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9-29-14 Special Workshop Agenda packet1 CITY OF ATLANTIC BEACH CITY COMMISSION AGENDA SEPTEMBER 29, 2014 SPECIAL WORKSHOP AT 5:00 PM Call to order 1. Courtesy of the Floor to Visitors. 2. Presentation by John Anzivino of Springsted of the Top Nine Profiles for City Manager Position. Adjourn If any person decides to appeal any decision made by the City Commission with respect to any matter considered at any meeting, such person may need a record of the proceedings, and, for such purpose, may need to ensure that a verbatim record of the proceedings is made, which record shall include the testimony and evidence upon which the appeal is to be based. Any person wishing to speak to the City Commission on any matter at this meeting should submit a request to the City Clerk prior to the meeting. For your convenience, forms for this purpose are available at the entrance to the Commission Chambers. Every effort is made to indicate what action the City Commission is expected to take on each agenda item. However, the City Commission may act upon any agenda subject, regardless of how the matter is stated on the agenda. In accordance with the Americans with Disabilities Act and Section 286.26, Florida Statutes, persons with disabilities needing special accommodation to participate in this meeting should contact the City Clerk by 5:00 PM, Friday, September 26, 2014. Report on Executive Search City Manager City of Atlantic Beach, Florida September 22, 2014 LETTER OF TRANSMITTAL 1 POSITION ADVERTISEMENT .............................................................. 5 2 SUGGESTED INTERVIEW SCHEDULE .................................................. 7 3 INTERVIEW SELECTION TIPS AND QUESTIONS TO AVOID ..................... 8 4 SUGGESTED INTERVIEW QUESTIONS ............................................... 11 5 COMMUNITY AND POSITION PROFILE ............................................... 15 CANDIDATE PROFILES................................................................... APPENDICES Mission Statement Springsted provides high quality, independent financial and management advisory services to public and non-profit organizations, and works with them in the long-term process of building their communities on a fiscally sound and well-managed basis. Table of Contents LETTER OF TRANSMITTAL September 22, 2014 The Honorable Carolyn Woods, Mayor and Members of Atlantic Beach City Commission City of Atlantic Beach 800 Seminole Road Atlantic Beach, FL 32233 Dear Mayor Woods and Members of the City Commission: Springsted Incorporated (SI) has completed the search for and evaluation of candidates for the position of City Manager for the City of Atlantic Beach, Florida. We are pleased to submit the following nine (9) candidates who have surfaced as the most qualified through our screening of seventy-three (73) applications from twenty-six (26) states. We also reviewed application materials from seventeen (17) candidates who were solicited by the City’s prior consultant. During the selection process two (2) candidates who were under consideration for advancement withdrew from the process and several others were eliminated due to prior employment histories. The candidates presented represent eight (8) local government professionals from outside the Atlantic Beach organization; all of whom have considerable experience in local government management. We have included one (1) internal candidate who has also been brought forward. The candidates we are recommending for your consideration are: • Edwin Booth • Patrick Salerno • Shawna Burkhart • John Schneiger • Thomas Ernharth • Jane Shang • Mark Kutney • Nelson Van Liere • Robert Middaugh The candidates’ names and résumés are presented in alphabetical order. We have not ranked them because each closely meets the established job requirements identified in the City’s approved profile. We are confident that each is professionally and technically capable of performing the job and believe that the chemistry between the candidates and the Mayor and City Commission is an important factor in the final selection. Of the nine (9) recommended candidates, two (2) are ICMA Credentialed Managers, all but one possess master’s degrees with all being active participants in professional organizations and their communities. Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Tel: 804-726-9750 Fax: 804-726-9752 www.springsted.com City of Atlantic Beach, Florida September 22, 2014 Page 2 In order to recruit the best candidates for the position, the following process was followed: 1. Position Analysis – Springsted conducted an extensive outreach effort to gather information from a wide variety of participants to determine the key qualities, skills and abilities the City’s next Manager should possess. Springsted solicited information from the Mayor and current members of the City Commission through personal discussion and interview. In addition, selected senior department heads were interviewed to obtain key thoughts on what they believed the most important qualifications and traits the potential candidates should have to succeed as the City’s new City Manager might be. Information was obtained at each level concerning the qualities, traits, skills and abilities that the new City Manager should possess. Available information from the City Charter and the State Code were also used to develop key selection criteria and an advertisement for the position. All information obtained above was considered in developing the Commission approved candidate and community profile. A copy of the position profile and advertisement is included with this report. 