cost about $2.6 million. That would leave about 68 acres available for development. Nearly 3,000 people come to city offices each week, and bond supporters say they hope a municipal complex would spur economic development inside the Loop. "We hope that activity of coming to the city facilities will find it attractive to new businesses," said John Lewis, a former councilman and treasurer of NRH4U, a committee launched to support the bond proposal. The group is hosting coffees, meeting with voters and sponsoring a billboard on Davis Boulevard touting the project. No organized opposition has surfaced. The city is hosting several informational meetings to answer voter questions. One of three voters at a Thursday meeting at Green Valley Elementary School asked what might happen if the bond vote fails. Doing nothing is not an option, they were told. C-40 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) February 27, 2012 Task force recommends new city complex for North Richland Hills Author/Byline: Lois Norder The city should build a $70 million municipal complex to house City Hall, municipal courts, the Police Department and other offices, a citizens task force is recommending to the City Council. One option for location of the complex is the existing City Hall site just north of Northeast Loop 820 near Holiday Lane, which would require the city to buy out some nearby homes. The other option the Community Improvement Program task force is eyeing is south of the loop, on a portion of the former site of North Hills Mall. The recommendation will be presented to the council tonight, and a vote is expected at its March 5 meeting. If the council endorses the recommendation, a bond issue to help pay for the complex could be on the May 12 ballot. City official are working to determine what the bond amount would be. The 26-member task force recommended a tax rate increase of up to 4 cents per $100 of assessed property valuation to pay for the bonds, city officials said. A 4-cent increase would mean a tax hike of about $48 a year for a house at the city's average taxable value of $122,317. "There would be no impact for seniors over 65 [years old]. Their tax rate is frozen," said Assistant City Manager Karen Bostic. The last increase in the city's property tax rate was in 1993. At 57 cents per $100 assessed value, North Richland Hills' current tax rate falls in about the middle of the pack of other Tarrant County cities. Still, passage of the bond issue will require a "vigorous education campaign," Mark DelSignore of Perception Insight told the task force at a Thursday night meeting. That's because about 46 percent of likely voters are not aware that work on the North Tarrant Express highway project will encroach on some of the city facilities, and 22 percent of likely voters believe that the city already has excellent facilities, according to a mid -February survey conducted by Perception Insight. But the survey also indicated likely good support for a new public safety building, and a strong perception that the city manages its money well. "A public education campaign, if done effectively, can move the needle forward," DelSignore said. Other funding City officials said they have worked to pare down the cost of the complex. Money to pay for it could also come from several sources in addition to the bond sale, Bostic said. Compensation from the Texas Department of Transportation for the impact of the work on Northeast Loop 820 could bring some money, though the amount is unknown because the city is in litigation with the department over the issue. The city could also sell the property south of the loop where the municipal courts are housed, and if it built on the North Hills site, it could also sell the existing municipal complex property. The property south of the loop was appraised in 2008 for about $4.5 million; the municipal complex has a Tarrant Appraisal District value of just under $6 million. The city could also draw money from its capital reserves. The city has $7 million set aside to address facilities needs related to the loop expansion, with much of this money from gas leases and other nonrecurring sources. City Manager Mark Hindman told the task force that the C-41 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) city could try to further scale back construction plans to limit the tax increase to 3 cents. That would keep the tax rate at about 60 cents, which Hindman called a "psychological threshold." But task force member Jay Garner said the city needs to consider future needs. "Don't poor -boy this," he said. The city doesn't need a "Taj Mahal, but nice," Garner said. Economic driver The present municipal complex, which houses City Hall and public safety facilities, was built in stages over the years, with the oldest portion of the building dating to 1975. The building was expanded in 1995, though that addition represents only about 23 percent of its total square footage. The North Tarrant Express project, which widens the highway and service roads, will eliminate what city officials say is a significant portion of the parking at that facility and at the building south of the loop that houses municipal courts. That building is a former church built in 1968 and acquired by the city in 1985. To build a new complex at the present City Hall site, the city would expect to buy out 15 nearby houses at an estimated cost of about $1.9 million. Buying property at the former mall site could cost an estimated $2.5 million, with the city needing about 12 acres of the 80-acre property. That location would bring the additional benefit of helping drive economic development, said Councilman David Whitson, chairman of the task force. He said that a municipal complex there would prompt redevelopment of the entire mall property. The city has been focusing economic development efforts along the Boulevard 26 corridor. Since North Hills Mall was demolished in 2007, after sitting vacant for three years, the site has not been developed. Tax records show that the property owner lives in California. A new city complex would be the costliest project in city history. The city is building a new recreation center in the north part of the city, close to the $10 million library that opened in 2008. The recreation center, set to open in mid -April, has a projected cost of about $25 million, which had been the highest price tag so far. The city issued certificates of obligation for that project, which didn't require voter approval. That debt is expected to be paid with revenues from a special tax district in the area. Construction on the new city complex, in the best -case scenario, would begin in the summer and be completed by 2015, according to information provided by Mary Peters, the city's public information officer. In addition to City Hall, municipal courts and the Police Department, the complex would include some offices that had been housed at city facilities on Dick Fisher Drive. C-42 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) September 11, 2011 Tarrant water limits working better than expected Region now using 8.5 percent less water, saving 337 million gallons every 10 days Author/Byline: Susan Schrock and Bill Hanna; Staff writers Eva -Marie Ayala, Adrian McCandless, Nicholas Sakelaris and Gene Trainor contributed to this report, which includes material from the Star -Telegram archives Most Tarrant County residents and businesses have apparently turned off the tap on days when they're not permitted to water their lawns and landscaping. The Tarrant Regional Water District, which provides raw water to most of the county, said water usage has dropped about 8.5 percent since twice -a -week watering restrictions took effect Aug. 29. That beat the goal of reducing consumption by 5 percent, said David Marshall, the district's engineering services director. "We saved about 337 million gallons" every 10 days, about a day's consumption previously, Marshall said. With high temperatures and precious little rainfall decimating the region's drinking water supply, the district imposed restrictions on the heaviest water usage -- irrigation -- and limited sprinkler use to two specific days a week. While most customers are following the widely publicized schedules, city officials around the county said citations have been issued to repeat violators. In Southlake, for example, more than 80 citations were issued in the past two weeks, they said. Those watering on their off -days are notified about the restrictions and given at least one warning before being issued a citation, which can cost up to $2,000 per violation. Arlington has investigated 173 reported violations but has issued only 27 notices of violation and one citation. "We have issued notices," said Julie Hunt, Arlington's water utilities director, adding that the city's daily water consumption has dropped 5 percent or more. "We figure most people [improperly watering] didn't get the word. Somehow they hadn't heard yet." Marshall said the district has "seen a dramatic drop" of 140 million to 340 million gallons a day on Mondays, when all commercial or residential irrigation is banned. On Tuesdays, when only commercial irrigation is allowed, daily usage has plummeted about 76 million gallons, to just over 400 million. But Wednesdays and Thursdays, which are residential usage days, have seen only a drop of about 2 percent, to around 480 million gallons a day. "Folks are watering what they need to water, but now they're doing it only two days a week," Marshall said. Encouraging early numbers In Fort Worth, Water Department officials are trying to educate residents rather than fining them or locking them out. Since the restrictions took effect, Fort Worth's water usage dropped about 14 percent, from 333.4 million to 287.9 