HomeMy WebLinkAboutPacket 04-06-2010 SpecialCALL TO ORDiER-
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Y COUNCIL SPECIAL MEETING
NAVERAL LIBRARY MEETING ROO1
"I Polk Avenue, West Entrance
Tuesday
Aprill 6, 2010
5.30 PM I
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Pursuant to Section 286.0105, Florida Statutes, the City hereby advises the
puberson decides to appeal any decision made by the City Council
with respect to any matter considered at this meeting, that person will need a
record of the proceedingsand for such purpose that person may need to ensure
that a verbatim record of the proceedings is made, which record includes th-.
testimony and evidence upon which the awpeal is to be based. This notice does
not constitute consent by the City for the introduction or admission into evidence
of otherwise inadmissible or irrelevant evidence,, nor does it authorize challenges
or appeals not otherwise allowed by law., Persons with disabilities needing
assistance to participate in any of these proceedings shou,ld contact the City
Clerk's office (868-1221) 48 hours in advance of the mieetingi.
1.05 Polk Avenue - Post Office Box 326 Cape Canaveral, FL 32920-0326
'relephone: (321) 868-1220 Fax: (321.) 868-1248
www.cityofc-,ipecanaveral.org - email: ccapecanaveral@cfl.rr.com
105 Polk Avenue, Cape Canaveral, FL 32920
P.O. Box 326
321-868-1230
321-868-1248
Memorandum
To: Mayor and Council Members
From: Angela M. Apperson, Acting City Manager
Date: March 30, 2010
Re. Semi-finalists for position of City Manager
Mr. Baenziger has requested individual meetings with the Mayor and Council
Members on April 6, 2010 to discuss Semi-finalists.
Noon
1:00 P.M.
2:00 p.m.
3:00 p.m.
4:00 p.m.
Please contact Mia Goforth with the time you would prefer.
MEMO
TO:
FROM:
li;
Cape Canaveral Mayor and City Council
Colin Baenziger
(561) 707-3537 (cell)
Recommended Semi -Finalists
COLIN BAENZIGER & ASSOCIATES
DATE: March 30, 2010
Yesterday morning we forwarded the background materials to you for the 11 semi-finalists that
we recommend you consider. I have provided below a brief description of the criteria we used
and then an even briefer discussion of the recommended candidates.
A. Background
A city (or county) manager position is unlike any other that I am aware. The individual works for, in
this case, five individuals with different priorities, points of view and needs. A successful city
manager will be able to relate to all of you, providing the information you need, and work to
accomplish your priorities. He/she will understand politics (but not get involved in it) and will
accomplish the projects that the elected officials, as a unit, assign to the manager. It is not a job
everyone can do. Many brilliant and very well educated people fail as city managers.
B. Selection Criteria:
Once I have determined the candidate meets the minimum qualifications (such as a bachelors
degree), I look at the following factors:
I) Experience. The best way to increase the probability of finding a good city manager is to
find someone who has already done the job — that is, has been a city manager. We look for
someone who:
a. Reported to an elected board — As noted above, the city manager position is unique
in that it requires the ability to work for, in this case, five bosses.
b. Breadth of experience — Someone who has overseen many, if not all, of the same
functions as the position I am recruiting for (that is, what the elected body has
requested I look for).
c. Achievements demonstrate that the manager has the ability and the will to carry out
the elected officials' policies.
Page 1 of 3
Memo to the Mayor and City Council, Cape Canaveral, FL, March 30, 2010
d. Longevity demonstrates that not only can a manager get the job done but that he/she
understands politics. We are convinced that very few managers like to change jobs
every two or three years. With the exception of those who are climbing the ladder, it
is likely that they are Ieaving because they have to. In any case, we want someone
who will stay with our client for at least five years and hence, we shy away from
those with short tenures.
e. Florida Experience. We have a mild preference for Florida candidates. Their
learning curve is less steep and they already know what it is like to live here. It is
important not to put too much emphasis on Florida experience. We know many
managers who have come to Florida and have done very well.
We do consider assistant city managers recognizing that being an assistant improves the
likelihood of success but does not, by any means, guarantee it. While an assistant has
never had to work with the elected officials the way the manager does, he/she will at least
have had the opportunity to study the manager and observe what works and what does
not. It is also important to remember that city managers were generally assistants before
they became managers and often just need the opportunity. To use a football analogy,
probably the greatest football coach of all time, Vince Lombardi, was an assistant head
coach with the New York Giants before being hired by the Green Bay Packers.
We generally do not recommend department heads or others. They simply have not had
the level and type of experience relating to the elected officials that managers and
assistants have had. Further, the breadth of the areas supervised is much narrower.
2) Personal Observation and Recommendations
Having recruited in Florida and elsewhere, we know many managers and their abilities. We
also know which managers are good judges of talent and whom we can rely on if they
recommend someone to us.
3) Likelihood of Success
Since we warranty our work for two years, we have to believe that an individual will succeed
before we will recommend him/her. While it is impossible to quantify, it is what has lead to
our being recognized as one of the, if not the leading local government recruiting firms for
Florida searches.
4) Diversity
We try to provide a diverse field of candidates. Some cities will want a very experienced
manager who has already dealt with most of its issues. Others might want someone who has
less experience but is more creative or has private sector experience.
Page 2 of 3
Memo to the Mayor and City Council, Cape Canaveral, FL, March 30, 2010
C. The Candidates We Have Recommended.
The 11 candidates we recommended all have some experience in local government and most
have spent their entire careers in it. We are comfortable that all would be successful as your city
manager if selected. Two also have a strong deal of experience in the private sector. Several
have very strong development / redevelopment backgrounds. Most but not all have Florida
experience. We do have some concerns about one, Matthew Amman. We felt, with his private
sector experience, he might bring something a little different to the candidate pool. His
background checks, however, were not as strong as we would like. Still we felt we would bring
him forward and let you be the judge.
D. Next Steps
I am available at any time to answer any questions you might have concerning the candidates.
You can reach me on my cell phone at (561) 707-3537. 1 do plan to be in Cape Canaveral on
April 6th during the day to meet with you, if you like, to discuss the candidates. Later that day,
we will select the candidates you wish to interview. The actual interviews will be on April 16th
and 17th with a selection to be made on April 20th.
I do look forward to seeing you all again on the 6th.
Page 3 of
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Interview Procedures &
Questions
Interviewing Candidates
The interview is generally the final step in the selection process. At this point, the
executive recruiter has screened the candidates and is satisfied that all finalists are capable of
doing the job. Reference checks and more extensive background checks have been conducted,
including discussions with individuals of our choosing and not on the candidate's list of
references. Internet searches have been done, along with a review of newspaper archives. Credit
history, educational verification, and criminal background checks have also been run so there
should be no surprises once a candidate is selected.
The interview is an opportunity for both the elected officials and the candidate to learn
about each other and to determine how well they will be able to work together. It is also an
opportunity for the elected officials to evaluate the candidate's management abilities and to
decide if he/she would be a good leader for the community. It is important for both the elected
officials and the candidate to act professionally and in a manner that will impress the other parry,
all the while learning what they can about the other.
Since all the candidates are capable of performing the job, the focus of the interview
should be on determining who fits best with the elected officials, the staff and the community.
Some candidates will have more experience than others. Some have special areas of expertise
Jthat others do not. Some have better instincts, and some are simply more capable than others.
While some may make more mistakes than others, they may also hit more home runs. The key is
to determine which candidate will have the best chemistry with the elected officials, but also who
can best lead the staff. No matter how technically sound a candidate may be, if he or she cannot
build and maintain a strong working relationship with the elected officials and staff, he or she
will not last long as the community's appointed leader. Of course, experience and expertise are
critical and should not be overlooked.
The Internal Candidate (Does not apply)
If an internal candidate is among the finalists, elected officials occasionally will assume
they already know the individual and just chit-chat instead of actually interviewing him/her.
Doing so is neither fair to the candidate nor the organization. Internal candidates may have ideas
about what they would do differently as the City Manager, but have not been willing or able to
convey these thoughts to the elected officials, much less act upon them. Unless the same hard
questions are asked of the internal candidate as the external candidates, meaningful comparisons
between them cannot be drawn.
It should also be recognized that a competent, likable, internal candidate will have a
natural advantage in any job competition. To select the known quantity is a natural, human
tendency, particularly in public sector recruitments. It feels comfortable and is viewed as safe.
It may also be exactly the wrong thing to do. For example, we have seen governing bodies select
individuals with whom they were comfortable and assume the individual will grow into the
position. In our experience, they generally do not. Once someone has the top position, he/she
Page 1 of 12
Possible Interview Questions
has no mentors and it is difficult for them to improve in areas where they are weak. There simply
is no one to teach them so they to focus on the areas where they arc strong than where they are
weak.
Further, if the candidate does not do well in the position, then a year or so later the same
governing body is struggling with a difficult decision. What should it do with someone who was a
valuable employee but who is not providing the necessary leadership? The choices become to
continue with the employee even though he/she is not performing up to standards, demote the
employee, or terminate his/her employment altogether. None of these choices is attractive, but
one must be selected. Someone who was a perfectly good employee in his/her previous position
may be lost. Of course, this same candidate, with a few more years of experience and mentoring,
might make an excellent City Manager.
Please understand that we are not trying to discourage the hiring of an internal candidate.
We do believe, however, that the internal candidate must be examined just as critically as the
external candidates. We have found it helpful to ask the internal candidate what problems he/she
sees in the organization and what he/she would propose to resolve them. If the individual does
not have a good, specific answer to that question, then he/she is not ready to be the community's
City Manager. External candidates will not have the same depth of experience or knowledge
about the government, so it would not be fair to expect the same response to this question as you
would from the internal candidate.
Another thing to keep in mind is that, if the internal candidate is hired as the City
Manager, then a search must begin to fill his/her position. If an outsider is hired, in most cases
the internal candidate stays, but is somewhat disappointed. Of course there is also the risk that
the internal candidate may be so disappointed that he/she decides to seek employment elsewhere.
Possible Interview Questions
The questions on the next few pages may be useful in determining the information that
you need. There are undoubtedly others. The point is to ask the questions that you feel will give
you the best idea of what the candidate believes, how he/she will work with you and with the
staff, and whether or not he/she is good match for the community.
The following questions are divided into three groups. The first set contains standard
introductory questions covering an individual's background, management style, and experience.
The second set is designed to provide information about how the candidate will interact with the
elected officials and staff, and to focus on particular issues that may be of concern to the
community. Set III should always be asked at the end of the interview. Since time will not
permit asking all the questions, you should select the ones that are most important to you. The
last four should always be asked, and five minutes should be allotted at the end of the interview to
ask them.
Page 2of12
Possible Interview Questions
Question Set I:
1. Tell me about yourself.
2. Why are you interested in our community?
3. What is your management style?
4. What would your staff say about you as a manager?
5. What would your elected officials say about you?
6. Have you fired people? How did you handle it? How did you feel about it?
7. What do you think your strengths are?
8. What do you think your weaknesses are?
9. What has been your biggest success? Tell us about it.
10. What has been your biggest failure (or mistake) in your career? What did you
learn from it?
11. If you were asked to cite one particular situation or event in your career that gave
you the greatest satisfaction, what would it be?
12. What would you do during the first six months in our community?
13. What do you hope to learn in the first six months in our community? What do you
expect to teach us?
14. What do you believe to be the challenges and opportunities facing our community?
How are these likely to change in the fixture?
15. The City wants a City Manager with new ideas and lots of energy. How do you
meet those requirements?
16. What is your value system? How will your values determine how you manage our
City?
17. Why should we select you to be our next City Manager?
18. Is there anything else you would like to tell us?
Page 3 of 12
Possible Interview Questions
Question Set H;
1. Explain what you believe the role of our City Manager should be.
2. What are the three most important commandments for a City Manager?
3. Can you give me a breakdown of your typical day as a City Manager?
4. How would you view your relationship with the elected officials?
5. How will you go about building a strong relationship with them? How will you
maintain it?
6. How do you build consensus on an elected body when it is deeply divided?
7. What information do you think the. governing body needs to have concerning day-
to-day operations and on-going projects?
8. How will you keep the elected officials informed?
9. What kind of direction do you expect to get from the elected officials? What will
you do if you do not feel they have made it clear how they want the staff to
precede on a particular issue?
10. There is an expression, "A good City Manager only needs to be able to count to
three." Of course in our case, that would be five. Could you please comment on
that statement?
11. What do you do when your views on handling a situation differ from those of the
governing body as a whole?
12. What will you do if a particular elected official disagrees with how you believe a
situation should be handled?
13. What will you do when an elected official contacts a department head directly and
tells him/her to do something?
14. What would you do if an elected official walked into your office and told you that
you needed to repaint it navy blue?
15. Can you tell your elected officials what they need to hear rather than what they
want to hear?
Page 4 of 12
1 Possible Interview Questions
16. How well do you accept criticism? Please give me an example of a case where an
elected official suggested you could improve your performance. How did you
respond and what did you do?
17. What are your core values and which one is most important to you?
18. Can you describe an ethical issue that you have had to deal with in your career and
how you handled it?
19. As a manager, how do you evaluate your own performance?
20. What do you believe to be the highlights of your career over the past three years?
21. How will you build a strong relationship with our existing staff?
22. What kind of relationship do you want to have with the senior managers and the
rest of the staff, and how will you establish it?
23. How many people reported to you in your last job? How did you keep them
1 informed of the community's priorities? What do you intend to do differently if
_ 1 you are appointed here?
J
24. How will you keep the general employees informed of the elected officials'
priorities?
