HomeMy WebLinkAboutPacket 01-12-2010 SpecialCity of Cape Canaveral
CALL TO ORDER:
DISCUSSION:
UW�.Tl
1Discussion and needed action rel�ating to hiring a new City Manager to
include but not ted to
a. Firm to conduct search for the new City Manager-,
c. Job description for the City Manager; and
d. Recognition of'Bennett Boucher's service to the City.
Pursuant to Section 286,.0105, Florida, Statutes, the City hereby advises the
public that: If a person decides to appeal any decision made by the City Council
with respect to any mafter considered at this meeting, that person will need a
record of the proceedings, and for such purpose that person may need to enisure
that a verbatim record of the piroceedings is made, which record includes the
testimony and evidence upon which the appeal 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, wit ' h disabilities needing
assistance to participate in any of these proceedings shou�ld contact the City
Clerk's office (8�68-1221) 48, hours in advance of the meeting.
105 Polk Avenue - Post Office Box 326 Cape Canaveral, FL 32920-0326
Telephone: (321) 868-1220 Fax: (321) 868-1248
www.cityofcapecanaveral.org - emaih ccapecanaveral@cfl.rr.com
City of Cape Canaveral
City Council Agenda Form
Subject., Firm to conduct search for the new City Manager.
Department: Administrative
Summary: At the 01 /05/10 Regular City Council Meeting, Staff was directed to gather
information for local government recrulitment; as you recall, Anthony Garganese, City
Attorney, offered to handle this task. In care of Attorney Garganese, Colin Baenziger &
Associates submitted to the City Council a letter, brochure and proposal. As noted in the
letter, they recently completed a successful search for new Brevard County
Administrators, thus enabling the City to "piggyback" / cooperative purchase as such.
Also, at the request of the City Clerk's Office Colin Baenzigner & Associates has also
submitted a detailed proposal for your consideration.
Requested Council Action: Provide direction to staff.
possible motion: to accept the proposal from Colin Baenzinger & Associates under a
cooperative purchase from the Brevard County Contract.
Financial Impact: The proposal is for $21,500.00. This money was not budgeted and
will require use of undesignated reserve funds
Attachments: Letter, brochure and proposal.
Submitting Department Head: N/A Date:
Approved by City Manager: �&ffu<3evA Date: tA 1 /2, 6 /0
City Council Action: Approved as Recommended Disapproved
Approved with Modifications
Tabled to Time Certain
1 11 11, 1 11 1 % I
January 7, 2010
Visit our website at www.cb-asso.eom
The Mayor Rocky Randels, Mayor Pro Tem Buzz Petsos and Council Members Robert Hoog,
Shannon Roberts and Betty Walsh
City of Cape Canaveral
c/o Anthony Garganese, Attorney at Law
105 Polk Ave.
P.O. Box 326,
Cape Canaveral, FL 32920
RE: City Manager Executive Search Services
Dear Mayor Randels, Mayor Pro -Tern Petsos and Council Members Hoog, Roberts and Walsh:
We recently learned that you will soon be looking for a new City Manager. My firm, Colin Baenziger &
Associates, is a small but nationally recognized local government recruiting firm. We take only a few clients ata
time and focus on providing the highest quality service. While selecting key personnel is never easy, our firm has
developed a process that makes the selection and transition as smooth as possible. Given your city's reputation
and location, we believe we can recruit an extremely well qualified group of applicants.
Since beginning our recruiting practice, we have becorne the preeminent recruiting firm for governmental
positions in Florida. In fact, we were selected to perform 51 of the last 69 searches for Florida City and County
Managers where a recruiting firm was used. Our success results from our vast experience in the public sector, the
quality of our work, and the strong emphasis we place on client service. We focus on exceeding the expectations
of our clients, and we deliver a very high-caliber product. We believe in going the extra mile to be certain our
clients are satisfied, and they are always more than satisfied. In fact, five of our local government clients,
(including West Melbourne) have passed resolutions expressing their gratitude for our outstanding efforts.
Some of our many successful searches in Florida include the new County Administrators for the following
counties: Brevard, Flagler and St. Johns. Similarly, we have recently found City Managers for Destin, Key
Biscayne, Mt. Dora, Palm Bay, Palm Coast, Stuart and West Melbourne . Further, we were also recently selected
to perform executive recruiting for the Attorney General's Office for the State of Arizona.
We would welcome the opportunity to work with you on your search. Please feel free to contact me at nay office
(561-707-3537) if you have any questions. A parnphlet describing our Firm is enclosed, and You may also want to
Visit Our website at iv;vn�cb-asso.coyn for additional infon-nation.
Sincerely,
Colin Baenziger
Principal
.. Serving our clients js4th a personal touch
STUART, FIL COLORADO SPRINGS, CO WELLINGTON, FL RHINFLANDFR, W1
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Clerks Office
From: Colin @ Colin Baenziger & Associates (Colin@cb-asso.coml
Sent: Saturday, January 09, 2010 5:33 PM
To: clerksoffice@cfl.rr.com
Subject: Proposal To Do The City Manager Search For Cape Canaveral
Attachments: St Johns County - Resolution.pdf; Cape Canaveral FL - City Manager Search Proposal -
Final.pdf
Dear Ms. Goforth:
Per your request, attached is a proposal for my firm to conduct the City Manager Search for
Cape Canaveral. As I indicated in it, we recently completed the search for Brevard County's
new County Manager and are currently performing the search for Orange City's new City
Manager. Hopefully one of those will provide a mechanism to piggy back, should the City Council
wish to do so. I should also add that the St, Johns County Resolution (also attached) is
Appendix B of the proposal. Finally, I might mention that since Brevard County solicited bids, it
can testify to the price competitiveness of our price and proposal.
We can start immediately should we be selected and do look forward to working with you and
everyone else at Cape Canaveral.
Best Wishes,
Colin
at Colin Baenziger & Associates
(561) 707-3537
... Visit Our Website at: www.cb-asso.com
STATEMENT OF QUALIFICATIONS AND PROPOSAL
FROM
COLIN BAENZIGER & ASSOCIATES
TO
CITY OF CAPE CANAVERAL, FL
Colin Baenziger & Associates
Contact Person: Colin Baenziger
12970 Dartford Trail — Suite 8
Wellington, FL 33414
(561) 707-3537
e-mail: coliraAcb-assoxom
... Visit Our We site at. www. ch-asso. coma
EXECUTIVE RECRUITMENT SERVICES
TABLE OF CONTENTS
LETTER OF TRANSMITTAL
I. PROFILE OF THE FIRM
The Firm
Our Services
Litigation
Drug Free Work Place
Insurance
Completion within Budget Limitation
Completion within Project Schedule Time Frame
Organizational Structure
PAGE
1
3
II. WHAT SETS COLIN BAENZIGER & ASSOCIATES APART 7
Experience and Approach
Results
III. SEARCH METHODOLOGY — THE OUTLINE 10
IV. PROPOSED PROJECT SCHEDULE 14
V. THE CITY'S OBLIGATION 16
VI. FEE 17
VII. PROJECT STAFFING 18
VIII. REFERENCES 24
APPENDIX A: Governmental Search Assignments A-1
APPENDIX B: St. Johns County Resolution Recognizing Colin Baenziger & Associates B-1
COLINBAENZIGER c& AssoclATEs
Visit our Website at www. cb-asso. cont
January 9, 2010
The Honorable Mayor Rocky Randels, Mayor Pro Tem Buzz Petsos, and
Council Members Bob Hoag, Shannon Roberts and Betty Walsh
c/o Mia Goforth, Interim City Clerk
City of Cape Canaveral
P.O. Box 326, 105 Polk Avenue,
Cape Canaveral, FL 32920
Dear Mayor Randels, Mayor Pro Tem Petsos, and Council Members Hoog, Roberts and Walsh:
Colin Baenziger & Associates (CB&A) appreciates the opportunity to submit our Statement of
Qualifications and Proposal to you so that we might assist in finding your next City Manager.
As we understand it, the City may wish to move quickly. If so, we have numerous clients in
Florida that you could conceivably piggy back with, two of those being Brevard County (where
were recently found the County Manager) and Orange City (where we are currently searching for
the City Manager).
We at CB&A pride ourselves on providing not just high quality results, but equally important,
we pay personal attention to each of our local government clients. To conduct a proper
recruitment, we feel the project manager must do more than just drop by occasionally. He/she
must get to know the appropriate government officials personally and the community firsthand.
That takes time and effort, but it is the only way to ensure the candidates we recommend are well
qualified and a good fit for your community. As a result, we only take a few clients at a time and
focus on getting the job done properly. It should also be noted that recruiting for the public
sector is very different from the private sector. The process and results are much more public
and mistakes cannot be hidden. Consequently, we have developed a virtually foolproof approach
that assures our client of the highest caliber individual.
While selecting key personnel is never easy, CB&A has developed a process that has been tested
nationwide and found to be extremely effective. Not only do we offer unparalleled service at a
reasonable price, we focus on finding just the right people for your organization. We say people,
and not person, because our goal is to bring you five finalists who are so good that you will have
a difficult time choosing among them. The proof is in the fact that five of our local government
clients (including St. Johns County, FL) have passed resolutions thanking us for our outstanding
efforts in finding their managers. We do not know how often you have passed a resolution
thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact,
would be for the City to be our next client to pass such a resolution. We might add that two of
our placements were selected as Florida's City Manager of the Year (in 2006 and in 2008).
Letter to Cape Canaveral, ,January 9, 2010
Page 2
Here in Florida, our success has been stunning. Since May of 2005, we have been selected to
perform 51 of the 69 searches for city and county managers where a recruiting firm was retained.
Some of our many successful searches include Coral Gables, Destin, Fernandina Beach, Key
Biscayne, Mount Dora, Ocala, Palm Bay, Palm Beach Gardens, Pahn Coast, Stuart, Taveres and
West Melbourne. We have also conducted county manager searches for Baker, Brevard (as
previously mentioned), Clay, Flagler, Martin, Osceola, Seminole and St. Johns Counties. Our
current searches include the city managers for Orange City (previously mentioned as well) and
West Park, FL. We are also seeking a Health and Human Services Director for St. Johns
County, FL, and a Personnel Director for Fulton County, GA.
We look forward to formally presenting our credentials and working with you in the near future.
If you have any questions, please. feel free to contact me at (561) 707-3537.
Sincerely,
Colin Baenziger
Principal
... Serving Our Clients with a Personal Touch
Profile of Colin Baenziger & Associates
L Profile of Colin Baenziger & Associates
The Firm, Its Philosophy & Its Experience
Established in 1996, Colin Baenziger & Associates (CB&A) is a strategic partnership of
independent consultants that combines the expertise necessary to satisfy a client's needs.
Although our primary focus is executive search, we are also often involved in operational
reviews of governmental operations. We are headquartered in Palm Beach County, Florida, but
many of our consultants live and work in other areas of the state and the country, converging on
the location where the client's needs exist. We develop an operational plan prior to arrival, and
our team of experts quickly studies the issues, identifies problems and opportunities, performs
the necessary analysis, prepares reports and action plans, and completes the assignment swiftly.
The client receives prompt, professional service, and its needs are effectively addressed. We are
available for follow-up work, but our goal is to perform the assignment in such a way that
existing staff can implement the action plans without additional outside assistance.
Colin Baenziger & Associates has an outstanding reputation which is derived from our
commitment to quality. Our work is not done until you are satisfied. That means we go the
extra mile and, at times, expend more effort and energy than originally anticipated in our fee or
in our action plan. We accept these situations as part of our business because we firmly believe
that when a contract is signed, we have an obligation to fulfill its requirements with excellence
and within the budgeted amount.
Since 2002, we have focused on executive search for local governments. During that period we
have conducted searches and/or related work for clients in nine states. In our home state, we
dominate the market performing a little over 70% of the City and County Manager searches
where the government uses a recruiting firm to find its next manager. Since 2004, CB&A has
performed over fifty City and County Manager searches, primarily in the Southeastern United
States.
Our Services:
Human Resources
Executive Search
Background Checks
Position Descriptions/Classification Studies
Compensation Studies
Personnel Policies/Procedures Reviews
Employee Handbooks
Additional Services
Preparing Grant Applications
Grant Monitoring Systems and Controls
Start-up Assistance to New Cities
-3-
Operational Reviews
Performance Improvement
Contract Compliance Reviews
Project Management
Performance Measurement Systems
Standard Operating Procedures Manuals
Staffing Assessments
Planning
Strategic Planning
Operational Planning
Project Planning
L Profile of Colin Baenziger & Associates (continued)
Litigation
Colin Baenziger & Associates has never been involved in any litigation, except to testify as an
expert witness on behalf of one of the parties. Its performance has never been questioned.
Drug -Free Workplace Certification
Colin Baenziger & Associates complies with the provisions of Drug -Free Workplace laws and
informs all its employees and subcontractors that it is a drug-free workplace. These individuals
are made aware of the dangers of drug abuse, the firm's policies concerning drug abuse,
available counseling, and the sanctions CB&A may impose if the employees use drugs in the
workplace. As a condition of employment, either as an employee or as a subcontractor, our
personnel must abide by our policy and must notify us of any conviction or pleas of nolo
contendere to drug charges.
Insurance
To protect our clients, Colin Baenziger & Associates maintains the following insurance
coverages: (1) general liability insurance of $1 million combined single limit per occurrence for
bodily injury, personal injury and property damages, (2) automobile liability insurance of $1 million
per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm,
with less than five employees, we are not normally subject to the requirements for workers
compensation and employer liability insurance. If required by the client, and if it is available to us,
we will obtain these two coverages prior to contract execution.
Completion of Projects within Budget
Colin Baenziger & Associates is proud of its record of completing searches within budget. When
we quote a price to the client, that price is what the client will pay, no matter how difficult the
search is or what unforeseen circumstances may develop. We have never asked a search client for
additional fees, even when we were probably entitled to do so.
Completion of Project on Schedule
Since Colin Baenziger & Associates has been performing recruitments, it has a remarkable record
of achievement in meeting our project schedules. In fact we have never missed a project milestone
or benchmark. However, the executive search business involves people, and people are not always
predictable. For example, when Monroe County and its first choice for county manager could not
reach agreement on contract terms, we repeated the search. We did not miss a project milestone, but
the search took five months instead of three.
-4-
L Profile of Colin Baenziger & Associates (continued)
Organizational Structure
Tom Andrews
Vice President
Internet Specialists (2)
Colin Baenziger
Owner & Principal
Kathyrn Knutson
Vice President - Operations
Senior Research Associates
(8)
-5-
Paul Wilson
Senior Editor
David Collier
Senior Vice President
Administrative Assistants
J (2)
Some of CB&A's Clients...
City of Chandler, AZ
Public Works Director
City of Greensboro, NC
City Manager
0
Polk County, IA (Des Moines is the county
and state capital)
County Administrator
Town of Sewall's Point, FL
Town Manager,
Building Official,
Chief of Police
IL What Sets Colin Baenziger & Associates Apart
IL What Sets Colin Baenziger & Associates Apart
Since 1996, Colin Baenziger & Associates (CB&A) has developed an extensive municipal
practice, the key element of which is executive search. Our first search was conducted for the
City of Lauderdale Lakes, FL in 1997. Briefly stated, we believe that the City would be wise to
select us because:
Experience and Approach
• We recruit nationally, but we have each of our recruiters focus on a specific area of the
country. As a result, we are extremely knowledgeable in conducting recruitments in
specific regions, and it shows in our success. For example, since May 2005, we have
been selected to conduct 51 of the 69 city and county manager recruitments where
Florida local governments have used a recruiter.
• Our Iead recruiter is Colin Baenziger. He has served as a city manager and an elected
official for a community of 22,000. He can thus relate to both appointed and elected
officials and speaks their language. Dave Collier (associate project manager) has served
as a city and county manager in Florida, Kansas and Michigan. Tom Andrews
(recruitment manager) is the former county manager for Fulton County, GA, and Ann
Arundel County, MD.
+ CB&A knows many of the country's professional managers personally. We have an
extraordinary talent for determining who fits well in which situation and who does not.
• We tailor our approach to the needs of the community. Once we fully understand the
elected body, the community and the issues, we aggressively seek the candidates who are
right for the City.
• We can move quickly. Utilizing a true executive search approach, as we did in
Manalapan, we can have a short list of candidates within two to four weeks. Advertising
nationally normally adds four weeks to the process.
• The caliber of our work is better. Because we have not conducted hundreds of searches
and we depend on word of mouth advertising, our reputation is critical to us.
• We continue to work with you after the position is filled. If issues arise six or twelve
months later between the employee and employer, we will assist the parties in working
through them at no additional charge.
• We are less costly, and not because we do less. In fact, we do much more than our
competitors. We have focused our efforts on minimizing our overhead. We simply do
not have the expenses other firms do, and we can pass the savings on to you.
• Finally, although we move quickly, we do not rush the process. We carefully evaluate
every potential candidate, scrutinize background information, and make sound
recommendations to the client
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H. What Sets Colin Baenziger & Associates Apart (continued)
Results:
On the preceding page, we outlined what sets us apart. The proof, however, is in the results we
have achieved. Specifically:
Our clients are extremely satisfied with our work. In fact five of them have passed
resolutions thanking us for our extraordinary efforts recruiting their managers.
• No matter how complicated the search became or what unforeseen circumstances arose,
we have never asked a client for additional monies beyond the fee we initially quoted.
• We have become recognized as a leader in municipal recruiting, and we are frequently
called upon to speak at the conferences of the League of Cities, the local city and county
management associations and the other professional bodies.
Warranty:
Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because
we have confidence in our work. Specifically, provided the City selects from among the
candidates we recommend, we warrant the following:
1) We will not approach the selected candidate for any other position as long as the
individual is employed by the City as its City Manager.
2) If the manager leaves for any reason other than an act of God within the first year, CB&A
will repeat the search at no charge. If the City Manager leaves during the second year —
again, for any reason other than an act of God - we will repeat the search for the cost of
our expenses only.
3) If the City is not satisfied with any of the candidates presented, CB&A will repeat the
search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if the conditions
under which this contract is issued changes.
Summary:
Colin Baenziger & Associates is the firm you should select to conduct your search because we
are knowledgeable and effective while also being less costly. We are extremely adept at
determining who is a good fit for your city and will find the best person to serve as your next
manager for the long term. Further, we complete our work on time and on budget.
Additional CB&A Clients...
Tampa Bay Water Authority (serving
2,400, 000 people)
General Manager
Town of Jupiter Island, FL
Town Manager,
Building Official,
Assistant Utility Director
52
City of Cottonwood Heights, UT
City Manager
City of Sunny Isles Beach, FL
City Manager,
City Engineer,
Assistant Director, Public Works
HL Search Methodology --- The Outline
III. Search Methodology — The Outline
The following outlines briefly the approach Colin Baenziger & Associates utilizes doing an executive
search for a City Manager. Additional detail can be provided if requested. What is presented is the
strategy we have found to be most effective during our years of recruiting.
Phase I. Recruiting
Colin Baenziger begins interviewing elected officials to understand the job and its
challenges. Specifically, the purposes of these interviews will be: 1) get to know the
elected officials, 2) understand the issues the next manager will face, 3) understand the
elements of the job and the work environment, 4) develop a description of the ideal
candidate, S) determine the desired compensation, and 6) finalize the project schedule
(see Section IV for a typical schedule).
It is important for CB&A to understand the community, its government officials and the
job when we recruit candidates. We need to be able to sell the candidate on the job and
the environment, but we also must provide an accurate picture of the opportunity. We do
not want to have the candidate surprised and then leave.
We will then develop the recruitment profile and forward it to you for review. Once we
have incorporated your comments, we will submit the recruitment profile to appropriate
publications and Web sites. We will contact members of professional organizations such
as the International City/County Management Association (ICMA), Florida League of
Cities, Ken Small's CM's and so on. We will also post it on our Web site, www.cb-
asso.com.
• We will review our databases for not just qualified, but outstanding applicants for the
position.
• We will e-mail the recruitment profile to the almost 8,000 local government professionals
in our recruiting database.
We will actively search for, identify, and recruit outstanding candidates who are best
suited for the position. To do so, we will use our network and consult our database of
quality managers and administrators.
Phase H. Screening
• We will receive resumes by a specified closing date. We request that candidates submit
resumes in digital form, and if requested, we can forward copies to you easily.
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III. Search Methodology — The Outline (continued)
• Based on our most recent recruiting efforts, we anticipate receiving resumes from 80 to
125 applicants. We will analyze the resumes and interview the most qualified
candidates. From these, we will select the best eight (8) to twelve (10).
The next step will be to conduct a thorough assessment of the leading candidates'
abilities, experience, and credentials. This process will include in-depth in-person
interviews and thorough reference and background investigations. It should be noted
when we conduct investigations we do not simply accept and speak with references the
candidates suggest. We tell the candidates to whom we want to speak. These include the
their current and former elected officials, the municipal attorney, the external auditor,
staff members, news media representatives, the director of the local chamber of
commerce, and others who know the candidate. We also conduct criminal, civil, driver
license, Intemet/newspaper archive, and credit checks, and we verify employment history
and education.
We believe these checks should be completed early in the process so that the client knows
the individuals to be interviewed are top performers and do not have anything
embarrassing in their pasts that might come to light after selection.
In our final report, we will recommend the six (6) to twelve (12) best candidates for the
City to review. This report will come in a semifinalist background notebook which will
include the following for each candidate: his/her resume, a written summary of CB&A's
interviews with the candidate, the results of our investigations into each candidate's
background, reference checks, and our Internet/newspaper archives results. The
background notebook will also include a section providing advice on interviewing
candidates and possible questions. Topics to avoid will also be discussed. Typically, 30
to 40 percent of our semifinalists are females and/or minorities.
• While we could select the individuals for the city to interview, we prefer you, as the
City's elected officials, select the finalists from the semifinalist group. You know your
organization and your community better than we ever will and may find things in the
final report, which would be important to the county that a recruiter might miss. Once
you have had the opportunity review the materials, we will meet with you and answer any
questions you might have. Finally, the elected officials will select the candidates to be
brought to the county for a personal interview.
Phase III: Interview Process Coordination and Manager Selection
We will attend, coordinate, and guide the interview process. We recommend that the
elected officials see the candidates in three settings. The first would be informal, such as
a reception on a Thursday or Friday evening, and would equate to a typical social
function where the county manager might represent the community. The second would be
one-on-one interviews with the elected officials the next day.
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III. Search Methodology — The Outline (continued)
Finally, formal interviews in a public meeting would be conducted that afternoon. We
also recommend that the candidates' spouses be invited to attend the reception, and that
local Realtors provide the spouses with a tour of the community.
Several days after the interviews are conducted, and after the elected officials have had
the opportunity to consider what they have seen and heard, we will coordinate and guide
the vote to select the successful candidate. We provide simple, easy -to -understand
ballots, and the voting process avoids convoluted ranking systems.