million gallons a day. "Early numbers are encouraging, but we will continue to track it once hotter temperatures return" this week, department spokeswoman Mary Gugliuzza said. Fort Worth received 691 complaints of violations through its website and 275 complaints by phone. Most dealt with people watering on the wrong day of the week, Gugliuzza said. So far, she said, repeat violations have been reported at three addresses. In some instances, the city's own parks department watered at improper times, Gugliuzza said. But those have been addressed. "We've had conversations with them," she said. C-43 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Gugliuzza couldn't give a breakdown of how many violations had been reported at parks and schools. Northeast Tarrant cities Southlake has been aggressively enforcing water restrictions since July 25, issuing more than 1,600 warnings and 298 citations. But some customers are continuing to violate the limits, and the city has issued 280 warnings and 83 citations for repeat offenders in one recent nine -day period, city spokeswoman Pilar Schank said. And the city itself suffered a lapse. Last week, a Southlake employee was disciplined for letting a sprinkler system run after 10 a.m. at the Department of Public Safety headquarters, where workers were installing a new irrigation controller. Colleyville issued 130 warnings and four citations in the first week of Stage 1 restrictions, spokeswoman Mona Gandy said. Water consumption has gone down 22 percent since the restrictions took effect, Gandy said. In Grapevine, water consumption has dropped 3 million to 4 million gallons a day, said Matt Singleton, public works director. Violators have gotten a knock on the door or a door hanger from the city staff as a warning, Singleton said. Grapevine hasn't issued any citations. North Richland Hills hasn't issued any citations, either, said Karen Bostic, assistant city manager. However, the city has placed 129 door hangers to warn people that they are violating the restrictions. If they ignore the warnings, they could face citations, Bostic said. Only one citation has been issued in Bedford, where city spokeswoman Mirenda McQuagge- Walden said warnings are typically issued for first offenses. Enforcement officers patrol Bedford to remind residents about water conservation measures, she said. Water use has dropped 20 percent since restrictions began, she added. "Most customers seem to understand the necessity to reduce water use," she said. "Most of the questions have been concerning clarification about watering by hand, drip irrigation and soaker hoses." No citations have been issued in Euless or Hurst. Keller has seen a 5 to 15 percent drop in water use, said Greg Dickens, public works director. The city hasn't issued citations, but it has given out a few warnings, he said. Apartment complexes and businesses have been the main violators, he said. Many have simply forgotten to adjust the timers on their sprinkler systems. "After we have spoken with them, they have been more than willing to comply with the restrictions," Dickens said. C-44 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) February 25, 2011 Customer wins dispute over water bills Author/Byline: Dave Lieber You can't squeeze blood out of a turnip, and, usually, you can't convince your municipal water company that its meters are bad. Water departments are notoriously stubborn. Their culture is built around the idea that water meters are supposed to be about 99 percent accurate. But what about the other 1 percent? Usually, it's a duel between homeowner and water department. The homeowner swears on a stack of skyrocketing water bills that the family didn't use nearly that much water. The water department counters that there must be a leak. Homeowner hires a plumber. That bill is often very costly, whether there's a leak or not. How do you get a water department to listen? The Watchdog met someone who figured it out. Carolyn Fobes could teach a class on how to fight - no, make that convince - city hall. She's a four -time cancer survivor who says: "I don't give up easily. I play to win." These days, that's an art all its own. Her first student could be Letha Wood of Fort Worth, who told me last week how her monthly water bill jumped from its usual $50 to $104, then to $119, $176, $288 and $329. She and her husband didn't figure out until months too late that they had a leak. The plumbing repair job cost $2,200. Fort Worth reimbursed the couple some $180 under its leak adjustment policy. (The city credits an account for 50 percent of the excess water use for up to two months based on historical usage.) That was a difficult experience for Wood and her husband, both almost 90 years old. Fobes can relate. Her bill jumped from $66 to $194 in one month. Of course, she was told that she had a leak, too. "After paying $800 to a national plumbing company, we were told we had no leak," she recalls. "We paid the water bill, even though we believed it to be erroneous." Then her bill spiked again from one month to the next - $61 to $195. Guess what the water department told her? This time, she visited the water department "in person," she says. She requested a bill adjustment. Denied. She put her request in writing and was again denied. She sent her protest to the mayor and public works director, too. Since the same thing had happened twice, she reasoned that either the equipment was faulty or her meter was misread. Two months later, she received a robo-phone call announcing that her water was going to be turned off because she hadn't made her entire payment. She called the city manager's office and requested a meeting. She was referred to North Richland Hills Assistant City Manager Karen Bostic who - wait for it - took her seriously. Bostic recalls what happened: "She did a lot to help herself. She continued paying her current bill. ... She didn't get angry and say, 'I'm not paying a dime.' "It's easier to work with someone when you know there's no game playing. A number of people run into financial trouble and instead of calling the water department, they just stop paying bills. ... If they would just call when they start having financial problems, 99 percent of the time we're willing to work with them." The city allows for adjustments when there is evidence of a leak and receipts can prove that repairs were made. In Fobes' case, nobody knows what happened. That didn't stop her. Bostic said she was impressed by Fobes' tone: "She was C-45 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) very reasonable and logical. She had all her information at hand. She wasn't argumentative.... I've had people who don't have all their ducks in a row." Good water metaphor. That's how Fobes originally got my attention. She wrote me: "I'm getting hosed." Her clear presentation of her problem is impressive. "I was a journalism major in college," she says, "but have spent most of my life in accounting. Both professions require research and organization skills." Don't forget true grit. Fobes has that - and a victory. "My tenacity has paid off," she says. Bostic totaled Fobes' water usage for six years, deducted the highest and lowest, calculated a four-year average, then deducted what had already been paid. (Kids, see why math is important?) The city cut almost $200 from her bill, though officials still don't know what caused the spikes. Bostic called them "very odd." "All is right with the world," Fobes says. C-46 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) August 30, 2010 North Richland Hills trimming expenses to balance budget Author/Byline: Chris Vaughn City officials, facing another year of bleak revenue projections, have recommended that the City Council eliminate six positions, freeze salaries and pass more healthcare costs on to employees to balance the 2010-11 budget. The council, at the Sept. 13 meeting, is also expected to adopt the same property tax rate, 57 cents per $100 of assessed value, the 18th year in a row that number hasn't changed. Despite the cutbacks that affected virtually every department, budget officers expressed relief that they had to cut only about $1 million from the 2009-10 budget. They had predicted a more severe drop in property values than the 4 percent announced in July by the Tarrant Appraisal District. "Even though it's bad news, we're very, very happy that it wasn't as bad as we anticipated," Assistant City Manager Karen Bostic said. City officials said they hope that the city's 65,000 residents won't notice the cuts since the 533 full-time city employees will bear most of them. The goal, they said, was to trim around the edges and not cut "core services," nor did they want to dip significantly into the reserve funds to make up the difference. "We made a conscious, specific effort not to touch the reserves," said Mark Mills, the budget director. "Mark [Hindman, the city manager] preaches to make changes you can live with from this point forward. The cuts must be sustainable long-term." The proposed general fund amounts to $37.35 million, roughly the same as the 2007-08 budget. City officials have had to make cuts three years running. The capital projects budget for 2010-11, which provides funding for streets, drainage projects and the like, comes in at $33.3 million. The biggest dip in revenue will come from lower property valuations, about $835,000 less in tax revenue this year. Sales taxes are expected to remain basically flat. Other revenue sources -- franchise fees, fines, facility rentals and ambulance charges -- are also expected to be down. The city will make up about $350,000 of the difference through ordinary department budget reductions. The city is also eliminating six positions, though only two are filled, and freezing