25. To what extent do you believe contact with citizens and citizen's groups is
important? How do you typically handle this responsibility? How will you build
relationships with the community?
26. How do you plan to communicate with our residents?
27. How many community meetings have you attended in the last six months? What
was the last one you attended and why did you go?
28. Sensitivity to different genders, races and ethnic groups is a priority for us. Can
you provide us with some specific examples of how you have demonstrated your
commitment to these principles in the past?
29. How will you go about identifying the organization's strengths, weaknesses, and
opportunities for improvement? Once you have identified them, how will you go
about making changes?
Page 5 of 12
Possible Interview Questions
30. How will you approach the short and long range planning processes? What system
do you use to set goals and objectives? How do you monitor progress against
these goals and objectives?
31. History defines the future. Can you please define the character of our community
based on what you have seen and then tell what you would like it to look like in 25
years?
32. What will you do if you feel an employee is not doing his/her job in a manner you
feel is satisfactory?
33. What do you do when you observe an employee - who works for a department
director - who is not doing his/her job the way you think it should be done?
34. Describe the steps you would take if you needed to recruit, say, a new Planning
Director.
35. Describe a situation where you had to build a team to solve a problem.
-1 36. How would you go about raising morale in our organization?
37. What was the most difficult situation you faced as a government employee? How
did you handle it? What did you learn from it?
38. Describe an incident in which you played a role that embarrassed your government
or caused it difficulty. What did you learn from it?
39. What are your long term career goals?
40. What areas of your skills/professional development do you want to work on at this
point in your career?
41. How do you insure that your staff continues to develop professionally?
42. Are you willing to take calculated risks?
43. What kind of decisions did you make in your last job?
44. What kinds of decisions are difficult for you to make?
45. What personal skills do you feel are necessary for someone to be successful in this
position?
Page 6 of 12
Possible Interview Questions
46. What particular personal characteristic do you have that will most benefit our
residents if you are hired?
47. What is your average workweek now, and what would you expect it to be if you
came to work here?
48. Why did you leave your last job? (Ask if the candidate is in transition.)
49. Why do you want to leave your current job? (Ask if the candidate is currently
employed.)
50. From what you know about our community, what is the most burning issue that we
face, and how would you address it?
51. What is your philosophy for developing and implementing a budget for our city?
52. Would you consider implementing a Zero Based Budget?
53. What techniques would you employ to develop and implement a balanced budget
in these difficult economic times?
54. What techniques have you employed to reduce payroll expenses without layoffs
and without reducing the level of service we provide?
55. How do you encourage staff to stay in your organization?
56. Give me some examples of cases where you have introduced new technologies to
improve productivity or service delivery in a local government organization?
57. Like many communities, we are experiencing rapid growth and development.
What would you do to protect the character of the community while permitting
acceptable growth?
58. Do you view growth as a positive?
59. Tell us about your experience closing the gap between what is the ideal amount of
infrastructure (roads, drainage, facilities, etc.) and what is actually present.
60. What sort of concessions would you ask of developers when discussing their desire
to bring a new development to our community?
61. What experience do you have with redevelopment?
Page 7of12
Possible Interview Questions
62. Do you think it is necessary or appropriate to redevelop this community? If yes,
how would you go about redeveloping it?
63. Do you feel it is desirable to bring new businesses to the community? What kind
of businesses would you try to attract?
64. What actions would you pursue to bring jobs to our city? What sectors would you
target?
65. What attributes of the City would market to businesses that you want to attract to
our community?
66. Describe your experience with out -sourcing and your methodology for evaluating
the cost-effectiveness of outsourcing.
67. What is your opinion of sole source procurements?
68. How will you balance the need for timely/efficient procurement with the need for
checks and balances?
69. How would you go about building a good relationship with the County?
70. How would you go about building a positive relationship with other governments
with whom you will have to deal if you are selected for this position?
71. Describe your experience in dealing with state agencies.
72. Describe your experience dealing with federal agencies.
73. Describe your experience obtaining grants. What agencies would you approach
for grants? What kind of grants do you think would benefit us?
74. Are there other external sources of funds (beyond grants) that you would seek out?
75. Have you ever been involved in initiatives to contract out services? Tell us about
them. Did these efforts succeed?
76. How do you feel about succession plans for managers and directors? Do you
presently have on in your city?
77. Describe the kind of organization for which you would like to work. If you could
change one thing in your current (or most recent) job, what would it be?
78. Who do you view as your customers? How will you interact with them?
Page 8of12
Possible Interview Questions
79.
What great idea have you had that did not go anywhere and why did it fail?
80.
If we were to look at your personnel file, what would we find? Would there be
anything negative?
81.
How do you respond when a resident walks into City offices and wants to meet
with you about an issue that concerns him/her?
82.
Would you make yourself available for two hours a week to see the public on a
first-come, first-served basis?
83.
How would you address a situation where an employee places the City in an
embarrassing light?
84.
What do you see as the primary drawback to being the City Manager of our
community? What do you know about our operations and current employees?
85.
If we hire you, would you seek a salary increase every year?
86.
If the community decides to install a plaque somewhere in your honor after you
leave your current job, what would it say?
87.
If they decide to give you a roast, what would people say about you?
88.
What was the most pertinent question you were asked today by any one of us, and
how did you answer it?
89. Would you favor setting up a non-profit to deal with the feral cat and stray dog
population in our community? [This question may seem a bit odd but it tests the
ability of a candidate to think on his/her feet.]
90. Assume our 100' anniversary is next year. What ideas would you offer to make it
a rousing success?
91. What was the last book you read and why did you choose it?
92. Who is your favorite comedian and how do you incorporate humor in your
management style?
93. What did you do to prepare for today's interview?
94. If you accept this position, how long do you expect to stay?
Page 9of12
Possible Interview Questions
95. How do you use your spare time? What are your hobbies?
96. How would you describe your ideal day off?
97. Why should we hire you?
Question Set III: Final Questions
1. If you are selected as the successful candidate, and understanding that pay and
benefits are matters for negotiation, tell us in broad terms what sort of
compensation package you would expect?
2. What kind of severance package would you expect if you were terminated?
3. When would you be available to start work?
4. Is there anything else you want to tell us?
1 5. Are there any questions you would like to ask us?
Page 10 of 12
Topics to Avoid During the Interview Process
A large body of legislation has developed over the years addressing civil rights and
race/gender/age discrimination. Questions in these areas should be avoided during the interview
process. The process of interviewing and selecting an applicant is no longer a simple matter of
conducting a casual conversation and hoping to learn a candidate's strengths, weaknesses, likes,
and dislikes. Various civil rights laws now make the average interview a process that should be
approached with extreme caution. However, if you keep in mind certain basic rules, you will
facilitate the process and avoid problems.
In most instances, asking inappropriate questions may raise an inference of either
discrimination or retaliation against a particular candidate. In other instances, such as those
involving issues of mental or physical health, inappropriate questions are presumptively
discriminatory. Therefore, the interviewer must avoid questions relating to the following:
1. Political affiliation, political views, or voting history.
2. Religious beliefs or practices.
3. A candidate's race.
4. A candidate's age.
5. A candidate's national origin or ancestry.
6. A candidate's family and whether or not they would be willing/able to join them
in the new Town.
7. A candidate's desire to have children or raise a family.
S. Pregnancy and other gender related issues.
9. Sexual orientation or sexual practices.
10. Marital status or personal and private relationships.
11. Potentially controversial issues of race, gender or ethnicity.
Any information a candidate may volunteer during the interview process regarding these
matters does not render the interview invalid or otherwise taint the process. Consequently, open-
ended questions, such as asking if the candidate wants to reveal anything else to the City that has
not already been covered, are not prohibited. In fact, they can sometimes provide valuable
insight into a candidate's views and perspectives.
With regard to issues of physical or mental health, many questions are appropriate after a
conditional offer of employment is made, but must be avoided beforehand. The interviewer must
avoid questions relating to the following topics:
Page I1 of 12
Topics to Avoid During the Interview Process
1. A candidate's medical history.
2. Past workers compensation claims.
3. Past use of sick leave.
4. Health of a candidate's family members.
5. Any obvious physical or mental impairment of the candidate. However, it is
permissible to ask if the candidate is able to perform the essential functions of the
job for which he/she is applying. A better practice is not to ask this type of
question at all. Of course, from a practical point of view, it is hard to imagine
anyone answering negatively.
6. A candidate's frequency of illegal drug use or addiction. However, it is
permissible to ask if the candidate ever used illegal drugs, and if so, the last time
he/she did so. Once again, this is a very delicate area that can create significant
problems for the employer if the questioning is intrusive.
7. Alcoholism or the frequency of alcohol consumption.
The questions listed above which relate to medical conditions may properly be asked of a
candidate after he or she has received a conditional offer of employment. Before an offer is
made, however, the questions must be avoided.
If you need further assistance in crafting proper interview questions, please do not
hesitate to contact us for further guidance.
Page 12 of 12
THE FOLLOWING ARE THE RESUMES FOR THE ELEVEN (11)
CANDIDATES.
ADDITIONAL INFORMATION PROVIDED ON THE
CANDIDATES IS AVAILABLE AT CITY HALL.
Matthew J. Amman, P.E.
20 Dockside Drive • Savannah Georgia 31410. 912 898-9993 • mattamman28 ahoo.com
EXECUTIVE SUMMARY
A community development executive with proven leadership skills specialized in land
development, community planning, real estate valuation, entitlement negotiation, civil
engineering, jurisdictional policy implementation. A proficient, self-starting professional, with a
successful business background who has demonstrated competency in:
Civil Engineering
Budget Development
Agency Relations
Emergency Management
Strategic Planning
Operations
Permitting
ConsultantlBudget Management
Contract Negotiations
Asset Management
Technical Training
Public Speaking
Planning
Compliance
Surveying
Staff Management
Mr. Amman has over 14 years of professional, decision-making experience with successful civil
and public land development projects. He most recently held the position of Executive Vice
President for Core Communities of South Carolina, which owns and develops Tradition Hilton
Head in South Carolina. With a career specialized in community development and civil
engineering, Mr. Amman grew his professional busin ess experience with an industry-leading,
land development firm focused on mixed-use, community development projects.
His professional management experience includes acquisition, entitlements, strategic planning,
l master planning, design engineering, project scheduling, facilities development, market analysis,
l value engineering, staff management, construction management, public/private negotiations, site
permitting, business to business marketing/sales, supply chain management, procurement,
break-even analysis, and public/private infrastructure financing. He has been involved in
developing community/municipal infrastructure districts responsible for over $100M in public bond
sales necessary for civil infrastructure projects including interchange improvements, internal
roadway construction, master drainage projects and water/sewer/irrigation development. Key
responsibilities have included strategic and financial planning, valuation analysis, operation
management, contracts, business negotiation, agency relations and corporate reporting to both
Core Communities and Woodbridge Holdings, in addition to managing all aspects of infrastructure
development associated with over 10,000 acres of entitled real estate.
Mr. Amman was instrumental in creating and implementing the overriding government policies for
growth management in Jasper County, SC and the City of Hardeeville, SC. He has been the
lead civil engineer for all three of Core Communities' master -planned developments and has
been a key team member for large land acquisitions. As a public engineer, his experience
includes site design, capital project management/design/finance, public outreach programs,
public presentations/speaking and permitting. He holds a B.S. in Civil Engineering from the
University of Central Florida and will complete his M.B.A. with Florida State University in the Fall
of 2010. He holds an active professional engineering license and real estate license in Florida, is
T.W.I.C. Certified and is a member of the Urban Land Institute and the Florida Engineering
Society.
PROFESSIONAL EXPERIENCE
Core Communities, LLC; Hardeeville, SC 11101-111109
Executive Vice President for subsidiary to nationally recognized, multi-million dollar publicly -traded
corporation.
• Executive Officer for 5,300 master -planned project known as Tradition Hilton Head with an
asset value of approximately $200M including 25 full-time employees
• Directly responsible for property entitlements, civil infrastructure development, government
negotiations, land development, and site permitting/construction activities
• Responsible for business development and professional staff management/training
• Intricately involved in corporate reporting to parent company in Florida for asset changes and
strategic planning operations including land development turnover, sales projections, market
trends and competitor studies
• Licensed civil engineer responsible project oversight, consultant management, contractor
bidding/selection and permitting modifications
• Assisted City of Hardeeville with long-range development approval process, annexation
policy, zoning policy and impact fee guidelines for governing city-wide planning district
Director of Development for subsidiary to nationally recognized, multi-million dollar publicly traded
corporation.
• Lead team member for total site development for 10,000 acre master -planned community
known as Tradition Florida — including master plan layout, site permitting, site design and
scheduling
• Responsible for consultant/construction management, plan review, contract negotiations,
permitting, agency coordination, budgeting and cost control, due diligence, strategic planning
and department coordination for civil engineering activities in excess of $40M
• Assisted CFO and President with analysis of future land acquisitions, project valuation models
and risk management
• Designed, analyzed and reviewed alternative solutions for infrastructure design and
construction
• Senior manager responsible for land development team supervision and new employee
evaluation.
City of Port St. Lucie; Port St. Lucie, FL 06199 -- 11101
Project Manager for the Engineering Department in one of the fastest growing municipalities in
Florida.
• Civil Engineer in direct responsible charge of design staff and construction plan permitting
• Responsible for consultant/construction management, staff supervision, project
administration, project scheduling, public safety, budgeting, MOT operational control and
development plan review for multi-million dollar public improvement projects
• Managed development plan approval and permit process for all levels of city-wide
infrastructure projects
• Involved with development and operations for emergency management program including
transportation network, traffic patterns and stormwater maintenance/operation
• Worked closely with City Manager and department heads for various levels of public service
including capital projects budgeting/scheduling, emergency response, infrastructure
improvements and public awareness programs
• Instrumental in developing long-range capital project schedules/budgets for City growth plans.