Phase IV. Negotiation, Warranty and Continuing Assistance
If requested, we will work with designated officials on an advisory basis to assure the
negotiation of a fair and reasonable contract. We recommend these negotiations proceed
quickly and deliberately so that both parties can become comfortable with the contract
and its terms. We have a standard contract we developed over the years, and at your
request, we can offer assistance.
We will notify those candidates not selected for the position. We typically contact
everyone by telephone to inform them of their status. We also use e-mail, and frequently
offer suggestions to the candidates to improve their resumes.
We will remain in contact with you and provide any necessary assistance to ensure a
strong relationship between the selected individual and the City.
Communications We will provide biweekly reports about the status of the search, in writing or
by phone, depending upon your preference.
Samples of Promotional Materials:
Most of our clients rely on a simple, well written recruitment profile such as the one we did for
Greensboro which can be found on our firm's website at: http://www.eb-
asso.corn/a r/news/news item. as ?NewsID=273. Samples of our more elaborate promotional
materials can also be found on our firms' website at: http://www.cb-asso.coiyds r.html.
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More CB&A Clients...
Baker County, FL
County Manager
City of Fernandina Beach, FL
City Manager
-X3-
City of Stuart, FL
City Manager
City of Oviedo, FL
City Manager
Proposed Project Schedule
IV. Proposed Project Schedule
The following outlines a possible schedule for the search if we were to be awarded the contract at
the City Council meeting on January 12, 2010. We recognize that the schedule may need to be
adjusted depending on the availability of the elected officials. We can also shorten or Iengthen the
schedule, if the City desires.
Phase L• Recruiting
January 10: Colin Baenziger begins interviewing elected officials and other suggested
stake holders to understand the job and its challenges. Specifically, the
purposes of these interviews will be to: 1) get to know the elected officials, 2)
understand the issues the next manager will face, 3) understand the elements
of the job, 4) develop a description of the ideal candidate, 5) determine the
desired compensation, 6) develop selection criteria and 7) finalize the project
schedule.
Colin Baenziger begins drafting the recruitment profile for publications and
prospective candidates.
January 19th: CB&A submits the draft of the full recruitment rofile to the City for its
review. Comments will be due back by January 25t .
January 26th: CB&A posts the full recruitment profile on its website and submits it to the
appropriate publications. It is also e-mailed to approximately 8,000 local
government professionals.
February 26th: Closing date for submission of applications.
Phase H. Screening
March 29th: CB&A forwards the semifinalist materials to the City. These will include the
candidates' resumes, a summary of our interviews with the candidates, the
results of our background and reference checks, and Internet/newspaper
archives results. Materials arrive on March 30th.
April 6th: CB&A meets with City's elected officials individually to review the
semifinalists
At a brief special meeting, the City Council selects five finalists.
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Proposed Project Schedule (continued)
Phase III: Interview Process Coordination and Manager Selection
April 16`h: City holds reception for candidates and spouses
April 17`h: Elected officials interview candidates.
April 20": City selects its next City Manager at its regular meeting.
Phase IV. Negotiation, Warranty & Continuing Assistance
Post Selection: If requested, CB&A works with city officials on an employment agreement.
Typically this process takes a week to two weeks before a new contract is
ratified.
C&BA also will stay in touch to ensure the council-manager relationship is a
strong one.
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The City's Obligation
V. The City's Obligations
City will be responsible for providing the facilities for the interview process, coordinating
lodging for candidates from outside the area, and making arrangements for the evening
reception. The City will also be responsible for reimbursing the candidates for all expenses
associated with their travel, meals and incidentals for the interview weekend.
CB&A also expects the city staff to provide the following information to each of the finalists: the
current year budget, an organizational chart, the latest completed audit and management letter,
any current strategic and long range plans, a copy of the City Charter, any job descriptions and
other materials defining the role and duties of the City Manager, and any evaluations of the
organization completed in the last year. Once the finalists have been selected, your staff will mail
this material to them. We may jointly determine that other relevant materials should also be
provided.
CB&A would like to attend every meeting of the elected officials during our assignment, but
regular attendance is probably not possible. Consequently, we would appreciate staff forwarding
copies of any videos or audiotapes of meetings we cannot attend. Finally, we recommend that
your law enforcement agency should run an NCIC' check on the candidates as backup to our
criminal records checks. We simply do not have access to the NCIC database, and it is the most
comprehensive such database available.
1 Since we are not a law enforcement agency, we do not have access to the NCIC database. We
believe our investigations are complete, but an NCIC review serves as a cross-check to our work.
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Fee and Warranty
VI. Fee & Warranty
Fee
Colin Baenziger & Associates proposes to conduct the work outlined in this proposal for a firm
fixed fee of $21,500, including all our expenses and costs except those associated with the
personality / emotional / work style assessment and the interview weekend. All our travel costs
and the costs of the background checks are included in the firm, fixed fee as well and hence not
quoted separately. The cost of the testing can be as low as $200 per candidate and as high as
$600 depending on which of the tools the City selects.
We will bill the fee as the phases are completed and according to the following schedule:
Phase I: Recruiting
$ 9,000
Phase II: Screening
9,000
Phase III: Interview Process Coordination and Manager Selection
2,225
Phase IV: Negotiation, Warranty & Continuing Assistance
1,250
The above fees are not scientifically calculated but are based on our experience and what we
have determined we need to charge to remain profitable. They are divided according to our
approximate cost outlay. If you ask us to perform work that is clearly beyond the scope of the
RFP, it will be billed at a rate of $125 per hour. No such work will be performed without your
written authorization. Please note that we have never billed - nor requested - additional funds
beyond our originally quoted fee for a city or county manager search, even when we were
probably entitled to it.
Warranty
Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because
we have confidence in our work. Provided the elected officials select from among the candidates
we recommend, we warrant the following:
1) We will not approach the selected candidate for any other position as long as the
individual is employed as your City Manager.
2) If the selected individual leaves for any reason other than total incapacitation or death
within the first year, CB&A will repeat the search at no charge. If he/she departs
during the second year for any reason other than incapacitation or death, we will repeat
the search for the reimbursement of our expenses only.
3) If you are not satisfied with any of the candidates we present, CB&A will repeat the
search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if conditions
change after the contract is executed.
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The Project Team
VII. Project Team Qualifications and Staffing
A. Project Team and Involvement (Resumes for key staff follow)
CB&A is an experienced recruiting firm and strongly believes that the majority of the search
work should be conducted by one knowledgeable person. Colin Baenziger will be that person,
and he will serve as project manager. He will conduct the interviews with the elected officials,
search for strong candidates, discuss the position with those candidates, recruit them, conduct the
interviews with the candidates, conduct the background investigations, oversee the interview
process, and assist with the contract negotiations. Mr. Baenziger holds a bachelor's degree from
Carleton College and a master's degree with distinction from Cornell University's Graduate
School of Management. In addition to 15 years as a consultant, Mr. Baenziger spent 10 years in
government as a senior manager.
David Collier, senior vice president, will serve as associate project manager. Mr. Collier will
oversee the recruitment of candidates for the position and assist in their screening. Mr. Collier
has over 30 years experience as a local government manager. He earned his bachelor of arts
degree in economics and his master's degree in public administration from the American
University in Washington, D.C. He has also served as president of the Maryland City Managers
Association and the Florida Association of County Administrators.
Tom Andrews, senior vice president, will serve as recruitment manager and support for Mr.
Baenziger. He will assist in the search for strong candidates and candidate evaluation. He will
also serve as back-up to Mr. Baenziger. Before joining the firm, Mr. Andrews served as County
Administrator for Fulton County, Georgia, and in a number of high level county and state
positions in Maryland. Mr. Andrews has recently assisted with our searches for the Deputy City
Manager for Durham, NC, the county administrator for Polk County, IA, the budget director
search for St. Petersburg and the finance director for Tamarac.
Kathyrn Knutson, vice president for operations will be responsible for coordinating the
advertising and production of the materials we will present to the county as described in the
Recruitment Approach.
Colin Baenziger I I David Collier
Associate Protect
Tom Andrews Kathyrn Knutson
Recruitment Manager Vice President - Opera
Research Associates
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The Project Team
Colin Baenziger, M.P.A.
Colin Baenziger is a student of local government and responsible
for the executive recruitment functions at Colin Baenziger &
Associates. Over the years, he has worked with a number of cities
on recruitments, and on management, operational, and
organizational issues. As a former manager and someone who
actively consults with governments, he understands what it takes to
do the manager's job, and to do it effectively. Furthermore,
because he is active in a number of professional associations, he
knows many of the nation's managers on a first name basis.
Some of Mr. Baenziger's searches for local governments include:
Principal
• County Manager, Brevard County, FL (population 536,000)
• Public Works Director, Chandler, AZ (population 250,000).
• City Manager, Coral Gables, FL (population 42,000)
• City Manager, Cottonwood Heights, UT (population 34,000),
• City Manager, Greensboro, NC
• VilIage Manager, Key Biscayne, FL (population 11,000)
• City Manager, Miami Gardens, FL (population 101,000),
• City Manager, Ocala, FL (population 52,000),
• Executive Director, Onslow [County, NCI Water and Sewer Authority (serving a
population of 160,000)
• County Manager, Polk County, IA (population 400,000),
• City Manager, Palm Coast, FL (population 51,000),
• City Manager, Roanoke, VA (population 93,000),
• General Manager, Tampa Bay Water Authority (serving a population of 2.4 million), and
• Public Works Director, Chandler, AZ (population 250,000).
Other recent efforts include a strategic planning session for the Florida Association of Special
Districts, an operational review of Tamarac's water utility, a business practices review for a
division of Martin County government, an operational reconciliation for Palm Beach County
Water, development of an automated system to pay royalties to featured recording artists for the
Recording Industry Association of America, and a review of financial procedures for a division
of the Marriott Corporation,
Mr. Baenziger has a Master's Degree with Distinction in Public Administration from Cornell
University's Graduate School of Management, and a Bachelor of Arts degree from Carleton
College. He is also active in the International City Management Association and Leadership
Palm Beach County, the Palm Beach and Broward County Leagues of Cities. He has also been
called upon frequently to speak at conferences of the Florida League of Cities, the Utah and
Florida City/County Managers' Associations, and the Florida Public Personnel Association.
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The Project Team
Torn Andrews, M.S.
Torn Andrews is CB&A's management guru. With over 30 years
management experience in federal, state and local governments, he
has been there, done that. With his no-nonsense approach to
problem solving and his keen ability to recognize management
talent and leadership potential, he is an asset to any client. His
talent for mentoring has resulted in former employees occupying
senior Iocal government positions from Maryland to Florida.
In addition to his comprehensive and successful experience as a
generalist, Tom possesses technical expertise in water resources
management, environmental regulation, and public health
programming.
Some of the top leadership positions that Tom has held include:
Senior Vice President
• County Manager of Fulton County, Georgia.
• Chief Administrative Officer for Anne Arundel County, Maryland.
• County Health Director for Anne Arundel County, Maryland.
• Deputy Secretary, Maryland Department of the Environment.
• Assistant Secretary, Maryland Department of Natural Resources.
• Director, Maryland Water Resources Administration.
• Chief of Staff for Maryland Acting Governor Blair Lee III.
Some of the recruitments Tom has been involved in for CB&A are:
• Deputy City Manager, Durham, NC
• Director, Economic and Workforce Development, Durham, NC
• City Manager, Greensboro, NC
• County Manager, Brevard County, FL and
• Budget Director, St. Petersburg, FL
In addition, Tom has conducted numerous leadership seminars for state and local government
mid-level managers. This fall he will top it off by teaching graduate level public administration
courses.
Tom earned his Bachelor of Science in Biology from Miami University in Oxford, Ohio, and his
Masters in Natural Resources Administration from the Institute of Public Administration of the
University of Michigan. He has been a member of the Georgia County -City Managers
Association, the Association County Commissioners of Georgia, and the National Association of
Counties. Tom has also served as President of the Maryland Association of County Health
Officers, Member of the Anne Arundel County YMCA Board of Directors and President of the
Providence Center Board of Directors, a non-profit agency serving the developmentally disabled.
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The Project Team
Dave Collier, M.P.A.
Dave Collier brings to the client over 30 years of management
experience in county and city government. Since there is not much
that he has not seen previously, Dave quickly produces efficient
and effective solutions to problems for his clients.
One of Dave's specialties is executive search. With his many years
experience, he can quickly separate the wheat from the chaff and
find the right person to join your senior staff or be your department
head. He also has successfully conducted organizational reviews,
sessions in team building and strategic planning workshops. Just as
importantly in this day and age of the pressure to lower taxes, he
has developed strategies and action plans for coping with the tough
financial problems that local government often experience.
Dave has overseen the recruitment and selection of:
Senior Vice President
• Public Works Director, Recreation Director, and Police Chief for a Florida coastal city;
• Environmental Resources Director for St. Lucie County, FL,
• Finance Director for a mid-sized Florida city;
• Library Director for a progressive Florida county;
• Airport Director and Human Resources Director of a large Michigan county;
• Utilities Director for a Florida County; and
• Police Chief in a large Maryland county.
While serving as City Manager of Stuart, Florida for 14 years, he:
• Improved the professionalism of City Department Heads and staff through an emphasis
on professional development and team building.
Used his hands-on management style to emphasis the need for effective project
management and maintaining tight timelines in order to show citizens that the city
government was effectively managed and had a strong commitment to its customers.
Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also
has extensive experience in local government consulting.
Mr. Collier earned his Bachelor of Arts degree in Economics and his Masters degree in Public
Administration from the American University in Washington, D.C. He was a member of the
International City/ County Management for over thirty years, served as President of the
Maryland City Managers Association and the Florida Association of County Administrators.
Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory
Board and as a Director of Stuart's Main Street Association.
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The Project Team
Kathyrn Knutson
Vice President for Operations
Ms. Knutson is a skilled professional with a wealth of public and
private sector experience. Her particular expertise is in special
projects, compensation surveys and background checks for our
executive search candidates. She feels that each client must be
properly served, and that can only be done by devoting her utmost
attention to their particular concerns, and by finding creative ways
to solve their problems. In her book, the client comes first.
Since beginning her working relationship as a subcontractor with
Colin Bacnziger & Associates, Ms. Knutson has been involved in
virtually every executive search the firm has conducted. Some of
the more notable ones include:
+ City Manager, City of Marathon,
• County Manager, Polk County, IA
• Deputy City Manager, Durham, NC
• City Manager, Cottonwood Heights, UT
• City Manager, City of Miami Gardens,
• City Manager, City of Lauderdale Lakes,
• City Manager, Town of Bay Harbor Islands,
• Executive Director, Northern Palm Beach County Improvement District, and
• Village Manager, Village of Palmetto Bay.
As noted, a major part of Ms. Knutson's work has been on special projects. Two of the more
significant ones that she has been involved in are:
The firm's annual City Manager compensation survey for Florida City and County
Managers.
• A review of the billing database for Palm Beach County Water Utilities. The utility's
concern was possible under -billing. Our work involved a review of billing records for
reasonableness and consistency, as well as extensive work in the field. The project is
still in its early stages, and it is far too early to determine the ultimate results, but our
team has already found enough to pay its fee several times over.
Ms. Knutson's prior employment includes stints with Palm Beach County's Department of
Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She
has also worked with the State of Florida's Department of Corrections and with the State's
Department of Employment Services. She has also been involved with a number of private and
non-profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health Center
of the Palm Beaches. Ms. Knutson has an Associates Degree in Business Education from West
Georgia College in Carrollton, Georgia.
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More CB&A Clients...
Osceola County, FL
County Manager
77W
City of Destin, FL
City Manager
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City of West Palm Beach, FL
Parks & Recreation Director,
Fire Chief,
Employee Relations Manager,
Utility Director
Village of North Palm Beach
Village Manager
References
VIII. References
Colin Baenziger & Associates has completed approximately 70 City and County Manager
searches in the past five years and more than 100 senior level local government management
searches overall, Six are briefly discussed here. Additional references can be provided. In each
case, we followed the same process as we outlined in this proposal.
L City of'Destin, FL (population 11,200)
Contact: Mayor Craig Barker at (850) 376-1400,
City Manager Greg Kisela at (850) 837-4242, or
Human Resources Director Chuck Garcia at (850) 837-4242.
Destin is located in the Florida Panhandle on the Gulf of Mexico near EgIin Air Force Base.
Colin Baenziger & Associates' contract to find the City of Destin's City Manager was awarded
on August 15, 2003 and the closing date for applications was September 26a'. On November P,
the City Council selected Gregory Kisela, then an Assistant City Manager with the City of Fort
Lauderdale, to be its next City Manager. Mr. Kisela was recently selected as Florida's City
Manager of the Year for 2008.
2. Mount Dora, FL (population 12,000)
Contact: Council Member and former Mayor James Yatsuk at (352) 735.7186, or
Human Resources Director Ken Bloom at (352) 735-7186.
Mount Dora is a popular tourist destination and known as the City of Festivals. CB&A was
selected on May 17, 2005 to find Mount Dora's next City Manager. It was critical to the
Council that the finalists all understand the character of the community and understand how to
protect it in the face of growth. Interviews were conducted on July 29`h and 30{''' with Mike
Quinn, formerly of Port Angeles, WA, selected in August 2005.
3. City Manager, Baker County, FL (population 27,000)
Contact: Commission Chairman Alex Robinson at (904) 259-6682, or
Ms. Ann Yarborough, Executive Secretary to the Board of County
Commissioners at (904) 259-3613.
Baker County is a rural county about 30 miles west of Jacksonville, FL. CB&A was selected in
late March 2006 to find highly qualified candidates from Florida to fill its County Manager
position. The primary difficulty associated with the search was that the County did not want to
pay a competitive salary. Interviews and a final selection were completed in mid-July. Joseph
Cone, formerly the City Manager of Lake City, FL, was selected and remains with the County.
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References
4. City Manager, City of Ocala, FL (population 52,000).
Contact., Council Member Daniel Owen at (352) 629-8401, or
City Manager Rick Horst at (801) 330-2351
CB&A began its work on March 31, 2008, to conduct the City Manager search. We searched
the nation for the right candidate and the Council, on July 22"d selected Rick Horst, formerly the
City Manager of South Jordan, UT, to be its next City Manager.
5. City Manager, City ofPahn Coast, FL (population 51,000)
Contact: Mayor Jon Netts at (386) 445-2121, or
City Manager Jim Landon at (386) 986-3702.
CB&A was selected on May 23, 2006 to conduct the search for the next City Manager. Our
effort involved seeking candidates throughout the country to locate the best people for the job.
We then interviewed them, conducted thorough background checks, and recommended finalists.
We also oversaw the interview and selection process. The City requested that the search
progress so the next manager's arrival would coincide with the current manager's departure.
Consequently, selection was made on November 7, 2006 and the contract approved on December
5, 2006. James Landon, formerly City Managerfor Richardson, TX, was selected.
6. City of'Palm Bay, FL
Contact: Contact Mayor John Mazzioti at (321) 952-3414,
City Clerk Alice Passmore at (321) 952- 3413, or
City Manager Lee Feldman at (321) 403-9818.
Palm Bay is located near Cape Canaveral on Florida's east coast. In July 2002, Colin Baenziger
was selected by the City of Palm Bay to find its City Manager. Mr. Baenziger was asked to
complete the process in 60 days. Our work included recruiting and advertising for candidates,
conducting background checks, selecting the most qualified, recommending them for interviews,
coordinating the interview process, and assisting in the contract negotiations. Interviews took
place 62 days after the notice to proceed and selection was made on the 64t11 day. Mr. Lee
Feldman, then City Manager of North Miami was selected and he is still employed by the city.
Mr. Feldman was selected as Florida's City Manager of the Year in 2006.