salaries. Additionally, the city is cutting back programs shown on Citicable and hopes to eliminate $100,000 in overtime, which primarily comes from the police, fire and water departments. Although the city will continue to pay 80 percent of the healthcare premiums for employees, employees will have to shoulder higher deductibles and out-of-pocket expenses. Untouched by the downturn in revenue will be the city's new recreation center, which is slated for construction this fall. Money for that capital project is coming almost entirely from the tax -increment financing district in the HomeTown NRH area. C-47 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) August 16, 2009 North Richland Hills avoiding deep cuts Author/Byline: Chris Vaughn *The city will leave core services alone in next year's budget, but employees will likely feel some effects. City planners have arranged for a nip and a tuck here and there in the proposed 2009-10 budget but are confident that residents won't notice any changes in the core services of police, fire, streets and water. The city's tax rate of 57 cents per $100 of assessed property value will also remain unchanged for the 17th year in a row. But the city does expect to use a new state law that allows a half -cent sales tax to be applied to gas and electric bills to help fund the Police Department. The people who will definitely notice the budget cuts are the 535 city employees, who will be making do with smaller pay raises and higher premiums and out-of-pocket expenses for health coverage. In addition, a few jobs will be eliminated, though no full-time employees will be laid off. "I wish we didn't have to eliminate any positions, and I wish we could give a 4 percent pay raise," said Karen Bostic, assistant city manager in charge of finances. "But what we presented to the council is reasonable and reflects where we are with the economy. It's what we had to do to have a balanced budget." Next year's operating budget, which is scheduled for a City Council vote in September, totals $37.6 million, a decrease of 1.6 percent from the budget approved last year. But the city has essentially been living with that lower level of funding for some months now. This year's budget had to be tightened midyear when sales tax revenue and new home starts dropped severely. Sales tax revenue is down 9 percent this year, the lowest level in the city since 2006. Property values stayed essentially flat this year, and no one expects the residential construction industry to rebound in the next year, which also cuts deeply into revenue from permits. City leaders do not expect further declines or increases in revenue in 2009-10. "We're hoping we made the cuts where the citizens won't feel the impact," Mayor Oscar Trevino said. "We didn't cut into bone or anything that is going to hurt us in the long run." Under the proposed budget, the cuts look like this: The elimination of six full-time positions, including the city's webmaster, wellness coordinator and a building inspector. Four of the positions are vacant. The two affected employees will be moved to vacant positions. The city also wants to eliminate four part-time positions. The savings will be $363,000. The suspension of wage increases based on length of service and a maximum merit pay raise of 2 percent. The savings is estimated at $848,000. A delay in buying new vehicles, computers and other big -cost items, which would save $850,000. A reduction in overtime by $74,000 and cuts of $92,000 in the training and travel budget. The elimination of several community events, C-48 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) including the AARC Walk-a-Thon and Fido Fest, and the suspension of the autumn concerts in the parks and Discover Project Green. The city would also withdraw its support of two events with the Northeast Tarrant Chamber of Commerce. The savings are estimated at $53,000. City leaders did not make any substantial cuts in the police and fire departments, and the budget contains $900,000 for street maintenance and $25 million for major street overhauls. "We're continuing to spend money on street maintenance in and around the south side of town," Trevino said. "That is critical. Those are things the citizens see." Budget highlights Proposed tax rate: 57 cents per $100 of assessed value, same as now. If a house is valued at $100,000, the taxes would be $570 a year, with no exemptions. No service cuts for residents are planned. However, several city -sponsored events have been canceled or suspended. Inside City Hall, six full-time and four part-time positions will be eliminated, and employees will see higher deductibles, co -pays and premiums for health coverage. Employees will see merit pay increases capped at 2 percent instead of 4 percent and will receive no pay increase based on years of service. Ambulance fees will increase from $500 to $578. Beginning in January, the city will collect a half -cent sales tax on gas and electric bills for use in the crime control district. That is expected to raise $190,000. Sales taxes for the general fund and parks fund are already collected on utility bills. Almost $1.4 million will come to the city from the federal stimulus package. It will be spent on buying cleaner diesel vehicles, developing a trail, helping make low-income houses energy efficient and improving storm water drainage. C-49 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) [CB&A Note: Only the information relevant to Karen R. Manila is listed below.] Fort Worth Star -Telegram (TX) June 9, 2009 Area cities tighten belts in tough times Author/Byline: Melody McDonald; Staff writers Chris Vaughn, Mike Lee and Susan Schrock and correspondent Robert Cadwallader contributed to this report. *Municipalities are adjusting their budgets as tax collections and other revenue continue to slide Call it the budget blues. City managers across North Texas have crunched the numbers, and the news is not good. Sales tax revenue is down. Building permits have dropped. Investment returns are lukewarm. Regionwide, cities are projecting significant budget shortfalls for the rest of the fiscal year and are working to compensate. Strategies include layoffs, turning off streetlights, cutting spending for libraries and eliminating pay raises. Here's a look at how some North Texas cities are faring in the down economy. North Richland Hills The third -most -populous city in Tarrant County projects $1.2 million less in revenue this fiscal year, prompting officials several months ago to begin cost-cutting measures. The city, which has a $38.9 million general fund, has delayed hiring, except for police and fire positions, and postponed several capital purchases such as vehicles and computers. The city also immediately reduced its travel and training budget and has worked to minimize overtime. "We try to avoid cutting anything that touches our citizens until later in the contingency plan," said Karen Bostic, assistant city manager in charge of finances. "We've already been able to achieve the $1.2 million [in cuts], so unless something extreme happens, we don't think we'll need to make any major additional reductions." The city has been hit from three directions -- lower sales taxes, a precipitous drop in construction permits and losses in investment income. Specifically, the city is anticipating close to $650,000 less in sales tax revenue and $528,000 less in revenue from construction permits. C-50 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) January 18, 2009 Cities seeing lower revenue from sales tax Author/Byline: Adrienne Nettles and Kevin Lyons This report includes material from the Star -Telegram archives. *The continued decline in sales tax revenue is starting to concern some Northeast Tarrant city officials. Communities in Northeast Tarrant County are seeing less sales tax revenue, and officials say the nation's ailing economy, local business woes and a shorter holiday shopping season last year are to blame for the slump. A January report from the state comptroller's office shows a comparison of cities' sales tax collections in November 2007 and November 2008, the latest numbers available. And the numbers aren't good for many area cities. For the most part, local officials attribute the dips to the poor economy. North Richland Hills North Richland Hills, the largest city in Northeast Tarrant County, saw a decrease of about 13 percent in sales tax revenue for a number of reasons, Assistant City Manager Karen Bostic said. The city lost several businesses in 2007, including a Barnes & Noble, Broyhill Furniture, TGI Fridays, Bennigan's and Ryan's Family Steakhouse, she said. "Also, Thanksgiving fell later this year, and there were fewer shopping days in November," Bostic said. "I expect the December numbers to look better because that's when the bulk of Christmas shopping was done." When the economy gets tight, people tend to spend more at discount stores, which also helps sales tax receipts rebound, Bostic said. North Richland Hills is counting on shoppers to spend more at the city's two Wal-Marts, Target and Burlington Coat Factory. "These are stores that are a little more recession -proof," Bostic said. Sales tax setbacks Many Tarrant County cities saw a sharp decline in sales tax revenues. To check your city's information, visit www.window.state.tx.us and search for "local sales tax summary." The figures are based on sales in November 2008 compared with sales in November 2007: Arlington: $5.5 million, down 8.3 percent from $6 million Fort Worth: $7.774 million, down 1.6 percent from $7.90 million Grapevine: $2.378 million, down 13.7 percent from $2.754 million Hurst: $1.119 million, down 4.9 percent from $1.177 million Keller: $469,820, down 8.9 percent from $515,952 Southlake: $1.151 million, down 