2. Recruitment – Advertisements were placed in publications and on websites of : • Springsted • International City/County Management Association (ICMA) • National League of Cities (NLC) • American Society for Public Administration (ASPA) • National Public Forum for Black Administrators (NPFBA) • International Hispanic Network (IHN) • Florida League of Cities (FLC) The position was also announced on the websites and to alumni for thirteen (13) universities with strong schools of government and public administration that include: • University of Arizona • University of California, Berkeley • George Washington University • University of Georgia • Harvard • Northern Illinois University • University of North Carolina Chapel Hill • North Carolina State University • University of Southern California • Syracuse University • Texas A & M • University of Virginia • Virginia Polytechnic Institute Springsted staff also identified potential applicants in similarly sized counties and organizations and made contact through personal invitation to apply to three-hundred fifty-four (354) individuals through mailing of recruitment materials and offered personal invitations to an additional twenty-five (25) potential candidates who Springsted had worked with in the past and appeared to meet the requirements of the City's profile. City of Atlantic Beach, Florida September 22, 2014 Page 3 3. Preliminary Screening - Springsted received, acknowledged, reviewed and screened the seventy-three (73) applications noted and the seventeen (17) previously received based on criteria developed from information provided by various sources in the City and approved by the City Commission. Our first review of the applicant pool identified twenty-three (23) candidates which generally met the City’s requirements. Careful consideration was given to prior experience, ability to communicate with a wide range of others, creativity in dealing with issues the core requirements of the City’s approved profile. A second screening, involving several elimination steps, ultimately brought the number of applicants down to eighteen (18) and then nine (9) semi- finalists. To bring the number down to nine (9) semi-finalists Springsted interviewed each of the eighteen (18) candidates and conducted preliminary background checks and internet searches. All candidates were provided the same interview questions and responded accordingly related to their background, experience and credentials and how they matched up with the City of Atlantic Beach Manager’s position. Springsted also screened candidates based upon their current salary and future salary expectations taking into account prior discussions with the Mayor and City Commission. 4. Selection of Semi-Finalists – As noted, we had intended to bring eleven (11) candidates forward for the Commissions consideration, but two (2) of our prospective finalists withdrew from the process within the past week. Consequently, the nine (9) remaining semi-finalists we have recommended are candidates who are mature administrator/managers or are growing in their professional duties and responsibilities and have considerable experience in local government management and/or the private sector in a wide variety of organizations. Additional telephone inquiries, interviews and preliminary reference and background checks have been conducted to aid the City Commission in considering the applicants for interview. Each candidate has specific ideas on how they would serve the City of Atlantic Beach if selected for the position and demonstrated enthusiasm in regard to their candidacy. Moving forward, we would offer this report to the Mayor and City Commission for your review and consideration. It is recommended that the Commission review each candidate profile carefully and narrow the pool of candidates down to a maximum of five (5) candidates for face-to-face interviews to ensure an adequate pool of candidates materializes for your consideration. With that in mind we would offer the following schedule for your consideration to ensure that the interview process is initiated and completed in a timely fashion: City of Atlantic Beach, Florida Adjusted Recruitment Schedule Date Activity August 25, 2014 Deadline for Receipt of Résumés September 22, 2014 Report on Candidates Presented to the Commission September 29, 2014 Special Meeting of the Commission to Discuss the Selection Process Moving Forward October 13, 2014 Initial Commission Interviews with Candidates To Be Determined Second Round Interviews Week of November 3, 2014 Commission Names New City Manager City of Atlantic Beach, Florida September 22, 2014 Page 4 In closing, each candidate is unique in his/her skills, abilities and interest in City of Atlantic Beach and has committed to that task should an acceptable interview take place and an acceptable offer of employment be tendered. We look forward to continuing to work with the City Commission as you consider the candidates and move toward your final selection. Respectfully submitted on behalf of the team, John A. Anzivino John A. Anzivino, Senior Vice President Client Representative to City of Atlantic Beach jsm Position Advertisement 5 City of Atlantic Beach, Florida Executive Search – City Manager 1 Position Advertisement City of Atlantic Beach, Florida City Manager City of Atlantic Beach, Florida. The City Commission of Atlantic Beach, Florida, a city of small town charm, unique history and a community many are proud to call home, invites applications from qualified