-25
Appendix A
Governmental Search Assignments
Governmental Search Assignments
By Colin Baenziger & Associates
Contract Awarded, Assimnments Pendinz
Office of the Attorney General, State of Arizona
Currently In Process:
City Manager, Orange City, FL (population 10,000)
City Manager, West Park, FL (population 13,500)
Assistant Town Manager, Jupiter Island, FL (population 654)
Director, Health and Human Services, St. Johns County, FL (population 162,000)
Director, Personnel, Fulton County, GA (population 992,000)
CUP and County Manager Level Completed Searches
City Manager, Bartow, FL (population 16,000) in 2007
City Manager, Casselberry, FL (population 25,000), in 2005
City Manager, Cooper City, FL (population 32,000) in 2008
City Manager, Coral Gables (population 43,000) in 2009
City Manager, Cottonwood Heights, UT (population 34,000), in 2004
City Manager, Dania Beach, FL (population 28,000) in 2009
City Manager, Deltona, FL (population 83,000) in 2006 and 2008
City Manager, Destin, FL (population 12,000) in 2003
City Manager, Doral, FL (population 24,000), in 2004
City Manager, Fernandina Beach, FL (population 11,000) in 2006
City Manager, Holly Hill, FL (population 13,000) in 2008
City Manager, Lake Worth, FL (population 30,000) in 2003 and 2007
City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002
City Manager, Marathon, FL (population 11,500 in 2002 and 2004
City Manager, Miami Gardens, FL (population 101,000) in 2004
City Manager, Mount Dora, FL (population 12,000) in 2005
City Manager, New Smyrna Beach, FL, FL (population 23,000) in 2009
City Manager, Oviedo, FL (population 33,000) in 2008
City Manager, Ocala, FL (population 52,000) in 2008
City Manager, Palm Bay, FL (current population 101,000) in 2002
City Manager, Palm Coast, FL (population 71,000) in 2006
City Manager, Pompano Beach, FL (population 101,000) in 2007
A-1
Governmental Search Assignments (continued)
City Manager, Riviera Beach, FL (population 37,000) in 2009
City Manager, Roanoke, VA (population 96,000) in 2009
City Manager, Stuart, FL (population 17,000) in 2006
City Manager, Sunny Isles Beach, FL (population 17,000) in 2006
City Administrator, Tavares, FL (population 11,000) in 2006
City Manager, West Melbourne, FL (population 15,000) in 2009
City Manager, West Park, FL (population 12,000) in 2005
County Manager, Baker County, FL (population 27,000) in 2006
County Administrator, Bay County, FL (population 158,000) in 2005
County Manager, Brevard County, FL (population 536,000) in 2009
County Administrator, Broward County, FL (population 1,800,000) in 2006
County Administrator, Clay County, FL (population 160,000) in 2005
County Manager, Flagler County, FL (population (83,000) in 2007
County Administrator, Highlands County, FL (population 98,000) in 2008
County Administrator, Martin County, FL (population 140,000) in 2005
County Administrator, Monroe County, FL (population 80,000) in 2004
County Administrator, Nassau County, FL (population 60,000) in 2004
County Administrator, Okeechobee County, (population 39,000) in 2008
County Manager, Osceola County, FL (population 235,000) in 2007
County Administrator, Polk County, lA (population 400,000) in 2007
County Manager, Seminole County, FL (population 410,000) in 2006
County Administrator, St. Johns County, FL (population 162,000) in 2007
Town Manager, Buckeye, AZ (population 32,000) in 2006
Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007
Town Manager, Cutler Bay, FL (population 35,000) in 2006
Town Manager, Dundee, FL (population 3,000) in 2006 and 2009
Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008
Town Manager, Juno Beach, FL (population 3,600) in 2005
Town Manager, Town of Jupiter Island, FL (population 654) in 2005
Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003
Town Manager, Lantana, FL (population 9,600) in 2000
Town Manager, Mangonia Park, FL (population 1,400) in 2001
Town Manager, North Topsail Beach, NC (population 843) in 2008
Town Manager, Sewall's Point, FL (population 2,000) in 2006
Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005
Village Manager, Key Biscayne, FL (population 11,000) in 2007
Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005 and 2007
Village Manager, Palmetto Bay, FL (population 24,000) in 2003
A-2
Governmental Search Assignments (continued)
Completed Searches — Other Municipal Positions
Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998
Assistant City Manager, Lake Worth, FL (population 30,000) in 2004
Assistant City Manager, Tamarac, FL (population 55,500) in 2001
Assistant City Manager, West Palm Beach, FL (population 89,000) in 2004
Deputy City Manager, Durham, NC (population 220,000) in 2009
Budget Director, St. Petersburg, FL (population 248,000) in 2009
Building Official, Miami Beach, FL (population 91,000) in 2005
Building Official, Jupiter Island, FL (population 580) in 2005
Building Official, Sewall's Point, FL (population 2,000) in 2006
Building Official, Tamarac (population 55,000) in 2008
City Attorney, West Melbourne, FL (population 15,000) in 2008
City Clerk, Lauderdale Lakes (population 32,000) in 1998
Community Development Director, Miami, FL (population 362,000) in 2008
Community Development Director, Tamarac, FL (population 55,500) in 2007
District Manager, Holiday Park Recreation District (population 1,400) in 2007
Director, Office of Economic and Workforce Development, Durham, NC (population 220,000)
in 2009
City Engineer, Gulfport, MS (population 90,000) in 2008
City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006
Deputy County Engineer, Martin County, FL (population 140,000) in 2006
Assistant City Engineer, Melbourne, FL (population 75,000) in. 2008
Staff Engineer, Wellington, FL (population 55,000) in 2009
Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009
Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL
(population 200,000) in 2003
Executive Director, Florida Keys Aqueduct Authority, Key West, FL (population served of
90,000) in 2003
Executive Director, Onslow Water and Sewer Authority (Jacksonville, NC) (pop. 160,000) in
2009
A-3
Governmental Search Assignments (continued)
Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009
Finance Director, Fort Walton Beach, FL (population 20,000) in 2006
Finance Director, Lauderdale Lakes (population 32,000) in 1998
Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999
Fire Chief, West Palm Beach, FL (population 89,000) in 2005
General Manager, Tampa Bay Water (population served 2,400,000) in 2008
General Manager, North Sarasota Redevelopment District, City of Sarasota (population 53,000)
in 2008
Growth Management Director, Tamarac, FL (population 55,500) in 2006
Growth Management Director, St. Lucie County, FL (population 261,000) in 2005
Growth Management Manager, Wellington, FL (population 55,000) in 2009
Human Resources Administrator, Martin County, FL (population 140,000) in 2007
Personnel Director, North Miami, FL (population 56,000) in 2001
Personnel Director, Vero Beach, FL (population 17,900) in 2003
Library Services Director, St. Johns County, FL (population 162,000) in 2007
Police Chief, Sewall's Point, FL (population 2,000) in 2007
Public Works Director, Chandler, AZ (population 250,000) in 2007
Public Works Director, Tamarac, FL (population 55,500) in 2003
Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008
Vice President of Public Works and Operations, Ocean Reef Community Association
(population 2,000) in 2001.
Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009
Special Projects Coordinator, Islarnorada, Village of Islands, FL (population 7,500) in 1998
Utilities Manager, Dunes Community Development District, FL (population 2,400) in 2006
Utilities Director, Lake Worth, FL (population 30,000)
Utilities Director, Palm Bay, FL (population 101,000) in 2005
Water Resources Manager, St. Petersburg, FL (population 248,000) in 2008
A-4
Appendix B
St. Johns County Resolution Thanking
Colin Baenziger & Associates
for Its Outstanding Work
Note: Additional Resolutions thanking CB&A for its outstanding efforts can be found at
www.eb-asso.com under "Testimonials"
RESOLUTION NO. 2007-,2--3/
A RESOLUTION OF THE COUNTY COMMISSION
OF ST. JOHNS COUNTY, FLORIDA, THANKING
COLIN BAENZIGER & ASSOCIATES FOR ITS
OUTSTANDING EFFORTS IN CONDUCTING THE
EXECUTIVE SEARCH FOR THE COUNTY'S NEW
ADMINISTRATOR; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, St. Johns County retained Colin Baenziger & Associates (CB&A) to
identify and recommend strong candidates to be the County Administrator;
WHEREAS, CB&A's staff worked diligently to find and produce excellent candidates,
and then provided the County Commission with comprehensive materials concerning the
candidates' aptitude, experience, background, complete and thorough interviews, references,
extensive checks of criminal, civil and financial history, verification of employment and
education, and exhaustive reviews of Internet and newspaper archives of these candidates; and
WHEREAS, CB&A's process was completely open, fair and unbiased and was
extremely well received by the County Commission, county staff, the press, and the public; and
WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger
& Associates for its efforts on behalf of the county;
NOW BE IT THEREFORE RESOLVED BY THE COUNTY COMMISSION OF
ST. JOHNS COUNTY, FLORIDA AS FOLLOWS:
Section 1: Recitals. The preceding recitals are true and correct and are incorporated
herein by this reference.
Section 2: Acknowledgement. The County Commission wishes to express its sincere
appreciation and gratitude to Colin Baenziger & Associates for its outstanding work and effort in
assisting the county in finding its County Administrator.
Section 3: Effective Date. This resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED by the Board of County Commissioners of St. Johns
County, Florida, this :-)Z � day of August, 2007.
ATTEST: Cheryl Strickland, Clerk
4BY: �o-�+� N--1
Deputy Clerk
BOARD OF COUNTY COMMISSIONERS
ST. JOHNS COUNTY, FLORIDA
By: 3x2a�2CZL
Ben Rich, Chairman
Rendition Date: Flail 0-7
2
City of Cape Canaveral
City Council Agenda Form
City Council Meeting Date: 01/12/2010
Item No. "I b
Subject: Interim City Manager
Department: Administrative
Summary: At the 01/05/10 Regular City Council Meeting, Staff was directed to gather
resumes from local, possibly retired, individuals to fill the position of Interim City
Manager, until the search for a permanent City Manager is completed and filled and/or
for a period of six months is up, whichever comes first.
Requested Council Action: Provide direction to staff.
Financial Impact: The financial Impact cannot be accurately assessed at this point. It
is dependent upon the salary Council agrees to provide to the person appointed. We
have included the most recent salary range information for the position City Manager.
Attachments: Resumes and salary range information.
Submitting Department Head: N./A Date:
Approved by City Manager: Date: I Al
City Council Action: j ] Approved as Recommended [ ] Disapproved
[ ] Approved with Modifications
[ ] Tabled to Time Certain
City of Cape Canaveral
2008
Non -Union Employees
4.15% COLA
New Salary Range
FLOC
Minimum
Maximum
Job Code Classification
2008
2048
15410
School Crossing Guard
20,987
29,619
10.09
14.24
14040
Recreation Assistant
22,755
33,176
10.94
15.95
Recreation Coordinator
28,933
42,494
13.91
20.43
14050
Recreation Leader
24,357
36,608
11.71
17.60
4040
Senior Secretary
27,477
40,830
13.21
19.63
5020
Accounting Technician
28,119
42,390
13.52
20.38
4070
Administrative Assistant
31,949
47,632
15.36
22,90
214
Assistant City Clerk
34,944
52,499
16.80
25.24
10100
Code Enforcement Officer
30,680
4,843
14.75
22.04
10050
Plans Examiner/
39,229
58,053
18.86
27.91
10090
Building Inspector
35,776
53,914
17.20
25.92
2150
Assistant Public Works Director
50,291
74,110
24.14
35.63
12160
Utilities Maintenance Supervisor
38,730
58,365
18.62
28.06
11190
Streets/Maintenance Supervisor
38,418
57,533
18.47
27.66
12050
Water Reclamation Supervisor
37,690
59,530
18.12
28.62
13050
StonnwaterCoordinator
41,766
59,155
20.08
28.44
13080
Environmental Analyst
35,942
51,792
17.28
24.90
2080-9020 City Clerk
51,584
75,982
24.80
36.53
116
Building Official
55,474
80,330
26.67
38.62
2200
Recreation Director
59,467
88,421
28.59
42.51
125-5070
City Treasurer
62,067
91,562
29.84
44.02
2230
Planning & Development Dir.
64,376
101,858
30.95
48.97
2160
Public Works Director
66,082
97,573
31.77
46.91
2010
City Manager
90,022
129,896
43.28
62.45
)Fxkl� I,+ A
--0 5 EL. s 03
Angela M. Apperson
P.O. Box 1539
Flagler Beach, FL 32136
(386) 503-7214
angela.apperson(a-yahoo.com
January 9, 2010
City of Cape Canaveral City Council
P.O. Box 326
Cape Canaveral, FL 32920
RE: Interim City Manager Position
Dear Mayor and Council Members:
After much thought, prayer, and encouragement from both residents and City Staff, I
respectfully submit my resume for the Interim City Manager Position. I have served as
Acting City Manager previously for the City of Flagler Beach. The longest period was
for six months in 2000. 1 believe my leadership skills will continue to move the City
forward during the search for a permanent City Manager. Your consideration is greatly
appreciated.
Sincerely,
Angela M. Apperson
1 Enclosure
Angela M. Apperson P.O. Box 1539
Flagler Beach, FL 32136
Phone: (386) 503-7214
E -Mail: angela.apperson@yahoo.com
OBJECTIVE: I am an honest, energetic, hard-working, self motivated person who is interested in
becoming part of a successful team that will benefit from my leadership, knowledge,
training, skills, and experience.
EXPERIENCE:
10/09 - Present City of Cape Canaveral, P.O. Box 326, Cape Canaveral, FL 32920
City Clerk
Attends City Council, Board, and ad hoc committee meetings, as assigned to the City
Clerk's Office; oversees the preparation and maintenance of agendas, meeting support
documents and official minutes for the same meetings; publishes legal notices;
supervises all City elections in conjunction with the County Supervisor of Election;
oversees and ensures the accuracy and integrity of City records and documents; ensures
the timely and efficient retrieval, maintenance and destruction of records and
documents as required by law; maintains City's Code of Ordinance and Land
Development Regulations; performs supervisory duties; completes employee
performance appraisals, interviews, recommends for hire, counsels and/or disciplines
employees; develops and monitors the annual operating budget for the Clerk's Office;
administers oaths/affirmations and notarizes documents; prepares and maintains
assessment records; performs other related duties as assigned, including but not limited
to serving as Acting City Manager; coordinating some human resources activities and
workers compensation activities.
9/90-10/09 City of Flagler Beach - P.O. Box 70, Flagler Beach, FL 32136
City Clerk 1196 —10109:
In addition to the traditional duties for a City Clerk, I served as Acting City Manager
on many occasions. The longest was for six months in 2000. I also coordinated
computer network administration with a consulting firm, coordinated telephone
network administration; drafted ordinances, resolutions and proclamations; served as
the human resources director and workers compensation administrator. During my
service to the City of Flagler Beach, was also involved in the creation of a Community
Redevelopment District; the Historical Museum and several other redevelopment
activities.
Deputy Zoning Officer 8193 -1/96:
Performed various functions in the building department, including but not limited to;
building permits, zoning matters, code enforcement, occupational licensing aka
business tax receipts, secretary to review boards and committees, and grant
preparation.
Angela M. Apperson
Page 2 of 3
Records CIerk/Communicatiions Officer 9/90 - 8193:
Specialized records management work in the maintenance of police reports, files and
records; responsible for work in the reception and transmission of radio and telephone
messages in the police communications center.
3/90-9/90 PETERSON PUBLISHIING - Ormond Beach, Florida
Executive Secretary
Advanced secretarial work with administrative responsibilities, while functioning as an
aide to the supervisor.
7189-3190 LIBERTY CO. HEALTH DEPT. - Hinesville, Georgia
Animal Control Officer
Effectively administered the county animal control program, which included animal
bite investigations; stray retrieval and administrative responsibilities.
8/85-8/89 U.S. ARMY - Ft. Stewart, Georgia
E-4/SPC - Veterinary Assistant
Responsibilities included office management, veterinary work, and animal bite
investigation. Honorably discharged from active duty in August 1989. Honorably
discharged from inactive duty January 1993.
1982-8/85 Various part-time positions while attending High school.
EDUCATION/
CERTIFICATES/
ACHIEVEMENTS:
• Certified Municipal Clerk designation as certified by the International Association of
Municipal Clerks awarded in 1998.
• Membership in the Master Municipal Clerks Program, beginning 2004.
• 2008 Finalist as City Clerk of the Year, as awarded by the Florida League of Cities.
• Florida Association of City Clerks Career Development Institute 1994, 1995, 1996,
2003, 2004, 2008 and Annual Conference 1998, 2001, 2002, 2003, 2004, 2005
• 30 credit hours toward Associate of Arts degree at Daytona State College formerly
Daytona Beach Community College, Palm Coast, FL 32137
• Successful completion of the following training courses: Government in the Sunshine
Seminar, Records Management; Supervisor Certification Program, Fundamentals of
Personnel Law, Employment related records, Editing and Proofreading, Habits of
Personal Effectiveness, One Minute Manager, Conflict Management, Violence in the
Workplace The Art and Skill of Taking Minutes, Grammar and Usage, Effective
Meetings, ARMA Regional Records Conference 2006 and 2007; Certified Level I
Code Enforcement Officer; certified by Florida Association of Code Enforcement
Officers. (1994 —2001); and several courses through the State of Florida Dept. Of
Law Enforcement, Division of Criminal Justice Information Systems.
• Notary public (1994 -present)
Angela M. Apperson
Page 3 of 3
• High School - Wild Rose High School - Wild Rose, WI 54984
• Certificates/letters of Appreciation from: Flagler Beach Chamber of Commerce, 2000
Census, Department of Juvenile Justice, Tobacco -Free Partnership of Flagler
County, Marineland Foundation, Inc., Flagler County Division of Emergency
Management, Muscular Dystrophy Association, Veterans of Foreign Wars, and
Flagler Beach Police Department.
• Various volunteer positions with the FIagler County Police Athletic League, including
Board of Directors, coach and team mom. (1992 to 2003)
• U.S. Army Good Conduct Medal and many certificates of completion for special
training, including Veterinary Technician.
References are available upon request
To: City of Cape Canaveral
Mayor and Elected Officials
Fm: Hugh D Williams
Re: Interim City Managers Position
January 7, 2010
JAN 7 X10
q$
4 i
i
As can be seen from the attached resume, I am a retired City Manager with over 47 years
Experience in the profession. In fact I worked for the City in 1991 as your Public Works
Director.
I would be most interested in serving as your Interim Manager for the time you will need
to find your full time regular City Manager.
I live in Merritt Island, and am about 10 minutes away from City Hall.
I f you would like to discuss with me either the Interim position, or City Manager
searches, duties, or things in general please feel free to call me.
I must point out that I am interested in the interim position only, and not the full time
position °
\.� Lx-' -
Hugh D Williams
Hugh David Williams Telephone: 321-453-3215
515 West Gateway Court e-mail: Hughlindawms@AOL.com
Merritt Island, FL 32952
Qualifications for
MUNICIPAL MANAGEMENT
PROFESSIONAL SUMMARY
High profile professional with 45 years of proven municipal executive experience,
encompassing the management of every aspect of municipal, public safety, and public
works operations: budgeting, storm water utility administration, personnel, grant
administration, public relations, public administration, building, planning and zoning, and
municipal accounting.
High-energy decisive leader with exemplary analytical skills and the ability to manage
problems efficiently and effectively. Dedicated and hardworking individual who
continually strives for and will except only the highest level of achievement as well as the
highest level of professional conduct.
PROFESSIONAL HISTORY — FLORIDA
Interim from the year 2003 to present:
Town of Dundee
Town Manager
Town of Sewall's Point
Town Manager
City of Archer: (2 separate times)
City Manager
City of Cocoa Beach
Consulting
City of Titusville
Community Development Director
Barefoot Bay Recreation District, Brevard County, FL
Community Manager April 1999 -December 2001 (Retired)
City of Edgewater, Volusia County, FL
Public Works Director
City of Cape Canaveral, Brevard County, FL
Public Works Director
City of Cocoa, Brevard County, FL
Assistant City Manager
May 1993 -October 1997 (Retired)
March 1991 -December 1991
March 1988 -March 1991
Town of Highland Beach, Palm Beach County, FL
Town Manager January 1985 —December 1987
City of Oldsmar, Pinellas County, FL
City Manager March 1983 —November 1984
City of Live Oak, Suwannee County, FL
City Manager June 1979 -- March 1983
PROFESSIONAL HISTORY - PENNSYLVANIA
Township of Bethlehem, PA
Township Manager
Township of Cumru, Reading, PA
Township Manager
Township of Franconia, PA
Township Manager
PROFESSIONAL AFFILIATIONS
International City/County Managers Association
Honorary Lifetime Membership
Florida City County Management Association
Honorary Lifetime Membership
Space Coast Public Management Association
(Granted Lifetime Membership August, 2002)
American Arbitration Association
(Certified Arbitrator, 1975)
American Public Works Association
January 1974 — July 1979
January 1968 — December 1973
March 1964 — December 1967
Clerks Office
From:
Sent:
To:
Cc:
Subject:
Attachments
GORDON CARRIE BROOKE DILLON [bad illon3517@bel Isouth. net]
Friday, January 08, 2010 2:15 PM
clerksoffice@cfl.rr.com
badillon3517@bellsouth.net
GORDON A DILLON - RESUME FOR INTERIM CITY MANAGER
Gordon Dillon Resume.doc
G JAN 8 2010
Attached please find my resume.
I am seeking the position of Interim City Manager.
I have spent my professional career working for three municipalities for the last thirty-five years. f"have
experience in dealing and interacting with all the various departments/agencies within a city government. I
have been a supervisor since 1978 and an administrator since 1989.
I retired from the Key West Police Department after six years of commanding a police department in one of the
most diversified and unique communities. I not only was Police Chief but after Hurricane Georges was put in
charge of Emergency Operations for the city. After September 11th, I was also put in charge of Port Security
(air & sea) working closely with State and Federal agencies, receiving a secret security level clearance from the
Miami Office of the F.B.I. (now also have D.O.D. clearance through Patrick Air Force Base).
I look forward to hearing from you.
Gordon A. Dillon
321-288-0020
321-508-6653
Chief Gordon A. Delon, M.P.A. (Ref.)
3 Colonial Way
Indian Harbour Beach, FL 32937
Home 321.-7772528
SUMMARY Law Enforcement Specialist - Operations Management/Enforcement
A diversified operation management/law enforcement professional with over
35 years of experience; background as a detective, sergeant, lieutenant, shift
commander, chief of police including operations administration, enforcement,
budgeting, public relations, commanding 141 personnel and administered a
budget of $8.5 million as a municipal police chief. Believing in community -
oriented policing and problem solving philosophy. Also have guided 2
municipal agencies through state and international accreditation.
Management/Operations Experience
• Over seeing Florida's most diverse international City - Key West with an
average service population of 60,000 with an $8.5 million dollar budget.
• Experience in all aspects of police operations including department
administration, patrol supervision, investigation, internal affairs,
budgeting, training and community oriented policing and problem
solving.
• Chief of Police of municipal department of 80+ personnel and a budget
of over $3.5 million in Georgia's fastest growing municipality in the
metropolitan community of North Fulton County, GA
• Well versed in police department operations involving a budget of $8+
million and 88 officers surrounded by a major metropolitan area of over
1.2 million residents in South Florida (Oakland Park, FL - Broward
County)
Specialty Knowledge
o Have experience in auto theft, arson, fraud, homicide, narcotic,
undercover, crime scene, and law enforcement/operations
management functions, and department administration and
leadership. Oversee federal crime bill grant for community
oriented policing program, Homeland Security and Port
Operations air and sea. Obtaining over a million dollars in grants
for Homeland Security.
o Have been chosen twice to be Chief of Police for municipal
agencies after a national search for qualified applicants.
EXPERIENCE
Dec 2007 Pinkerton Government Services -- Melbourne, FL
to Present stationed at Patrick Air Force Base
2004 to Dec 2007 Retired
1998 to 2004 The City of Key West- Key West, FL
Chief of Police
Over seeing a diverse and complex municipality, responsible for enforcement of
a very liberal community which thrives on its independence. This is done with
tack and diplomacy incorporating a full philosophy of community policing. I
took a department a decade behind and deep in a history of corruption to a
well respected department which just received from the community a $5 million
new police facility and was accredited April, 2003. I was also Chief of
Emergency Operations for the entire city.
1992 to 1998 The City of Alpharetta - Alpharetta, GA
Chief of Police
Directing and coordinating all activities of a municipal department,
responsibility for enforcement and providing service to the community.
Working under stressful, high risk conditions, implementing safe and modern
practices and procedures, implementing community oriented policing
philosophies and coordinating the police accreditation program, awarded
C.O.L.E.A. August, 1996. Working closely with all aspects of the community
from Little League fields to City Hall. Chief Executive Office with final
department authority on all matters of police operations and staffing of all
department activities; maintaining the departments relationship with the
citizens, the city government, other agencies, and for the successful
accomplishments of the department goals.