3.8 percent from $1.197 million Euless: $846,072, down 15 percent from $995,943 Bedford: $635,667, down 13 percent from $730,589 Colleyville: $256,069, up 10.3 percent from $232,022 Haltom City: $578,549, down 4.9 percent from $608,349 Flower Mound: $692,696, up 35.9 percent from $509,834 C-51 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) North Richland Hills: $895,295, down 12.9 percent from $1.028 million Richland Hills: $101,795, down 28.2 percent from $141,930 Watauga: $298,329, down 0.73 percent from $300,521 Westlake: $906,656, up 175 percent from $329,418 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) June 27, 2006 City may use revenue from drilling for sales tax slump Author/Byline: Sarah Bahari Revenue from gas wells on city property could be used to offset lagging sales tax revenue, pay for one-time improvements and help attract and retain more businesses. The City Council voted unanimously Monday night to adopt guidelines that will help decide how to spend the money. The city, which has a $33 million annual budget, should not become over reliant on these revenues because it is not known how long the money will trickle in, Assistant City Manager Karen Bostic said. Last year, North Richland Hills approved drilling in the Barnett Shale, the vast underground gas field beneath Tarrant and neighboring counties. The regulations were intended to allow drilling but also to protect residents from noise and eyesores. In May, the City Council cleared the way for drilling under four city parks. Only one park, Fossil Creek, will be allowed to have a rig on the property. Gas deposits under the other parks Northfield, Richfield and Linda Spurlock will be reached through horizontal drilling. Two companies, Four Sevens and the Harding Co., will initially pay the city about $363,409 for mineral rights. After that, North Richland Hills will receive 25 percent of royalties. That money could take months or years to trickle in, and the amount depends on the productivity of the wells, Assistant City Manager Bo Bass said. C-53 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) [CB&A Note: Only the information relevant to Karen R. Manila is listed below.] Dallas Morning News, The (TX) December 3, 2004 NEWS BRIEFS Author/Byline: Unknown NORTH RICHLAND HILLS Cable company wants to extend city contract Charter Communications has requested renewal of its franchise agreement with North Richland Hills, which expires in 2007. The company provides cable TV and high-speed Internet for the majority of the city. The city is soliciting public comments regarding the company's service and the community's cable -related needs. Residents can make comments at the Dec. 13 council meeting. They can also submit feedback at the city's Web site at www.ci.north-richland-hills.tx.us. Mail comments to Karen Bostic, Managing Director, City of North Richland Hills, 7301 NE Loop 820, North Richland Hills, Texas 76180. For information, call Karen Bostic at 817-427-6005. C-54 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) July 22, 2004 North Richland Hills studies options for senior tax freeze Author/Byline: John Kirsch Freezing city property taxes for older and disabled residents would cost North Richland Hills nearly $5 million over six fiscal years if those who are eligible keep their current homestead exemptions, according to a city study. The study of five tax -break options comes as residents prepare to vote Sept. 11 on whether the city should approve the senior tax freeze. Mayor Oscar Trevino said the City Council will follow the outcome of the nonbinding resolution. Under the provision, city property tax bills for residents 65 and older and those with disabilities could not increase from current levels. The tax bill would increase only if a home has a major improvement. School property taxes are already frozen for seniors and the disabled. The study, conducted by city staff members, examined the consequences of existing and proposed tax breaks for eligible taxpayers. Under the most costly option, the city would lose $4.7 million over six years. That option includes approving the freeze and keeping the existing $36,000 homestead exemption for seniors and the disabled. The city's current annual operating budget is $31.1 million. The least expensive option -- adopting the freeze and repealing the exemption -- would cost the city $1.5 million over six years, the study reports. Under the homestead exemption, a senior or disabled taxpayer can deduct $36,000 from the value of a home, reducing tax bills. That is in addition to the 15 percent exemption that all eligible North Richland Hills homeowners receive. About 3,000 taxpayers receive the $36,000 senior and disabled homestead exemption, said Karen Bostic, city managing director of administrative and fiscal services. Councilman Frank Metts, who opposes the freeze, said it could force cutbacks in city services. The better option would be to increase the homestead exemption, but Metts said he does not have a specific figure in mind. Councilwoman Nancy Bielik, who favors the tax freeze, said taxes from new subdivisions would help offset money lost because of the freeze. "It's not going to bankrupt us," Bielik said. North Richland Hills is not alone in weighing the senior tax -break issue. Of the 42 taxing entities in Tarrant County, 12 have approved the freeze, according to the city study. The Haltom City Council adopted it July 12. Richland Hills is one city that is not considering the freeze. Officials in that city are considering increasing the senior homestead exemption from $20,000 to $30,000. About 20 percent of Richland Hills residents are 65 or older, and officials fear the freeze would cripple the city's finances. As of April, 18 Texas municipalities, nine counties and two junior college districts had adopted the freeze, according to the state comptroller's Web site. The freeze became an option after September when voters statewide approved a constitutional amendment. City financial impact Cost of tax -break options for elderly and disabled taxpayers in North Richland Hills: C-55 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fiscal year 2003-04* 2004-05 2005-06 2006-07 2007-08 2008-09 6-year total Option 1 $605,000 $620,000 $640,000 $645,000 $650,000 $660,000 $3.8 million Option 2 $605,000 $620,000 $705,000 $795,000 $890,000 $990,000 $4.6 million Option 3 $605,000 $0 $85,000 $175,000 $270,000 $370,000 $1.5 million Option 4 $605,000 $620,000 $725,000 $815,000 $920,000 $1 million $4.7 million Option 5 $605,000 $620,000 $695,000 $740,000 $780,000 $830,000 $4.2 million Option 1: Do not adopt senior and disabled tax freeze, maintain existing $36,000 homestead exemption for elderly and disabled. Option 2: Adopt tax freeze in 2004 and repeal homestead exemption in 2005. Option 3: Adopt freeze in 2004 and repeal exemption in 2004. Option 4: Adopt freeze in 2004 and continue exemption. Option 5: Increase exemption without adopting freeze. *current fiscal year C-56 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) June 15, 2004 City to consider tax freeze later Author/Byline: John Kirsch Councilwoman Nancy Bielik's effort to force a City Council vote Monday on a senior tax freeze failed after the panel agreed to proceed with plans to discuss the issue later this month. Bielik, who favors the tax break, had asked City Manager Larry Cunningham to place it on Monday's regular meeting agenda for a possible vote. Instead, Cunningham put the item on the agenda for the informal work session, where no votes can be taken. Cunningham is in charge of putting together council agendas. In a letter Wednesday to Bielik, Cunningham pointed out that the council agreed May 24 to discuss the freeze at its second meeting in June. Bielik was elected May 15 but had not been sworn in when the council reached that decision. A majority of the council informally agreed Monday to continue with that plan. Bielik said she was unhappy with the decision not to vote but would continue working for the tax break. At the May 24 council meeting, the panel discussed calling a nonbinding election, or straw vote, on the freeze for Sept. 11 as a way to gauge public opinion. Opponents of the election, such as Bielik, say it is unnecessary. That, she said, is because most North Richland Hills voters made their views known by voting in September for a constitutional amendment giving cities and counties the option of enacting the tax freeze. Ten local cities, including Colleyville and Southlake, have approved the tax break since September. Under the change, the dollar amount of city property taxes for qualified taxpayers would not increase for those 65 and older or disabled. Backers of the freeze say it gives a needed break to older residents who have paid rising city property taxes for years. North Richland Hills grants a $36,000 homestead exemption each year to taxpayers 65 and older. Critics said they are afraid that the freeze would deprive the city of property tax revenue. Karen Bostic, who handles budget issues for the city, said Monday that she is gathering information for a report on the freeze's effect. She will deliver the report to the council June 29. The council was to meet June 28 but voted to move the meeting to June 29 because of scheduling conflicts. Bielik replaced Joe Tolbert in the May 15 election. Jo Cox, who also backs the senior tax break, was elected to replace Scott Turnage. C-57 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) February 24, 2003 Few area cities show tax gains Author/Byline: Ellena Morrison; Staff Writer Mike Lee and Correspondent Brenda Edwards Bernet Contributed to This Report. Grapevine posted record -breaking sales -tax revenues during the first quarter of its fiscal year, which officials say could help