candidates for the position of City Manager. Atlantic Beach, with a year round population of 12,655, operates under the Council-Manager form of government with five (5) part-time Council members, elected at large, to staggered terms. The City Manager is appointed by the Mayor and Commission and serves as the Chief Administrative Officer for the City. The City Manager, as a Charter appointed official, is responsible for directing various City departments and providing guidance in directing, supervising, coordinating and planning the day-to-day administration of the affairs of the City and the implementation of the policies established by the City Commission. The City Manager is responsible for management of a Council adopted FY 2014 operating and capital budget of $29.4 million and a full-time staff of 120 who are allocated to eight (8) departments. Minimum requirements for the position include a bachelor's degree in public or business administration, finance, planning or related field and no less than three (3) years related public sector administrative experience as a city or county government chief administrative or chief executive officer or as an assistant or deputy city manager. A master’s degree in one of the areas noted above is preferred and may be substituted for up to one year of experience. Past experience of the individual must show a high level of understanding of the operations and challenges of a coastal residential community and interest and success in a broad range of areas including managing budgets, delivering high quality services efficiently, redevelopment and revitalization, working with and understanding the needs of existing businesses, promoting transparency in operations and building Commission and community consensus. A progressive record of strong professional, administrative leadership and developing high performance organizations is an important consideration. ICMA Credentialed Managers are encouraged to apply. The salary for the position is negotiable, based on qualifications and experience. Benefits include participation in Atlantic Beach’s defined contribution 401(a) retirement plan, vacation and sick leave, group life insurance, deferred compensation, medical, dental and vision insurance, disability insurance, use of municipal vehicle, professional dues and conference expenses. Residency within the City of Atlantic Beach is required within a negotiated period of time. Position Advertisement 6 City of Atlantic Beach, Florida Executive Search – City Manager To become a member of the candidate pool, please send a cover letter, résumé, salary history and five (5) work-related references no later than August 25, 2014, to: John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Fax: 804.726.9752 E-Mail: richmond@springsted.com Applications accepted by e-mail, fax or U.S. mail. Disclosure: All applications are subject to disclosure upon receipt under the Florida Public Records Act. Veteran’s preference will be awarded under applicable Florida Law. The City of Atlantic Beach is an Equal Opportunity Employer (Women and Minorities are encouraged to apply). The City of Atlantic Beach is a tobacco free workplace and candidates must affirm that they have not used tobacco products within the last year. Suggested Interview Schedule 7 City of Atlantic Beach, Florida Executive Search – City Manager 2 Suggested Interview Schedule There are numerous schedules and methods for interviewing candidates and numerous combinations and alternatives for interview schedules dependent upon the number of candidates chosen for an interview. As noted in an email from Ms. Berry dated September 10, the Commission will receive both an electronic and hard copy of this report. With both copies an evaluation and ranking form as follows this schedule will be included. The Commission will be requested, after our discussion on September 29 at a special workshop, to rank the candidates from 1 to 9 following the guidelines on the evaluation sheet. Commission members may then forward their evaluation forms to me at: janzivino@springsted.com for compilation of scores. I will then report the top five members (5) to the Commission for an initial interview on October 13, with Commission members. Upon conclusion of the first round of interviews we would suggest to the City Commission that the candidate pool be narrowed to your top two (2) to three (3) candidates utilizing a process similar to the first round and that a second round of interviews utilizing a broader range of questions and a more inclusive community process be utilized. How that process will be structured and when it will occur will be discussed at the September 29 special workshop with various alternatives discussed. We will also coordinate that series of interviews upon your direction. Interview Selection Tips and Questions to Avoid 8 City of Atlantic Beach, Florida Executive Search – City Manager 3 Interview Selection Tips and Questions to Avoid In consideration of the candidates, we feel it is important for you to keep a few points in mind: 1. The candidates have all expressed an interest in this position at this time. Some candidates may be presently considering other opportunities, although they have expressed a preference for this position. With time, their enthusiasm will wane; there is ample evidence to show that delay can be detrimental to both the City and the candidates. For that reason, we encourage you to strive to reach an agreement on a final choice shortly after the interviews are concluded. 