1969 to 1992 The City of Oakland Park - Oakland Park, FL
Police Lieutenant/ Shift Commander
Commanded shift operations including planning, organizing and coordinating
internal/external law enforcement and administration activities; conducted
budget management and public relations functions; ensured compliance and
regulations and directed patrol/enforcement operations. I began as a Patrol
officer in 1969 and was promoted up through the ranks during my 23 years
from Patrol Officer, Detective, Detective Sergeant, Commander of Vice Unit
and Supervisor of Investigations & Lieutenant/Shift Commander. Oakland Park
is a diverse multicultural high density community
EDUCATION
1998
Columbus State University
Columbus, GA
Masters, Public Administration
GPA: 3.75
1997
Assessor for Commission on
Law Enforcement Accreditation
1991
University of Louisville
Louisville, KY
Graduate Studies in Police Administration (FL) Command Officers
Development Course (400 Hrs)
1991
Barry University
Miami, FL
B.A., Professional Studies
GPA: 4.0
1980
Broward Community College
Fort Lauderdale, FL
A.A., Criminal Justice
1968
Melbourne High School
Melbourne, FL
H.S. Diploma
1969
Police Certification & 1999
Florida (Active)
1992
Police Certification Georgia (Active)
SPECIALIZED COURSEWORK (EXAMPLES)
• Area Maritime Security Committee US Coast Guard (South Florida Ports)
• Weapons of Mass Destruction, Emergency Operation Training, 2002
• Inside the Mind of a Serial Offender, Columbus State University, 1996
• Advanced Interrogation, Columbus State University, 1996
• Management Development Levels, I, II & III, University of Georgia, 1995
• Management of Excellence, I.A.C.P. (International Association of Chiefs of Police), 1991
• L.E. Human Resources, I.A.C.P. (International Association of Chiefs of Police), 1990
• Maintaining Sound Behavior Climate, Florida C.J., 1988
• Budget Management, A.P.P.R.O., 1988
• Computer Applications, Broward Community College, 1988
ORGANIZATIONS - CIVIC INVOLVEMENT
• Board of Directors, Police Athletic League, Key West, FL
• Vice President, Boys & Girls Club of Monroe County, FL
• Advisory Board, Salvation Army
• Board Member, Monroe County Substance Abuse Council
• Alumni - Leadership Monroe, Monroe County Chamber of Commerce
• Man of the Year, Police Athletic League, 1997
• Past Chairman Board of Directors, Coalition for Drug Free North Fulton, Roswell, GA
• Member, Florida Police Chiefs Association, Florida
• Advisory Committee, Ridgeview Institute of North Fulton, Alpharetta, GA
• Board Member, Fulton County Task Force on Family Violence, Atlanta, GA
• Alumni, Greater North Fulton Leadership Program, North Fulton Chamber of Commerce
• Member since 1992, International Association of Chiefs of Police
• Vice President Board of Directors of ACT Center, Inc. Titusville, FL
REFERENCES
Chief Jeff McGuire
Jasper Florida Police Department
386-855-1216
Commander Jim Benkozy
Key West Police Department
305-8091040
Chief Frank Rotondo, Executive Director
Georgia Chiefs of Police
770-414-6494
Mr. John Dillon, Esq. (No Relation)
Key West, FL
305-292-7254
Sheriff Rick Roth
Monroe County Sheriff Department
305-481-1078 (cell)
305-296-2424 (Office)
Special Agent John Beuth
Tampa F.D.L.E.
800-226-1140
Angela Apperson
From: James F. Coleman bfcoleman@embargmaiI.corn]---- „
Sent: Friday, January 08, 2010 6:08 AM ['
To: apperson-cape@cfl.rr.com
Cc: clerksoffice@cfl.rr.com f n J�
Subject: Interim CM application ' 20j0
Attachments: Coleman CapeC Resume.doc
s
Angela M. Apperson, CMC, City Clerk;
Please accept the attached dements for distribution to the City Council and as my application for the
interim city manager position for the City of Cape Canaveral.
Also, please confirm receipt of this email. Thank you.
Jim Coleman, FCCMA-ICMA
Cell: 352-256-5320
Ph/Fax: 352-750-5644
ifcoleman(c)embaramaii.com
www.linkedin.com/in/ifcoleman
JAMES F. COLEMAN, FCCMA-ICMA
40026 Agusta Drive, Lady Lake, Florida 32159-2826
Home: (Ph/Fax) 352.750.5644 — Cell: 352.256.5320 jfcoleman(i?embargmail.com
Friday, January 08, 2010
The Honorable Mayor and City Councilors
C/O Angela M. Apperson, CMC
City Clerk's Office via email: a erson-ca e cfl.rr.com
Cape Canaveral, FL 32920
(321) 868-122011221
Dear Mayor and Councilors:
Please accept this cover letter and resume as my application for employment as interim city
manager. From my experience in small to large organizations, I bring the following skills,
knowledge and abilities from a very broad and well-rounded background including:
❖ 18 years in Senior/Executive local government management positions, including 8 years at
the CEO level and 5 years at the Deputy CEO level;
❖ Communications --- staff, public and media relations;
❖ Team Building, Organization Development, Effectiveness and Productivity Studies;
❖ Inter -Governmental and Inter -Agency Relations;
❖ Human Resources and Risk Management experience since 1980;
❖ Labor negotiations since 1990 on behalf of governmental jurisdictions;
❖ Short Range and Strategic Planning;
•:* Local, Regional and Global Economic Development since 1986;
❖ Under Budget and On-time Capital Project Management;
❖ Ten years experience in Aviation, Business and Industrial Parks
•A Airport Development and Management at the Williston (X60) and DeLand (1J6) airports;
•S A Bachelor of Arts Degree in Public Administration with minor concentrations in
International Business and Military Science from the University of Central Florida; and,
❖ All coursework completed for a Masters in Public Administration Degree from the
Graduate School of Health and Public Affairs, University of Central Florida.
My successes in the above areas were in a large part due to maintaining a high level of
communication combined with personal ethics and leadership. I welcome the opportunity to
review my qualifications for this position with you. Thank you for your kind consideration.
Sincerely,
Enc.: Resume
Professional References
Resumd
JAMES FREELAND COLEMAN
40026 Agusta Drive, Lady Lake, Florida 32159-2826
Home: (Ph/Fax) 352.750.5644 Cell: 352.256.5320
jfcoleman@embNAmail.com
PROFESSIONAL OBJECTIVE
I wish to have my talents, skills, knowledge and abilities gainfully employed as a senior
executive administrator within the local, state, federal government, the third sector or any such
position supporting the common good and effecting a contribution to society.
SUMMARY
A seasoned professional with more than 18 years of local government experience with
expertise in the following areas:
➢ Organizational Management
➢ Policy Administration
➢ Public & Media Relations
Airport Management
➢ Industrial Park Management
➢ Human Resources Management
➢ Labor Relations
➢ Disaster Preparedness & Recovery
➢ Economic Development
Capital Project Management
➢ Program Management
➢ Tactical & Strategic Planning
➢ Purchasing, Procuring and Contract
Management
➢ Financial Operations and Budgeting
➢ Risk Management
As a paternalistic leader, I possess an extremely well rounded background produced by my army
service as well as my public administration career through my performance in a variety of
positions, organizations and locations both domestic and international.
RELEVENT LOCAL GOVERNMENT EXPERIENCE
City of Williston, Florida.
City Manager & Airport Manager
2004 to 2008
Shortly after my arrival in June, 2004, I led the city through 3 cycles of "Mitigation,
Preparedness, Response & Recovery" for hurricanes Charley 8113-14104, Francis 9104-05104
& Jeanne 9125-26104. The city became the supply point for Levy County, a coastal county,
during these events. The FLARNG was prepared to stage 1,000 -soldiers at the municipal
airport in preparation for Hurricane Ivan.
Jim Coleman, FCCMA-ICMA
Page 3 of 11
I was city's first professional city manager. Williston is a full service city including electric,
natural gas, water and wastewater utilities and solid waste along with police, fire, municipal
airport and industrial park.
Duties and Responsibilities as City Manager and Airport Manager:
Being additionally responsible for risk management, intergovernmental relations with county,
state and federal agencies; human and financial resource management; capital improvement
projects and economic development, I was also the Chairman of the Municipal Airport
Committee as well as the Airport Manager, Purchasing Agent, and a Canvassing Board
Member. I sat on the Board of Directors for both the Florida Municipal Power Association as
well as the Florida Gas Utility. Regarding Economic Development, I routinely liaison with
Enterprise Florida, Inc., the Governor's Office of Tourism, Trade and Economic
Development.
Achievements:
The electric utility maintained service throughout 2004's four hurricanes. Williston became
the re -supply center for Levy County as well as the region for rations, water and ice
distribution.
Having reorganized the city administrative departments according to new charter, implemented
a municipal web site, created an IT division and completed a new HR Policy Manual, I also
negotiated a price hedging agreement for wholesale power purchases with Progress Energy
Florida, Incorporated.
During my tenure of four years, I initiated or rejuvenated languishing capital projects
including the airport main runway (7,000 feet) concrete resurfacing project of $2.8M and the
new street lighting on US 27 and US 27A. I completed the expansion and upgrades of the
municipal utilities and a second municipal natural gas gate (tap) on the Florida Gas
Transmission pipeline in support the industrial park and tenant Monterey Boat's (Seabring
Marine Industries) plant expansion. Other completed projects were a multi -acre berm removal
for pilot line -of -sight requirements, completion of 17 aircraft T -Hangars, the airport security
plan and timber harvesting for four runway air space clearances and in the industrial park that
also created a revenue stream for the municipal airport.
Regarding Economic Development, I recruited a water bottling company and a horse trailer
manufacturer into the corporate limits of the city for increased utility revenues, real estate
lease revenues, job creation and ad valorem tax base. I executed a lease -option with a
California company for 200 -acres in the 2,000 -acre industrial park, which I was actively
marketing. Similarly and in support of this project, we have successfully conducted a
Jim Coleman, FCCMA-ICMA
Page 4 of 11
feasibility study for the financing and right-of-way acquisition for a V4 mile railroad spur into
the industrial park.
Also, I co-authorcd an Enterprise Zone Application and Strategic Plan for submission to
Enterprise Florida, Inc. (EFI). The Enterprise Zone designation was recently awarded by
Governor Crist effective January 2007. Similarly, my proposal offering the city's 2,000 acre
industrial park in response to EFI's "Request for Site" for a catalyst project for regional
economic development was graded highest within our 15 -county RACEC Region.
City of Leesburg, Florida.
Acting City Engineer and Interim -Public Works Director 2003 to 2004
Duties and Responsibilities:
While providing continuity and control throughout the recruitment and transition period
between department directors who were civil & professional engineers, 1 was able to deal with
personnel & morale matters and supervise the able and capable division managers within the
Public Works Department. My primary responsibility was in Capital Project and Program
Management.
Achievements:
Some major but not all-inclusive projects that I had the opportunity to conclude:
➢ Execution of Joint Participation Agreements with FDOT
➢ Parking Structure Punch -List and Certificate of Completion
➢ Public Works Department and Facilities Relocation;
➢ Acquisition of Real Estate, Rights of Way, Easements and Property Leases;
➢ Feasibility study for `Solid Waste Collection and Disposal Systems';
➢ `Request For Qualifications' Committee for on-going Professional Engineering Consulting
Services; and the
➢ `Bid Selection Committee' for Space Needs Analysis and Design Services for the new
Public Works Facility, Regional Airport's Air Traffic Control Tower and Municipal
Library Rehabilitation Project
Town of Lady Lake, Florida.
Town Manager 1999-2003
Jim Coleman, FCCMA-ICMA
Page 5 of 11
Participated in Y2K preparedness and staffed the EOC on New Year's Eve. I received a
NIMS Certificate in ICS 402 - Incident Command System Summary for Executives, Lake
Technical Center, Institute of Public Safety, Lake County, Florida. I also participated in the
formulation of the new Lake -Sumter EMS organization and completed a feasibility study for
the start-up of fire & rescue services for a MSBU district.
Duties and Responsibilities as Town Manager:
Responsible for all the municipal management functions of a full service city with contracted fire
and solid waste services. As you may be aware, Lake County recently gained in population
which makes it the 34th -fastest-growing county in the nation. The Town of Lady Lake
encompasses the original portion of The Villages& which is the fastest growing development in
the United States. In Lady Lake, I was the longest serving CEO since the current Town Charter of
1987.
Achievements:
♦ Performed as a fundraiser for the PAC for the successful Lake County Penny Sales Tax
Referendum & as a lobbyist for the Florida League of Cities;
♦ Established an Economic Development Advisory Board for strategic planning;
♦ Established fire & rescue services and solid waste Municipal Benefit Services Units
(MSBU) for those assessments on trim notice and certified tax rolls;
♦ Constructed new Public Works Complex ($1.2m);
♦ Applied for CDBG grant for neighborhood revitalization -wastewater ($1.1M);
♦ Constructed recreation facilities: soccer field complex, baseball field complexes,
concession stand and restrooms; and relocated the town's golf driving range ($1M);
♦ Accomplished voter ward re -districting due to 2000 census;
♦ Executed interlocal agreement for project development and environmental study for CR
466 widening with intersection enhancements ($.3M);
♦ Extended the water utility and expanded the wastewater utility service area by 50%;
♦ Effected water/wastewater utility mandatory hook-ups; and,
♦ Placed a CDBG funded well and water treatment plant (0) on-line.
I brought stability and cohesion to staff. Established and enhanced public
relations/information, intergovernmental relations, liaison with Lake County government,
civic, religious and social service groups. Settled 5 -EEOC lawsuits, public safety lawsuits,
union grievances and a condemnation lawsuit for ROW of a county road, all generated during
a previous administration. Served on Lake County's emergency medical service (EMS)
feasibility task force that resulted in the establishment of Lake -Sumter EMS in October of
2000. Completed conversion of the old Town Hall to a renovated library. Completed a
municipal fire -rescue service feasibility study for a township (36 square miles). Performed
Jim Coleman, FCCMA-ICMA
Page 6 of 11
due diligence for purchase of a private water and sewer system and for the purchase of
planned unit development containing a golf course and residences.
Jim Coleman, FCCMA-ICMA
Page 7 of I1
City of DeLand, Florida. Home of Stetson University, Volusia County Seat.
Director of Personnel and Risk Management. 1994-1999
I served at the level of an Assistant City Manager and was routinely appointed as the Acting
City Manager.
I participated in the State's hurricane drills as acting city manager for the City of DeLand.
Also while in Volusia County, a coastal county, I participated in and lived through "FireStorm
198„
Duties and responsibilities:
Human resources & benefits management; compensation plans and studies, classification
plans and studies, employee and labor relations, staffing services; and recruitment.
Responsible for employee safety and training. Provided all internal risk management services
since the city was self-insured for Workers' Compensation. Keenly involved with
Intergovernmental Relations, Local and Global Economic Development, Real Estate
Acquisitions, Capital Improvement Projects, Organizational Effectiveness. Required to
liaison with local, state, and federal agencies on behalf of the City.
My involvement with MainStreet DeLand was through contracts, special events, and
public relations for the Downtown Streetscape Project. I functioned as the City representative
to Volusia County's Emergency Operations Center and as the Acting City Manager at the
City's EOC. I was here for "Firestorm `98".
I was also active at the DeLand Municipal Airport through Risk Management,
development of regulations, conduct of special events, economic development and in the
areas of US Customs and the Foreign Trade Zone #198.
I administered these programs: International Relations, Florida -Scotland Initiatives,
Stetson University-Iberoamerican Municipalities, Sister Cities International, Economic
Development Ad Valorem Tax Exemption and Qualified Target Industry -Enterprise Florida,
Inc.
Achievements:
Authored the application for "User Fee Status" at the DeLand Municipal Airport: U.S.
Customs. Implemented a new Pay and Classification Plan. Achieved a Two Year Premium
Lock -In Of All FLC Lines of Insurance. Panelist, International Trade/Sister Cities: Florida
League of Cities 72nd Annual Conference. On consensus building and cultural diversity, the
DeLand Area Chamber of Commerce and the Spring Hill Task Force both publicly cited my
performance as City Liaison. I was also named a co -recipient of President's Award for
Exemplary Service, Southwest Volusia Committee of 100 (Economic Development), which
was presented to the City in September 1998. I completed the Fish Hospital demolition and
Jim Coleman, FCCMA-ICMA
Page 8 of 11
land conveyance from WVHA/Fish Trust to the City and subsequently to Volusia County for
the construction of their new Justice Center.
City of Longwood, Florida
Director of Personnel & Risk Management 1989-1994
Duties and Responsibilities:
• Personnel Policies • Employee Handbooks • Ethics Policies • Training & Development •
Performance Evaluation • Citizen Liability Complaints a Property & Casualty Program •
Drug-free Workplace Program • Workplace Safety Training & Development • Workplace
Safety Incentive Programs • Life, Health, and Dental Insurance • Workers' Compensation •
Retirement • Records Maintenance • Disciplinary Actions a Equal Employment
Opportunity • Recruiting & Interviewing * Pre-employment Testing* Hiring • Orientation
• Labor Contracts and Negotiations • Job Audits and Classification Studies • Salary/Wage
Survey • IRS 125 Plan • Appeals/Grievance Hearings • Unemployment Claims •
Achievements:
➢ Implemented a new Pay and Classification Plan.
➢ Designed, conducted, and analyzed a citizen attitudinal survey.
➢ Formulated, implemented and subsequently evaluated programs and policies in the areas
of Human and Financial Resources, Sister Cities, Parks & Recreation, Economic
Development, Historical and Community Redevelopment.
City of Apopka, Florida. Graduate -Intern, Public Works Department; March -December, 1989.
City of Orlando, Florida. Graduate -Intern, Office of Management and Budget, October,
1987 -January, 1988.
Greater Orlando Aviation Authority and Florida/Korea Economic Cooperation Committee,
Southeast US/Korea Economic Council. Intern, January -May, 1986.
OTHER PROFESSIONAL EXPERIENCE
o Foreign Trade Zone #198 of Daytona Beach International Airport 1994-99;
o West Volusia Committee of 100, 1994-99, co -recipient of President's Award for
Economic Development, 1998;
o Florida Department of Business and Professional Regulation licensed as a Real Estate
Broker #BK 545109, 1992-95;
o Foreign Trade Zone #42, Orlando International Airport, 1985-6;
o Southeast US/Korea Economic Council (SEUS-KEC), 1985-6.
Page 9 of 11
MILITARY SERVICE
Jim Coleman, FCCMA-ICMA
US Army, 1971-85, (Synopsized). Served in the ranks up through Staff Sergeant and after OCS,
Second Lieutenant through Captain in Airborne, Ranger, Infantry, Armor and Armored Cavalry
organizations. Obtained my Associates Degree while on active duty. Stationed in Europe, Asia,
Central America and Alaska with additional assignments in the Continental US. Awarded the
Army Commendation Medal for Meritorious Achievement.
Fort Riley, Kansas, 1979-1982
➢ Second Lieutenant, Cavalry Platoon Leader, Nuclear, Biological and Chemical Warfare
(weapons of mass destruction-WMD) officer for Troop A, I" Squadron, 4`h Cavalry Regiment,
1St Infantry Division.
➢ First Lieutenant, Adjutant, 0 Squadron, 4th U.S. Cavalry Regiment, Ft. Riley, Kansas
66442. Completed the Army Personnel Management School's "Battalion S-1 and
Administrative Officer Course" in 1980. As the 700 -strong Squadron's Adjutant, I coordinated
administrative matters of internal staff sections and external agencies, formulated and supervised
the execution of command administrative policies, received and routed correspondence, handled
and safeguarded classified material, prepared responses to special correspondence and
established and maintained the command reports control and forms management programs. My
typical duties and tasks included: personnel services support systems, human resource
development, religious activities management, maintenance of discipline, law and order, legal
matters, casualty reporting, awards and decorations, performance evaluation reports, provisions
for health services, headquarters management and postal operations. I supervised the Personnel
Actions Center rated best in the 15t Infantry Division.
➢ Captain, S-3 Air & Acting Squadron Operations Officer, Ft. Riley, Kansas 66442 and
the Federal Republic of Germany, January 1981 to November 1982. During successful deploy-
ments of the squadron to Colorado in 1981 and the return of forces to Germany (REFORGER-82)
of a 700 -man Cavalry Squadron, functioned as both acting and assistant operations officer for that
unit.
Camp Casey, South Korea., 1982-1985.
➢ Captain, S-1, Personnel and Administration Officer, 2' Battalion, 72" Armor
Regiment, APO San Francisco (Korea) 96224, November 1982, to April 1983, and Assistant
Operations Officer, August 1984, to January 1985. Company Commander and Headquarters
Commandant, April 1983 to August, 1984. Responsible for the deployment of a company of
300 -Korean and American soldiers and the battalion's tactical operation centers in sites
throughout the high war -threat environment of South Korea including maneuver areas off the
4 -kilometer wide DMZ during the free world's largest Joint -Force exercise, "Team Spirit",
for both 1983 and 1984. Supervised logistical and administrative support for a
600-personnel/200-vehicle organization while maintaining a 91 % reliability rate. Achieved
Jim Coleman, FCCMA-ICMA
Page 10 of 11
commendatory evaluations and a 94 % overall rating for all areas of operation during an
outside agency's (IG) compliance inspection.
Professional References for
James F. Coleman
Mr. David C. Rigsby
President, Florida League of Cities
1998-99
Fortner Mayor, City of DeLand
450 East Minnesota Avenue
DeLand Florida 32724
Office phone: (386-822-8809)
Home phone: (386-736-4757)
Mr. Jerry Robinson
Former Williston City Councilor
Post Office Box 726
Williston, Florida 32696
(352) 528-3522
Ms. April G. Money
Director of Government Relations
Workforce Florida
1580 Waldo Palmer Lane, Suite 1
Tallahassee, FL 32308
850-921-3645
LAKE COUNTY FLORIDA REFERENCES
Mr. Mike Sittig, Executive Director
Florida League of Cities, Inc.
301 S. Bronough Street, Suite 300
(Post Office Box 1757)
Tallahassee, Florida 32302-1757
(850) 222-9684 or (800) 342-8112
Ms. Rosemary F. Fagler, Consultant
Plum Creek
PO Box 357700
Gainesville, FL 32635-7700
0: 352-333-3733 x203
F: 352-333-3977
C: 352-284-4745
Ms. Kathy L. Richardson
Public Relations Programs Manager
Florida Farm Bureau
5700 SW 34th Street
Gainesville, FL 32608
(352) 374-1533
Lake County BCC County Commissioner Jennifer Hill, 352-343-9850
Lake County BCC County Commissioner Welton Cadwell, 352-343-9850
Former Lady Lake Mayor -Commissioner Bill Reed, 352-753-7616
Former Lady Lake Town Attorney Leslie S. Campione, Esq., 352-383-9020
Lake -Sumter EMS Executive Director Jim Judge, 352-383-4554
Lake County BCC County Public Works Director Jim Stivender, P.E., 352- 483-9000
Lake County BCC County Emergency Management Director Jerry Smith, 352-343-9420
Lake County BCC Economic Growth and Redevelopment Director Dottie Keedy, AICP, 352-
343-9899
Jim Coleman, FCCMA-ICMA
Page 11 of 11
Angela Apperson
From: James F. Coleman Ufcoleman@embargmail.com]
Sent: Monday, January 11, 2010 10:05 AM
To: apperson-cape@cfl.rr.com
Cc: clerksoffice@cfl.rr.com
Subject: for the City Council
Attachments: ED Bio Sketch (2009).doc
Madame Clerk, please distribute this email (with attachment and article link) to the City Council prior to their meeting of
Tuesday. Thank you.