cushion possible economic setbacks later. Southlake and a few other communities also saw gains during the first quarter. But across the state and in other area communities, sales -tax revenues remained flat or declined. Statewide, December's sales -tax payments to communities, which were posted in February, fell by 3.5 percent compared with December 2001. December's numbers are key because they reflect holiday spending. The first quarter's receipts include sales in October, November and December. "We're not loosening the checkbook yet, but it's good news," Southlake Finance Director Sharen Elam said. In Southlake, sales -tax revenues rose 3.1 percent to $907,364 in December 2002 from $879,722 in 2001. City officials projected losses of $500,000 during the current fiscal year, so even a small increase is good news. The City Council is scheduled to revise the budget in the spring, and any increase in sales taxes could be devoted to road improvements and other capital projects that have been delayed. Grapevine collected $2.02 million in sales -tax revenues, up from $1.74 million in December 2001 and $1.81 million in 2000, according to the Texas comptroller's office. Several new restaurants in Southlake and retailers such as Neiman Marcus, Casual Corner and Best Buy in Grapevine helped boost the two cities' sales -tax revenues. "We are on our way back," Grapevine Mayor William D. Tate said. "There are definitely some bright spots in Grapevine, but whether we can hold on to that increase is the question." The growth is not enough to get excited about yet, said Patrick Fortner, spokesman for the state comptroller's office. "I wouldn't say it is statistically important yet," he said. "Any increase is good, but overall, it is statistically flat growth, which is what we have been seeing across the country." The increases could be enough to offset some negative financial factors, such as the possibility of war in Iraq. Grapevine also had budgeted for five months of revenues from a new Wal-Mart, which is expected to open in November. "It's very good to see," Grapevine City Manager Roger Nelson said. "What we are doing this year is what, prior to Sept. 11, we thought we would do last year. It is coming back. But it is only three months out of 12." In Hurst, sales -tax revenues are down slightly for the quarter, dropping to $1.99 million from $2.04 million in December 2001, according to the state comptroller's office. "Consumers are hunkering down and are not spending quite as much," Hurst City Manager Allan Weegar said. "If the trends continue, there could be a deficit. It's a concern to us because we are so heavily reliant on sales tax." Because sales -tax revenues could continue to drop, Weegar said, Hurst is not going ahead with buying some budgeted capital items, including computers, vehicles and C-58 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) equipment. City officials are also holding off on hiring employees for new and vacant positions, but no filled positions are being cut. Other communities, such as Bedford, Colleyville and Fort Worth, also posted lower revenues than last year. North Richland Hills' sales -tax revenues dipped to $1.44 million compared with $1.63 million in December 2001. But the budget is conservative enough that the city should be able to weather the decline, said Karen Bostic, North Richland Hills' managing director. "We were down, but I think we were conservative enough that we are OK," she said. "If we have a couple of months as bad as December, we would definitely have to take action. But I anticipate sales will pick up." Sales -tax receipts Sales -tax revenue from the current fiscal year's first quarter, reflecting receipts from October, November and December. Dec. 2002/01 Jan. 2003/02 Feb. 2003/02 Arlington $2.77m/$4.75m $2.65m/$4.14m $4.31m/ $6.04m Bedford $607,491/$659,289 $569,279/$602,620 $912,485/$1.09m Colleyville $147,784/$161,152 $128,774/$147,801 $261,234/$306,508 Euless $657,594/$590,823 $520,481/$514,571 $828,766/$866,775 Flower Mound $272,751/$253,970 $225,120/$204,133 $372,916/$353,327 Fort Worth $5.08m/$5.10m $5.10m/$5.30m $8.44m/$8.73m Grapevine $1.13m/$905,223 $1.16m/$1.12m $2.02m/$1.74m Haltom City $466,501/$411,699 $403,351/$392,91 $638,894/$619,360 Hurst $808,165/$767,532 $903,717/$931,343 $1.99m/$2.04m Keller $258,518/$273,457 $250,336/$216,527 $425,097/$415,992 N. Richland Hills $880,092/$1.38m $925,212/$863,535 $1.44m/$1.63m Richland Hills $106,802/$167,429 $97,321/$125,520 $125,965/$122,947 Roanoke $155,417/$122,751 $158,503/$189,295 $182,835/$162,275 Southlake $543,904/$632,799 $554,229/$506,098 $907,364/$879,722 Trophy Club $57,033/$49,038 $55,009/$41,562 $60,065/$61,368 Watauga $181,911/$207,130 $188,766/$185,546 $342,219/$340,696 Westlake $70,882/$83,274 $177,040/$82,141 $522,235/$93,284 m - millions SOURCE: state comptroller's office C-59 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) March 23, 2003 Newcomers to Texas get sales -tax sticker shock Author/Byline: Gene Trainor For many of you, New Hampshire is the place that holds the country's first presidential primary. But as a former resident of that great state, New Hampshire means majestic mountains, lots of snow and low taxes. In fact, the state has NO sales tax and NO income tax. How does New Hampshire do it? In part, because it sells wine and the harder stuff at state liquor stores. You can argue the merits of a state selling alcohol, but it sure is nice to pay only the price tag when you plunk a product down at a cash register. Merchants like it, too. Shoppers from across New England flock to New Hampshire to avoid sales taxes and to stock their liquor cabinets. The state sells its booze at bargain prices. Of course, I had to move to Connecticut, where I paid an extra 6 percent for most products bought in that state. After that came Northeast Tarrant County, where the sales tax rate is 8.25 percent in most communities. Sure, there is no income tax in Texas, unlike in Connecticut. But that's not what crossed my mind after I collected my receipt from a sales clerk. As we newcomers get ready to file our federal income tax forms, it might be time to look at the sales tax. To an extent, we and our neighbors are responsible for the fact that we pay among the highest rates in the country. The sales tax is the state's largest source of income. It gets a 6.25 percent cut from most purchases. Only six states have higher state sales -tax rates, according to figures from the National Taxpayers Union. Texas communities can then increase the sales tax another 2 percent, according to state law. The state has about 30 categories under which all or some communities can increase the rate. In Northeast Tarrant County, the most common additional sales taxes include: crime control (police), economic development, parks and recreation, general fund and a tax to reduce property taxes. Here's where we come in. Voters must approve the local rate increases, said Sheila Clancy, a spokeswoman for the Texas comptroller's office. The rates can last for a few years, or indefinitely. This is not to say that we don't get benefits from the taxes. Police officers, emergency equipment, parks and general services all can come from these taxes. Our property taxes also would be a lot higher without them. In Euless, for example, a 1 percent tax approved in 1970 goes to the general fund; 0.5 percent goes to economic development, parks and the library; 0.25 percent goes to crime control; and 0.25 percent goes to lowering property taxes. The latter taxes were first approved in the 1990s, city spokeswoman Lori De La Cruz said. In North Richland Hills, 1 percent goes to the general fund; 0.5 percent goes to parks, recreation and development; and 0.5 percent goes to crime control, said Karen Bostic, managing director of administrative and fiscal services for the city. In Southlake, 1 percent goes to the general fund, 0.5 percent goes to crime control and 0.5 percent goes to parks and recreation, city officials said. The 1 percent general -fund tax is a big deal. The tax is expected to generate about $9 million for C-60 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) North Richland Hills this year, depending on the economy, said Bostic. The property tax, the city's largest source of income, is expected to generate $9.14 million. In Grapevine, which has a 7.25 percent tax rate, the 1 percent general -fund tax contributed $14.9 million to the city's budget last fiscal year, compared with $16.7 million for property taxes, said Gary Livingston, city budget manager. There is a downside to shifting to sales taxes to reduce our property taxes. Unlike property and state income taxes, sales taxes cannot be deducted from our federal income taxes. U.S. Sen. Kay Bailey Hutchison, R-Texas, has filed a bill that would allow Americans to deduct sales taxes from their federal income taxes. The bill is co -sponsored by Sen. Maria Cantwell, D- Washington, whose state also has no income tax. Who knows whether Congress will pass it? So there you have it. For a cheapskate like me (I prefer the term frugal), it helps to know where the money is going. Of course, we could just follow New Hampshire's lead and have the state sell booze. Or perhaps, given this is Texas, maybe barbecue? C-61 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) September 10, 2002 N. Richland Hills keeps tax rate unchanged Author/Byline: John Kirsch The city tax rate of 57 cents per $100 of assessed property value will remain unchanged for the fiscal year starting Oct. 1. On Monday, the City Council voted 6-0 to adopt the budget and tax rate for fiscal 2003. The tax rate is composed of two parts: 32.94 cents to operate the city and 24.06 cents to pay off debt. City officials have described the budget as a no -frills