2. The interview process is a two-way street. Just as you are making an important decision for the City, so too are the candidates making an important decision for themselves and their families. We suggest that the Commission review the series of draft questions to be asked of each candidate (included with this report), reduce the number to approximately twenty (20) and have a final list of questions prepared prior to the interviews taking place. When final questions are agreed upon each member of the Commission should ask an appropriate number of questions while the others observe. Follow-up questions should be asked if the need arises, but the same general questions should be presented to each candidate. Personal questions should be avoided and a listing of questions to avoid follows this series of interview tips. Our research and interviews on the candidates attempts to capture and relay as much personal information as possible. All candidates have been provided with information on the City of Atlantic Beach and the position, but will probably have questions that can only be answered by you during the interview. Try to set aside some time in the interview for these questions to be raised and explored because we find that during these discussions a dialogue is often established. 3. Some of the candidates will be familiar with the operation of the City, while others will not. We suggest that you arrange a tour of the City and the area for the candidates who are designated as finalists as part of the interview process. This will allow candidates to get a good ‘feel’ for the community and should be arranged so that all of the community is visited - not just the most attractive areas. The tour should be consistent in length and route and should be conducted by a trusted staff member (usually a department head) or appointed Commission or committee members with whom the City Commission places their trust. Interview Selection Tips and Questions to Avoid 9 City of Atlantic Beach, Florida Executive Search – City Manager Such tours are good sources of information for Commissions as Tour Guides often can offer additional information about the candidates that will be helpful to the City Commission in gauging a candidates fit with the organization and the City. 4. If you are unable to reach a decision on a candidate immediately, keep all candidates clearly and frequently posted on your progress. In some cases City Commissions are unable to reach a decision on the top candidate after an initial round of interviews and a second interview of one or two candidates is warranted. We feel that it is important to maintain communication with all candidates during this period, particularly finalists to ensure that they understand their position in the process and we will work to keep individuals informed of their status. 5. Once a decision has been reached and an offer made to a candidate, it is suggested that you obtain acceptance in writing by letter or telephone call before publicizing the appointment. At the same time the appointment is made, we suggest you contact the other interviewed candidates of your decision. We will, of course, notify all other applicants of your decision. 6. We are committed to assisting you until the process is complete. Please feel free to contact us at any time. Interview Selection Tips and Questions to Avoid 10 City of Atlantic Beach, Florida Executive Search – City Manager Interview Questions To Avoid Various federal, state and local laws regulate the questions the City, as the employer, can ask an applicant. Interview questions must be related to the job the applicant is applying for- the focus must be: “What do I need to know to decide whether or not this person can perform the functions of the job?” Examples of inappropriate or illegal questions are provided below, this list is by no means complete, but is used to serve as a guide. 1. National Origin/Citizenship Avoid questions about where the applicant or the applicant’s parents were born. Avoid inquiries about an applicant’s name such as asking the derivation of one’s last name - “is that a Spanish name?” 2. Age Avoid questions about age/date of birth. Do not ask a candidate when he or she graduated from high school/college. Avoid questions regarding the age of children. Avoid asking about dates of military service. 3. Gender Avoid questions asking an applicant if they have ever changed their name. 4. Race/Color Avoid questions regarding an applicant’s race. Avoid questions regarding color of hair, eyes, skin, etc. 5. Marital/Family Status Avoid questions about marital status or are you single or married. Avoid asking whether an applicant’s spouse is employed. Do not ask if the applicant has any children. 6. Affiliations Avoid asking applicants to list all clubs, societies and lodges to which they belong. Avoid any information which would solicit information on the race, color, religion, national origin or ancestry of its members. 7. Religion or Creed Avoid inquiries into an applicant’s religious denomination, religious affiliations or religious holidays observed. Applicants may be asked if they are available to work on Saturday or Sundays if needed. 8. Sexual Orientation Avoid all questions related to this area. Examples of questions to avoid include are you related to your roommate and have you ever been tested for AIDS? 9. Disabilities Avoid this area entirely- pre-job offer medical inquiries are prohibited!! Do not ask if applicants smoke, are under a doctor’s care, if they have received disability insurance, about their general health condition, their workers’ compensation history, or if they have any disability conditions. 