The Honorable City Council of the City of Cape Canaveral:
As a candidate for the interim CM position, with interest in the contracted CM position, I feel that my background in the
challenging arena of economic development will serve the City of Cape Canaveral well. I reference my bio -sketch on
economic development by attachment and the January 1, 2010 article in the Florida Trend by link, below. Thank you for
your time and kind consideration.
http_l/www.floridatrend.com/article.asp?alD=52298#link4
Jim Coleman, FCCMA-ICMA
Cell: 352-256-5320
Ph/Fax: 352-750-5644
ifcoleman(a?em baramail. com
www.linkedin.com/in/mfcoleman
My background in economic development:
Upon my return to Florida in 1985 from South Korea, I became interested in international
trade. Later, I became involved in global, regional and local economic development as a
public administrator and city manager.
Courses, Memberships & Projects:
➢ Certificate course, University of Maryland (Asian Division) Korean Language
and Customs. Likewise, I studied Korean Language and Customs through a 26 -
month residence in -country
➢ Florida/Korea (Flor/Kor) Economic Cooperation Committee, Intern, January -
May, 1986. As a liaison to US Congressional offices and Florida/US. Departments
of Commerce, functioned in program development for The First Annual Southeast
US/Korea Economic Cooperation Conference at Miami Beach, April 1986
➢ Southeast US/Korea Economic Council (SEUS-KEC), 1985-6
➢ Attended the Florida Council of International Development, "Florida
International Leadership Forum", January, 1986
➢ Completed two years of university level Mandarin Chinese Language and
Civilization, University of Central Florida. 1986+87
➢ Certificate course, International Trade Center, Business Development Center,
University of Central Florida, "Mastering the Skills of International Trade"
January -April, 1989
➢ Professionally Iicensed by the State of Florida, Department of Business and
Professional Regulation as Real Estate Broker #BK 0545109 (inactive). 1993-
1996
Florida Economic Development Council (1996 -present)
➢ Vice -President, Caribe and Latin -America Contingency Coalition (CLCC),
Costa Rica Bi -Lateral Trade Mission, 1996
➢ West Volusia Committee of 100, 1994-99, co -recipient of President's Award,
1998
➢ Foreign Trade Zone #198 of Daytona Beach International Airport's sub -zone at
DeLand Municipal Airport 1994-99
➢ Participant at Annual International Day, Florida Department of State, Tallahassee,
1998+1999
➢ Florida League of Cities founding member, International Relations Committee
1998-2001
➢ Member Executive/Director Boards, various Chambers Of Commerce
➢ Member, Florida Society of Association Executives
➢ Alumnus, Leadership Programs of DeLand (1995) and Lake County (2001).
➢ As Town Manager of Lady Lake, Florida, began the "Committee of 2071 for
economic development. 1999-2003
➢ City Manager of Williston and also the municipality's Airport and its surrounding
Industrial Park (2000 -acre mega site). 2004-2008
James F. Coleman, ICMA
Pagel of 3
February 24, 2009
Regarding Economic Development while in Williston, I routinely liaised with Enterprise
Florida, Inc., the Governor's Office of Tourism, Trade and Economic Development, The
Heart of Florida, a regional economic development partnership and the county's EDO. We
executed a Iease-option with a California company for 200 -acres in the industrial park,
which I actively marketed. Similarly and in support of this project, we had successfully
conducted a feasibility study for the financing and right-of-way acquisition for a 4 mile
railroad spur into the industrial park. Also, I heavily co-authored an Enterprise Zone
Application and Strategic Plan for submission to Enterprise Florida, Inc. The Enterprise
Zone designation was recently awarded by Governor Crist effective January, 2007. My
proposal offering the city's 2,000 acre industrial park in response to EFI's "Request for
Site" for a catalyst project for regional economic development was graded highest within
our 15 -county RACEC Region.
Also, in April 23 - 28, 2006, I completed the 29th USF Economic Development (CEcD)
Course. The Course was directed by the Center for Economic Development Research
(CEDR), a unit of the College of Business Administration, University of South Florida.
The course is accredited by the International Economic Development Council (IEDC).
This course encompassed over 40 -hours of formal sessions
Session #1 Networking Activity
Session #2 Getting to Know You
Session #3 Introduction to CEcD Program
Session #4 * Business Retention & Expansion
Session #5 Perspectives on Economic Development
Session #6 International Trade & Investment
Session #7 * Economic Development Strategic Planning: Theory
Session #8 * Economic Development Strategic Planning: Practice
Session #9 Building Effective Economic Development Organizations
Session #10 * Real Estate Development Reuse & Tour of Downtown St. Petersburg
Session #11 * Economic Development Finance
Session #12 * Small Business Development
Session #13 * Marketing/Attraction
Session #14 * Workforce Development
Session #15 * Entrepreneurship
Session #16 Perspectives on Environmental Issues in Economic Development
Session #17 * Community/Neighborhood Development
Session #18 Site Selection Case Study
Economic Development: CEcD Course, Indianapolis, Indiana, March 25-29, 2007
Oklahoma University/Economic Development Institute is the only multi-year, professional
level program of its type in the U.S. that provides professional up-to-date economic
development knowledge and the tools necessary to succeed in today's constantly changing
marketplace.
The course is accredited by the International Economic Development Council (IEDC).
This course encompassed over 39 -hours of formal sessions.
James F. Coleman, ICMA
Page 2 of 3
February 24, 2009
Curriculum
Orientation & Mentoring Program
EDIIIEDC Overview
Effective Prospect Management
Retention and Expansion (1 Day)
Workforce Development for your Existing
Business
Business Collaborations, Networks and
Dislocations
Retention & Expansion Case Study
Using Technology for Targeted Marketing &
Research
Measurement and Evaluation of Marketing
Programs
Design of Electronic & Printed Marketing
Materials
Professional Issues Discussion
Market Segmentation & Target Industry Studies
Program & Graduation Ceremony
Effective International Business Development
Strategies
Soon, I plan to attend my 3rd of 4 -required courses prior to sitting for the CEcD
examination. These courses are facilitated by the Oklahoma University's Economic
Development Institute, Center for Business and Economic Development.
Just as other professions have certification and continuing education requirements, so too
does economic development. IEDC's Certified Economic Developers (CEcD) are
recognized around the world as having achieved a level of excellence in their
understanding of the tools and programs of economic development.
James F. Coleman, ICMA
Page 3 of 3
February 24, 2009
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Space Florida's Vision for 2020
By Diane Sears - 1/1/2010
i
'Technicians work on a communications antenna on the Solar Dynamics
Observatory at Astrotech Space Operations in Titusville. [Photo: NASA/
�7ack Pfaller]
Frank DiBello was named president of Space Florida in September after serving as interim chief of the organization,
which leads development of the state's aerospace industry. He spoke with Florida Trend about Vision 2020, the
organization's long-range plan.
" width="11" height="13" /> Space Florida's mission: "I clearly see the role of the organization in economic
development. We're going to set a goal for tripling the size of the space industry in the state by 2020. We are
embarked on an effort to identify a baseline and use that as a measure. And I believe in report cards, so I want hard
measures for that growth in both jobs and economic contribution."
" width="11" height="13" /> Challenges: "Near term, clearly the challenge we're facing is a significant loss of jobs
coming about as a result of a natural transition from an era of the shuttle to an era of a future space flight program.
We see a lot of opportunity in what will evolve through our civil space program. But we are just as excited with our
partnerships with the Department of Defense and with commercial industry. The strategy for the state's space future
lies in two areas: Diversification of the space industry and developing vertical integration of our supply chain. We've
identified 10 market constellations or sectors we intend to develop. Three of these are our traditional core capabilities:
1. The launch systems, where we will always be strong in spite of competition.
2. The components that fly on top of those vehicles, whether you're talking about the International Space Station
or satellites. That is a sector of the industry that's strong and can become stronger for Florida.
3. Anything on the ground that allows us to exploit or use the equipment we put up there in space.
The other seven sectors relate to using space in some way to benefit mankind: Agriculture, climate and environmental
monitoring; civil protection and emergency management; cyber -security and robotics; adventure tourism; clean
energy applications; and new products."
" width="11" height="13" /> The year ahead: "I want us to be both strategic and fast, agile on our feet and also open
and inclusive and listening a lot. I want us to measure our performance and be held accountable."
O Copyright 2010 Florida Trend All Rights Reserved.
1 of 1 01/11/2010 11:05 AM
January 6th, 2009
Sent Via Email
Dear Mayor Randels and City Council:
JAN 8 2010
understand that you may be looking for an interim City Manager for the next few
months and would like to make myself available. I know that these are stressful times
and that you will need time to formulate a strategy as you select your permanent City
Manager. I would like to offer the City Council, City Staff, and the City of Cape
Canaveral, a capable and stable manager during this transition period.
A creative leadership style, strong customer service orientation, and an active proponent
of innovation are qualities I bring to this position. You will find me to be results oriented
and a problem solver with strong budget management skills. I have also been very
effective in communicating with people from a wide range of social, economic, and
cultural backgrounds. i am very familiar with the public sector and economic issues in
Florida and its beach communities.
My diverse background has allowed me to manage personnel and budgets, policy
development, and lead numerous community and economic development initiatives.
This included overseeing the development of parks, land acquisition, historic
preservation projects, and implementation of community redevelopment strategies. 1
have also managed affordable housing programs, business recruitment/retention
strategies, and developed successful partnerships with other units of government and
the business community
Beyond my economic development background, I have a skill set and knowledge -base
most public managers don't have ... hands-on development experience including land
planning, land assembly, site development, engineering, architecture, and construction.
I am currently on a short term consulting contract in Kentucky and can be available
immediately. I am confident of my abilities to exceed your expectations and look forward
to hearing from you at your earliest convenience. 1 can be reached at 321-863-9493.
Sincerely,
Clarence L. Hulse
Clarence L. Hulse
3456 Rocky Gap PL
Cocoa FL 32926
Cell: (321) 863-9493
hulsecl@yahoo.com
EXECUTIVE SUMMARY
Results -oriented leader with a record of accomplishments in diverse disciplines seeks new challenge. Adept
problem -solver and analytical decision -maker with strong interpersonal skills and financial background.
Successful experience in complex, full-service communities with emphasis on building quality services and
outstanding employee teams. Exceptional experience with economic development, redevelopment, real
estate development, strategic planning and community goal setting, and financial alternatives.
PROFESSIONAL EXPERIENCE
Managing Consultant (PT) 2008-2009
Belize Real Estate Development Group LLC, Cocoa, FL
Prepared applications/reviewed documents for land owners/developers seeking land entitlement/permits.
Advised non -profits in workforce development strategies to achieve organizational/operational efficiencies.
Development Manager 2005.2008
Intrawest Placemaking, Orlando FL
Owner's representative for international luxury resort developer. Responsible for the financial success and
bottom line of assigned development projects, and all phases of residential real estate development up to
and including Certificate of Occupancy and property management of company owned (commercial and
residential) property. Managed over $150 million in construction projects.
Real Estate Development: Coordinated the design process from land acquisition and strategy creation to
grand opening - oversaw the site planning process and document technical due diligence quality (for e.g.,
geotechnical, environmental) during design and construction phases. Hired and managed all consultants
from design through construction and delivery. Performed regular audits of all consultants to provide project
quality control. Negotiated all contracts with consultants, utilities, brand partners, and local municipalities.
Construction Management: completed 2 luxury condo -hotel projects: Luau Towers - 2 high-rise residential
towers (19 and 12 stories), 243 units — Budget $100 million; Elation: 8 story, 118 units -- Budget $45 million.
Community Development Administrator 2004-2005
Martin County, FL — Growth Management — Pop. 147,155
Managed 7 Community Redevelopment Districts, Historic Preservation and Affordable Housing
(CDBG/SHIP) with staff of 7 and $5 million budget. Coordinated inter -departmental team to streamline the
1st CRA mixed-use redevelopment project through developmental review/permitting, est. value $35 million;
initiated workforce housing policy development and managed sewer feasibility study for underserved areas.
Planning and Zoning/Urban Planning: Updated mixed-use zoning regulations, commercial and residential
design overlays and developed policy and procedures for redevelopment projects.
Deputy City Manager 2001-2004
City of Cocoa, FL — Pop. 17,500
Chief Operating Officer responsible for 9 departments and divisions with 445 employees. Prepared and
assisted in managing $25 million operating budget and $75 million capital budget. Council/Manager form of
government with a multitude of citizen committees, commissions, and boards. Managed daily operations,
strategic planning, special projects, legislative agenda, capital projects and budget planning, personnel/union
issues and community relations.
Re -organization: Charged with major citywide re -organization, energizing of workforce, establishment of a
high performance organization and one which is committed to a government which promotes continual
learning and professional development.
Strategic Planning: Introduced the concept of strategic planning; facilitated the process which produced the
city's first Strategic Plan which included City Council, City Manager and Department heads ranking the city's
major priorities and later adopted as part of budget planning process.
Budget Reform: Introduced and implemented performance measures. After initial training, formed an
internal Performance Measures Review Team to design, train, and implement performance measures for the
budget and for use as a management and decision-making tool.
Policy Revision and Development: Updated outdated personnel and purchasing policies with work teams
which had been trained to perform at a high level of competence.
Reclassification and Compensation Study: Coordinated citywide reclassification and compensation study
to address salary and grade inequity, both internally and externally.
Administrative Service/Public Works Re -organization: Organizational management studies used to align
central administrative services to the needs of line departments, affected Human Resources, Purchasing,
Information Technology and Fleet. Public Works Department created from previous Utility Department
division; outsourcing such functions as payroll and utility billing were also reviewed.
Grants Management: Created inter -departmental team to solicit grant funding and hired grant manager -
increased grants success by 50%. Authored and authorized successful CDBG, EDA and FDEP grants.
Citywide Information Technology Upgrade: Coordinated planning and implementation: HR tracking
systems, document imaging, GIS, mobile police reporting and online bill payment - City won 2003 state
award for Innovations in Communications and Technology from Florida City and County Management
Association for expanded telecommunications utility and internet service.
Community Policing and Services: Development of community policing teams and a separate partnership
with the City's housing authority for police residency in public housing units. Initiated partnerships with Weed
and Seed agency, neighborhoods and area non -profits to assist in crime reduction strategies.
Economic Development/Redevelopment Strategy and Implementation: Established city's 1 st economic
development department and developed strategy that led to the development of 2 business parks (600,000
SF) working with local developers. Achieved Enterprise Zone and HUBZONE Status, and Federal
Brownfield Designation ($200,000 grant) and Foreign Trade Zone in partnership with Port Canaveral.
Managed 3 Community Redevelopment Agencies and developed strategy for urban renewal and downtown
revitalization using TIF financing. Projects included $3 million Waterfront Park, $200,000 - new landscaping ,
$500,000 - sidewalk improvements, facade and business incubator program. Directed aggressive marketing
and public relations campaign and attracted $90 million private investment to downtown including retail and
multi -family development. Assisted developers and businesses to obtain financing and streamline projects
through city permitting process and devised a strategy and assisted in negotiations for land assemblage.
Community Development and Planning: Reviewed evaluated and recommended changes related to
zoning, subdivision and other special development permits for approval by the City Council and Planning &
Zoning Commission as well as administering and making recommendations for modification to the Zoning
and Subdivision Ordinances and similar programs.
Advocated and directed staff to provide more customer -oriented services to assist business owners and
operators, homeowners, and corporate officials through the complicated regulatory process. This
simplification was achieved without compromising environmental quality. Revamped development review
processes and initiated new policies in code enforcement (property maintenance and nuisance), upgraded
permitting technology, implemented customer service training and coordinated comprehensive planning
process.
Facilitated the development of the 1 st residential subdivision in 14 years - 5 new subdivisions planned,
including multifamily development. Directed annexation program — city boundaries grew 80%. Reversed 10
year population decline with 14.2% increase and city tax valuation increased 60% in 3 years.
Housing: Initiated exceptional in -fill home ownership and housing rehabilitation programs with a commination
of Entitlement and general funds. Revised CDBG programs and city's housing policies and procedures to
ensure compliance with HUD guidelines. Advocated revitalization of public housing with Housing Authority
attracting $25 million public-private investment for 75 single-family affordable homes with commercial plaza
and $10 million investment to for 200 unit mixed income apartment complex using statelfederal tax credits.
Growth Management: Participated with County Government and MyRegion.org, a regional dialogue on
growth management and related issues (land use planning, transportation, environment, education,etc.).
Utility Expansion Policy: Participated in ongoing discussions with water management district for the
renewal of City's consumption use permits. These actions involved contacts with regional counties, State and
Federal agencies. Participated in development of financing for City's water reclamation project and
acquisition of $50 million loan for water main upgrades to improve services to 90,000 customers.
Consultant (PT) 2000-2001
Micro -Business USA, St. Petersburg FL
Trained and evaluated small business clients for micro -lending program. Training included loan packaging,
small business marketing, business plan development and establishing credit worthiness.
Senior Business Development Manage 1994-2000
Pinellas County, FL- Department of Economic Development — Pop. 944,199
Supervised staff of 5 to implement business development strategy with emphasis on the high technology
sector, biotechnology, medical manufacturing, and software clusters. Developed financial and incentive
packages, including industrial revenue bonds.
Business Recruitment/Retention: Resulted in over 200 companies relocating/expanding to Pinellas County
creating 16,000+ new jobs, 4 million+ s.f. absorption and $500 million capital investment within 5 years.
Brownfield Redevelopment: Coordinated the 1st successful Corporate Brownfield ReDevelopmentlReuse
in the State of Florida with Information Management Resource global headquarters retentionlexpansion
resulting in 1000 jobs averaging $44,000 per annum and $63 million private investment.
Regional Economic Development Marketing: Member of Tampa Bay Partnership team (6 Counties);
conducted location and labor analysis and developed marketing strategies that increased prospect leads by
50% for the region. Member of the Florida High Technology Corridor team (23 Counties) that developed and
implemented targeted marketing programs for Central Florida using cluster development strategy.
Workforce Development: Developed training programs for low income and ex -felons for employment and
life skills. Developed partnerships with 150+ local businesses to establish a job bank to hire graduates of
STARS/STEPS programs - achieved 62% placement rate - twice the state average. Negotiated $20+ million
tax refunds/credits and training grants for local businesses from the State of Florida and local governments.
International Trade: Coordinated Trade Mission to Mexico; achieved $5 million in sales.
Technology Transfer: Coordinated technology transfer and commercialization of intellectual property from
NASA to local manufacturers.
EDUCATION
University of Southern Mississippi, MS. Economic Development
Harding University, BS. Public Administration, Magna cum Laude
Continuing Education courses list available upon request
COMPUTER & LANGUAGE SKILLS
MS Office Professional Suite, MS Project, KIVA, Arc -Info, Goldmine, POET, Conversational Spanish
AWARDS
Award of Excellence, Brevard County School Board, Volunteer -Cambridge Elem., 11102
Outstanding Developer of the Year Award, international Economic Development Council — 06199
Economic Development Award, National Forum for Black Public Administrators - Tampa Bay — 3199
PROFESSIONAL AND COMMUNITY AFFILIATIONS
International Economic Development Council, Board of Dir. (2005-07); Florida Planning and Zoning
Association; Urban Land Institute; Alumna, Leadership Florida, Class of XXII; World Future Society;
Caribbean -American Chamber of Commerce; US Green Building Council; Habitat for Humanity Volunteer;
Former Member: ICMA, FCCMA, Cocoa Rotary Club, FL Redevelopment Assoc. FL Planning Assoc..
December 19, 2008
Subject: Letter of Recommendation for Clarence L. Hulse
To Whom It May Concern:
intrawest
placemaking
195 Grand Boulevard, Suite 200
Sandestin, FL 32550
T 850 837 8839 F 850 837 3868
Clarence Hulse held a position on my team for three years as a Development Manager. His
main responsibilities were to act as owner's representative, oversee development and
construction management, and overall project management which included budget and contract
duties.
Clarence's ability to juggle multiple projects, his diplomacy and tact in dealing with various
contractors, his calm resolve under pressure and his personal commitment to each project sets
him apart from others in his field. Clarence has proven himself to be consistent, demonstrated
good judgment, forthcoming in his dealings, and can be trusted with confidential information.
It was with regret that his position was one of many eliminated due to our company's
reorganization. I have the highest personal and professional regard for Clarence and would
consider him an asset to any team. I would recommend that Clarence receive every
consideration for an opportunity to serve on your team.
Sincerely,
Sharon Gold
Vice President, Real Estate Development and Commercial Assets
Sandestin Golf and Beach Resort
117e create places where
rrnva rrrg experiences happen
Serving the Community -
May 17, 2004
To Whom It May Concern:
9
tv o
Florida -
OFFICE OF THE CITY MANAGER
603 Brevard Avenue Cocoa, Florida 32922
PHONE (321) 639-7550 FAX (321) 639-7575
JAMES R. (RIC) HOLT
City Manager
Clarence L. Hufse was the Deputy City Manager for the City of Cocoa from April
2, 2001 until his layoff on May 17, 2004. During his tenure with the City, Mr.
Hulse worked under the City Manager and oversaw half of the departments
reporting to the City Manager. For the first two years, Mr. Hulse oversaw
Community Development, Administrative Services, Economic Development and
the Office of the City Clerk. As of October 1, 2004, he oversaw the Police and
Fire Departments, Finance, Public Works and the Utilities Department.
While working for the City, Mr. Hulse attended and graduated from Leadership
Flodda XXII and has one more series of classes to attend in order to get his
Certified Public Manager certification.
Mr. Hulse's strengths lie in his networking skills and his ability to be a change
agent. He came to Cocoa, saw a problem and resolved it. He attends numerous
day and evening meetings in order to understand the issues facing Cocoa and its
residents and community Leaders. He does not shy away from challenges and
knows how to motivate his employees. He was instrumental in starting
Performance Measures and has organized the last three Visioning sessions with
the City Council.
It was with great regret that his position was one of several that was eliminated
from the budget in order to make the City solvent this fiscal year. Had it not been
for budgetary issues, Mr. Hulse would stili be an employee with the City helping
to make a positive change for the City and its residents.
Ric Holt, City Manager
City of Cocoa
City of Cape Canaveral
City Council Agenda Form
Subject: Job description for the City Manager,
Department: Administrative
Summary: During recent conversations with Mr. John Anderson, former Business and
Cultural Development Board Chair, and Ms. Kim Agee (currently creating an Economic
Development Action Plan for the City) they pointed out, with the hiring of a new City
Manager, an opportunity exists to revisit the requirements for the City Manager to be
more consistent with the City's vision. I have taken the liberty to place this item on the
agenda for your discussion and direction. Ms. Agee has provided some suggestions for
your consideration.