-1 Hosted local government television show
URS Griener, LBFH, IHW; Orlando, FL; Palm City, FL and Denver, Co 12/95 — 06199
Held increasingly responsible civil engineering positions with three nationally recognized
consulting engineering firms.
• Project civil engineer involved in site development for residential and commercial
developments, interchange justification reports, traffic capacity model valuation, highway
capacity and signage.
• Direct client coordination and management with the Florida Department of Transportation,
Orlando International Airport, South Florida Water Management District, Walt Disney,
Universal Studios, private developers and numerous local municipalities
• Supervised junior engineers and AutoCad technicians for design and construction
administration for civil/site projects and highway engineering facilities
• Permitting and agency approval
• Site construction management, project scheduling, overhead allocation and budget review
• Instrumental in growing practices for all three companies
EDUCATION
University of Central Florida, Bachelor of Science in Civil Engineering, 1996
1 Florida State University, Master of Business Administration, 2010
REGISTRA TIONS/AFFILIATIONS
• Registered Professional Engineer #57379, State of Florida
• Urban land Institute
• Board Member of Technical College of the Low Country 2007-08
• Licensed Real Estate Salesperson #3020306, State of Florida
• Licensed US Coast Guard Captain, wITWIC Certification
• Florida Engineering Society
• Leadership St. Lucie, 2001-02
• Professional Baseball Players Association, Pittsburgh Pirates
REFERENCES
Available upon request from both the private and public sectors
Resume of John D. Berchtold
14837 W. State Road 238
Lake Butler, FL 32054
(386) 496-8408
Work Histoma (Last 20 Plus Years)
2007 — Present City Manager, City of Lake Butler, Florida
Seat of Union County, Florida
Pop. 2,000, Regional Trade Area, 15,000
2005 —2007 County Administrator, Montcalm County, MI
Pop. 62,000
2003 —2005 Executive Director, Michigan Association for the Deaf
Lansing, MI; Municipal Consultant (contract work)
1998-2003 City Manager, City of Charlotte, Ml
Pop. 8, 000, Regional Trade Area, 22,000
1987-1998 Village Manager, Lake Orion, MI
Pop. 3,000, Regional Trade Area, 25,000
1983-1987 Village Manager, Wolverine Lake, Ml
Pop. 5,000, Regional Trade Area, 20,000
Education:
B.B.A., Temple University; M.A., Public Admin. - Central Michigan University
Memberships:
Full Member, International City Management Association
Full Member, Florida City County Management Association
President Elect, Lake Butler Rotary Club
Awards:
International City Management Association -Economic Development; Charlotte - Employee of
the Year; Village of Howard City, MI -Economic Development; Lake Orion -Michigan Senate;
Wolverine Lake (2) Appreciation & Service; Lake Butler Rotary (2) — Service; Harbor Beach, MI
(2) -Economic Development & Service; Lansing Community College (Innovation)
Page 2
ACHIEVEMENTS — CITY OF LAKE BUTLER
Finance
• Successfully administered budgets resulting in surplus budgets for fiscal
years 07/08, 08/09
• Maintained 50% fund balance of operating expenses in the General Fund
• Paid off all City General Fund debt
• Collected 100% of occupational licenses
• Collected 99% of water and sewer accounts
• Successfully negotiated utility rate increases from the Department of
Corrections resulting in additional $184,000 annually (60% increase)
• Found alternative sources of revenue to support general operations
• Re -bid insurance and purchased thru state contracts, saving $50,000
• Re -negotiated Agreement in Union County resulting in $400,000 savings
• Re -negotiated a five year refuse agreement with no cost increase
• Found "free" consulting services for utility engineering / grant writing
Personnel
• Through use of inmates, at no cost to the City, realize the efforts of 15 full-
time equivalent employees
• Wrote personnel policies to clear various interpretations
Grants
• Administered grant for $200,000 fire truck (FEMA)
• Administered USDA grant ($106,000) for day care improvements
• Successfully obtained funding from State of Florida for sewer improvements
($203,000)
• Have submitted applications for splash park and skate park to DEP
• Administer downtown TIF district as CRA Director
• Currently working on grants for fire station and energy savings
• Successfully achieved voluntary annexations for subdivision
Streets and Roads
• Partnered with FDOT in rebuilding SR 231 ($2.5 million)
Page 3
Streets and Roads (continued)
• Partnering with FDOT in resurfacing SR 238 ($300,000 est.)
• Rebuilt corridor with TIF funds; used State bid contract, saved $
Parks
• Orchestrated major downtown and lakeside events
• Dredged swimming basin and rebuilt beach through donation from DuPont
• Administered grant for construction of Trailhead ($160,000)
• Successfully lobbied State of Florida for rails trails coming in 2010 ($2
million)
• Partnered with SREC for construction of Senior Center ($250,000)
Law/Code Enforcement/ Fire Department
• Negotiated agreement for Sheriff Department law enforcement; saving $
• Recruited two (2) top notch code enforcement officials
• Located grants for fire department ($30,000)
ACHIEVEMENTS — MONTCALM COUNTY
Organizational Finance
• Served as the "first" County Administrator
• Drafted innovative work plans for every Commission subcommittee
• Developed creative financing for restoration of 24 hour Sheriff shifts
($130,000)
• Developed risk management procedures that reduced insurance premiums
by 10%
• Recommended / administered $400,000 bond for capital projects
• Saved money by using department heads in lieu of consultants
• Coordinated / facilitated independent county wide dispatch center
• Used "donated" professional services for parking improvements
• Obtained $250,000for parks, economic development, parking)
• Revamped animal control fines resulting in 40% increase
• Saved $ by purchasing demo office equipment
• Created Countywide Brownfield Authority
Page 4
Organizational Finance 9continued)
• Co -administered HUD funding for rehab projects ($100,000)
• Met goal of 100% of local governments funding county info system
ACHIEVEMENTS — CITY OF CHARLOTTE, MICHIGAN
Annexation / Planning / Growth Management
• Negotiated regional agreement allowing 1100 acres to be annexed
• Managed 9 industrial park projects. 2 supercenters, 2 motels,130 new
homes, 106 apartments with 1100 approved
• Initiated town hall meetings outside of city hall
Infrastructure improvements
• Added second water tower
• Expanded sewage treatment plant
• Initiated 5 Year road resurfacing program
• Built public works garage
Obtained Grants ($10.7 m.)
• Skate Park, Downtown Development, Housing Rehab, Streetscape, MDOT
(roads), COPS, Airport p Planning, Brownfield Clean Up, Youth
Programming, Senior Housing, Tree Grants, Intersection Safety. Developer
Grants for Infrastructure.
ACHIEVEMENTS —LAKE ORION, MICHIGAN
Infrastructure and Downtown Improvements
• Rebuilt 10,000 feet of water main
• Constructed 140 historic street lights
• Rebuilt 3 bridges (without tax increase)
• Rebuilt 3 downtown parking lots (without tax increase)
• Built riverfront trails
• Initiated downtown fagade grants
• Replaced 1500 water meters
• Obtained grant for waterfront trails
• Rebuilt 80% of road system
JAMES D. BURSICK
555 3V' Court SW
Vero Beach, Florida 32968
Home: (772) 567-1134 - Office: (321) 724-5860 - Mobile: (772) 766-9062
Email: Jamesbursick2009@comcast.net
CAREER SUMMARY
A proven professional with nearly 30 years of progressively responsible
experience in public management, most recently as Town Manager for the
Town of Melbourne Beach. Significant operating experience in budgeting
and fiscal controls, human resources, purchasing, grant writing and
administration, and information communication systems. A hard working
public official with strong analytical skills, and an impeccable reputation for
professionalism and integrity.
EXPERIENCE
June 2006- TOWN MANAGER — Town of Melbourne Beach, Florida
Present
Founded in 1883, Melbourne Beach is the oldest beachside community in
Brevard County. As such, residents exert considerable effort to maintain
the character of the Town and sense of community. Melbourne Beach is one
square mile in size, containing approximately 3,300 residents. Community-
based policing activities help make the Town one of the safest in central
Florida.
Accomplishments as Town Manager include:
Successfully represented all referendum initiatives proposing
Charter Amendments (building height limitations, and cash
management), and voted millage rate for stormwater system
improvements and street resurfacing.
Received grants totaling over $775,000 for stormwater systems
improvements and recreation development projects.
Strengthen Town's financial position by increasing General Fund
reserves by 33%, representing 65% of the annual operating budget,
and maintaining the total General Fund budget increase at 10.5%
over four years.
Maintained community individuality through height limitation
Charter amendment, preparation of Ocean Avenue development
guidelines, completion of first ever community visioning process,
and development of Evaluation and Appraisal Report with
associated Comprehensive Plan amendments.
January 2006- INTERIM TOWN MANAGER — Town of Melbourne Beach,
June 2006 Florida
Includes all responsibilities prescribed to the Town Manager through the
Charter and Town ordinances.
June 2004- ASSISTANT CITY MANAGER/PUBLIC WORKS
January 2006 DIRECTOR — City of North Port, Florida
As a bedroom community to Sarasota, North Port was one of the fastest
growing communities in the nation. With approximately 40,000 residents,
North Port added over 3,000 residential housing units each year during my
tenure.
Promoted to Assistant City Manager/Public Works Director with
responsibility of Road and Drainage, Solid Waste, and Parks and Recreation
Divisions under the Public Works Department, and the Engineering and
Utility Departments. Secured, coordinated, and administered hurricane
debris removal contracts.
January 2004- SUPPORT SERVICES DIRECTOR — City of North Port,
June 2004 Florida
Responsible for the administration of the Human Resources, Purchasing,
-� Public Information, Fleet Maintenance, Management Information Systems,
Building Maintenance and Social Services Divisions. Served as Chief
Negotiator during negotiations with the International Association of Fire
Fighters. Initiated integrated equipment repair parts system through NAPA.
March 1997 - ASSISTANT CITY MANAGER - City of Vero Beach, Florida
January 2004
Direct line supervisory responsibility of the Airport, Marina, Recreation and
General Maintenance Services (Building Maintenance, Central Garage and
Solid Waste) Departments consisting of 122 employees and a combined
total budget of $10.5 million.
Other responsibilities and accomplishments include:
• Special events coordinator for Boston Pops concert (11,000
spectators) and Royal Palm Pointe grand opening ($7 million
redevelopment project with 5,000 in attendance).
• Administration of Community Development, Cultural Facilities,
Florida Iniand Navigational District, Historic Preservation, and
Florida Recreation Development Assistance Program grants totaling
$1.4 million.
• Environmental remediation of old diesel power plant and
administration of city-wide fiber optic network in conjunction with
Indian River County and Indian River County School District.
• Served as Interim Water & Sewer Director (1/98 - 3/99).
and Interim Human Resources Director (5/99 -11/00,10102 -
2/03, 11/03 — 01/04).
• Served as member of the Labor Management, Disaster
t ``l Preparedness & Response Committee and as Chief Negotiator
or Bargaining Team member during negotiations with
Teamster and Police Benevolent Association bargaining units.
August 1996 - DEPUTY CITY MANAGER - City of Leesburg, Florida
March 1997
Includes all responsibilities of Budget Director, as well as,
management of all operations at the Municipal Airport and Acting
City Manager in his absence.
February 1987 - BUDGET DIRECTOR - City of Leesburg, Florida
August 1996
Supervise the development of $78 million operating and capital
budget. Developed the first formal Capital Improvement Plan for the
City.
Assisted the City Manager with general administrative functions.
Responsibilities and accomplishments include:
• Administration of property and liability insurance programs.
Developed formal procedures for accepting and evaluating
insurance proposals.
` Responsible for the purchase, installation and maintenance of
the city-wide telephone network. New system paid for itself
in 3-1/2 years, while replacing antiquated equipment.
• Prepared and administered grant applications resulting in
awards of nearly $350,000 for historic preservation projects.
Other grant applications, totaling $223,250, were successful
under the State's Alternative Fuel Vehicle and Disaster
Preparedness Programs.
• Served as Interim Human Resources Director (12/93-1/94).
February 1986 BUDGET ANALYST - Office of Management and
February 1987 Budget, Palm Beach County, Florida
Assisted with the transition from a line item to a program based
budget. Newly developed budget received the Distinguished Budget
Award as presented by the Government Finance Officers Association
in the initial submittal. Prepared the first five-year projections of
future operational funding requirement. Supervised subordinate staff.
February 1984 - SENIOR BUDGET/MANAGEMENT ANALYST -
February 1986 Office of Management and Budget,
Lee County, Florida
Involved development and implementation of the annual operating
and capital program based budget. Received the Distinguished
Budget Award for the 1984-85 and 1985-86 fiscal years.
February 1981 - FINANCE CLERK - City of Alma, Michigan
February 1984
Responsible for the administration of the purchasing system,
municipal cemetery, and Central Store Office Supply System.
Assisted in the development of a computerized voter registration
system and community newsletter.