spending plan for the next fiscal year. The general fund, which pays for the city's daily operations, will be $31.4 million, up from $30.5 million. The total budget is $79.7 million, up from $75.3 million, said Karen Bostic, managing director of administrative and fiscal services. Reflecting security concerns since Sept. 11, the budget includes $22,500 to install video cameras and metal detectors at the Municipal Court. City hiring has been frozen, and travel for city employees has been reduced. WHAT IT MEANS TO YOU With a tax rate of 57 cents per $100 of assessed property value, the tax bill for the owner of an average -priced house with no exemptions would be $684, up from $618. The average value of a house in North Richland Hills is $119,981, compared with $108,341 last year. C-62 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) August 26, 2002 New attraction to surface at NRH2O Author/Byline: John Kirsch Family Water Park is planning a major addition to its list of attractions -- a $2.5 million "treehouse" with slides, water cannons and other features designed to appeal to the whole family. Park manager Chris Swartz said the treehouse, scheduled to debut at the start of the 2004 season, is still being designed. It will be near the children's area, on the northeast side of the park. "The nice thing about the treehouse is that Mom and Dad can have as much fun ... as their kids," he said. Water parks nationwide are adding the multilevel attractions, which resemble backyard treehouses, said Dave Bruschi, executive vice president of the World Waterpark Association in Lenexa, Kan. The attractions can draw more visitors and boost revenue, he said. They typically have water slides, bridges and water cannons. The largest ones have huge buckets that gradually pour 1,000 gallons of water on people frolicking below. The NRH2O treehouse will cost $2.5 million, the same as the Green Extreme, one of the park's most popular attractions, said Karen Bostic, managing director of administrative and fiscal services for North Richland Hills, which owns the park. Of that, $2.25 million will be financed through certificates of obligation, or debt, issued by the city. The rest will be drawn from NRH2O's reserves, City Financial Director Larry Koonce said. Paying off the debt over 20 years will cost the city $3.5 million. But officials hope to recoup that and more through increased park attendance, Koonce said. Other area water parks already have such treehouses. Hook's Lagoon is one of the most popular attractions at Six Flags Hurricane Harbor in Arlington, publicity coordinator Melissa Pinkerton said. Competition with the Six Flags park is not a concern for NRH2O because it is marketed as a family attraction while Hurricane Harbor is aimed more at teens, said Anne Richardson, NRH2O marketing specialist. Chisholm Aquatic Center in Hurst has a treehouse with water guns and slides, Deputy City Manager Allan Heindel said. But the facility was intended to fill a niche as a community aquatic center, not to compete with NRH2O, Heindel said. C-63 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) August 10, 2002 3 cities may raise senior tax breaks Author/Byline: Ellen Schroeder; Staff writer Jessamy Brown contributed to this report. Senior citizens in Euless, Haltom City and North Richland Hills may get larger property tax breaks this year. On Monday, the Haltom City council will discuss increasing the property tax exemption for people 65 and older to $50,000 from $40,000. The Euless City Council is scheduled to vote Tuesday on a $5,000 increase to $35,000. On Sept. 9, the North Richland Hills City Council will consider raising the exemption to $36,000 from $35,000. For North Richland Hills residents, the tax savings would be about $205 a year, a $6 increase from this fiscal year, if the home value is the same. In Euless, the $35,000 exemption would save seniors $174, an increase of $24.86, said Loretta Getchell, director of fiscal and administrative services. Figures for Haltom City were unavailable because staff members are working on the budget, Finance Director Pat Elfrink said. Mayor Calvin White requested that the City Council consider the higher exemption. "Seniors are really concerned about this because they don't have time to recover from a downturn in the market," White said. Several council members said they do not want to act until they have seen a preliminary budget. The first public peek at the budget is scheduled for Aug. 23-24. "I don't have anything to base this on," Councilman John Williams said. "You don't start giving away money until you know what's coming in." Councilman David Averitt said he favors increasing the exemption, depending on how it would affect the city's finances. "The average senior I've talked to, that hasn't been the highest priority. Some have said, 'Save the money and fix the streets,' " Averitt said. "Increasing it by another $10,000 is not going to make that big a difference to the average senior citizen, just a few dollars a year. But anything they can save, I'm definitely in favor of that." In Euless, 1,407 residents have applied for senior tax exemptions. The increased exemption would cost the city $244,873, about $35,000 more than this fiscal year. Getchell said tax bills could still increase, even with the extra exemption, depending on how much home values increase. Council members said the in -crease will probably be approved. "I believe everyone's for it," Mayor Pro Tem Carl Tyson said. In North Richland Hills, granting exemptions to the 2,600 applicants would cost the city about $521,000, $15,000 more than last year. "We have managed the budget in such a way we can absorb it," said Karen Bostic, managing director of administrative and fiscal services. "We have had a lot of seniors interested in getting the tax reduced because property values have been increasing." Budget crunches are keeping some communities from granting bigger tax breaks. In Richland Hills, where about a third of the 3,100 households qualify for the $20,000 exemption, officials C-64 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) are not considering an increase, City Manager James Quin said. Officials are concentrating on replacing about $500,000 in annual sales tax revenue lost when Sam's Club closed on Baker Boulevard in 2000. The senior exemption costs the city about $64,670 in annual property tax revenue, Quin said. "They would have to consider cutting services or people to offset the loss in revenue. Right now, $64,000 is equivalent to a 5 percent tax increase or a corresponding cut in personnel or operating expenses," Quin said. Lightening the load Current senior -citizen tax exemptions: * Bedford: $50,000 * Colleyville: $45,000 * Euless: $30,000 * Grapevine: $60,000 * Haltom City: $40,000 * Hurst: $35,000 * Keller: $40,000 * North Richland Hills: $35,000 * Richland Hills: $20,000 * Southlake: $75,000 * Watauga: $30,000 C-65 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) November 8, 2001 Cities still registering sales tax gains Author/Byline: Gordon Dickson; Staff writers Ellena Fortner Morrison, John Kirsch, and Ellen Schroeder and correspondent Brenda Edwards contributed to this report. Retail sales were surprisingly strong in September in Northeast Tarrant County, where communities had prepared for the worst after the Sept. 11 terrorist attacks temporarily brought cash registers to a standstill. Several cities, including Bedford, Keller, Southlake and Watauga, saw marked increases in sales tax revenue, according to figures released Wednesday by the Texas comptroller's office. Sales tax revenue in Tarrant County increased 2.7 percent in September compared with the same month a year ago. Year to date, municipalities in Tarrant County have received about $252 million, up nearly 6 percent. Statewide, sales tax revenue increased 3.7 percent in September and 5.2 percent year to date. Some Northeast Tarrant communities felt the effects of a battered economy more than others. Grapevine, which has experienced nearly nonstop double-digit growth for a decade, saw a 6.7 percent decline in sales tax revenue in September. But the city is way ahead of last year's record sales tax receipts, with $14.9 million collected so far. That is a 13 percent increase from 2000. Still, Grapevine will postpone major cash purchases and nonessential expenses until the state of the economy becomes clearer, City Manager Roger Nelson said. "It's a little early," he said. "We've had only one month of reporting since the attacks. While we came out a lot better than we had prepared to be, we still don't know." Grapevine officials said they are unsure how much of the decline was caused by lost sales at Dallas/Fort Worth Airport, which was shut down for more than two days after the Sept. 11 attacks. Grapevine receives sales tax proceeds from D/FW because its terminals are in the city limits. In Southlake, where sales tax proceeds make up 28 percent of the city budget, revenue is up 26 percent for the year and 16 percent in September. Officials say the increase comes from the continued boom in retail development, which includes new outlets such as The Container Store and Costco. In Bedford, Administrative Services Director Beverly Queen said she is pleased by a 12 percent increase in sales tax revenue, but she declined to speculate on the reasons for the jump. The increase will not cause a spending spree because the City Council has already adopted the budget, she said. Keller's sales tax revenue increased 22 percent, and Watauga's increased 17 percent in September. Watauga Finance Director Janina Jewell said the increase is not surprising. "For the last 14 years, our November receipts have been the highest for the calendar year," she said. September receipts of $296,770 