Also, Council Member Roberts requested job descriptions for several cities in Brevard
County. The City of Cocoa does not have a job description for their City Manager. All
others requested are attached.
Requested Council Action: Provide direction to staff.
Financial Impact: n/a
Attachments: City of Cape Canaveral Job Description 110-01-98; e-mail from Kim
Agee,; Job Descriptions from other Cities.,
Submitting Department Head. n/a Date:
Approved by City Manager: Date:
Za 10
City Council Action: Approved as Recommended Disapproved
Approved with Modifications
Tabled to Time Certain
City of Cape Canaveral
Job Description
Job Title:
City Manager
Department:
Administration
Reports To:
City Council
FLSA Status.
Exempt
FLoC Code:
2010
Prepared By:
Human Resource Office
Prepared Date:
September 25, 1987
Approved By:
City Council
Approved Date:
October 1, 1998
SUMMARY
Professional position directing and coordinating the administration of the city government
in accordance with policies determined by city council by performing the following duties
personally or through subordinate Department Heads.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. Other duties may
be assigned.
Appoints department heads and staffs as provided by state laws or local ordinances.
Supervises activities of departments performing functions such as collection and
disbursement of taxes, law enforcement, maintenance of public health, construction of
public works, and purchase of supplies and equipment.
Prepares annual budget and submits estimates to authorized elected officials for
approval.
Plans for future development of urban and nonurban areas to provide for population
growth and expansion of public services.
Recommends zoning regulation controlling location and development of residential and
commercial areas.
Prepares ordinances and resolutions as required.
Administerss-eryice contracts for Police, Fire, Solid Waste, Engineering and Legal
Services.
SUPERVISORY RESPONSIBILITIES
Manages D.epartmerrt_lie_ads w..ho sup -e sgtother employees in the Building Department,
City Clerk's Office, Finance Department, Public WorksDepartment, and Recreation
Department. Is responsible for the overall direction, coordination, and evaluation of these
units. Carries out supervisory responsibilities in accordance with the organization's
policies and applicable laws. Responsibilities include interviewing, hiring, and.training
employees; planning, assigning, and directing work; appraising performance; rewarding
and disciplining employees; adsressingcomplaits and resolving-probJ_ems.
Page 1
QUALIFICATIONS To perform this job successfully, an individual must be able to
perform each essential duty satisfactorily. The requirements fisted below are
representative of the knowledge, skill, and/or ability required. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential functions.
EDUCATION and/or EXPERIENCE
Bachelor's degree (B. A.) in Public Administration or equivalent; and five years related
experience and/or training; or equivalent combination of education and experience.
LANGUAGE SKILLS
Ability to read, analyze, and interpret common scientific and technical journals, financial
reports, and legal documents. Ability to respond to common inquiries or complaints from
customers, regulatory agencies, or members of the business community. Ability to write
speeches and articles for publication that conform to prescribed style and format. Ability
to effectively present information to top management, public groups, and/or boards of
directors.
MATHEMATICAL SKILLS
Ability to work with mathematical concepts such as probability and statistical inference,
and fundamentals of plane and solid geometry and trigonometry. Ability to apply
concepts such as fractions, percentages, ratios, and proportions to practical situations.
REASONING ABILITY
Ability to define problems, collect data, establish facts, and draw valid conclusions. Ability
to interpret an extensive variety of technical instructions in mathematical or diagram form
and deal with several abstract and concrete variables.
CERTIFICATES, LICENSES, REGISTRATIONS
None.
PHYSICAL DEMANDS The physical demands described here are representative of
those that must be met by an employee to successfully perform the essential functions of
this job. Reasonable accommodations may be made to enable individuals with disabilities
to perform the essential functions.
While performing the duties of this job, the employee is regularly required to sit and talk or
hear. The employee frequently is required to use hands to finger, handle, or feel and
reach with hands and arms. The employee is occasionally required to stand; walk; and
stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 10
pounds. Specific vision abilities required by this job include close vision, distance vision,
peripheral vision, depth perception, and ability to adjust focus.
WORK ENVIRONMENT The work environment characteristics described here are
representative of those an employee encounters while performing the essential functions
of this job. Reasonable accommodations may be made to enable individuals with
disabilities to perform the essential functions.
While performing the duties of this job, the employee is occasionally exposed to outside
weather conditions. The noise level in the work environment is usually quiet.
Page 2
City Nranager
Angela Apperson
From:
Kimberly Meehan Agee [kim@ageeco.com]
Sent:
Monday, January 11, 2010 11:56 AM
To:
apperson-cape@cfl.rr.com
Cc:
John Anderson
Subject:
Follow up from Friday
Hi Angie
Thanks again for taking your very limited time to have lunch with John and me. It was good getting to know you.
While I do not have an exact job description for a City Manager, I can offer the following language that should be
considered to ensure the city has an effective, seasoned leader with proven. experi e nce in economic development.
I hope these help. Let me know if you need anything further on this.
Kim
• To develop and lead implementation of strategies which shape future business development efforts and provide
the best possible service and information to stakeholders
The individual is expected to be well connected and to be capable of developing strategic partnerships that
will drive opportunities.
• The successful candidate will be able to use his/her knowledge of municipal management and development to
cultivate and execute strategic partnerships and develop and manage the ongoing relationship.
• Senior, seasoned professional with an extensive and proven background in city management with a key focus on
economic development.
• The individual should have experience in marketing, communication, collaboration and project management,
with the ability to plan strategies, create and maintain a budget, create annual action plans and execute those
plans within a municipal structure.
• Effective overnment relations experience
• Providing administrative and professional leadership and direction
KEY, PROVEN SKILLS
• Relationship management and interpersonal skills
• Communication, influencing and negotiating skills
• Strategy development and Implementation
• Project management
• Presentation skills
• Research and Report writing skills
• Problem solving and decision making
• Change Management
• Coaching rt People management
KEY ATTRIBUTES
• Professional and positive approach
• Self motivated
• Strong in building and maintaining relationships and able to communicate at all levels
• Team player, and able to work on own initiatives white motivating staff to major accomplishments
• Dynamic and Creative
Kimberly Meehan, Agee
Agee Consulting
-kim@ageeco.com - NEW Email as of 1 /1 /10
321-806-9144
City of Palm B,ay - Class Specification BUIletin
CITY orPALM BAY
sstam/sxeu Date: Apr 30, zoos
Revision Date: May 2,2nms
$55.11-$83.11Hourly
$4/4O8.b9-$t+O48.85Biweekly
$9,552.17 $14,485.83 Monthly
$114,6ZG.O8-$172,87W.W0Annually
Class Code:
1701
GENERAL STATEMENT 0 F JOB:
The City Manager of Palm Bay shall be the Chief Executive and Administrative Officer of the City. The Ciity
Manager isresponsible tothe council for the administration cf all city affairs placed |nthe manager's charge
by or under the City Charter. As such, the City Manager is responsible for the management, direction and
administration of all departments of the City Government, The City Manager shall hold office at the will of
the City Council and shall be entitled to such reasonable compensation for services as the City Council may
determ|ne.
ESSENTIAL JOB FUNCTIONS
To direct and supervise the administration of all City offices, departments and agencies of the city which
under the legislative direction of the City Council,
To transmit all policies, orders, resolutions, and regulations of the City Council to those concerned thereby;
to oversee the faithful execution thereof; and from time to time to report to the City Council asto the
operation thereof,
To make plans for all meetings of the City Council, including the preparation of an agenda, in conjunction
with the [|Ly Clerk's Office, and to attend all meetings, rego|arand special, of the City [oumdU unless
eucused. Me/She shall, from time to time, recommend to the City Council such measures for adoption as
shall be deemed desirable in carrying out the administration, improvement and efficiency of the City, and
will ordinarily &eexpected to participate in all discussions and tmpresent views mn all matters coming before
the Council.
The City Manager shall insure that processes are instituted to provide Council with the future service needs
of the City.
The City Manager shall keep the City CouncH informed, as needed, of the operations of all departments,
commissions and agencies of the City Government which the Council has the authority to control, and to
make reports to the Council from time to time upon the affairs of the City and to keep them fully advised as
to the financial condition of the City and its future financial needs.
The City Manager is responsible for appointing all Department Heads and for reporting such appointments to
the City Council.
The City Manager is the point of responsibility for the City budget and shall represent the City Council in
conferring with all departments and agencies of the City Government in the evaluation of their operating
and capital outlay needs before appropriations and annual budget requests are submitted to the Council,
and shall make such recommendations concerning the appropriations uffunds as may be deemed desirable
and appropriate.
The City Manager shall develop process with Council toset annual budgetary goals and priorities. He/She
will insure the process isestablished tu provide City Council with information so itmay set strategic
direction for the City,
The City Manager shall insure the proper coordination of responsibilities and duties of departments of the
li1tp�:nbs.ussSpecT— 01/11/2010
City of Palm Bay - Class Specification Bulletin Page 2 of S
City Government.
The City Manager may prepare and recommend policies for adoption by the City Council when in his/her
opinion the inauguration and development of such policies would tend to promote efficiency and economy in
the City Government or would accomplish the attainment of a goal established by City Council.
The City Manager shall institute or maintain, or cause to be administered, a purchasing system
commensurate with the Statutes of Florida and accepted business practices.
The City Manager shall act as the information center of City government in and before the general public,
providing information to the public, civic groups, homeowners associations, etc., regarding City programs,
services, needs, etc.
ADDITIONAL ]OB FUNCTIONS
The City Manager shall perform such other duties as may be assigned by the City Council.
The listed duties are only illustrative and are not intended to describe every function that may be performed
by this job class. The omission of specific statements does not preclude management from assigning specific
duties not listed if such duties are a logical assignment to the position.
EMERGENCY DECLARATION STATUS:
Essential Employees may be required to work during an undeclared emergency and/or declared emergency.
On an incident by incident basis, the employee's Department Head will make the determination as to who
will be required to work.
MINIMUM TRAINING & EXPERIENCE:
Graduation from an accredited college or university with a master's degree in public administration,
business administration or a related field, and 9 to 12 years of senior management experience in the
administration and management of municipal programs and personnel; or any equivalent combination of
training and experience which provides the required skills, knowledge and abilities. Must possess a valid
Florida's Driver's License and have an acceptable driving record and maintain an acceptable driving record.
MINIMUM QUALIFICATIONS OR STANDARDS REQUIRED TO PERFORM ESSENTIAL
JOB FUNCTIONS:
Physical Requirements: Must be able to concentrate on work related subjects for 12+ hours per day and to
manage several unrelated problems. Must be physically able to operate a variety of office machinery and
equipment including a computer, typewriter, copier, printer, facsimile machine, calculator, etc. Must be
physically able to exert a negligible amount of force frequently or constantly to lift, carry, push, pull, or
otherwise move objects. Sedentary work involves sitting most of the time, but may involve walking or
standing for brief periods of time.
Data Conception: Requires the ability to compare and or judge readily observable functional/
structural/composite characteristics (similar to or divergent from obvious standards) of data, people, or
things.
Interpersonal Communication: Requires the ability of speaking and/or signaling people to convey or
exchange information. Includes giving instructions, assignments and/or directions to subordinates and
assistants. Must be able to effectively communicate with individuals experiencing high degrees of stress.
Language Ability: Requires the ability to read literature, various types of reports, governmental records and
studies and legal documents. Requires the ability to prepare governmental reports and technical studies
with the proper format, punctuation, spelling and grammar, using all parts of speech. Requires the ability to
speak to people with poise, voice control and confidence.
Intelligence: Requires the ability to apply principles of logical or scientific thinking to define problems,
collect data, establish facts, and draw valid conclusions; to interpret an extensive variety of technical
instructions in mathematical or diagrammatic form; and to deal with several abstract and concrete
variables. Must be able to synthesize two or more concepts into one logical program.
Verbal Aptitude: Requires the ability to record and deliver information and to follow and give verbal and
written instructions. Must be able to communicate effectively and efficiently in a variety of technical or
professional languages including accounting, legal, engineering and governmental terminology.
http://agency. govemmentjobs.comlpalmbayldefault. ofm?action=sp ecbulletin&ClassSpecl... 01/11/2010
City of Palm Bay - Class Specification Bulletin
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Numerical Aptitude: Requires the ability to utilize mathematical formulas; adding and subtracting totals;
multiplying and dividing; determining percentages and decimals; and utilizing basic systems of algebra and
geometry. Has the ability to use the practical application of fractions, percentages, ratio and proportion,
practical algebra, and geometry.
Form/Spatial Aptitude: Requires the ability to inspect items for proper length, width and shape, visually with
office equipment and recording devices.
Motor Coordination: Requires the ability to coordinate hands and eyes in using automated office equipment;
to operate motor vehicles.
Manual Dexterity: Requires the ability to handle a variety of items, office equipment, control knobs,
switches, etc. Must have minimal levels of eye/hand/foot coordination.
Color Discrimination: Does not require the ability to differentiate colors and shades of color.
Interpersonal Temperament: Requires the ability to deal with people beyond receiving instructions. Must be
adaptable to performing under stress and when confronted with persons acting under stress.
Physical Communication: Requires the ability to talk and/or hear (talking - expressing or exchanging ideas
by means of spoken words). (Hearing - perceiving nature of sounds by ear.)
PERFORMANCE INDICATORS:
Knowledge of Job: Has thorough knowledge of the principles and practices of business or public
administration as applied to municipal government. Has thorough knowledge of municipal government
organization and functions. Has thorough knowledge of modern practices and principles of accounting and
budgeting as applied to municipal government. Has considerable knowledge of the current literature, trends
and developments in the field of municipal administration. Has considerable knowledge of the principles of
organization and administration. Must have thorough knowledge of strategic planning and human resources
administration. Has considerable knowledge of ethical guidelines applicable to the position as outlined by
professional standards and/or federal, state and local laws, rules and regulations. Has general knowledge of
standard research techniques, methods and procedures. Is able to make administrative decisions
independently and in accordance with established laws, regulations and City policies and procedures. Is able
to plan, direct and coordinate the work of other employees. Is able to work independently and to apply
knowledge to a variety of situations. Is able to analyze complex organizational and administrative problems
and to formulate, develop and present recommendations for their solution. Is able to coordinate programs
and activities. Is able to effectively express ideas orally and in writing. Is able to make oral presentations
before large groups of people. Is able to establish and maintain effective working relationships as
necessitated by work assignments.
Quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities. Exer-icises
immediate remedial action to correct any quality deficiencies that occur in areas of responsibility. Maintains
high quality communication and interacts within department and division, and with co workers and the
general public.
Quantity of Work: Maintains effective and efficient output of all duties and responsibilities as described
under "Specific Duties and Responsibilities."
Dependability: Assumes responsibility for doing assigned work and meeting deadlines. Completes assigned
work on or before deadlines in accordance with directives, City policy, standards and pre -scribed
procedures. Accepts accountability for meeting assigned responsibilities in the technical, human and
conceptual areas.
Attendance: Excellent attendance and adheres to City policies and procedures regarding absences and
tardiness.
Initiative and Enthusiasm: Maintains an enthusiastic, self reliant and self starting approach to meet job
responsibilities and accountability. Strives to anticipate work to be done and initiates proper and acceptable
direction for completion of work with a minimum of supervision and instruction.
Judgment Exercises analytical judgment in areas of responsibility. Identifies problems or situations as they
occur and specifies decision objectives. Identifies alternative solutions to problems or situations.
Implements decisions in accordance with prescribed and effective policies and procedures. Seeks expert or
experienced advice and researches problems, situations and alternatives before exercising judgment.
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Provides appropriate and timely information to Council and understands what actions require policy
enactment.
Cooperation: Oversees department goals and objectives and assists subordinates in their meeting their
goals and objectives. Offers suggestions and recommendations to encourage and improve cooperation
between all staff persons within the City.
Relationships with Others: Shares knowledge with managers, staff and City Council, to benefit city
operations. Ensures high morale among all employees. Ensures that cooperative and courteous relationships
are formulated and maintained between staff and their department employees and with the general public
so as to maintain good will toward the city and to project a good organizational image. Tactfully and
effectively handles requests, suggestions and complaints from departments and persons in order to
maintain good will within the City. Interacts and ensures staff interaction is effective between fellow
employees and the general public.
Coordination of Work: Plans and organizes daily work routine. Establishes priorities for the completion of
work in accordance with sound time management methodology. Estimates expected time of completion of
elements of work and establishes a personal schedule accordingly. Presides over and/or attends meetings,
planning sessions and discussions. Implements work activity in accordance with priorities and estimated
schedules. Maintain a calendar for meetings, deadlines and events.
Safety and Housekeeping: Adheres to all safety and housekeeping standards established by the City and
various regulatory agencies. Sees that the standards are not violated.
Planning: Plans, directs and uses information effectively in order to enhance activities and production of city
operations. Knows and understands the expectations of the City and works to see that these expectations
are met. Designs and formulates ways, means and timing to achieve the goals and objectives of assigned
projects and city operations. Within the constraints of City policy, formulates the appropriate strategy and
tactics for achieving objectives. Oversees departments in organizing, arranging and allocating manpower,
financial and other designated resources in an efficient and effective way so as to achieve the goals and
objectives of the City. Insures the City uses modern principles of strategic planning to assist City Council in
setting policy strategies.
Organizing: Organizes work well. Ensures that staff members know what results are expected of them and
that they are regularly and appropriately informed of all City and department matters affecting them and/or
of concern to them.
Staffing: Works with the City Council and with department officials in determining staffing requirements
with respect to both technical and philosophical needs to meet goals and objectives of city operations.
Leading: Provides a work environment which encourages clear and open communications. Has a clear and
comprehensive understanding of the principles of effective leadership and how such principles are to be
applied. Exercises enthusiasm in influencing and guiding others toward the achievement of City goals and
objectives.
Controlling: Provides a work environment which is orderly and controlled. Assists in auditing and controlling
manpower and financial resources efficiently and effectively. Coordinates, audits and controls the utilization
of materials and equipment efficiently and effectively. Has a clear and comprehensive understanding of City
standards, methods and procedures.
Delegating: Assigns duties as necessary and/or appropriate in order to meet operational goals. Has
confidence in staff to meet new or additional expectations. Delegates authority with responsibility.
Decision Making: Uses discretion and judgment in developing and recommending courses of action affecting
the organization. When a particular policy, procedure or strategy does not appear to be achieving the
desired result, moves decisively and definitively to develop and recommend alternatives.
Creativity: Regularly seeks new and improved methodologies, policies and procedures for enhancing the
effectiveness of the organization. Employs imagination and creativity in the application of duties and
responsibilities. Recommends changes in policy, programs and services to City Council.
Human Relations: Strives to develop and maintain good rapport with all staff members. Listens to and
considers suggestions and complaints and responds appropriately. Maintains the respect and loyalty of staff.
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Institutes participatory management programs throughout the City and develops mechanisms to ensure
adequate information is -provided to employees.
Policy Implementation: Has a clear and comprehensive understanding of City policies regarding City
functions. Adheres to those policies in the discharge of duties and responsibilities.
Policy Formulation: Ensures compliance and recommends changes in operating philosophies and policies of
the City and continually reviews policies in order to ensure that any changes in City philosophy or practice
are appropriately incorporated. Also understands the relationship between operating policies and practices,
and morale and performance. Works to see that established policies enhance same. Insures that City
Council receives timely information and recommendations for policy enactment.
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KARTICLE IV. CITY MANAGER
Sec. 2-91. Position established.
There is hereby established the position of city manager.
(Code 1964, § 2-21)
Sec. 2-92. Appointment; qualifications; compensation.
(a) The city council shall appoint a city manager, who is a United States citizen, solely on the
basis of executive and administrative qualifications, and his compensation shall be fixed by
mutual agreement of the city council and the city manager, and shall be paid pursuant to the
terms of such agreement. The city manager may be removed by a majority vote of the city
council if the entire city council is present, or, if the entire city council is not present, then by the
affirmative vote of at least four (4) members of the city council. Upon removal of the city
manager, the city council shall appoint an acting city manager.
(b) Within ninety (90) days of a vacancy, the city council shall appoint a city manager. The
teen of appointment shall be for one year, and the city manager reappointed on an annual basis at
the pleasure of the city council. Provided, however, if the city manager has a valid employment
contract with the city council, then the employment contract will take precedence over the
requirement in the code for appointments and reappointments.
(Code 1964, § 2-22; Ord. No. 791-86, § 2, 6-18-86; Ord. No. 1111-95, § 1, 9-20�-95)
Sec. 2-93. Residency,
The city manager need not be a resident of the city, but shall become a resident within thirty (30)
days after taking the oath of office.
(Code 1964, § 2-22; Ord. No. 791-86, § 2, 6-18-86)
Sec. 2-94. Acting city manager.
By letter to the city council, the city manager shall appoint a qualified administrative officer to
exercise the powers and perform the duties of the city manager during the city manager's
temporary absence or disability. If desired, the: city council may revoke such appointment at any
time and appoint another officer of the city to serve until the city manager shall return or the
disability shall cease.
(Code 1964, § 2-23; Ord. No. 688-84, § 1, 5-16-84; Ord. No. 791-86, § 2, 6-18-86)
Sec. 2-95. Powers; duties; responsibilities.
The city manager shall be designated as the chief administrative officer of the city, and head of
the administrative branch of the city government. The city manager shall report directly to the
city council concerning proper administration of the city, and subject to provisions of the charter,
have the following powers:
(a) Appoint and remove department heads and employees:
(1) Except as provided in the city charter, appoint and remove department heads as necessary.
The city manager shall exercise authority over all department heads and employees of the city.
Supervision and direction of all departments shall be the responsibility of the city manager;
however, the city manager may appoint persons to be department heads,
(2) Supervise and manage city personnel and exercise the prerogative of final approval as to the
employment, suspension and termination of city employees all pursuant to the city personnel
manual, and applicable collective bargaining agreements.
(3) Neither the city council nor any of its members shall direct or request any personnel action
by the city manager or any of his subordinates, nor interfere in any manner with the internal
administrative service, except solely through the city manager, and neither the city council nor its
members shall give directions to any subordinates of the city manager, either publicly or
privately. This section shall not preclude the city council from making known to the city
manager its views concerning personnel actions and the internal administration of city
government.
(4) Fix the compensation of city officers and employees within pay schedules established by the
city council, except those persons appointed by the city council.
(b) Administrative code. The city manager shall develop and keep current the Rockledge Code
of Ordinances and other legislative actions of the city council for the purpose of implementing
the laws of the city.
(c) Meetings. The city manager shall attend all regular and special called city council meetings,
unless excused by the city council; in the case of his absence, the city manager shall be
responsible to have a designated replacement. The city manager shall also be responsible for
attending any other meetings necessary to conduct city business.