EDUCATION
PROFESSIONAL
AFFILIATIONS
BACHELOR OF SCIENCE IN BUSINESS,1980
Ferris State College, Big Rapids, Michigan
18 semester hours completed towards Master of Science in
Business; Central Michigan University, Mt. Pleasant, Michigan
International City/County Management Association
Space Coast Public Management Association
Cory Carrier 265 Bayberry Drive, Polk City, FL 33868
Home: (863) 984-1292 E -Mail: ccarrie3@tampabay.rr.com
SUMMARY
More than twenty years of local government experience with expertise in the following areas:
* Community Redevelopment * Financial Operations and Budgeting
* Operations and Project Management Grant Writing and Administration
* Customer Service Systems Design and Implementation
* Operational Analysis * Staff Effectiveness
* Functional and Operational Expertise and Planning
A creative innovative leader with demonstrated organizational, analytical, and communications
skills. Follows management through collaboration, however is able to independently make the
tough decisions when necessary. I am a dedicated team player and a visionary thinker with the
ability to follow through.
RELEVANT LOCAL GOVERNMENT EXPERIENCE
City Manager, City of Polk City, FL
2000 — Present
Polk City is a growing city with a population of 2,500 covering approximately 5 square miles. It
is located in the Green Swamp Area of Critical State Concern on the 1-4 corridor approximately
half way between Tampa and Orlando. At the time of employment I was the 27th manager in 20
years. The city was politically volatile and as a result nothing moved forward.
Duties and Responsibilities as City Manager:
■ Chief Executive Officer of a municipal government with 21 employees and a 3 million
budget. Oversight responsibility for the following functions: roads, water and sewer
utility, stormwater utility, code enforcement, planning, zoning, parks, recreation, finance,
budgeting, general resources and personnel. Police and Fire are contracted with Palk
County.
■ Responsible for the city's compliance with the Florida Department of Community Affairs
in compliance with the Green Swamp Area of Critical State Concern.
■ Preparation and administration of grants for water and sewer utility, parks and recreation
and public facilities.
• Preparation and administration of the city's operating and capital budgets.
■ Implantation of council directed policy. Administration of the city's day-to-day operations
as well as identification and planning for long range issues.
■ Media representation of the city.
■ Cooperation and negotiation with public and private sector individuals on a variety of
issues ranging from economic development and growth to service contracts.
Achievements:
■ Purchase, upgrade and administration of water treatment facilities from the City of
Lakeland including water master planning and bonding functions.
■ Coordinated with the State of Florida for extensive streetscaping and lighting along the
State Road 33 corridor to beautify downtown area.
■ Acquisition of property, planning and construction oversight of new government center
for the city which was constructed on time and under budget.
■ Purchase, upgrade and administration of the Mt. Olive water treatment facilities and
sewer treatment facilities from Polk County including master planning and bonding
Cory Carrier 265 Bayberry Drive, Polk City, FL 33868
Home: (863) 984-1292 E -Mail: ccarrie3@tampabay.rr.com
functions. Additionally eliminated overflow and odor problem with the sewer treatment
facility.
■ Planning and construction of the Cardinal Hill Wastewater Treatment Facility.
■ Completely updated the Comprehensive Plan and Land Development Regulations for
the city.
■ Computerized all functions of the city. Initially all functions of the city were manually
completed.
■ Increased the size of the city threefold and the assessed value of the city by over 300
percent.
Town Administrator, Town of Hinsdale, NH 1995-2000
Hinsdale is a historic town with a population of 5,500 and an annual budget of 8 million. It is
located in the southwestern most corner of New Hampshire at the convergence of the Cheshire
and Ashuelot Rivers. The town has a town meeting form of government with a five member
Board of Selectmen.
Duties and Responsibilities as Town Administrator:
■ Coordinate the daily administrative functions of the Office of the Selectmen; supervise daily
operations of a full service town including police, fire, water treatment and distribution,
wastewater collection and treatment, landfill operations, parks and recreations and highways.
■ Administer the personnel, financial and purchasing policies of the town
■ coordinate activities of all department heads and supervises all employees
~� exercise a considerable degree of independent judgment;
■ Advise and assist the Board of Selectmen with employee hiring, evaluation, promotion and
discipline and enforces personnel policies of the town
■ Responsible for preparation of annual town report, assessing book, town ordinances,
warrants and amendments.
■ Responsible for the preparation and presentation of the town budget and its daily administration;
analyze expenditure trends and report potential problems to the Selectmen; complete and
submit required budget forms and reports to the State of New Hampshire
■ Develop timetable for town programs and services
■ Establish procedures for, and coordinate all purchasing to include the review of all purchase
requisitions; drafting of specifications and the evaluation of competitive bids received;
monitor department budgets to avoid over -expenditure.
■ Manage financial affairs of the town; research money managementlinvestments;
implement audit recommendations; assist in the assessment process; manage insurance
and benefit programs; apply for State Aid, grants, other monies available; serve as liaison
between the Selectmen and town departments
Achievements:
■ Rehabilitation and restoration of the city hall originally built in 1757, including acquisition
and administration of an historic preservation grant.
■ Coordination and implementation of the Main Street project which included new
sidewalks, landscaping and lighting.
■ Design and construction oversight of the new Community Center and park on the site of
an abandoned paper mill.
■ Receipt of a perfect audit from the contracted auditing firm.
■ Created and implemented the Pay -as -you -Throw solid waste program to offset the entire
} cost of the landfill closure.
Cory Carrier 265 Bayberry Drive, Polk City, FL 33868
Home: (863) 984-1292 E -Mail: ccarrie3@tampabay.rr.com
OTHER PROFESSIONAL EXPERIENCE
Planning Services Department Town of Brattleboro, Vermont 1993-1995
Office Administrator, Lister's Office Town of Brattleboro, Vermont 1988-1993
Brattleboro is a extraordinary town of approximately 15, 000 residents and a budget of 13 million. It
is unusual in that it has a Council/Manager/Representative Town Meeting form of government, the
only one of its kind in the State of Vermont. A Lister's Office has the property appraisal function of
the city.
While employed in the Lister's Office I was responsible for preparation of the annual budget;
preparation of the annual report; reading and interpretation of deeds; data entry - updated records on
computer; coordinated information with outside agencies for annual updates; collection and
assimilation of information for tax rolls; preparation of formal oaths, abstracts, warnings, and reports as
required by law; preparation and mailing of change of appraisal notices and notice of hearing results
to taxpayers; preparation and updating of information for tax stabilization agreements and tax contracts
for the Town; supplied information to the Vermont Department of Property Valuation and Review;
preparation of the Equalized Market Value Report; and processed applications for Use Value Appraisal.
While employed in the Planning Services Department I was responsible for preparation of the
annual budget; preparation of the annual report; updating of permit and violation records; reviewed
and evaluated permit applications for compliance and approved, conditionally approved or denied the
application; coordinated information with outside agencies for Act 250 review, permit review, and septic
review; collection and assimilation of information for zoning regulation amendments, the town plan, grant
applications and other required reports; maintained development files; the filing of land plats in a lawful
manner and distribution of site plans, plats and development agreements to the appropriate parties;
furnished the public with information on zoning restrictions, the permitting process and deadlines,
flood plain regulations and State permitting requirements; prepared and notified property owners of
code violations; prepared violation cases for the Town Attorney; and coordinated with the Department of
Public Works for installation of public water and sewer lines and access curb cuts for development.
Branch Manager, Greenfield Cooperative Bank Greenfield, MA 1985-1988
Responsibility for all aspects of a busy branch bank including: supervision of staff members;
balancing branch at days -end; month-end and annual reports; preparing annual budget for branch;
ordering, receiving, and verifying shipments of cash; branch security; mortgage and loan origination;
customer relations. As branch manager developed the banks Presidential Account concept marketing
research, market analysis, cost analysis. Expanded capability of computer to handle additional
demands. Devised timesaving methods for staff in processing transactions.
EDUCATION
University of Phoenix, Orlando Campus Bachelor of Science
Emphasis on management, financial operations, organizational development and human
resources.
Greenfield Community College, Greenfield, MA. Associates in Science
Emphasis on Business Management, Phi Theta Kappa
Cory Carrier 265 Bayberry Drive, Polk City, FL 33868
Home: (863) 984-1292 E -Mail: ccarrie3@tampabay.rr.com
ADDITIONAL TRAINING
■ International City/County Management Association, continuing education
■ New Hampshire Certified Public Managers Program
■ State of Vermont Assessor Certification
■ Computer Assisted Property Tax Assessment Program courses
■ Institute of Financial Studies, Fairfield, Conn.
PROFESSIONAL AFFILIATIONS
■ 20 Year Service Award Member -International City/County Management Association
• Florida City/County Management Association
■ Florida Government Finance Officers Association 2001-2008
■ Southeast Rural Community Assistance Project Board Member 2004-2010
■ Ridge League of Cities, Scholarship Committee
■ Nine year participant of the Great American Teach In at Polk City Elementary.
■ Secretary of the New Hampshire Government Finance Officers Association, 1998-2000
■ Secretary/Treasurer - New Hampshire Municipal Managers Association, 1998-2000
■ Level IV Solid Waste Facility Manager/Operator, 1997 - 2000
■ Hinsdale Planning Board, 1990 -1995
■ Notary Public
SHANE BENJAMIN CRAWFORD
.......................................................................................................................................................
2l4 E. Lloyd Street Milwaukee, W1 53212 Phone: 414-779-1 179 E-mail: scrawford @hofmaiLcom
SUMMARY
More than 11 years of local government experience with expertise, qualifications, and
skills in the following areas:
• Labor Relations including being the lead contract negotiator
• Operations and Project Management for projects ranging from 2 to 18 million
dollars
• Media Relations
• Budget and Financial Operations
• Strategic Planning
• Intergovernmental Relations
• Lobbying
• Organizational Development
• Economic Development
• Zoning and Development Planning
• Elected office experience from 1997 to 2000
J\ I am a team player who is able to work independently within the organizational
framework with experience in managing change while being results oriented. I am a
demonstrated leader with organizational, analytical, and communication skills. I have
experience on both the elected and "hired/contracted" sides of local politics and I believe
that allows me to bring a unique perspective to any organization.
EDUCATION
1995-1996 University of WI -Oshkosh
Double Major: Public Administration/Political Science
1996-1999 University of WI -La Crosse
Bachelor of Science Degree—Double Major: Public Administration/Political
Science
Emphasis in double major: government, management, social interaction,
economics, governmental personnel, media use, and budget
I have also taken a variety of Masters Level classes at Viterbo University in
La Crosse, WI., and at the University of WI—Milwaukee. However, I had to
end my classes at Viterbo University due to my recruitment to Walworth
County and I ended my classes at the University of WI—Milwaukee when I
was asked to pursue a law degree by my employer instead. I am currently
waiting on my admission to Marquette University.
Page 1 of 4
Resume of Shane Benjamin Crawford
EMPLOYMENT
Walworth County, WI 2004 — Present
Population: 102,000 — Budget: $160 million
Deputy County Administrator—Central Services (one year and current)
Appointed to this position in July of 2007. This position holds all the responsibilities I
previously held as Deputy County Administrator/Director of Public Works and
Intergovernmental Relations but now includes the supervision of Walworth County's Central
Purchasing Department. This additional responsibility includes the supervision of an additional
5 staff as well as being solely responsible for every contract initiated by Walworth County and
being directly responsible for every major purchase within the county's 155 million dollar
budget. Achievements include:
• Successful pilot program of contracting snow plow operators in lieu of filling vacant
positions
• Integrated the county's purchasing department under the "umbrella" of already county
assigned responsibilities.
• Implemented a procurement program which included the initiation of several "checks
and balance" systems to allow for employees to carry county procurement cards
• Successfully created the Intergovernmental Cooperation Council (ICC) consisting of
any municipality (town, city or village) within the borders of Walworth County (that
chose to join) for the purpose of studying possible government cooperation and
possible consolidation.
• Completed Walworth County's new
budget—an 18 million dollar project.
• Created a "green" initiative which
included in the 2010 budget
Lakeland School ahead of schedule and under
is in its formative state right now but will be
Deputy County Administrator/Director of Public Works and Intergovernmental Relations (IS
months)
Appointed to this position in April of 2006. The position maintained the responsibilities as the
Director of Public Works. However, it now assisted the County Administrator in
intergovernmental relations by acting as the county's lobbyist and primary resource for state and
federal legislation affecting Walworth County. It also assisted in the human resource function of
the county as well as assisted in any tasks deemed necessary by the County Administrator.
Major accomplishments included:
• Successful lobbying efforts at state capitol in regards to state revenues
• Successful construction completion of county owned nursing home --15 million dollar
project. This project was completed on time and under budget.
• Negotiated an agreement with WI Department of Transportation to uphold state funding
for state owned, but county maintained, highways and interstates.
• Was appointed as the Parks Manager for Walworth County and created an accounting
"lockbox" for future park acquisition and assumed park maintenance within the Public
Works Department without the addition of extra staff.
Page 2 of 4
Resume of Shane Benjamin Crawford
Director of Public Works—Walworth County, WI (two years)
I was recruited in April of 2004 to head up a newly consolidated department of public works.
Previous to this, the county had separate highway and facilities departments. The departmental
budget is approximately 15.5 million with an overall county budget of nearly 160 million. The
department of public works employed approximately 80 people. Upon my recruitment, my
major focus was on the county's new building projects as the public works director was the
primary project manager for all building projects. The county, at the time of my recruitment,
was 8 months from opening a new judicial center at a cost of nearly 13 million. This project was
in disarray and proved to be the reason for my recruitment. Due to major design flaws, I was
forced to delay opening the building by 7 months but assisted in proving architectural error and
all costs spent to remedy the building were recouped. The public works department is
responsible for approximately 2300 miles of state and county roads and I also act as the county's
fleet and parks manager. Currently the county has two county parks that are maintained by
Public Works and I have successfully implemented a fleet maintenance policy that proved cost
effective and improved service. Further accomplishments included:
• Successfully litigated a damage claim against original architect on the county's Judicial
Center proving architectural error throughout the facility.