were 17 percent higher than the $254,187 collected in September 2000. City revenue is up 43 percent for the year to $2.4 million. "We did experience that 17 percent increase due mainly to the development along the [U.S.] 377 corridor," Jewell C-66 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) said. A SuperTarget recently opened at Watauga Towne Crossing, joining about 30 other tenants on 42 acres. In North Richland Hills, lower sales tax receipts for September are not a surprise to Karen Bostic, director of budget and research. "It was actually a better number than I had anticipated because of the terrorist attacks," she said. "Especially for the first several days after Sept. 11, people were not out at the shopping malls. That definitely had an impact on the number." Bostic said she had expected flat sales tax revenue for the fiscal year, so the lower figure will not have a major effect. In Euless, which collects sales tax from some parking facilities, toll gates and vendors at D/FW Airport, revenue declined 5 percent in September. "We expected to be down, and actually we were quite pleased it was only a 5 percent decrease. Our rough calculations were as much as 10 percent," said Loretta Getchell, Euless director of fiscal and administrative services. In Richland Hills, where sales tax revenue was down 15 percent in September, city officials blamed some of the decline on the loss of Sam's Club, which was the largest single tax source. Year to date, revenues are down 25 percent, or about $567,000. "We prepared for it budgetary wise and reduced expenditures," City Manager Jim Quin said. "So far, the plan is working. It doesn't mean employees aren't working more with less, but we are working hard at marketing the city." With a new gas station moving in, Handley Ederville Road construction beginning and more houses being built, city officials hope to climb out of the red in a year. "We are going to be patient and try to market the city in a way that brings in quality development," Quin said. "I feel confident it will come soon." Hurst, which had braced for the worst after Sept. 11 because it depends on sales tax, saw increases in sales tax revenue, of 4.8 percent in September and 17.6 percent for the year. The increases will bring in an extra $1.8 million this year compared with 2000. City officials have credited the expansion of North East Mall, where several new stores, including Nordstrom and Foley's, have opened in recent months. They also cite the addition of The Shops at North East Mall. Other cities that had an increase in sales tax revenue in September included Colleyville (0.75 percent) and Haslet (37 percent). Communities that experienced a decrease included Haltom City (4 percent) and Westlake (49 percent). C-67 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Dallas Morning News, The (TX) August 24, 2001 City plans to maintain tax rate, expand services With values rising, most homeowners would have higher bills Author/Byline: Jaime Jordan A desire to increase services and a projection that sales taxes won't increase are spurring North Richland Hills to keep the tax rate at 57 cents. The city will have a public hearing on the proposal at 7 p.m. Monday in the council chambers, 7301 N.E. Loop 820 in North Richland Hills. Even though the city isn't raising the 57 cents per $100 of valuation tax rate, which has been in place for nine consecutive years, many homeowners are likely to see an increase in their property tax bills, said Karen Bostic, North Richland Hills director of budget and research. The average homeowner's taxes are expected to increase by about $40.90, or 8.45 percent, compared with last year's taxes, she said. The increase would occur because many homes' tax valuations went up, she said. The city gained $109 million in new construction revenue, along with the increase in home values, but the city also is projecting a flat sales tax return in 2002, she said. The city could lower its tax rate to 53 cents and generate the same amount of revenue it generated last year, Ms. Bostic said. However, the city staff is recommending maintaining the 57-cent tax rate because of the city's need for services. "We have expanded programs, and just the continued demand for additional and improved services," she said. "At this point in time it was not feasible to decrease the tax rate because the economy's pretty flat right now. We can't depend on the sales tax to help us next year." The city expects to generate about $8.6 million in sales tax revenue next year, the same as the city projected in the budget for the current year, she said. "Our biggest challenge for the proposed budget is the fact that our sales tax is very weak," Ms. Bostic said. She said other possible hurdles are the slowing economy and construction on Rufe Snow Drive. Council member Joe Tolbert agreed it would not be financially feasible to lower the city's tax rate. "Obviously, you go into public hearings not with your mind made up but listening to people," Mr. Tolbert said. "What they presented to us is a good, solid budget. What you have to remember about a city that's growing like us, we've got to keep funding the infrastructure for continued future growth. If we can do that and maintain the same tax rate, that's fantastic." The new budget also sets aside $50,000 for architectural and construction fees for the expansion of Dan Echols Senior Center, Mr. Tolbert said. "They're bursting at the seams," he said. "That's part of what I'm talking about with the growth." The proposed budget and tax rate will be voted on at the Sept. 10 council meeting, Ms. Bostic said. C-68 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Fort Worth Star -Telegram (TX) April 29, 2001 QUESTIONS ARE RAISED ABOUT ANTI -CRIME TAXES SOME CITIES SHIFT MONEY ONCE USED FOR POLICE Author/Byline: Ben Tinsley and Steve Stein; Staff writer Ellena Fortner contributed to this report. Year after year, communities in Northeast Tarrant County have touted the benefits of crime control sales taxes to area voters. More police officers, better equipment and reduced response times were among the carrots that were dangled as voters went to the polls. The tax was meant to supplement money that was already being spent. For the most part, community leaders have followed through on their promises. But as revenue from the taxes pours in, some communities are shifting money in the general fund that was once spent on police to other departments. The shift in the general fund, which pays for most municipal services, raises questions about whether the tax is paying for more than police protection. "If money that would usually go to the police is being transferred to other areas, I would be in favor of looking into the idea of lowering the crime tax and giving the citizens a tax break," Hurst Councilman Richard Ward said. "I promise to look into this." The questions come as voters in North Richland Hills and Watauga prepare to go to the polls Saturday to decide whether to renew half -cent crime control sales taxes. In North Richland Hills, the amount of general fund revenue that goes to the Police Department decreased to 27 percent this fiscal year from about 31 percent before the tax took effect in July 1996. Police vehicles that were covered by the general fund are now paid for through sales tax revenue at a cost of $346,000. In Watauga, the amount of general fund money that goes to the Department of Public Safety, which also includes firefighters and emergency medical workers, declined to 31 percent this fiscal year from 37 percent in fiscal 1995-1996, before the tax took effect. Hurst voters approved a five-year half -cent tax in 1995 and renewed it for 10 years last year. During fiscal 1993-1994, about 34 percent of the general fund went to police. This fiscal year, the figure is 31 percent. In Colleyville, where a half -cent sales tax took effect in 1999, the amount of general fund money that goes to the Police Department decreased to 22 percent this fiscal year from 24 percent in fiscal 1998. Police Chief John M. Young said the difference is probably being disbursed to other departments. "I think that was the way it was spread out over the general fund," he said. Hurst Police Chief Tim Wallace said, "The entire city is making use of that. It's given to the other departments, I am sure - salary benefits, capital, whatever they need it for." Karen Bostic, budget and research director for North Richland Hills, agreed. "There is no way to tell you specifically where the money would have gone," she said. "It would have gone to fund all other programs in the general fund." Some municipal officials defend the practice. Without the shift, needed services would have to be eliminated, or property tax rates would have to increase, they say. "Although not the exclusive reason, it is safe to say that it has been much easier for the city of Watauga to reduce its tax rate C-69 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) each of the last five years as a result of the crime control district sales tax proceeds," City Manager Dale Cheatham said. Some communities have been careful not to shift money. Euless officials said about 34 percent of the general fund still goes to police, as it did before a quarter - cent crime control sales tax was approved in 1995. "Our decision was to limit the number of personnel paid for out of this fund if voters for some reason chose not to renew it," Deputy City Manager Gary McKamie said. In Haltom City, the amount of general fund revenue that goes to police increased to 39 percent in fiscal 2000-2001 from 37 percent in fiscal 1994-1995, when the crime tax was not in effect, interim City Manager Patrick Elfrink said. In March 1995, Fort Worth became the first community in Texas to approve a