(d) Municipal budget. The city manager shall prepare the budget of expenditures and revenues
annually and submit the program to the city council for adoption; upon adoption of the budget, it
shall be the responsibility of the city manager to implement and monitor the budget.
(e) Control of expenditures from city treasury. The city manager shall not draw money, nor
permit money to be drawn from the city treasury except in pursuance of appropriation made by
law. The city manager is hereby granted the power to authorize and make expenditures of public
funds of the city, not exceeding the sum of ten thousand dollars ($10,000.00) in any single
incident or occasion, without prior specific approval of such expenditures by the city council;
provided, however, that any such expenditure by the city manager shall be only for a valid
municipal purpose for which funds have been appropriated by law in the then current fiscal
budget of the city, and the amount of any such expenditure does not overspend the amount
budgeted for such purpose. The ten thousand dollar maximum limitation per expenditure
imposed in the preceding sentence is subject to the exception for emergency situations as
hereinafter provided, and the specific exceptions described in section 2-172 of this code. In an
emergency situation the city manager or his designee may make or authorize without prior city
council approval the expenditure of public funds of the city in an amount not exceeding twenty-
five thousand dollars ($25,000.00) in any single instance provided that any such expenditure
shall be only for a valid municipal purpose as an emergency measure, and shall be made only
from fiends previously appropriated by law to a contingency, emergency, or discretionary fund
budget classification, or from funds appropriated generally or specifically for the purpose for
which the fluids are expended. Any such expenditure authorized by the city manager or his
designee in excess of ten thousand dollars ($10,000.00) in an emergency situation shall be
reported to the city council at the next regular meeting of the council with the city manager's
request for ratification and approval of such expenditure by the city council.
(f) Annual financial and administrative activity report. The city manager shall be responsible
for directing an audit of the financial condition of the city and submit a report to the city council.
(g) Implementation ofpolicy. The city manager shall ensure that city council policy is
implemented, and that all laws, council acts and directives, and charter provisions are
implemented in a timely fashion.
(h) Capital program. The city manager shall prepare a capital improvement program for the
city council, and, upon adoption, shall implement said program.
(i) Provision of information. The city manager shall keep the city council informed through
weekly and/or monthly reports, as necessary, and is to provide all necessary infonnation
regarding the finances and operations of the city.
6) Contracts. The city manager shall execute contracts on behalf of the city pursuant to
ordinances or resolutions and oversee their implementation.
(k) Travel expenses. Within budgetary limitations, and subject to applicable statutory
provisions, the city manager shall have authority to approve or disapprove travel and travel
expenses, including mileage, food and lodging away from home, for travel by all city personnel,
including department heads, if such travel is in connection with city work. Approval of travel
and payment or reimbursement of travel expenses of city personnel must be obtained in advance
in all cases. Non -overnight travel by the city manager within the state shall not require council
approval. Overnight travel expenses of the city manager will require prior authorization by the
city council except in emergency or extraordinary situations in which case the city manager may
expend public funds for his own reasonable and necessary overnight travel expenses without
council approval provided the city manager shall first notify and obtain the concurrence of the
mayor or chairman of the city council as to the necessity for such travel and payment of travel
expenses.
(1) Other. Perform such other duties as are specified by the charter, ordinances, and resolutions
of the city, or as requested by the city council.
ARTICLE III. CITY MANAGER
Section 3.01. Appointment; qualifications; compensation.
The city council, by a majority vote of its total membership, shall appoint a city manager for a
term to be determined by the city council, and shall fix the manager's compensation. The city
manager shall be appointed solely on the basis of executive and administrative qualifications.
The manager need not be a resident of the city or state at the time of appointment. However, the
city manager shall reside inside the city limits while in office unless the city council approves
otherwise.
Section 3.02. Removal.
The city manager may be suspended by a resolution approved by the majority of the total
membership of the city council, which shall set forth the reasons for suspension and proposed
removal. A copy of such resolution shall be served immediately upon the city manager. The city
manager shall have fifteen days in which to reply thereto in writing, and upon request, shall be
afforded a public hearing, which shall occur not earlier than ten days nor later than fifteen days
after such hearing is requested. After the public hearing, if one be requested, and after full
consideration, the city council by a majority vote of its total membership may adopt a final
resolution of removal. The city manager shall continue to receive full compensation until the
effective date of a final resolution of removal.
Section 3.03. Acting city manager.
By letter filed with the city clerk, the city manager shall designate a city officer or employee to
exercise the powers and perform the duties of city manager during the manager's temporary
absence or disability. The city council may revoke such designation at any time and appoint
another officer of the city to serve until the city manager returns.
Section 3.04. Powers and duties of the city manager.
The city manager shall be the chief administrative officer of the city, responsible to the city
council for the administration of all city operations placed in the manager's charge by or under
this charter. The city manager shall:
(a) Appoint and, when necessary for the good of the service, suspend or remove all city
employees and appointive administrative officers provided for by or under this charter, except as
otherwise provided by law, this charter or personnel rules adopted pursuant to this charter. The
city manager may authorize any administrative officer subject to the manager's direction and
supervision to exercise these powers with respect to subordinates in that officer's department,
office or agency;
(b) Direct and supervise the administration of the city clerk, all departments, offices and
agencies of the city, except as otherwise provided by this charter or by law;
(c) Attend city council meetings. The city manager shall have the right to take part in discussion
but shall not vote;
(d) See that all laws, provisions of this charter and acts of the city council, subject to
enforcement by the city manager or by officers subject to the manager's direction and
supervision, are faithfully executed;
(e) Prepare and submit the annual budget and capital program to the city council;
(f) Submit to the city council and make available to the public a complete report on the finances
and administrative activities of the city as of the end of each fiscal year;
(g) Make such other reports as the city council may require concerning the operations of city
departments, offices and agencies subject to the city manager's direction and supervision;
(h) Keep the city council fully advised as to the financial condition and future needs of the city;
(i) Make recommendations to the city council concerning the general operations of the city;
0) Provide staff support services for the mayor and city council members; and
(k) Perform such other duties as are specified in this charter or maybe required by the city
council.
JOB TITLE; CITY MANAGER
DEPARTMENT: ADMINISTRATION
Highly responsible administrative work in directing and in coordinating all phases of the
general municipal government.. Work involves the supervision of activities related to the City
in accordance with the policies determined by the City Council, City Charter, and applicable
laws and ordinances.
I . Directs the overall effort of the City government. Appoints department heads and
acts as appointing authority for City employees. Coordinates the efforts of the
various departments under the City governmental structure.
2. Administers through subordinate department heads such functions as public safety,
maintenance of public streets and property, financial operations and budgets,
recreational activities, inspectional services, utilities operations and related functions.
3. Prepares the annual City Budget for submission to the Council. Submits
recommendations to the Council for their discussion and approval concerning the
efficient operation of the City government. Prepares Council agenda. Keeps the
Council informed of general City operations and activities. Makes plans and
recommends future programs of the City.
4. Maintains community respect through good public relations and by keeping residents
informed of City progress and polices. Discusses problems and complaints
concerning City operations with the taxpayers or refers to appropriate official for
action.
5. Directs the media relations activities.
[These essential Job functions are not to be construed as a complete statement of all duties performed. Employees will be required to perform other Job
related marginal duties as required.)
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of laws and administrative policies governing municipal activities
and of operations of municipal government.
Ability to delegate authority and responsibility to subordinate department
heads and to maintain an effective organization.
Cady & Associates, Ina
CITY MANAGER
PAGE 2
KNOWLEDGE, SKILLS AND ABILITIES: (Continued)
Ability to express oneself clearly in writing and orally, and to appear before
groups of taxpayers and the Council to present data and programs which
enhance the continued efficient operation of the City.
EDUCATION AND EXPERIENCE:
Graduation from an accredited four year college or university with a Bachelor's
Degree in Business Administration, Public Administration or a related field
supplemented by course work in management. Considerable experience in a
responsible administrative/management position in municipal government.
(A comparable amount of training, education or experience can be substituted for the Minimum education.)
LICENSES, CERTIFICATIONS OR REGISTRATIONS:
None
Acceptable eyesight (with or without correction)
Acceptable hearing (with or without hearing aid)
Ability to communicate both orally and in writing.
ENVIRONMENTAL CONDITIONS:
Works inside in an office environment.
(Reasonable accommodations will be made for otherwise qualified individuals with a disability.)
Cory &Assuehiles, Ine.
JOB #20000
EXEMPT POSITION
EFFECTIVE: 10/01/98
CITY OF COCOA BEACH JOB DESCRIPTION
JOB TITLE: CITY MANAGER
CITY ADMINISTRATION DEPARTMENT
GENERAL STATEMENT OF JOB
The City Manager of Cocoa Beach shall be the Chief administrative officer of the City for the
Commission, and shall be responsible for the administration of all departments of the City
Government which the City Commission has the authority to control, The City Manager shall hold
office at the will of the City Commission and shall be entitled to such reasonable compensation for
services as the City Commission may determine.
SPECIFIC DUTIES AND RESPONSIBILITIES
ESSENTIAL JOB FUNCTIONS
The City Manager shall have the following specific responsibilities and duties:
To direct and supervise the administration of all City offices, departments and agencies under the
general control of the City Commission, subject to the general control and direction of the City
Commission.
To transmit all the policies, orders, resolutions, and regulations of the City Commission to those
concerned thereby; to oversee the faithful execution thereof; and from time to time to report to the
City Commission as to the operation thereof.
To make arrangements and plans for all meetings of the City Commission, including the preparation
of an agenda, giving legal notice of special meetings, and specific notice to all persons expected to
appear at all meetings, and to attend all meetings, regular and special, of the City Commission,
unless excused. He or she shall from time to time recommend to the City Commission such
measures for adoption as shall be deemed desirable in carrying out the administration, improvement
and efficiency of City, and will ordinarily be expected to participate in all discussions and to present
views on all matters coming before the Council.
The City Manager shall keep the City Commission informed of the operations of all the departments,
and agencies of the City Government which the Council has the authority to control, and to make
reports to the Council from time to time upon the affairs of the City and to keep them fully advised as
to the financial condition of the City and its future financial needs.
CITY MANAGER
After consultation with the appropriate Department director, appoint such subordinate officers,
agents and employees for the general administration of City affairs, which positions and the
compensation for such have heretofore been established by the City Commission. Department
director appointments, suspensions and removals shall be made by the City Manager subject to the
approval of the City Commission.
After consultation with the appropriate Department directors, the City Manager may remove such
officers, agents and employees as he or she may appoint.
The City Manager is the point of responsibility for the City budget and shall represent the City
Commission in conferring with all departments and agencies of the City Government in the evaluation
of their personnel, operating and capital outlay needs before appropriations and annual budget
requests are submitted to the Council, and shall make such recommendations concerning the
appropriations of funds as may be deemed desirable and appropriate.
The City Manager shall serve as agent of the City Commission in coordinating the responsibilities and
duties of departments of the City Government.
The City Manager may prepare and recommend policies for adoption by the City Commission when
the inauguration and development of such policies would tend to promote efficiency and economy in
the City Government.
ADDITIONAL ]OB FUNCTIONS
The City Manager shall perform such other duties as may be assigned to him bythe City Commission.
STATEMENT OF POLICY
OF ADMINISTRATIVE SERVICES
Inasmuch as the City Manager is responsible for the administration of all departments of the City
Government which the City Commission has the authority to control, it is desirable and a prerequisite
to the efficiency and operation of the City Government that the City Commission and the members
thereof conduct and channel all administrative services of the City through the City Manager. This
policy is not intended to imply that a member of the City Commission should feel restrained in
making his or her own investigations of the City departments, functions and problems, nor dealing
with the Press on such problems. It is important, however, that every member should refrain from
transacting City administrative responsibilities except through the City Manager in the same manner
as the City Manager should refrain from policy making. Good communication between the City
Manager and the City Commission is the first requisite for the establishment and continuity of a good
chain of operations in City Government.
MINIMUM TRAINING AND EXPERIENCE
Bachelor's degree in Public or Business Administration with five to seven years experience in
governmental policy and procedure, including thorough knowledge of State law governing City
administration required, Master's Degree in Public Administration preferred; or any equivalent
combination of training and experience which provides the required skills, knowledge and abilities.
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CITY MANAGER
MINIMUM QUALIFICATIONS OR STANDARDS REQUIRED
TO PERFORM ESSENTIAL ]OB FUNCTIONS
Physical Requirements: Must be physically able to operate a variety of machinery and equipment
including a computer, dictaphone, calculator, copier, etc. Must be physically able to a negligible
amount of force frequently or constantly to lift, carry, push, pull, or otherwise move objects.
Sedentary work involves sitting most of the time, but may involve walking or standing for brief
periods of time.
Data Conception: Requires the ability to compare and or judge the readily observable functional,
structural, or composite characteristics (whether similar to or divergent from obvious standards) of
data, people, or things.
Interpersonal_ Communication: Requires the ability to speak and/or signal people to conveyor
exchange information. Includes giving instructions, assignments and/or directions to subordinates
and assistants.
Language Ability: Requires the ability to read literature, various types of reports, governmental
records and studies and legal documents. Requires the ability to prepare governmental reports and
technical studies with the proper format, punctuation, spelling and grammar, using all parts of
speech. Requires the ability to be conversant in the theory, principles and methods of effective and
persuasive speaking, voice and diction, phonetics, and discussion and debate.
Intelligence: Requires the ability to apply principles of logical or scientific thinking to define
problems, collect data, establish facts, and draw valid conclusions; to interpret an extensive variety of
technical instructions in mathematical or diagrammatic form; deal with several abstract and concrete
variables simultaneously.
Verbal Aptitude: Requires the ability to record and deliver information and to follow and give
verbal and written instructions. Must be able to communicate effectively and efficiently in a variety of
technical or professional languages including accounting and governmental terminology.
Numerical Aptitude; Requires the ability to utilize mathematical formulas; adding and subtracting
totals; multiplying and dividing; determining percentages and decimals; and utilizing basic systems of
algebra and geometry. Has the ability to use the practical application of fractions, percentages, ratio
and proportion, practical algebra, geometry and statistical analysis.
Form /Spatial Aptitude: Requires the ability to visually inspect items for proper length, width and
shape.
Motor Coordination: Requires the ability to coordinate hands and eyes in using automated office
equipment; to operate motor vehicles.
Manual Dexterity: Requires the ability to handle a variety of items, office equipment, control
knobs, switches, etc. Must have minimal levels of eye/hand/foot coordination.
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CITY MANAGER
Color Discrimination: Requires the ability to differentiate colors and shades of color.
Interpersonal Temperament: Requires the ability to deal with people in giving and receiving
instructions. The worker needs to relate to people in situations involving more than giving and
receiving instructions. Must be adaptable to performing under stress and when confronted with
persons acting under stress.
Physical Communication: Requires the ability to talk and hear (Talking: expressing or exchanging
ideas by means of spoken words. Hearing: perceiving nature of sounds by ear,) Must be able to
communicate via telephone.
PERFORMANCE INDICATORS
Knowledge of .lob: Has thorough knowledge of the principles and practices of business or public
administration as applied to municipal government. Has thorough knowledge of municipal
government organization and functions. Has thorough knowledge of modern practices and principles
of accounting and budgeting as applied to municipal government. Has considerable knowledge of the
current literature, trends and developments in the field of municipal administration. Has considerable
knowledge of the principles of organization and administration. Has considerable knowledge of
ethical guidelines applicable to the position as outlined by professional standards and/or federal,
state and local laws, rules and regulations. Has general knowledge of standard research techniques,
methods and procedures. Is able to make administrative decisions independently and in accordance
with established laws, regulations and City policies and procedures. Is able to plan, direct and
coordinate the work of other employees. Is able to work independently and to apply knowledge to a
variety of situations. Is able to analyze complex organizational and administrative problems and to
formulate, develop and present recommendations for their solution. Is able to coordinate programs
and activities. Is able to effectively express ideas orally and in writing. Is able to make oral
presentations before large groups of people. Is able to establish and maintain effective working
relationships as necessitated by work assignments.
Quality of Work: Maintains high standards of accuracy in exercising duties and responsibilities.
Exercises immediate remedial action to correct any quality deficiencies that occur in areas of
responsibility. Maintains high quality communication and interacts within department and division,
and with co- workers and the general public.
Quantity of Work: Maintains effective and efficient output of all duties and responsibilities as
described under "Specific Duties and Responsibilities."
Dependability: Assumes responsibility for doing assigned work and meeting deadlines. Completes
assigned work on or before deadlines in accordance with directives, City policy, standards and pre-
scribed procedures. Accepts accountability for meeting assigned responsibilities in the technical,
human and conceptual areas.
Attendance: Attends work regularly and adheres to City policies and procedures regarding absences
and tardiness. Provides adequate notice to City Commission with respect to vacation time and time -
off requests.
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CITY MANAGER
Initiative and Enthusiasm: Maintains an enthusiastic, self-reliant and self-starting approach to
meet job responsibilities and accountability. Strives to anticipate work to be done and initiates proper
and acceptable direction for completion of work with a minimum of supervision and instruction.
]udgment Exercises analytical judgment in areas of responsibility. Identifies problems or situations
as they occur and specifies decision objectives. Identifies or assists in identifying alternative solutions
to problems or situations. Implements decisions in accordance with prescribed and effective policies
and procedures and with a minimum of errors. Seeks expert or experienced advice and researches
problems, situations and alternatives before exercising judgment.
Cooperation: Accepts supervisory instruction and direction and strives to meet the goals and
objectives of same. Questions such instruction and direction when clarification of results or
consequences are justified, i.e., poor communications, variance with City policy or procedures, etc.
Offers suggestions and recommendations to encourage and improve cooperation between all staff
persons within the department.
Relationships with Others: Shares knowledge with supervisors and staff to benefit city operations.
Contributes to maintaining high morale among all employees. Develops and maintains cooperative
and courteous relationships with employees, staffers and managers in other departments,
representatives from organizations, and the general public so as to maintain good will toward the city
and project a good organizational image. Tactfully and effectively handles requests, suggestions and
complaints from other departments and persons in order to maintain good will within the City.
Interacts effectively with Commission members, professionals and the general public.
Coordination of Work: Plans and organizes daily work routine. Establishes priorities for the
completion of work in accordance with sound time -management methodology. Avoids duplication of
effort. Estimates expected time of completion of elements of work and establishes a personal
schedule accordingly. Attends meetings, planning sessions and discussions on time, Implements work
activity in accordance with priorities and estimated schedules. Maintains a calendar for meetings,
deadlines and events.
Safety and Housekeeping, Adheres to all safety and housekeeping standards established by the
City and various regulatory agencies. Sees that the standards are not violated. Maintains a clean and
orderly work place.
Planning: Plans, directs and uses information effectively in order to enhance activities and
production of city operations. Knows and understands the expectations of the City and works to see
that these expectations are met. Designs and formulates ways, means and timing to achieve the
goals and objectives of assigned projects and city operations. Within the constraints of City policy,
formulates the appropriate strategy and tactics for achieving objectives. Assists in organizing,
arranging and allocating manpower, financial and other designated resources in an efficient and
effective way so as to achieve the goals and objectives of the City.
Organizing: Organizes work well. Ensures that staff members know what results are expected of
them and that they are regularly and appropriately informed of all City and department matters
affecting them and/or of concern to them.
Staffing: Works with other department officials in determining staffing requirements with respect to
both technical and philosophical needs to meet goals and objectives of city operations.
CITY MANAGER
Leading: Provides a work environment which encourages clear and open communications. Has a
clear and comprehensive understanding of the principles of effective leadership and how such
principles are to be applied. Exercises enthusiasm in influencing and guiding others toward the
achievement of department goals and objectives.
Controlling: Provides a work environment which is orderly and controlled. Assists in auditing and
controlling manpower and financial resources efficiently and effectively. Coordinates, audits and
controls the utilization of materials and equipment efficiently and effectively. Has a clear and
comprehensive understanding of City standards, methods and procedures.
Delegating: Assigns duties as necessary and/or appropriate in order to meet operational goals. Has
confidence in staff to meet new or additional expectations.
Decision Making: Uses discretion and judgment in developing and recommending courses of action
affecting the organization. When a particular policy, procedure or strategy does not appear to be
achieving the desired result, moves decisively and definitively to develop and recommend
alternatives.
Creativity: Regularly seeks new and improved methodologies, policies and procedures for enhancing
the effectiveness of the organization. Employs imagination and creativity in the application of duties
and responsibilities. Is not adverse to change.
Human Relations: Strives to develop and maintain good rapport with all staff members. Listens to
and considers suggestions and complaints and responds appropriately. Maintains the respect and
loyalty of staff.
Policy Implementation: Has a clear and comprehensive understanding of City policies regarding
City functions. Adheres to those policies in the discharge of duties and responsibilities.
Policy Formulation: Keeps abreast of changes in operating philosophies and policies of the City and
continually reviews policies in order to ensure that any changes in City philosophy or practice are
appropriately incorporated. Also understands the relationship between operating policies and
practices, and morale and performance. Works to see that established policies enhance same.
DEPARTMENT: CITY MANAGER
CITY MANAGER
CHARACTERISTICS OF THE CLASS
In accordance with the Charter of the City of Melbourne and City
Code, performs as the chief administrative and executive officer
of the city. Is responsible to the city council for the
administration of all city affairs in accordance with city
policies and as provided by the state, county, and federal law.
EXAMPLES OF DUTIES
A. ESSENTIAL FUNCTIONS
Appoint, and, when necessary for the good of the city,
suspend or remove all city employees, except those appointed
by the city council. He may authorize the head of a
department, agency, or office to exercise such powers within
the department, agency or office.
Fix the salary of the city officers and employees within the
pay schedules of the city council, except those appointed by
the'city council.
Supervise the administration of all city departments,
agencies, and offices.
Endorses all instruments in writing in which the city is
interested, signify his acknowledgement of the substance
thereof as he deems appropriate, and execute contracts on
behalf of the city unless the council shall otherwise
provide.
Prepare and submit an annual city budget to the council,
together with such other fiscal reports and programs as the
council may require; and be responsible for the
administration of the city budget and other fiscal programs
upon their adoption.
Advise the council concerning the financial condition and
future needs of the city, making such recommendations as from
time to time he deems desirable.
Make such reports concerning the operation and administration
of city government as the council may require.
Attend all meeting of the city council.
CITY MANAGER (CONTINUED
Perform such other duties as prescribed by the City Charter
or as required by council consistent with the City Charter.
REQUIREMENTS
A. TRAINING AND EXPERIENCE
Completion of a masters's degree program at an accredited
college or university with extensive experience in Public
Administration; five years of progressively responsible
management experience in municipal government with at least
three years experience at the level of City Manager; or any
equivalent combination of acceptable training, education, and
experience.