• Upon recruitment, created a restructure and team atmosphere within the Public Works
Department that had been absent since its creation.
• Negotiated a "cross jurisdictional agreement" amongst the highway and facilities unions
so that labor could be utilized in various capacities in a "cross jurisdictional fashion.
Buffalo County, WI 2000--2004
Population: 13,500 — Budget: $14 million
County Administrator Buffalo County, WI (2+ years)
The Buffalo County Board, effective January 1, 2002, made the decision to upgrade my county
position of Administrative Coordinator to that of County Administrator. In Wisconsin, the major
differences between the Coordinator position and the Administrator position are two -fold. A
County Administrator is empowered to hire and/or fire (terminate) department heads without
county board approval. Also, a County Administrator introduces the county budget to the board.
Administrative Coordinators do not have the authority to hire and/or fire nor do they introduce
the budget. Rather, Administrative Coordinators merely assist in the creation of the county
budget. Increased participation and responsibility, in regards to all county issues, resulted
because of the change in title. The county also opted to make the County Administrator position
the chief negotiator in regards to all union contract negotiations. During my tenure as county
administrator, my budget proposals came with modest property tax levy increases while
maintaining both essential as well as discretionary programs. I successfully negotiated 25%
contributions from employees with family health insurance plans as well as negotiated 10%
contributions from employees with single plans. Major accomplishments included:
• Authored Buffalo County's first and only Personnel Handbook --directed by the Buffalo
County Board
Page 3 of 4
Resume of Shane Benjamin Crawford
• Successful transition to a new 3rd party administrator for the county's self-insured health
insurance plan saving the county hundreds of thousands of dollars over the last 5 years
• Created and codified a budget procedure so the county board and constituency had a "road
map" to follow in regards to budget creation.
Administrative Coordinator Buffalo County, WI (2 years)
Immediately upon my college graduation, I was hired as the Buffalo County, Wisconsin,
Administrative Coordinator. My responsibilities included: supervising all county personnel
activities, supervising all county finance activities, monitoring the county's self-insured health
insurance fund (which included changing 3rd party administrators effective January 1, 2002), and
acting as the county's risk manager and computer/network supervisor. During my tenure as
administrative coordinator, the board tasked me to write a code of conduct (a personnel manual)
for the county. I proposed a methodical approach to accomplishing this goal and it was drafted
within 10 months and ratified by the board immediately.
City and County of La Crosse WI 1997-2000
City Council Member, City of La Crosse, WI(4 years)
I was the recording secretary for the Highways, Properties, and Utilities Committee for the first
two years of my city council term. I was then appointed to the Finance and Personnel
Committee for my final two years. This appointment required increased involvement on the
council due to the fact that this committee was involved with all employee grievances, contract
disputes, the city's annual budget, and other various issues that came before the committee of the
whole that involved city finances and/or city personnel.
County Board Supervisor, County of La Crosse, WI—(3+ years)
I received the honor of being appointed to the 5th district count board supervisor seat by the
county board chairman in the fall of 1997 due to a vacancy. I was then elected in April of 1998,
to a two-year term. During my tenure on the county board, I served on the Parks and Properties
Committee, Law Enforcement Committee and the Health and Human Services Committee.
ASSOCIATIONS
• Wisconsin Association of County Personnel Directors
• Wisconsin Public Employer Labor Relations Association
• Wisconsin Counties Association
• National Association of Counties
• West Central WI Counties Association—Association of Personnel Directors and/or
individuals responsible for the personnel function within their respective WI counties
• Mississippi River Regional Planning Commission—appointed by the WI Governor
• Wisconsin Utilities Tax Association—Vice President
• American Public Works Association
• WI Counties Highway Association
J
Page 4 of 4
EXPERIENCE PROFILE
JOHN J. DRAGO 568 Strathclyde Court, Apopka, Florida 32712
(407) 889-9495 e-mail jdragol@cfl.rr.com
More than twenty years of executive management experience in local government.
An innovative leader, with demonstrated results in the areas of privatization, right
sizing, service improvement, cost reduction and revenue enhancement. Excellent
verbal and written communications skills and the capability to interface effectively
with people at all levels and socioeconomic backgrounds. Ability to utilize a wide
variety of citizen participation tools to engage and educate the community on issues,
and to incorporate citizen input into public decision making. Ability to establish and
monitor cost effective operations, eliminate waste, and simplify complicated systems.
RELEVANT LOCAL GOVERNMENT EXPERIENCE
City Administrator, Longwood, FL 1999-2009
Longwood is located approximately ten miles north of Orlando. It is a full service City
1 comprising 5.67 square miles, approximately 65,000 daytime and 14,000 nighttime
populations, a total combined budget of $31 million and 157 employees.
Duties
➢ Chief Administrative Officer of the city reporting to a five member City Commission..
Direct and supervise the administration of all departments, officers and agencies of the City.
➢ Enforce all laws, provisions of the City Charter and official actions of the City Commission.
➢ Prepare and administer the annual budget and capital program of the City.
➢ Keep the City Commission fully apprised of the financial condition and future needs of the city.
➢ Negotiate and administer all contracts.
➢ Interface with residents and citizens groups on community issues.
➢ Serve as the City's primary contact with the media.
Achievements
➢ Maintained the same operating millage rate for five consecutive years without reducing the level
of service in order to balance the budget.
➢ Completed a marketing study to determine the demographic, economic and housing trends for
the City. Based upon the findings in the study appropriate developers were targeted for
redevelopment projects.
➢ Developed a Neighborhood Code Compliance District Program. The purpose of the program is to
establish standards and regulations that can be selected by each neighborhood to enhance their
quality of life.
JOHN J. DRAGO - Page 2
➢ Instead of establishing an in-house Economic Development Department, privatized the function
- thus avoiding a likely cost of $200,000. The purpose for the privatization was to find appropriate
% developers for redevelopment projects in the City.
➢ Coordinated the development of design plans for a $40 million Transit Oriented Development in
conjunction with the City's Commuter Rail Station.
➢ Developed a user friendly performance based Land Development Code which incorporated
flexible design standards for all land use categories and eliminated traditional zoning. The code
was adopted.
➢ Held neighborhood meetings to review street paving, water or wastewater construction plans
with affected residents before commencement of projects. The City was able to mitigate issues
and revise plans as needed.
➢ Developed the Citizen Awareness and Participation Plan. The purpose of the plan is to ensure
that developers pursue early and effective citizen participation in conjunction with their
developments, giving them the opportunity to understand and mitigate any impacts their
development may have on the community. The plan was adopted.
➢ Developed a model street design concept in conjunction with a $12 million Neighborhood
Revitalization Program, which includes traffic calming devices, wider sidewalks and driveway
aprons, drainage improvements and improved landscaping. This new prototype design would
instill community pride, improve the community's image and improve the overall value of private
-1 properties.
➢ Received more than $2 million in grants for street paving, cemetery improvements, median
beautification and law enforcement.
➢ Created master plans for the city in the areas of the historic district, parks and recreation,
cemetery, water and wastewater, drainage and public works facility.
➢ Received the Distinguished Budget Presentation Award from the Government Finance Officers
Association.
Administrative Assistant, Winter Springs, FL 1997-1999
Winter Springs is located approximately ten miles north of Orlando. It is a full service City
comprising 14 square miles, approximately 30,000 residents, a total combined budget of $25 million
and 220 employees
Duties
➢ Acted as the City Manager in his absence.
➢ Performed highly responsible administrative work for the City Manager covering all facets of the
day to day operation of the City.
➢ Supervised various construction projects.
➢ Worked directly with City Commission, City Boards and Committees and Civic Groups.
JOHN J. DRAGO - Page 3
Achievements
➢ Assisted with the development of a 230 -acre town center which will contain a hotel, retail and
personal service establishments, restaurants, professional offices and mixed housing.
Assisted in the preparation of two grants for the town center totaling $5 million to acquire public
space, environmentally sensitive lands and right of ways for public improvements.
➢ Developed and published the first citywide newsletter.
➢ Assisted with the development and implementation of two assessment districts which provided
improved safety and beautification.
➢ Coordinated the development and implementation of a "floor offset pension plan". This plan was
a combination of a defined contribution and defined benefit plan. The City was the first and only
City in Florida to adopt such a plan.
City Administrator, Okeechobee, FL 1986-1997
Okeechobee is located at the northern end of Lake Okeechobee. The City comprises four square
miles, approximately 5000 residents, a total combined budget of $8 million and 50 employees.
Duties
➢ Chief Administrative Officer of the City reporting to a five member City Council.
➢ Directed and supervised the administration of all departments, officers and agencies of the City.
➢ Enforced all laws, provisions of the City Charter and official actions of the City Council.
➢ Prepared and administered the annual budget and capital program of the City.
➢ Kept the City Council fully apprised of the financial condition and future needs of the City.
➢ Negotiated and administered all contracts.
Achievements
➢ Maintained the same operating millage rate for six years. The 1995/96 budget had a modest
increase and the tax rate was maintained for the 1996/ 97 budget without a reduction in city
services. Built the fund balance from $7,400 in 1986 to $3.8 million in 1997.
➢ Designed a $2 million downtown economic revitalization project and received a $575,000
community development block grant that was used to paint all buildings and install new signage
on storefronts. This community-based project utilized a peer review process to provide the
citizens, business community and city staff with a mechanism to design and implement a
successful project.
➢ Inherited a $500,000 deficit in Public Utilities, and eliminated it within nine months. This
accomplishment utilized employee empowerment, best management practices and maximizing
economies of scale when purchasing goods and services.
Implemented a $5 million refinancing plan that achieved a $680,000 total cost savings.
JOHN J. DRAGO -- Page 4
➢ Effectuated a $17 million Public Utilities Capital Improvement Program that achieved additional
-'� capacity in water and wastewater for approximately 20 years.
➢ Supervised the construction of a $2.7 million water treatment plant and other various capital
construction projects.
➢ Received a $575,000 community development block grant for expansion of the water system.
➢ Implemented and completed a $2 million master road resurfacing and construction plan that
achieved having all city streets paved. Funding carne from gas tax revenues.
➢ Designed and implemented a $1 million master neighborhood sidewalk plan. Upon completion,
all residential sections of the city will have sidewalks. Funding came from gas tax revenues.
➢ Privatized a wide range of services that resulted in an annual cost savings of over $100,000 and
improved the quantity and quality of services to the city. Examples of services that were
privatized were: data processing and accounting, street sweeping, grounds and turf maintenance,
and animal control. No city employee was displaced by privatization.
➢ The first City in Florida to privatize the building, zoning and planning functions which resulted in
an annual cost savings of approximately $150,000. Adopted a Uniform Fee Schedule that allowed
a developer to pay one permit fee for any construction project. The City placed more than $2.5
million in new construction on the tax rolls within ten months after the privatization of the
building and zoning functions. This item was featured in a guidebook as part of a nationwide
satellite televideo seminar entitled "Local Government Competing with the Private Sector",
sponsored by The Innovation Group, Inc.
➢ Negotiated a voluntary annexation agreement with the Wal-Mart Corporation for construction of
a new superstore. Upon completion, the project added approximately $100,000 annually in new
revenue to the city budget and provided 250 jobs for the community.
➢ Directed and coordinated the development of the city's land development regulations.
Introduced performance zoning and design standards for commercial development in the
business corridor. Introduced various growth management legislation that was adopted into law.
➢ Implemented the Single Salary Plan. The plan consolidated positions, compensated all like
positions equally regardless of time in position, eliminated steps in positions, created job
enlargement, enabled the city to control personnel costs and reduced turnover by 95%. The city
realized annual savings of more than $100,000. This pay plan was nationally recognized by the
Government Services Television Network.
➢ Designed and administered a "Re -Sale" Vehicle Program for police cars. This program enabled
the city to obtain new full size police cars each year, use them for one year and sell them to other
governmental units throughout the state and country. The program realized an annual cost
savings of approximately $350,000.
JOHN J. DRAGO - Page 5
EDUCATION
Georgia College MBA in Management
Georgia College BBA in Management
Rowan Technical Institute AAS in Fire and Safety Engineering
Technology
PROFESSIONAL AFFILIATIONS
➢ International City/County Management Association, Full Corporate Member
➢ Florida City/ County Management Association, Full Corporate Member
➢ International Association of Fire Chiefs, Life Member
➢ Center for Public Safety Excellence, Vice President
SLIME OF DAVID L. GREENS
716 Heritage Dr. NE, Winter Haven, FL 33881 • Home (863) 298-9978 • Cell (863) 604-7691
e-mail: dgreene48@Iive.com
CAREER SUMMAR
Over thirty years leading/managing cities/counties and providing management consulting services to local
governments. All city/county management experience, especially in Florida, has been in areas confronted
by the problems, challenges, and opportunities of rapid growth.
CENT EXPERIENCE
7/01 -- 1/10: CITY MANAGER, City of Winter Haven, 451 Third St. NW, Winter Haven, Florida
338832277 (a rapidly growing community with a population of approximately 34,500 and a total
budget of $102 million).
Responsible for administration and day-to-day operation of the municipal government under policies
established by the City Commission. Among projects/programs accomplished:
• Led the development and implementation of a strategic approach to annexation and related
population growth which increased the City's area from 23.14 sq. mi. to 39.7 sq. mi. and its
population from 26,487 to 34,464.
• Through development and implementation of the growth strategy, the City's taxable property
value increased from $814 million to $1.9 billion; notwithstanding property tax reform and the
national economic downturn/recession, the City's ad valorem tax collected increased from
$4.9 million to $12.5 million.