10. Arrest Record Avoid inquiries, the background check will review the applicant’s criminal history, if it exists. Suggested Interview Questions 11 City of Atlantic Beach, Florida Executive Search – City Manager 4 Suggested Interview Questions To serve as a base for the City Commission, the following questions are offered for the Commission’s consideration and are built around several key areas of interest we found elected bodies often have. In addition, questions are geared to issues specifically identified as issues or areas of focus for the new Manager when they begin their task in City of Atlantic Beach. There are numerous questions and they may be added to or subtracted from as you wish. Please note that it is always important to have a series of ‘icebreaker’ questions and an opportunity for the candidate to ask questions about the City at the end of the interview. We have provided questions at the beginning of the list and at the end to assist you in both of these areas. Ideally, the list should be pared down to approximately twenty (20) questions for use in the initial interview with each Commission member choosing their top twenty (20) questions and submitting them to the consultant for compilation. In addition, any additional questions a Commission member may wish to ask are also submitted for consideration and added to the list with the highest selected questions being utilized during the first round of the interview process. Icebreaker/Background Questions 1. Please tell us why you would like to be City Manager of the City of Atlantic Beach and how your background, education and experience place you in a unique position to serve the Mayor and Commission and the citizens of the community. 2. What have you learned about the City of Atlantic Beach since you first saw the posting for our vacancy? What are your thoughts about the City, its current situation and its future? 3. What are some things that you feel you have done particularly well in your previous and current position? 4. Within your career you undoubtedly experienced a difficult period as a Manager. Tell us about that period and how that shaped you as a Manager. 5. Describe for us your greatest frustration or disappointment in a previous position or your current present position, why you feel this way and what you did or have done to overcome it? 6. If you were to be selected as City Manager how would you go about establishing a work plan to become more familiar with the City? What would be your plan for the first 90 days, 180 days and year of your tenure? Suggested Interview Questions 12 City of Atlantic Beach, Florida Executive Search – City Manager Commission/ Employee/Departmental Relations Related Questions 1. What specifically have you done in the past to develop and maintain a strong relationship with your Mayor and City Commission members, individually and collectively? 2. How do you perceive the role of the City Manager in relation to the Mayor and City Commission? 3. Please describe your management style and how you work with department heads and employees. 4. Describe your expectations for department heads and employees and their work as it relates to a productive and professional workplace. 5. How do you work with elected officials and/or department heads that have strong personalities and differing opinions and incorporate their positions into final solutions and/or recommendations? 6. What has been your past experience with monitoring employee performance and what actions do you take to ensure that employees perform at a high level? 7. Provide us an example of a time in your career where you followed a longer-term chief executive and how you made the transition with employees who were comfortable working with that manager. Communications Related Questions 1. The City of Atlantic Beach is a community which takes great pride in its local organizations and events and participation in these events or organizations is an important source of communication. How do you feel these organizations fit into the role of City government and how would you as City Manager work to enhance the City’s visibility with them? 2. What is your style of communication in working with others? 3. The City deals with complex issues that the City Manager and staff have professional knowledge of and expertise in. Discuss with us how you analyze complex information and simplify it so everyone can understand it. What are your expectations of City staff in preparation of reports for the governing body? 4. How do you perceive the role of citizens groups in the decision making process? How do you engage them? Describe for us a situation that you were involved with that was resolved by proactively reaching out to citizens and/or citizens groups. How did you incorporate their ideas? Suggested Interview Questions 13 City of Atlantic Beach, Florida Executive Search – City Manager 5. How do you work with citizen complaints? What are your views relative to development and implementation of a successful customer service program? Describe some successes you have had in this area and how you achieved them. 6. Describe for us what your preferred style of communication is and how you will keep the Mayor and Commission informed about on-going key issues, projects and operations? Programmatic and Technical Background Questions 1. The City Commission has laid out a clear mission statement which is supplemented by a strategic plan. Please provide us your thoughts in regard how you might work with the Commission to realize the City’s mission and how you would work to implement the City’s strategic plan. 2. The City has a need to address emergency management planning on a continuous basis due to our location. What has been your experience in this area and how might you go about working with the Commission to further address emergency management planning if you were our City Manager? 