B. KNOWLEDGE, SKILLS, AND ABILITIES
Knowledge of all facets of municipal government operations
and administration.
Knowledge of current management methods and practices.
Knowledge of local, State, and Federal laws, rules, and
regulations as applied to the activities and programs of
municipal government.
Ability to establish and maintain effective working
relationships with others.
Ability to perform research, compile records and reports, and
to make effective applications of findings.
Ability to successfully manage and direct the operations of
the city.
Ability to delegate authority and responsibility to
department heads to maintain an efficient organization.
C. PHYSICAL AND MENTAL REQUIREMENTS
Ability to communicate clearly, both orally and in writing.
Ability to hear and understand conversation in English in
various tones of voice, as well as accents.
Ability to speak in English both clearly and concisely.
Ability to see, read, and comprehend letters, numbers,
characters, symbols, and words which are in English.
CITY MANAGER (CONTINUED
Ability to print or write letters, numbers, characters,
symbols, and words which are legible and understood by
others.
Ability to work under pressure/stress with extreme accuracy.
THIS JOB DESCRIPTION IS NOT INTENDED TO BE AND SHOULD NOT BE CONSTRUED AS AN ALL
INCLUSIVE LIST OF ALL THE RESPONSIBILITIES, SKILLS, OR WORKING CONDITIONS ASSOCIATED
WITH THE POSITION. WHILE IT IS INTENDED TO ACCURATELY REFLECT THE POSITION
ACTIVITIES AND REQUIREMENTS, MANAGEMENT RESERVES THE RIGHT TO MODIFY, ADD, OR REMOVE
DUTIES AND ASSIGN OTHER DUTIES AS NECESSARY. THIS JOB DESCRIPTION DOES NOT
CONSTITUTE A WRITTEN OR IMPLIED CONTRACT OF EMPLOYMENT.
CITYMGR.JD
3/3/94
CITY OF WEST MELBOURNE
POSITION TITLE. City Manager
PAY GRADE: 33
MAJOR FUNCTIONS:
The position of City Manager is an administrative, policy making, staff
position appointed by and reporting to the City Council. The Council, by
majority vote, shall appoint a City Manager for an indefinite term and
establish his compensation and conditions of employment. The City Manager
need not be a resident of the City, but shall reside in Brevard County. The
City Manager shall serve at the pleasure of the City Council and may be
removed from office by the affirmative vote of four (4) members of the
Council. This is an exempt position.
ILLUSTRATIVE DUTIES:
The City Manager shall be the chief administrative officer of the Cityand shall
be responsible to the City Council for all the administration of City affairs
placed in his charge by the Charter. The City Manager shall have the
following powers and duties. To hire and remove employees or officers
except those appointed by the Council. To fix the compensation of City
officers and employees within the pay schedules established by the City
Council. To direct, supervise and administrate all City departments, offices
and agencies except as otherwise provided by the Charter or Law. To attend
all Council meetings and participate in discussions. To see that all laws,
provisions of the Charter, and acts of the Council subject to enforcement by
him or by officers subject to his direction or supervision are faithfully
executed. Prepare and submit the annual budget, budget message and
capital program to the Council, together with such other reports concerning
City operations as the Council may require, and administer the adopted
budget, including certification of the budget, review of work programs and
allotments, and make requests for appropriation transfers. The City Manager
shall also perform all functions as purchasing agent or appoint such agent.
Submit complete reports on the finances and administrative activities of the
City. Keep the Council fully advised of the financial condition and future
needs of the City and make such recommendations to the Council concerning
the affairs of the City as he deems desirable. Execute contracts on behalf of
the City, unless the Council or Charter provide otherwise. Sign City checks.
Performs such other duties as are specified in the Charter or as may be
required by the Council. The City Council shall have the power to review any
action of the City Manager and may direct the City Manager in any of his
actions.
ESSENTIAL SKILLS:
Ability to understand and interpret complex written material.
City__Manager Cont.
Ability to express oneself clearly and concisely, both orally and in writing.
Ability to analyze facts, exercise judgment and arrive at valid conclusions.
Ability to establish and maintain effective working relationships with
associates, other City employees, and the general public.
MINIMUM QUALIFICATIONS:
Graduation from an accredited high school. Requires a Bachelors degree in
business or public administration, Master's degree preferred. Five (5) years of
experience as an assistant or administrator desirable. Must have extensive
knowledge of all aspects of local government operations to include
government finance and administration. Must demonstrate effective writing
and communication skills and the ability to deal with the public. Public
relations and supervisory ability is required.
THIS JOB DESCRIPTION IS NOT INTENDED TO BE AND SHOULD NOT BE
CONSTRUED AS AN ALL-INCLUSIVE LIST OF ALL THE RESPONSIBILITIES, SKILLS
OR WORKING CONDITIONS ASSOCIATED WITH THE POSITION. WHILE IT IS
INTENDED TO ACCURATELY REFLECT THE POSITION ACTIVITIES AND
REQUIREMENTS, MANAGEMENT RESERVES THE RIGHT TO MODIFY, ADD OR
REMOVE DUTIES AND ASSIGN OTHER DUTIES AS NECESSARY. THIS JOB
DESCRIPTION DOES NOT CONSTITUTE A WRITTEN OR IMPLIED CONTRACT OF
EMPLOYMENT.
City of Cape Canaveral
City Council Agenida Form
Uity Coe: 0 010
item No. I d
Subject: Recognition of Bennett Boucher's service to the City
Department: Administrative
Summary: At the 01/05/10 Regular City Council Meeting, Council Member Roberts
expressed the need to emphasize the positive achievements and remember Bennett
Boucher's service to the City as, the, City Manager.
Suggested possibilities: Resolution of respect, plaque, City celebration, etc...
Requested Council Action: Provide direction to staff.
Financial Impact: n/a
Attachments: Grants/Donations List as of 06-02-09; minutes of O�6-19-07 Council
Meeting and letters re Nomination of Bennett Boucher as City Manager of the Year for
the 2007 Florida Cities of Excellence Award.
Submitting Department Head: n/a Date:
Approved by City Manager: Date: I /jj�
City Council Action: Approved as Recommended Disapproved
Approved with Modifications
Tabled to Time Certain
Revised 06-02-09
GRANTS/DONATIONS OBTAINED BY THE CITY OF CAPE CANAVERAL
Year Rec'd
MANATEE SANCTUARY PARK (10.5 acres)
$1,085,130.00
1997
(River front park)
FRDAP GRANT (ballfield lights & poles, restrooms &
shared bikeway signage - Canaveral City Park)
$
50,000.00
1997/1998
FUNDS RECEIVED FROM COUNTY (bailfield fencing)
$
21,000.00
1997
CROSSOVER REPAIRS
$
8,595.00
(Submitted invoices to the Port for reimbursement)
COUNTY IMPACT FEES for N. Atlantic Avenue Sidewalks
$
54,805.00
SBA TREE GRANT (250 Trees)
$
23,237.00
1998/1999
COPS FAST GRANT (19 94) (Additional Deputy)
$
75,000.00
1994
COPS FAST GRANT (1999) (Additional Deputy)
$
75,000.00
1999
COPS FAST GRANT (2003) (Additional Deputy)
$
75,000.00
2003
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT
$
75,000.00
1999/2000
(Alternative Water Supply Grant for phase I reuse)
COUNTY IMPACT FEES for W. Central Avenue Sidewalks
$
13,980.00
1996
FUNDS RECEIVED FROM COUNTY (Design of East
SR AIA Sidewalk Project)
$
20,000.00
FRDAP GRANT (Purchase of Patriot's Park)
$
42,000.00
1997
FDOT —SR AIA (Pedestrian Bridge)
$
38,000.00
2001
P2000 GRANT (Banana River Park, 5+ acres)
$
800,000.00
1999
COUNTY IMPACT FEES for Construction of
$
92,821.00
East SR A1A Sidewalk
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT $ 20,000.00 1999/2000
(Stormwater project) — Baffle Box — W. Central Blvd.
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT $ 100,000.00 1999/2000
(Reuse Phases II and III)
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT
Reuse Phase IV Grant $ 72,180.00 1999/2000
1
Revised 06-02-09
Year
STATE FIRE MARSHAL'S FIRE SERVICE
$
1,700.00
COMMUNICATIONS GRANT
COMMUNITY POLICING ELECTRIC VEHICLE
$
8,994.00
1999
FDOT (In -Vehicle Video Cameras)
$
37,125.00
FRDAP GRANT (Manatee Sanctuary Park Boardwalk)
$
112,500.00
2000
FRDAP GRANT (City Park improvements; includes ballflelds)
$
49,800.00
1997
COUNTY IMPACT FEES for construction of Thurm Blvd.
$
75,000.00
STORMWATER GRANT to direct stormwater
$
22,000.00
into reclaimed water use at public works facility
FDOT (AlA Landscaping)
$
225,000.00
1999
FRDAP GRANT (Manatee Sanctuary Park Restrooms, Kiosk,
$
112,500.00
2001
Pavilion & walking/jogging trail)
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT
$
35,000.00
2001
(Stormwater Utility Grant)
COUNTY IMPACT FEES for construction of pedway bridge
$
65,000.00
1997
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT
$
56,389.00
2002
(International Drive Baffle Box)
CERT GRANT
$
4,000.00
2003
(Community Emergency Response Team)
WILLIAM BENNIX DONATION
$
300,000.00
DAY DEVELOPMENT IN-KIND LANDSCAPING
DONATION - PALM TREES AT WWTP
$
10,000.00
2003
EPA 319 STORMWATER GRANT
$
263,402.00
2004
(Construct baffle boxes -Holman Road, Center Street, and
W. Central Blvd.)
CANAVERAL PORT AUTHORITY
$
14,000.00
(Reimbursement for last sand fence project)
BANANA RIVER PARK, FRDAP GRANT
$
112,500.00
2004
(Soccer field, parking, playground, fishing platform)
2
Revised 06-02-09
ST. JOHNS RIVER WATER MANAGEMENT DISTRICT $ 75,000.00
(Expansion of reuse distribution lines)
BILL YOUNG DONATION $ 835.00
(Two trash receptacles at Manatee Sanctuary Park)
FL. MUNCIPAL INSURANCE TRUST $ 6,875.00
(Safety equipment)
SANDPIPER PARK GRANT $ 112,500.00
(Playground Equipment)
CCVFD TWO NON-MATCHING EMS GRANTS $ 35,835.00
(2 Autopulse CPR Machines and 3 Wireless Modems
For Heart Defibrillators)
TOTAL
Year
2005
2008
2006
2009
3
City of Cape Canaveral, Florida
City Council Regular Meeting
June 19, 2007
Page 15 of 18
An amendment to the main motion was made by Mr. Nicholas and seconded by
Mayor Pro Tem Hoog to Amend Page 9, Section 110486 to read, "it shalt be
unlawful for any person to rent a dwelling unit for less than seven (7) consecutive
days in any zoning district, excluding hotels -motels under Section 332, Sub-
paragraph (4) and Resort Condominiums in the C-1 Zoning District." The vote on
the motion carried 5-0 with voting as follows: Mayor Pro Tem Hoog, For, Mr.
Nicholas, For; Mr. Petsos, For; Mayor Randels, For and Ms. Roberts, For.
A motion was made by Mr. Nicholas and seconded by Mr. Petsos to Adopt
Ordinance No. 04-2007 as amended at Second Reading. The vote on the motion
carried 5-0 with voting as follows: Mayor Pro Tem Hoog, For; Mr. Nicholas, For; Mr.
Petsos, For; Mayor Randels, For and Ms. Roberts, For.
Ms. Roberts proposed to shift the sequence of the Discussion Items out of respect for
those audience members who were waiting to be heard. The Chair, hearing no other
approval, decided that there was no support to change the order and the meeting
continued with the next discussion item.
DISCUSSION:
7. Florida Cities of Excellence Awards — Nominations.
Mayor Pro Tem Hoog considered a nomination for Mr. Bennett Boucher as City Manager
of the Year stating that he has been a City employee for 22 years. Mayor Pro Tem Hoog
also nominated Mayor Randels as Mayor of the Year for his 10 years as Mayor of his 20
years tenure. Ms. Roberts requested to also consider several other employees in the
various nominating categories: Andrea Bowers in Finance, Todd Morley as Building
Official, Duree Alexander as Employee of the Year, Jeff Ratliff as well as Robert Lefever.
Mayor Pro Tem Hoog cautioned on too many nominations from the same City coming to
the selection committee. Mayor Randels expressed to submit the City Manager's name
only. Mr. Petsos agreed with the Mayor to nominate one person. Mr. Boucher thanked
the Council for the nomination.
A motion was made by Mr. Nicholas and seconded by Mayor Pro Tem Hoog to
Nominate City Manager, Bennett Boucher at the Florida Cities of Excellence
Awards. The vote on the motion carried 5-0 with voting as follows: Mayor Pro Tem
Hoog, For; Mr. Nicholas, For; Mr. Petsos, For; Mayor Randels, For and Ms. Roberts,
For.
A motion was made by Mr. Nicholas and seconded by Mr. Petsos to extend the
meeting to 90:45 P.M. The vote on the motion carried 5-0 with voting as follows:
Mayor Pro Tem Hoog, For; Mr. Nicholas, For; Mr. Petsos, For; Mayor Randels, For
and Ms. Roberts, For.
City of Cape Canaveral
The City of Cape Canaveral is proud to nominate Bennett Boucher for the 2007 Florida
Cities of Excellence Award as City Manager of the Year. Mr. Boucher has served our
community for over 26 years, and his performance in excellence in the areas of judgment,
initiative, integrity, innovation, leadership, professionalism, commitment and citizen
relations is worthy of this honorable nomination.
Mr. Boucher began his Cape Canaveral municipal government career in 1981 as Records
Clerk. He was promoted and excelled in the positions of Accounting Clerk, Deputy
Treasurer, Acting Superintendent of Public Works, and Interim City Manager. He was
eventually appointed City Manager in 1993. Fourteen years later, Mr. Boucher continues
to be the City's chief administrator.
Mr. Boucher represented the City in 1999 when he visited our Sister City of Kloten,
Switzerland for the purpose of providing information on economic development, tourism
and student exchange programs between the two communities. He met with the mayor,
105 Polk Avenue • Post Office Box 326 , Cape Canaveral, FL 32920-0326
Telephone: (321) 868-1220 o SUNCOM: 982-1220 • FAX: (321) 868-1248
wwwmyflorida.com/cape • e-mail: ccapecanaverad@cfl.rr.com
manager, school director and toured their fire and police departments and was
mierviewed by their weekly newspaper.
Mr. Boucher is an innovator and consistently encourages his staff to "think outside the
box". Under Mr. Boucher's watch, the City has utilized technology to address citizen
concerns through "E -Better Place", employees have been provided with adequate
compensation and employee benefits in lean times, and residents continue to maintain the
excellent quality of life they have come to expect and enjoy. Mr. Boucher's
extraordinary leadership skills were evident when he brought the City through the
extremely difficult 2004 hurricane season. Overall, Mr. Boucher demonstrates fiscal
accountability and is able to accomplish much with a minimal amount of resources and
staff. It should be noted that Mr. Boucher declined a salary raise in 2005.
Mr. Boucher is highly respected by members of the community, City board members,
City staff and the Mayor and City Council. Comments from his staff range from "he has
an ability to instill civic pride in employees and the general citizenry", "he treats all
persons with respect", "everything that he does instills a high degree of accountability
throughout the organization", "his honesty, loyalty and integrity to the City staff and the
residents of the City of Cape Canaveral are beyond reproach" , "you can always count on
Bennett to be fair and follow the rules; you always know what is going on", "Mr.
Boucher challenges his department heads to learn by doing and we have grown through
our professional experience", and "He accepts each of us for the unique and essential
people we are behind the jobs we perform".
ivlr. Boucher's memberships include the Brevard County City Manager's Association and
the Kiwanis Club.
The City of Cape Canaveral is honored to nominate our City Manager, Mr. Bennett
Boucher, as City Manager of the Year, and we feel he is worthy of this prestigious award.
BROWN, GARGANESE, WEISS & D'AGRESTA, P.A.
Attorneys at Lara
Debra S. Babb-Nutcher° Offices in Orlando, Kissimmee, Cocoa, Vivian Cocotas
Joseph E. Blitch Ft. Lauderdale & Tampa Scott J. Dornstein
Usher L. Brown'o Mitchell B. Hailer
Suzanne D'Agresta Katherine W. Latorre
Anthony A. Garganese° Amy J. PitW.
J.W. Taylor
Jeffrey S. Weiss
'Board Certified Civil Trial lawyer
°Board Certified City, County & Local Government Law
Board Certified Appellate Practice
August 8, 2007
Florida League of Cities, Inc.
Attn: Florida Cities of Excellence
P.O. Box 1757
Tallahassee, FL 32302-1757
Re: Excellence Awards Program: City Manager of the Year
To Whom It May Concern:
Erin J. O'Leary'
Catherine D. Reischmann°
William E. Reischmann, Jr.
Of Counsel
I have the pleasure of serving as the City Attorney for the City of Cape Canaveral and I am writing to
recommend Cape Canaveral City Manager Bennett Boucher for City Manager of the Year. Mr. Boucher has been
employed by the City of Cape Canaveral for over 25 years. He began his career with the City as an accounting clerk and
after years of unfaltering dedication and service to the City, was appointed City Manager. Mr. Boucher has held the
position of City Manager for 14 years and I have had the pleasure of working with him since 1994.
While working with Mr. Boucher, one cannot help but notice that he has an undying commitment to his
community. As a longtime resident and City employee, Mr. Boucher objectively listens to the various interests and
concerns of constituents, Council members and employees alike. Mr. Boucher has an acute knowledge and
understanding of the City's vision and actively participates in advancing the vision by bringing valuable information and
resources to the City to make ideas realities. He has guided the City through tremendous growth — managing a
population of approxunately 3,500 to 11,000 over the course of the past decade. Even through rapid growth, Mr.
Boucher's keen financial background helped make the City one of the most fiscally responsible in the Central Florida
region.
With regard to legal matters affecting the City, I consistently find that Mr. Boucher is well prepared, is able to
identify critical issues and takes the time to educate himself as to the applicable laws. This quality allows Mr. Boucher
to effectively communicate with the City Council and with the citizens of the City. Further, Mr. Boucher's ethical
obligations to the City are unmatched, as he repeatedly demonstrates a steady and judicial hand when dealing with
various issues facing the City. In my experience representing numerous cities throughout Florida, it is my opinion that
Bennett Boucher is one of the finest City Managers in the State of Florida.
It is with great pride that I recommend Bennett Boucher for City Manager of the Year.
e s,
Anthoh:4 Garganese
Cape Canaveral City Attorney
225 East Robinson Street, Suite 660 • P.O. Box 2873 •Orlando, Florida 32802-2873
Orlando (407) 425-9566 Fax (407) 425-9596 • Kissimmee (321) 402-0144 • Cocoa (866) 425-9566 • Ft. Lauderdale (954) 670-1979
Website: www.orlandolaw.net • Email: firm@orlandolaw.net
JOAN CAL VERT
6181 DEES ROAD
COCOA, FLORIDA
July 31, 2007
TO WHOM IT MAY CONCERN:
I have had the pleasure of knowing Bennett Boucher since 1981 when the City of Cape
Canaveral hired him to fill the position of Records Clerk. From that day on, he has strived to
constantly improve himself through education and hard work.
Mr. Boucher has more than deserved each and every step up the ladder that he has received due
to his honesty, integrity and dedication to the City of Cape Canaveral. He is above reproach.
As City Manager, Mr. Boucher has earned the trust and respect from everyone who he has ever
worked with, and he is known for his strength and compassion.
I would fully recommend Mr. Boucher for the City Manager of the Year.
Sincerely,
6)" "
an Calvert
Former Cape Canaveral Council Member (1979-1993)
.PORTER WORLD TRADE, I
S✓ r���._`fS^�'."'rF^•'n T �Y>.;.Y'a�-..�.._Ns�T� __. i __ _ _, .... Y,. ..__.. ... ._,
405 Atlantis Road •Ste. E115•Cape Canaveral, FL 32920 - p: 800-282-2777 - f: 321-783-8817 •www. porteiworldfrade.com
ea
August 02, 2007
Honorable Rocky Randels
City of Cape Canaveral
P. O. Box 326
Cape Canaveral, FL 32920
Dear Mayor Randels;
Thank you for nominating Bennett Boucher for the Florida Cities Excellence Award as the City
Manager of the Year. As a former Councilmember and Mayor of Cape Canaveral, I agree that
Bennett is very deserving of this award. While serving the citizens of Cape Canaveral, I
depended on the City Manager to make our goals and plans a reality. Bennett was able to execute
these plans extremely well and, at the same time, in a way that was in line with his very strong
moral compass.
Bennett has many attributes that lend to his success. He has a cool head and is a calming force in
the face of political storms which face every administration. His great sense of humor adds to his
ability to defuse tense situations. Bennett's work ethic matches the high demands of running a
city and he not only works hard, but is effective and able to get many things done in a short
amount of time.
Bennett has the respect of his employees, his peers, elected officials within the City and others
across the State. He continues to educate himself so that he may serve the City to his full
potential and influence those who lie leads.
Bennett Boucher is truly in pursuit of "Excellence" everyday, and is the best and most effective
City Manager I know.
/Sincerely,er
Porter World Trade, Inc.
Customized Souvenirs, Pencils, Magnets, Key Chains, Drinkware and Novelties • Art, Packaging, Labeling & On Time Delivery
Angela Apperson
From: Ray Osborne [ourhistory153@yahoo.com]
Sent: Sunday, January 10, 2010 11:16 AM
To: rkol53@gmail.com
Cc: Ray Osborne
Subject: Bennett Boucher article, Ray thoughts on Economic Deveopment,
Attachments: BBoucherjpg
Dear city council member,
Attached is an article that was written about the city manager when he first got started. I thought it might have
information that may be useful for the Tuesday meeting when you
recognize his accomplishments.
I sure missed an important meeting last Tuesday, all I will say is that I hope
that these decisions will leave our city better financially off. I echo the comments
of John Porter that we really need to address our city's economic development ASAP.
I truly hope that the decisions you made last week bring us closer to that and not
further away.
I suppose you have done your homework and know that this Sand Sculpture
Festival will bring money to not only our tourist industry but to city hall as well.
My thoughts were that events like the Olympics (a bigger event) have always left their
host cities with an economic depression afterwards. I hope this will not be the
case with the festival you have agreed upon.
Also in the past I have done headhunting searches for firms and know that they can be
quite expensive. I trust this decision of finding a new city manager has been
carefully thought out and the expense will not outweigh the possible replacement
benefit.
Anyrate I hope you will find this historic article uplifting, positive and useful to the
meeting on Tuesday.
Let's agree to having a prosperous new year for our community.
Historically yours,
Ray Osborne