• Led the planning, development, and implementation of $130+ million in capital
improvements; obtained bond financing and State/Federal grants to fund infrastructure and
facilities improvements, including: utility system modernization/expansion, beneficial reuse,
historic renovation projects, nature/waterfront park development, streets/drainage
improvements, 3 8,000+ linear feet of streetscaping and beautification, construction of new
police complex, new Iibrary, new airport terminal, new LEED Gold/Platinum Standard
Certified fire station, expansion/upgrade of waste water treatment plant to 12 MGD.
• Led the development and implementation of $5 million in cost containment to effectively deal
with Property Tax Reform initiated by the Florida Legislature/approved by Florida voters and
resulting from the national economic downturn/recession.
• Directed implementation of Florida Growth Management requirements, including the City's
Evaluation and Appraisal Report; established 1,505 -acre Core Improvement Area in the City's
CRA area, which incentivizes development/redevelopment including waiving of City/County
impact fees with the exception of City water/sewer fees. Established/implemented
neighborhood planning/revitalization program to include neighborhood partnership grants,
partnered with volunteer/community organizations such as Keep Winter Haven Clean/Green,
Main Street Winter Haven, Ridge Art Association, Theatre Winter Haven, and Polk Museum
of Art to meet community needs/desires.
Resume of David L. Greene
Page 2
• Initiated the development and implementation of sustainability programs such as curb -side
recycling, commercial recycling program, and recyclables drop-off program; water
conservation measures which reduced per capita consumption from 150 gallons per capita per
day to 125; and strengthened the City's in-house sustainability commitment to being green.
• Decreased the City's millage rate from 6.325 to 5.79.
• Increased the General Fund Balance from $3.8 million to $9.4 million and General Fund
Available Reserves from $1.8 million to $7.7 million.
• Increased invested cash from $39.4 million to $66 million.
• Increased level of State/Federal Grants from $1.3 million to $7 million.
• Negotiated an agreement with CSX Railroad for sale of City Iand for the development of an
Intermodal Terminal Facility/Integrated Logistics Center. It is projected that at build -out (10
years), there will be 3 million sq. ft. of warehouse, 1.5 million sq. ft. of industrial, and .5
million sq. ft. of office space, resulting in approximately 2,000 jobs on-site and another 6,500
direct/indirect jobs as a result of the project. The economic output for the 10 -year period is
estimated at $10.6 billion and total taxes paid of almost $1 billion.
[The election in late 2009 resulted in two new City Commissioners who were philosophically
opposed to the City's on-going mission. After much deliberation, I decided that, under the
circumstances, it would be very difficult to continue as the City Manager and pursue the ambitious
agenda which had produced marvelous results for the citizens of Winter Haven. Thus, in January,
2010, I entered into a mutually -agreeable separation agreement.]
3194 — 6101: CITY MANAGER, City of Lake Wales, 201 W. Central Avenue, Lake Wales, Florida
33853 (a rapidly growing community with a population of approximately 10,700 and a total budget
of $33 million).
Responsible for administration and day-to-day operation of the municipal government under policies
established by the City Commission. Among projects/programs accomplished:
• Identified and implemented measures necessary to end state of financial emergency that existed at
start of tenure as the result of $1.2 million General Fund deficit; within 18 months,
accumulated $1.3 million General Fund balance.
• Annexed 2,883 acres in a single annexation project that included a regional mall and
undeveloped land along future growth corridor identified as crucial to the City's ability to
enhance its ad valorem tax base and successfully negotiated with State of Florida Department
of Community Affairs for approval of Comprehensive Plan Amendment necessary to
facilitate development of annexed area; pursued aggressive annexation plan that resulted in
98.7% growth in City's land area.
• Implemented an aggressive and entrepreneurial economic/industrial development program
that affected a 79.4% increase in the City's taxable value in six years and permitted a 12%
reduction in the millage rate.
• Directed implementation of Florida Growth Management requirements including update of
Comprehensive Plan, revision of land use and development regulations, and strengthening of
development review process; revised utilities impact fee structure and implemented police, fire,
parks and recreation impact fees; implemented interim general services fee to capture revenue
from new development before addition to tax rolls.
Resume of David L. Greene
Page 3
Acquired 500- acres of citrus grove to implement beneficial reuse program and end discharge
of treated effluent into surface waters; designated 164 acres and obtained grant assistance for
development of City -owned business/commerce park.
Developed and implemented $33 million operating and capital budget.
Developed and implemented City's first Capital Improvements Plan; obtained bond financing
and grants to fund $25 million in infrastructure and facilities improvements including utility
system expansion, beneficial reuse, historic renovation projects, parks and recreation improvements,
streets/drainage improvements, airport improvements, and construction of a new fire station
and city administration complex; $10.5 million in state and federal grant awards include:
• Federal Aviation Administration - $700,000
• IntermodaI Surface Transportation Efficiency Act (ISTEA) - $1.6 million
• Department of Commerce Economic Development Administration - $1 million
• Florida Recreation Development Assistance Program (FRDAP) - $500,000
• Florida Department of Transportation - $739,000
• Florida Office of Trade, Tourism, Economic Development - $398,000
• Florida Department of State, Historic Preservation - $1.4 million
• Southwest Florida Water Management District - $2.2 million
• Community Development Block Grant Program - $1.3 million
• Various Law Enforcement grants - $715,000
Restructured City's Iong-term debt, resulting in a present value savings of $609,000.
Developed and implemented a pay classification plan and comprehensive risk management
program; reduced cost of health insurance benefits while improving range of benefits
offered; succeeded against attempt to unionize administrative and field employees
[I left because I was recruited to be the City Manager of Winter Haven and to seek a new
challenge.]
12186 — 3194: CITY MANAGER, City of DeSoto, 17 Boyd Street, DeSoto, MO 63020 (a growing
community with a population of approximately 7,200).
Responsible for administration and day-to-day operation of the municipal government under policies
established by the City Council. Among projects/programs accomplished:
• Prepared and implemented a performance objective based operating and capital budget, utility
system expansion, and streets/bridges/drainage capital improvements.
• Developed and implemented a pay classification and fringe benefit program, personnel policy
manual, and comprehensive risk management program.
• Implemented economic/industrial development programs and Main Street streetscape and
revitalization program.
• Obtained bond issue financing and restructured City's long-term debt, effecting significant savings.
[I Ieft because I was recruited to be the City Manager of Lake Wales and to be nearer my
ailinglaging parents.]
Resume of David L. Greene
Page 4
PRIOR EXPERIENCE
4185 —12186: SENIOR PARTNER, Long Associates, Inc., 1935 Wilton Drive, Fort Lauderdale, FL 33305
(a management consulting firm providing services to local government).
11/83 — 4/85: COUNTY ADMINISTRATOR, Hernando County, 20 N. Main Street, Brooksville, FL
34601(a rapidly growing coastal county with a population of approximately 63,000).
6/82 —11/83: SENIOR ASSOCIATE, Kelton and Associates, Inc., 202 Luella Court, DeLand, FL 32720
(a management consulting firm providing services to local government).
8/81— 6/82: ASSISTANT COUNTYADMINISTRATOR, Indian River County, 1875 25th Street, Vero Beach,
FL 32960 (a rapidly growing coastal County with a population of approximately 60,000).
6/79 — 8/81.: CLIENT RELATIONS MANAGER, Management Improvement Corporation of America, 617
Morehead Avenue, Durham, North Carolina, 27707 (a management consulting firm providing services
to public and private sector organizations).
11/76 — 6179: CITY MANAGER, City of Palm Bay, 120 Malabar Road S.E., Palm Bay, FL 32907 (a
rapidly growing community on Indian River Lagoon with a population of approximately 22,000).
3175 —11/76: CITYMANAGER City of Safety Harbor, 750 Main Street, Safety Harbor, FL 34695
(a rapidly growing community on Tampa Bay with a population of approximately 5,500).
6/72 — 3/75: ASSISTANT CITY MANAGER, City of Safety Harbor, 750 Main Street, Safety
Harbor, FL 33572.
DUCATIO
Bachelor of Arts, Public Administration, University of Central Florida, Orlando, Florida
ERSONAL DAT
Married, one son.
ROFESSIONAL ASSOCIATIONS
International City Management Association (Received 30 -year service plaque in 2007)
FERENCES
Provided upon request
Steven Kurcan
1997 Hawaii Ave N. E. St. Petersburg, FL 33703 ♦ Home: 727.527.8307 ♦ steven.kut-can -.Terizon.net
PROFESSIONAL SUMMARY
Highly skilled Executive with over 20 years of experience in both the public and private sectors in City
Management and Economic Development. Demonstrated successes in negotiating the purchase and managing
of multi-million dollar real estate projects that benefit the community. Well -versed in all aspects of zoning, city,
county and state real estate regulations. Excellent negotiator who brings a win/win philosophy to the affected
parties. Understands the big picture of community planning and the value of economic development and the
value of bringing in new business. Effective team builder who encourages employee empowerment and
responsibility.
Additional Strengths and Competencies include:
♦ Public Partnership Developments ♦ Public Administration ♦ Economic Development
♦ Property and Asset Management ♦ Zoning Regulations ♦ P&L Responsibilities
♦ Grants and Government Funding ♦ Budget Management ♦ Commercial Real Estate
SELECTED ACHIEVEMENTS
Consolidated City offices and worked with a private company that brought 600 new employees to
downtown. Located two properties for the purpose of relocating city office space to the downtown area.
Negotiated a deal with property owners on two financially distressed properties. Renovated one property that
provided office space for 400 city employees and sold the other property to a private company that provided
office space for 600 new employees. Results: Managed a 5 million dollar budget that created an economic
business hub that added 1000 employees to the downtown renovation effort.
Built a profitable real estate division for a large insurance company. Developed a business model that
demonstrated the value of entering the real estate market. The plan included financial strategies for funding,
projected return on investments and the strategy to acquire property. Results: Four developments valued at
52 million dollars (900 residential units), were developed within nine years. These assets brought approximately
1 million dollars of pre-tax cash flow annually to the company. A single property transaction generated a profit
of 16 million dollars.
Resolved a major asbestos removal problem and kept the renovation of a public project on time and within
budget. A discovery of improperly encapsulated asbestos virtually shut down a million dollar renovation project.
Convinced the contractor to allow for the removal of the material during the construction process and negotiated
changes in the contract to provide sufficient funds to cover the cost of the material. Collaborated with the
contractor and all tenants to insure access to the material was scheduled ensuring safe and timely removal.
Results: The project was completed on time and within the 1.4 million dollar budget.
Increased customer satisfaction and department efficiency of the building department. Customers of the
building department were not satisfied with the turnaround time of the permit approval process. Revamped the
procedures within the department and provided training to the employees. Evaluated personnel involved in the
approval process and coached them on improved customer service techniques and completed staff changes to
insure better service. Results: A 3 -week reduction of turnaround time in the approval process and a significant
improvement in customer satisfaction.
Collaborated with City of St. Petersburg and the County Planning Commission to rezone an undeveloped
property. The rezoning allowed the property owner to develop the property in a sustainable fashion adding
value to the property and the tax revenue of the City and County. Developed a special area plan, obtained
approval, the first such plan completed in Pinellas County. Results: The rezoning was approved by the County
Commission and St. Petersburg City Council.
Steve Kurcan Page 2
CAREER HISTORY
Vice President of Development
Grady Pridgen, Inc.
Responsibilities:
February 2004 to March 2009
• Represent the company in public forums such as meetings with City and County staff, before County
Commissions and City Councils, with neighborhood organizations,
• Negotiate the business points of legal documents such as leases, purchase contracts and development
agreements.
Vice President of Asset Management
Bankers Financial Corporation April of 1995 to January 2004
Responsibilities:
• Manage P&L and collaborate with executive staff of parent company,
• Develop strategy and manage all facets of the a real estate development program for the Company,
• Manage staff and department budget.
Director of Development and Property Management
City of St. Petersburg October 1987 to March 1995
Responsibilities:
• Administration of the 200 million dollar Bay Plaza Redevelopment Agreement,
• Manage the leasing and tenant build out of the St. Petersburg Pier,
• Manage a department of 67 employees responsible for all management of city real estate, completion of
development projects and the issuance of building permits and zoning certifications,
• Direct the completion of many city construction projects.
Administrator
Bloomington Port Authority January 1986 to August 1987
Responsibilities:
• Direction and implementation of Board Policy for the organization,
• Negotiate property acquisitions and a major public private joint venture.
Vice President
Chafoulias Management Company May 1982 to January 1986
Responsibilities:
• Manage the operation of a 3 million dollar per year retail outlet.
• Negotiate development agreements and property acquisitions
Assistant City Administrator
City of Rochester Minnesota January 1980 to May 1982
Responsibilities:
• Executive Director of the Rochester Housing Authority,
• City Administrator in the absence of the Administrator,
• Downtown redevelopment activities.
EDUCATION/PROFESSIONAL DEVELOPMENT
Masters of Public Administration, University of Toledo
Bachelor of Arts Degree, University of Toledo
Florida Core Training Program for Assisted Living Resident Management
State of Florida Real Estate License #SL3062839
l
AFFILIATIONS
Board Member of the Florida Gulf Coast Chapter of the United States Green Building Council
Membership Chairman of the Florida Gulf Coast Chapter of the United States Green Building Council
Member of the Board of the Bay Area Commuter Services (SACS)
CB & A Interviews
Steven Kurcan
Education
MPA, University of Toledo, OH
BA, University of Toledo, OH
Experience
Vice President of Development, Grady Pridgen Inc., St. Petersburg, Fl
Vice President of Asset Management, Bankers Financial Corporation,
St. Petersburg, FL
Director of Development and Property Management, St. Petersburg, FL
Administrator, Bloomington Port Authority, Bloomington, MN
Vice President, Chafoulias Management Company, Rochester, MN
Assistant City Administrator, Rochester, MN
Background
2004— 2009
1995— 2004
1987-1995
1986-1987
1982-1986
1980-1982
St. Petersburg is the fourth largest city in Florida with a population of 250,000. In his most
recent position in government, as the Director of Development and Property Management, Mr.