3. The City of Atlantic Beach provides a comprehensive set of services ranging from public works to utilities (water and sewer distribution/collection) to planning to recreation. Briefly describe for us your experience in municipal operations and where you feel your strengths and weaknesses lie. 4. The City of Atlantic Beach has numerous intergovernmental partnerships and is a member of regional organizations with many members who are significantly larger than the City in both size and scope of their operations. Please describe your experiences in working with regional organizations and intergovernmental partnerships and how, as a representative of a smaller entity, you would ensure that the City is heard. What do you see as the benefits of regional organizations and partnerships? What are the problems? 5. What is your philosophy and style in preparation of budgets and what do you feel the Manager’s role is in the budget process? Also, please outline your experience as a Manager in dealing with financial management issues (i.e. internal operating policies, capital plans, etc.). How do you work to identify trends in financing and ‘smooth out’ periods of declining revenues to ensure the City’s solvency? Suggested Interview Questions 14 City of Atlantic Beach, Florida Executive Search – City Manager 6. The City has enacted several measures to gain better efficiencies in structure and operations due to the recession and a reduced revenue stream. Describe for us your experience and how you and your organization has dealt with the recent recession and how you would plan to approach the direction of your organization and budgeting when revenues begin to increase. 7. The City has a mix of many smaller and mid-size businesses. Please describe your experience and views on maintaining and expanding a successful economic development program. What has been your experience in working with retention of existing business, recruiting new business and redevelopment programs? What do you feel is the right ‘mix’ of business in a community? 8. The City has a potential area for redevelopment. What has been your experience in working with redevelopment projects? What are some of the pitfalls we should be aware of? 9. What do you believe is the role of technology in local government? How have you used it to a locality’s benefit? What do you see as opportunities for future investment in this area? 10. All local government managers strive to make their organization better. Give some specific examples of how you have made your current or previous organization better. How would you work to make Atlantic Beach a better place knowing what you know about the City? 11. Please tell us about your experience and understanding of urban and environmental planning and zoning issues. What do you believe is the Manager’s role in dealing with the development community and issues that arise with developers and citizens in this area? 12. Atlantic Beach like many communities faces an aging workforce. What is your philosophy in regard to succession planning? How have you utilized it? What qualities are you looking for when you hire new staff? Wrap Up Questions 1. As we or our consultant delves deeper into your references and résumés, are there any experiences or events that would embarrass you or the City of Atlantic Beach if we were to hire you? 2. Knowing what you know and seeing what you have seen what factors will most influence your decision to accept the Manager’s position if it is offered to you? 3. Would you care to make any closing remarks or ask us any questions? Community and Position Profile 15 City of Atlantic Beach, Florida Executive Search – City Manager 5 Community and Position Profile City of Atlantic Beach, Florida Position of City Manager Appendices, Candidate Profiles 16 City of Atlantic Beach, Florida Executive Search – City Manager APPENDICES Candidate Profiles 1 City of Atlantic Beach, Florida Executive Search – City Manager The Atlantic Beach Community History Originally founded as a small seaside community in the late 1800’s by Henry Flagler, builder of the Florida East Coast Railway, the City came to life when Flagler built the Mayport branch of the railway and erected a station just north of the former Atlantic Beach City Hall (now Adele Grage Cultural Center). In 1913, the railroad sold most of the land to the Atlantic Beach Corporation, headed by Ernest R. Beckett, which began paving streets, installing lights and water and sewer lines. The Town of Atlantic Beach was incorporated in 1926. The City went through various phases of development resulting in the attractive seaside community which now exists. The City The City of Atlantic Beach is located in Duval County in northeastern Florida and has become a well- developed and well-known destination (a ‘cul-de-sac city’) for families and a wide range of visitors. The City is part of the ‘Jacksonville Beaches’, a group of towns situated on the northern half of an unnamed barrier island and is considered to be one of the suburbs of the City of Jacksonville. Atlantic Beach is separated from the City of Jacksonville by the Intracoastal Waterway to the west, and bounded by the Atlantic Ocean to the east, and the St. Johns River (Hannah Park) to the north. Approximately 