crime control sales tax after the state Legislature allowed such elections. Fifty-nine percent of voters approved the sales tax, which stunned some experts because the proposal had been divisive. Opponents were concerned that the city would use the revenue in a shell game that sent funds to programs unrelated to crime control. The idea swept across Northeast Tarrant County. Voters in Euless, Haltom City and Hurst overwhelmingly approved crime control sales taxes in 1995. North Richland Hills and Watauga followed in 1996. Southlake approved a tax the next year. Colleyville joined the group in 1999. The bandwagon stopped in Keller. In March 1999, voters defeated a half -cent sales tax increase for crime control by a 3-to-1 ratio. Some observers said residents questioned the amount of money proposed for the school program Drug Abuse Resistance Education and doubted whether it was effective. Even if some money might have been shifted in North Richland Hills, the $17.8 million generated by the sales tax since 1996 has increased the money available for police protection, according to city figures. Eighteen patrol officers, three school resource officers and five civilian officers were hired largely because of the tax. Losing the tax would be damaging, officials say. "It would not be good," said Bostic, the city budget and research director. "We have not sat down at this point to honestly see what would happen. We would have to consider how to reallocate revenues, come up with a way to cover expenditures." So voters will go to the polls with questions to ponder, said Allan Saxe, a political science professor at the University of Texas at Arlington. "On the purely superficial level, you have to hope the money goes where it's earmarked to go," he said. "It's a matter of public trust. But this seems to be more open-ended than other earmarked proposals. "It's a hard question." C-70 Internet — Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) Dallas Morning News, The (TX) April 2, 2000 Tax-free holiday welcomed - Area cities agree to 2nd annual sales -tax holiday Author/Byline: Jennifer Packer; Staff writers Kendall Anderson, Tiara M. Ellis, Lee Graham and Lee Powell contributed to this report. For the second consecutive year, back -to -school shoppers who frequent northeast Tarrant retail stores will be able to take a three-day vacation from sales taxes this summer. As of Friday - the deadline for cities to give notice if they planned to opt out of the tax-free holiday - municipalities across the area had given the thumbs -up to the annual state exemption. The shopping holiday was mandatory last year, when it was first approved by the state Legislature. During the first weekend of August, consumers will not have to pay city or state sales tax on clothing and footwear priced less than $100. Shoppers across the state spent $400 million on exempted merchandise that weekend in 1999, saving $32.6 million on the state's 6.25 percent sales tax and as much as 2 percent on city sales tax. Officials in several northeast Tarrant cities said the good will generated by the tax break is worth the revenue losses, at least for now. "While the economy is going very well and sales are growing, and everything is looking very rosy, we will participate in it," Hurst City Manager Allan Weegar said. Hurst, home to North East Mall, took perhaps the area's greatest loss in sales tax revenues during the tax-free holiday last year - $74,000. The mall generates 70 percent of the city's sales tax. North Richland Hills logged sales tax losses of roughly $33,000 during that weekend but reported an almost 7 percent overall gain in sales tax revenue for the month of August, said the city's budget and research director, Karen Bostic. "People's perception is that "we're getting a great deal,' so they end up paying more than they normally would," she said. Unlike most area cities, which agreed to participate by not putting the item up for a City Council vote, the North Richland Hills council considered the item briefly during a meeting last week. The vote to participate was unanimous. "It's an issue worthy of consideration," North Richland Hills Assistant City Manager Steve Norwood said. "Rather than us making an assumption, we thought, let's put it before the public." The decision was easier for much smaller cities, such as Roanoke, population 3,000, which derives little revenue from retail shopping. "We just don't have many clothing vendors, apart from a resale shop," Roanoke City Manager Jimmy Stathatos said. Euless lost about $5,000 in sales tax, city officials said. In tiny Westlake, home to about 200 people, city officials haven't discussed the matter and will participate in the sales tax holiday by default. Colleyville City Manager Bob Stripling said his council discussed the issue last year and decided that opting out of the tax holiday would hurt local merchants by driving consumers to neighboring cities that offer the buying incentive. Officials in several other cities echoed a C-71 Internet - Newspaper Archives Searches Karen R. Manila (Articles are in reverse chronological order) similar rationale. "When all the other cities in Texas are observing the holiday, I think it's appropriate for us to go along with it," Hurst City Council member Anna Holzer said. Added Keller City Manager Lyle Dresher, "We have little choice but to recognize the holiday." At North East Mall, Stride Rite Bootery manager Bill Craig reacted with a mix of jubilation and alarm at news that Hurst would again participate in the holiday. During the tax-free weekend last year, he was working at the company's store in The Parks at Arlington. "If you'd have been a merchant during that time, you went home frazzled and blitzed," said Mr. Craig, recalling the frenzy of activity that netted the Arlington store three days of record -breaking sales. "But in the end, when you get a chance to replenish your brain cells, you look back and say, "Wow, that was a lot of sales.' " The Burlington Coat Factory store in Grapevine Mills mall is already planning to increase the number of clerks working during that weekend, store manager Steve Bitting said. The extra 30 employees on hand last year weren't enough, he said. Research Compiled by: Lynelle Klein Colin Baenziger & Associates C-72 Appendix D St. Johns County, FL Resolution Thanking CB&A for Its Outstanding Service RESOLUTION NO. 2007-± = / A RESOLUTION OF THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA, THANKING COLIN BAENZIGER & ASSOCIATES FOR ITS OUTSTANDING EFFORTS IN CONDUCTING THE EXECUTIVE SEARCH FOR THE COUNTY'S NEW ADMINISTRATOR; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, St. Johns County retained Colin Baenziger & Associates (CB&A) to identify and recommend strong candidates to be the County Administrator; WHEREAS, CB&A's staff worked diligently to find and produce excellent candidates, and then provided the County Commission with comprehensive materials concerning the candidates' aptitude, experience, background, complete and thorough interviews, references, extensive checks of criminal, civil and financial history, verification of employment and education, and exhaustive reviews of Internet and newspaper archives of these candidates; and WHEREAS, CB&A's process was completely open, fair and unbiased and was extremely well received by the County Commission, county staff, the press, and the public; and WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger & Associates for its efforts on behalf of the county; NOW BE IT THEREFORE RESOLVED BY THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA AS FOLLOWS: Section 1: Recitals. The preceding recitals are true and correct and are incorporated herein by this reference. D-1 Section 2: Acknowledgement. The County Commission wishes to express its sincere appreciation and gratitude to Colin Baenziger & Associates for its outstanding work and effort in assisting the county in finding its County Administrator. Section 3: Effective Date. This resolution shall take effect immediately upon adoption. PASSED AND ADOPTED by the Board of County Commissioners of St. Johns County, Florida, this ;� �f day of August, 2007. ATTEST: Cheryl Strickland, Clerk BOARD OF COUNTY COMMISSIONERS ST. JOHNS COUNTY, FLORIDA Deputy Clerk By: Ben Rich, Chairman Rendition Date: $1 3 ! 0 7 D-2 Appendix E Comments from Dale Martin on CB&A's Vetting Process gtrnuitiina, bum , A JOURNAL OF NEWS AND OPINION Weekly comments from Dale Martin By Dale Martin, City Manager, City of Fernandina Beach March 18, 2016 1:00 a.m. The vetting process employed by Mr. Colin Baenziger following my application to the City of Fernandina Beach was the most thorough review of my career, credentials, and references that I have ever experienced. In the months leading to my appointment here, I was interviewed in several other communities for similar City Manager positions. Despite getting to the interview stage in those communities, none of my references ever indicated to me that they had been contacted. As part of the selection process here, I was required to provide an exhaustive list of references, some very specific, such as my current Town Attorney, auditor, Chamber of Commerce, etc. To the best of my knowledge, every single reference provided was contacted. The historic information provided to the City Commission for each candidate was extensive. Reading through the older newspaper articles rekindled so many memories- the personalities and issues from earlier days illustrate some peaks and valleys over the past twenty years. It has been a wonderful ride. Note: Mr. Martin reminisces about his career for the remainder of the article. The full article can be found at: http://fernandi naobserver.com/2016/03/18/weekly-com ments-from-dale-marti n-5/#more-65218 E-1