Kurcan oversaw the department budget of approximately $3 million and worked on multi-million
dollar projects, including the Bay Plaza Redevelopment Program which boasted a budget of $200
million. Mr. Kurcan supervised approximately 70 employees.
The three most important issues facing St. Petersburg when Mr. Kurcan was with the City were:
The economy. A downturn in the economy adversely impacted the real estate market and
hampered the development/redevelopment efforts then being pursued in the City;
Attracting and retaining good employees. Although people are less likely to move in the
current economy, this was not the case when Mr. Kurcan was with the City; and
Implementing economic development. St. Petersburg's downtown needed significant
redevelopment. Mr. Kurcan's job was to make redevelopment happen.
Interview Comments
Mr. Kurcan is interested in Cape Canaveral because of the challenges it presents and because he
has the experience necessary to contribute in taking the City to the next level. His background is
in city management and development. He has worked in both the public sector (as a Director of
Development and as an Assistant City Manager) and in the private sector for significant
development firms. He is able to visualize what is possible and bring it to fruition. There is
nothing easy about development, and it often follows a rocky path. However, it is a path he has
been down many times, and he knows how to overcome the obstacles. He understands that Cape
Canaveral is in need of additional economic development as well as increases to its tax base. He
Page 1 of 5
Steven Kurcan
also knows it must become more efficient in its daily operations while still providing a level of
service acceptable to the community. He finds these challenges appealing. Establishing goals
like that and turning them into reality is something Mr. Kurcan knows he is capable of and excels
at.
Asked about his management style, Mr. Kurcan describes it as situational. He is not a
micromanager. He hires and works with professionals and allows them to do their jobs. He
works with each team member to ensure they have individual goals and objectives as well as an
understanding of the big picture. He makes certain they have mechanisms to measure their
progress, and then he steps back and lets them do their jobs. This is what they are being paid to
do, after all. However, he does monitor their progress and holds them accountable for their
work. If necessary or if asked, he will provide whatever assistance and guidance is necessary.
Also he believes strongly in mentoring. The more he helps an employee grow, the more
responsibility that employee will be able to assume. This leaves Mr. Kurcan more time to focus
on the big picture, on projects which may need more of his attention and on the priorities of his
supervisors.
The employees who work for Mr. Kurcan would say he supports them, allows them to do their
jobs, and encourages them to take risks. He works to ensure each employee has the tools
necessary to be successful. Then he monitors their progress — without micromanaging them. He
} encourages them to work together for the good of the community and the organization. He
- wants to be certain they are working toward a common goal.
The elected officials Mr. Kurcan has worked for would describe him as hard -driving, competent,
and a listener. He is someone who always strives to fiilly understand which direction a
consensus of the board wants to go before proceeding. Such an approach may take a little extra
time at the beginning but saves considerable time in the long run. It avoids going down the
wrong path and wasting resources. He then moves forward to achieve the agreed upon goals.
Mr. Kurcan considers his greatest strength to be consensus building and he has the ability to
work with any type of group or individual. He listens carefully to gain an understanding of their
position. He identifies the common ground and constructs a win-win solution. Then everyone
can move forward together toward a shared goal. Other important strengths include being
achievement oriented, creative, resourceful and persistent. When given a task, he does not stop
until it is completed. If he runs into a wall, he looks for a door. If the door is locked, he searches
for a window and, if the windows are all closed, he either goes around the wall or over it. Being
told something is difficult or impossible motivates him because he loves challenges. He likes
nothing better than to take a concept and make it work. That is where he can utilize his
creativity, resourcefulness and persistence.
Asked to identify weaknesses, Mr. Kurcan indicated he usually wants to accomplish many things
in a short period. Because of this he pushes himself and others a little harder than he should at
times. He is aware of this tendency and strives to maintain a balance in his expectations of
himself and of others. Also, he tends to be very intuitive and understand complexities quickly.
He sometimes assumes that others have the same ability when they do not. As a result he may be
Page 2 of 5
Steven Kurcan
ahead of their understanding. He has learned the importance of communication and tries to
ensure others are always aware of what he is thinking. He wants everyone at the same level of
understanding about the issues and solutions so they can move ahead together.
The greatest success of Mr. Kurcan's career was the role he played in setting the stage for the
redevelopment of downtown St. Petersburg. When he began as the Director of Development and
Properly Management, the City was clearly in decline. His job was to coordinate the City's
redevelopment efforts, particularly to coordinate city activities related to the Bay Plaza Project, a
$200 million redevelopment. He brought the community together to determine what type of
development they desired. A consensus was reached which provided a foundation to build upon.
Zoning and ordinances could then be changed to support what the City and its residents wanted.
Further, developers knew what was acceptable and could begin their planning based on that. The
revitalized downtown of St. Petersburg is largely the result of those efforts.
Mr. Kurcan is also proud of consolidating city offices into one building. He initially bought a
large, $28 million office building from the RTC (Resolution Trust Corporation) for $5 million.
The plan was to have the City own the bottom half and have a developer put condominiums in
the top half. This way the building would provide some income for the developer to cover the
note to the City. Unfortunately, Council thought the building was too nice for its employees.
Mr. Kurcan heard that Bankers City Group had considered leaving St. Petersburg; so he let them
know the building was available. Bankers liked the idea and brought its 600 employees
downtown. Then he bought another property from the RTC for a quarter of the price and
consolidated over 400 city employees into this alternative building.
Oddly enough, Mr. Kurcan's biggest career disappointment also occurred in downtown St.
Petersburg. The aforementioned Bay Plaza project was to be the cornerstone and flagship. It
began in earnest in the mid-1980s, but a number of factors came together to derail it. The Tax
Reform Act of 1986 was passed; the savings and loan industry collapsed; and the developer had
internal issues as the economy struggled in the late 1980s and early 1990s. In short the
development was never constructed. Although some might see this situation as a failure, as he
stated above, the groundwork that had been done led to the resurgence of the City's downtown
through other projects and efforts. That work allowed the community to see what was possible.
Mr. Kurcan has had to fire employees from time to time. Although it is never easy, it is often the
best thing for both the employee and the city. The employee can move on and find a new
position better suited to his or her skills, or learn from whatever mistakes were identified. On the
other hand, the organization can find someone who will perform at the required level. To protect
the organization and himself from legal recourse, he carefully follows the policies and
procedures the organization has in place. Some people will sue no matter what you do, but at
least your decisions will be thoroughly defensible.
Mr. Kurcan feels Cape Canaveral's next City Manager will face three primary challenges:
Financial. The new Manager will need to balance the budget in the face of declining
property values and limited revenue sources;
Development/Redevelopment. While some good groundwork has been laid for
Page 3 of 5
Steven Kurcan
redevelopment, the next step requires the creation of a plan that targets businesses and
developers, encouraging them to bring their business activities to Cape Canaveral;
Stabilization of existing business. Often overlooked in the quest for new businesses,
Cape Canaveral needs to work with the businesses it already has, to ensure they stay; and
Working with the various stake holders in the community to develop a vision for the
future of the community and then implementing the necessary actions to achieve that
vision. It is all about understanding the desires and direction that the community wishes
to move in and then providing the professional guidance and management of the city staff
and city resources to make those desires a reality.
Creativity and hard work will be necessary to meet such challenges, particularly in terms of
maintaining the high quality of services city residents expect.
If Mr. Kurcan were chosen as the next City Manager, he would use his first six months to:
• Develop a good -working relationship with each Council member and an understanding
of the priorities of each;
• Identify clear objectives the Council wishes to achieve as a body;
• Spend time in the community gaining an understanding of its expectations;
• Spend time with the staff to learn about their strengths and weaknesses; and
• Gain a complete and thorough understanding of the City's finances.
In his free time Mr. Kurcan enjoys reading, scuba diving, and traveling.
Reason for leaving recent position:
Approximately one year ago, Mr. Kurcan left Grady Pridgen, Inc. The firm had ceased to do any
meaningful development work, and it was time for him to move on. He wanted to explore what
he could do on his own, in terms of arranging real estate deals. At the same time, he thought it
would be interesting to engage in business coaching. While he enjoyed both these pursuits, he
would like to re-enter the public arena. At this point in his career, he wants to give back to the
community. With his skill set in development, now seems to be an ideal time.
Adjectives or phrases Mr. Kurcan uses to describe himself:
• Driven,
• Competent,
• Caring,
• Persistent,
• Goal oriented, and
• Always striving to do the best job possible.
Page 4 of 5
Steven Kurcan
Most Recent Salary:
$150,000
Interviewer's Impressions:
Friendly, outgoing, articulate, confident, precise, and competent. Very knowledgeable in the
processes of local government management, but more particularly of development.
Interviewed by: Jenny Bobo
Colin Baenziger & Associates
Page 5 of 5
2906 S.E. 27th Court
Ocala, FL 34471
(352) 861-6748 - Home; (352) 812-6671 - Cell
blooney5@cox.net
Objective: To secure a local government executive position which will utilize all of
my professional skills and experience in business administration,
departmental management, systems analysis, financial programs, capital
projects, human resourses and supervision of personnel.
Professional
Experience: Assistant City Manager - City of Ocala
Ocala, FL; from ,July 1999 to ,January 2009
Responsible for administering managerial duties on behalf and in support
of the City Manager. Duties include overall administration of all city
government policies and regulations; reviewing and analyzing
administrative system procedures; implementing policies directed by the
City Manager and City Council; and overseeing all departments of the city
government.. Other responsibilities include attending City Council
meetings and conferences to act as liaison with Federal regulatory
agencies; issuing progress reports as required to the City Manager;
coordinating the city's emergency preparedness plans; receiving and
promptly responding to requests from the general public; issuing
statements to the media; and monitoring all department budgets.
East Tennessee State University... Johnson City, TN; 1994-1999
Executive Director and Business Manager
Managed the administrative and business affairs of the Office of Clinical
Affairs and Community Health with responsibility for political fund raising
activities, program development, marketing, grant administration and
management of the Area Health Education Center.
Page 2 ... Bill J. Looney - Resume
Director of Administration and Business Manacle
Managed all administrative and business affairs of the Department of
Family Medicine including personnel, facilities, marketing, accounting,
fund raising and policy development. Supervised staff of 18.
State of Tennessee... Nashville, TN; 1988-1994
Director of Budget
Managed the State of Tennessee's Budget Division and prepared,
implemented and monitored the Governor's annual $12 billion budget.
Developed new automated budget preparation system and Budget -In -
Brief program. Efforts resulted in the Budget Division winning a national
award for budget presentation, the first in the State's history. Supervised
staff of 2 5.
Director of Program Services
Directed and oversaw the administration of the State's Contracts Review
Office, Risk Management Division and Criminal Justice Administration.
Implemented total quality management principles in all three divisions,
resulting in streamlining of the State's contract review process.
Supervised a staff of 20.
City of Tampa... Tampa, FL; 1982-1988
Senior Bud et Analyst
Prepared, analyzed and monitored departmental budgets, coordinated
revenue forecast for Mayor's annual budget, and worked with City utilities
in establishing rates. Assisted division in winning first award for budget
development. Supervised a staff of four.
Bill Looney Development.. Johnson City, TN; 1979-1982
Contractor
Owned and operated a residential construction company. Managed
subcontractors, purchased all materials, maintained financial records and
supervised construction projects.
Page 3 ... Bill J. Looney -- Resume
United American Bank.. Johnson City, TN; 1977-1979
Assistant Vice President
Served as Assistant Branch Manager and Loan Officer. Responsible for
consumer and commercial lending, product sales and personnel.
Supervised a staff of 10.
First Tennessee Bank... Johnson City, TN; 1975-1977
Loan Officer
Served as Assistant Branch Manager and Loan Officer. Responsible for
consumer and commercial lending, product sales and personnel.
Supervised a staff of eight.
Education: Fast Tennessee State University, Johnson City, TN; 1994-1995
Graduate Studies in Business Administration and History
University of Tennessee, Knoxville, TN; 1975
Graduate Studies in Business Administration
University of Tennessee, Knoxville, TN; 1970-1974
B.S. in Business Administration; Major in Finance and Banking
Achievements
& Awards: Government Finance Officers Association Award for Distinguished Budget
Presentation - State of Tennessee in 1991 and 1992, and City of Tampa
in 1985 and 1986
Governor's Certificate of Achievement - State of Tennessee; 1991 and
1994
Developed a condensed Budget -In -Brief and Automated State Budget
System - State of Tennessee; 1989
Page 4 ... Bill J. Looney -- Resume
t
Current & Past
Appointments &
Memberships: Governor's Income Tax /Tax Reform Team
State of Tenn. Dept. of Finance and Admin. Executive Leadership Team
National Association of State Budget Officers (Tennessee)
Government Finance Officers' Assoc. of North America and Canada
Governor's Task Force on Child Safety Automobile Restraints
Governor's Task Force for Marijuana Eradication
American Society of Public Administrators (Tampa, FL)
Tampa Mayor's Task Force/ Handicapped Accessibility of Public Buildings
American Assoc. of Program and Budget Analysis (Tampa, FL)
American Historical Society
Custer Battlefield History and Museum Association - Life Member
Washington County Tennessee Health Council
Learning Resources Advisory Committee for ETSU
Employee Benefits and Retirement Committee for ETSU
Florida City/County Managers Association
National Recreation and Parks Association
References: Supplied upon request.
aN J. 200ne4j
2906 S.E. 27th Court
Ocala, FL 34471
(352) 861--6748 - Home
(352) 812-6671 Cell
blooney5@cox.net
References:
Ocala City Council Members and City Managers
Mike Finn..
Susan Miller...
(352) 368-2848
(828) 877-2669
Scotty Andrews... (352) 629-4913
Paul Nugent...
Mary Rich
(352) 369-4650
(352) 629-8401
Ending Salary approximately $138,000
Laurie Anne Smith
125 BaxterAvenue, Auburn, ME 04210
Home Phone 207-786-6513 Cell Phone 207-576-5378
smithlaurie@roadrunner.com
PROFESSIONAL PROFILE
Local government manager with extensive experience in economic development, community visioning, strategic
planning, human resources and employee development, budgeting, and financial systems, communication,
research and analysis on policy issues, public and media relations, and facilities development.
Over 20 years experience as a leader in local government.
Ability to direct complex projects from concept to fully operational status.
Goal -oriented individual with strong leadership capabilities.
Organized, highly motivated, and detail -directed problem solver.
Proven ability to work in unison with staff, community, and council.
PROFESSIONAL EXPERIENCE
City of Auburn, Auburn, ME
Assistant City Manager (2005 — Present)
Interim City Manager (2007-2008)
Interim Finance Director (2004 — 2005)
2004 — Present
/ Responsibilities:
• Ensure the overall administration and effective operations of the City
• Implement strategic plans and policies of the elected board
• Develop a $64 million annual budget, track monthly financial reports and oversee the annual audit
• Responsible for the welfare, actions and productivity of 235 employees
• Meet and present to media, public, state and federal governmental agencies, and outside organizations
Achievements:
• Managed the construction and transition to an $8 million City Center which joined municipal and school
administrative offices
• Managed the establishment of a public-private partnership to redevelop the Mall retail district including a
new tax increment financing district
• Developed a new Industrial park in partnership with the Auburn Business Development Corporation
• Developed the City's annual Capital Improvement/facilities Management Plan
• Managed the Downtown Development plan which included 2 hotels, office complex, and transit station
through a public/private partnership
• Member of the LA Joint Services Commission which identified services/programs that can be delivered
jointly with Lewiston
• Managed the establishment of, and participated in, the Comprehensive Planning Committee, the
Downtown Master Planning Committee and the Great Falls Arts Center Feasibility Study and
Implementation Committee
• Conveyed school buildings to Auburn Housing Authority and Tedford Housing for the development of
affordable community housing
• Managed the establishment of the Lewiston -Auburn Public Health Committee to coordinate a united
response to public health issues within the two cities.
• Undertook a $5 million expansion to the joint Auburn -Lewiston Airport.
0 Facilitated the Center Street Traffic Study project
Laurie Smith • 207-786-6513• smithlaurie@roadrunner.com Page 2
• Partnered with other regional entities to develop a recreational trail system throughout five communities
• Achieved financial goals and met fund balance goal within four years by creating a financial management
plan and responsible budgets
• Established first Audit Committee and coordinated the Audit process
• Instituted software and technology training for all employees to increase skill levels
• Lead the conversion of city financial software programs
• Strengthened the core senior management team through strategic planning and leadership training
• Created stability in rising human resource costs while developing solid employee relationships
• Initiated employee Health Promotion Program to reduce costs of Health Insurance
• Developed public communication tools including newsletters, websites, and marketing material
City of Auburn, Auburn, ME
Community Relations Manager
1999 —2004
Responsibilities:
• Directed downtown marketing and revitalization efforts
• Assisted City Manager in preparation for public events, budget development and council
• communications
• Chaired the Community Relations Team
• Managed special projects
• Resolved citizen issues and complaints
• Act as liaison with media, public, governmental agencies, and sister organizations
• Achievements:
• Created and populated a new city website
• Originated community and business marketing and informational material
• Directed the implementation of the new enhanced 911 addressing system
• Produced the first Winter Festival and revitalized annual downtown development and events
Achievements
• Created and populated a new city website
• Originated community and business marketing and informational material
• Directed the implementation of the new enhanced 911 addressing system
• Produced the first Winter Festival and revitalized annual downtown development and events
Town of Boothbay Harbor, Boothbay Harbor, ME
Town Manager
1994-1999
Responsibilities:
• As Chief Executive Officer responsible for daily operations of town and water district
• Developed and administered a $4 million annual budget
• Implemented the policies and goals of the five member board of selectmen and three member board of
Water District Trustees
• Created public information documents regarding projects, operations, and programs
Achievements:
• Obtained over $600,000 in state and federal grants to replace failing infrastructure
• Managed the construction of over $5 million in projects to benefit the community
• Negotiated regionalized services including joint water service and a joint fuel depot
• Implemented technology improvements to gain efficiencies and improved record keeping
-
0 Acted as Human Resource Officer for all training, files, discipline and federallstate requirements
Laurie Smith • 207-786-6513• smithlaurie@roadrunner.com Page 3
Town of Oxford, Oxford, ME
Town Manager
1991-1994
Responsibilities:
• Chief Executive Officer responsible for daily operations of the town and transfer station
• Created and administered a $2.0 million annual budget and town report
• Developed policies and goals for elected three member board of selectmen
• Directed the human resource and financial functions of the town
Achievements:
• Developed a financial plan to correct a $100,000 annual deficit to a positive balance in one year
• Managed over $300,000 construction and financing of a public works facility and town hall
• Obtained $100,000 in state grants to offset the costs to the operational budget
• Implemented the first computer system
• Created the first budget and personnel document
• Enhanced communication between the elected board and the public through published agendas
Town of Boothbay, Soothbay, ME
Town Manager
1988-1989
Achievements:
• Created the first sewer district
• Implemented the first computer system
• Updated and enhanced all city policies and procedures
• Originated the first strategic paving program
Responsibilities:
• Chief Executive Officer responsible for daily operation of the town and sewer district
■ Created the annual $1.25 million budget and town report
• Implemented the policies and goals of the elected board
• Supported the needed administration functions for the seven member Planning Board
• Managed all internal functions including finance and human resource
EDUCATION
University of Maine, Orono, ME
B.A, Public Administration - 1986
Brunswick High School, Brunswick, ME
Diploma -1982
REFERENCES
References are available upon request
1908 Martin, Phone (956) 433-1820
Kingsville, TX 78363 E-mail: ayerena@yahoo.com
CARLOS YERENA
OBJECTIVE To assist the City improve the quality of life for the citizens of Cape Canaveral,
through a strategic development plan that focuses on sustainability and takes
advantage of the City's strategic location.
EDUCATION The University of Texas at Austin
Bachelors of Business Administration, December 1992
Major. Finance
The University of Texas Pan American
Master's in Business Administration
May 1999
EXPERIENCE
Nov. 03 — Present City Manager
City of Kingsville
• Responsible for the creation and incorporation of the Binational Texas -
Tamaulipas Economic Alliance, with the purpose of facilitating international
trade between the two states and two nations. The Board of Directors is
composed of mayors and senators from both states.
• Nominated for the position of Deputy Secretary of State for the State of
Texas in 2007.
• Nominated to receive the 2005 Texas City Manager of the Year Award.
One of six finalists for the award.
• Appointed to serve on the Board of Directors of the Coastal Bend Council
of Governments, the agency is responsible for all of the state and federal
funding in the areas of Homeland Security, Community Development Block
Grants, Health and Human Services Grants, as well as other state and
federal funding.
• Appointed to the membership of the Border Trade Alliance, a tri -national
organization involving the countries of Mexico, United States, and Canada.
The mission of the Border Trade Alliance is to increase and improve the
flow of trade among the three nations.
• Initiated the creation of a one-stop development services center that would
enhance and expedite the efficiency of the residential and commercial
development process. The concept of the one-stop development services
involves consolidating existing city departments and expediting and
facilitating all phases of residential and commercial development.
• Led the effort of creating partnerships between the City, the County, and
the Water Authority Board. Initiated the development of an inter -local
jagreement among the three entities that provided the funding mechanism
for the utility improvements for a 160 -Single Family Residential
Subdivision. The Subdivision is currently under construction;
approximately 20 homes have already been built.
• Initiated the submittal of several Texas Capital Fund Grants from the State
of Texas for grant funding of utility improvements for the expansion and
enticement of several companies that have created employment
opportunities for the residents of Kingsville. The City has received over
$1.4 million in grant funding for the creation of employment opportunities in
the City.
• Initiated the submission of a grant application to the Office of Rural
Community Affairs for a water line replacement program within the city.
• Facilitated the issuance of $11.6 million in Certificates of Obligation for
utility improvements that improved efficiency and productivity in the water
and sewer departments.
• Support the efforts of the Kingsville Naval Air Base in the federal Base Re -
Alignment Closure (BRAC) process that is on-going. The City of Kingsville
feels very strongly that it was successful in keeping the Naval Air Base out
of the list of base closures in 2005
Dec. 00 — Nov. 03 City Manager
City of Pecos
• Initiated the construction of a 96 -bed state of the art detention facility, to
house United State Marshals inmates. The detention facility has been
completed and is providing revenue in excess of $1 million dollars to the
City's general fund.
• Applied for and received a $2.4 million grant through the United States
Criminal Justice Department for the construction of the detention facility.
• Took over the City of Pecos with a deficit of $600,000 and, in a very short
time, created a surplus of $1.8 million dollars.
• Received an $8.7 million low interest loan from the Texas Water
Development Board for the construction of a water field that will provide the
city with a water supply of 40 — 50 years.
• Served as a member of the Pecos Economic Development Corporation
May 00 — Dec.00 Executive Director
EI Paso Empowerment Zone Corporation
The EI Paso Empowerment Zone Corporation is an economic development
presidential initiative that provides a 10 year $100 million designation to the
community of EI Paso (population of 700,000), by way of the EI Paso
Empowerment Zone Corporation.
Responsible for starting the Corporation from the ground up, including:
setting up fiscal and monitoring controls, developing an organizational plan,
and developing and evaluating Request for Proposals.
Developed and implemented an allocation process that led to the selection
and award of over $1.8 million in Empowerment Zone grants in the areas
of economic development, human development, and housing development.
Oct. 99 - May 00 Chief Program Officer
1 Rio Grande Valley Empowerment Zone Corporation
J In charge of creating and directing the Southwest Border Regional
Resource Center to cover the entire Southwest Border from San Diego,
California to Brownsville, Texas.
• The center focuses on the creation of a Regional Economic Development
Corporation, addressing of border -wide infrastructure needs, utilization of
information technology, and providing municipalities with technical
assistance in economic development, infrastructure, water and sewer rate
studies, management studies, and grants.
• Oversee project development and compliance with federal and state
funding guidelines of $40 million dollar grant allocated to the Rio Grande
Valley Empowerment Zone.
Aug. 97 -Oct. 99 City Manager/President-CEO Donna Economic Development Corporation
City of Donna, Texas
• Successfully organized and implemented "innovative ways to encourage
economic development, including the adoption of the 4A and 4B sales tax.
• Successfully applied for and received a total of 19.7 million dollar
combination of loan and grant for the construction of a new 4.5 mgd water -
plant and the upgrading and expansion of the waste -water treatment
plant.
• Successfully applied for and received a 4.5 million dollar grant from the
NADBank for the purpose of installing new water and sewer collection
lines, as well as to cover water and sewer debt service.
• Significantly increased the financial credibility of the City of Donna with
outside agencies such as the NADBank and the Texas Water Development
Board.
- 1 • Established significant reserves for payroll and accounts payable,
1 something that the City of Donna has never had before
• Lowered accounts payable from1.6 million dollars to 189,000 paid out on a
30 -day period.
• As President and CEO of the Donna Economic Development Corporation,
which administers both the 4A and 4B sales tax, I am responsible for all
areas of economic development for the City of Donna.
April 95 -Aug. 97 Assistant City Manager/President-CEO Donna Economic Development
Corp.
City of Donna, Texas
• Responsible for overseeing the various departments at City Hall such as
Planning, Code Enforcement, Public Works, Urban County, Grants,
Community Development, etc.
• Responsible for all areas of economic development.
Jan. 94 -April 95 Center for Entrepreneurship and Economic Development (CEED)
Economic Development Specialist
• Managed all aspects of operations, including personnel, of satellite office
located in the City of Harlingen. Assisted the city with their retention and
expansion efforts through the creation of business plans, sponsorship of
seminars, and other areas of concern to the business community.
Jan. 93-Jan.94 Edinburg Chamber of Commerce
Economic Development Director
Responsible for all areas of economic development of the city, including
business retention, expansion, and attraction.
SKILLS,
AWARDS, ETC.
Bilingual — fluent in the Spanish language.
During the 2004-2006 Fiscal Years, the City of Kingsville received the
Government Finance Officers Association (GFOA) Award for Excellence in
Financial Reporting.
• Attended the Economic Development Institute (EDI) and am taking steps to
take the International Certified Economic Development Exam (CED) to
become an International Certified Economic Developer. EDI is accredited
by the American Economic Development Council.
• Nominated to receive the 2005 Texas City Manager of the Year Award.
One of six finalists for the award.
REFERENCES:
Mayor Pro -Tem
Gerald Tellez
110 East 6t" Street
Pecos, Texas 79772
(432) 447-9238
(432) 445-3365
Senator Eddie Lucio
7 North Park Plaza
Brownsville, Texas 78521
(956) 548-0227
P.S. Additional references are available upon request.