3.5 of the City’s 13.0 square miles is land area with the remaining 9.5 square miles consisting of water. Much of the development in the City over the years has been residential, with single-family homes accounting for most of the developed land areas. The City is well-developed and is nearing build-out with less than 10% of the incorporated land area being undeveloped. Recreation, Open Space and Cultural Opportunities One of the key features of Atlantic Beach is that current and past City Commissions have been aggressive in acquiring and protecting land to be developed for recreational purposes. In 1994, the City acquired approximately eight (8) acres along the Intracoastal Waterway and with the use of grant funds, developed Tideviews Preserve as a passive park with trails, a boardwalk for viewing wildlife, canoe launch and picnic areas. In 1998, the City, in a joint venture with the City of Jacksonville, acquired a twenty-seven (27) acre island now known as Dutton Island Preserve. The island is experiencing on-going development as a nature park to include trails, a floating dock for launching kayaks and canoes, a fishing pier, camping sites and pavilions. Coupled with previously acquired open space, residents may now enjoy more than sixty-five acres of parkland. The City also offers numerous cultural amenities such as the Adele Grage Cultural Center which houses a community theater. In addition, various arts and entertainment opportunities can be enjoyed such as Arts in the Park, the North Beaches Art Walk, Shakespeare in the Park, Acoustics Nights and annual festivals such as the Dancin’ in the Streets Festival. Numerous shops and dining venues abound in the City and along the beachfront with ‘Town Center’ serving as a destination point for many area residents. City of Atlantic Beach, Florida Invites Applications for the Position of City Manager 2 City of Atlantic Beach, Florida Executive Search – City Manager The City’s Demographics Atlantic Beach’s demographics have changed rapidly over the years as the City has experienced considerable growth and development and as redevelopment of existing properties has occurred. The 2010 Census indicated that Atlantic Beach’s population was 12,655 residents, which included 5,343 households and a population density of approximately 3,621.9 people per square mile. Population growth in the City has been fairly rapid for a small community, increasing from 6,132 in 1970 to its current-day population. Homeowners make up about 67.4% of the City’s population, with an average household size of 2.38. The racial makeup of the City was approximately 82.5% White, 10.8% Black or African American, 0.5% American Indian and Alaskan Native, 1.9% Asian, 0.1% Native Hawaiian and Other Pacific Islander, and 5.4% from other Two or More Races. Hispanic and Latino members of any race made up 5.4% of the population. Persons living below the established poverty level was 8.4%. Education The City is served by the Duval County Public Schools (DCPS) system, the 22nd largest in the nation. All schools in the DCPS system are fully accredited by the Southern Association of Colleges and Schools Council on Accreditation and School Improvement (SACS CASI), offering a wide variety of programs to its 127,085 students. The school system operates or oversees 202 schools broken down by Elementary, K–8, Middle, Exceptional Centers, High Schools, Virtual Schools, Alternative Schools and Charter Schools and provides a wide range of learning opportunities for students. DCPS employs 11,689 full-time and 1,282 part-time staff, including 8,138 teachers, and operated with a budget of $1.7 billion budget in FY 2013-2014. The Washington Post lists eight (8) of the nation's top 300 high schools and Newsweek lists three (3) of the nation’s best high schools as being in Duval County, including those that serve Atlantic Beach. The City’s Government and Services The City operates under a non-partisan Commissioner- Manager form of government with a five (5) member actively engaged Commission whose members value transparency and the quality of life enjoyed in Atlantic Beach. Commissioners are elected under a staggered term system that ensures a degree of experience on the Commission at all times. The Mayor/Commissioner serves a two-year term and votes with the other Commissioners on all matters brought before the City Commission and the remaining four (4) Commissioners serve four-year terms. A regular meeting and scheduled workshop two weeks in advance of the formal Commission meeting are held in the Commission Chamber monthly. All Commission meetings and workshops are ‘live streamed’ for residents’ viewing. The Mission Statement for the City Commission is: “It is the intent of the City Commission to ensure that the City maintains and improves the residential quality of life now enjoyed by the residents.” Atlantic Beach provides a full range of well-run and customer-friendly services with the exception of Fire and Rescue, which is provided via contract with the Jacksonville Fire and Rescue Department. The City operates with a $29.4 million Budget for Fiscal Year 2013-2014 and approximately 120 full-time employees. In 2014, the City assessed a millage of 3.3285, or approximately $3.33 per thousand dollars of assessed taxable value as determined by the Duval County Property Appraiser. This represents 18.49% of the total tax bill provided to residents by the Duval County Tax Collector. The total millage paid by area residents, including the Atlantic Beach millage, is 17.9919 mills. 3 City of Atlantic Beach, Florida Executive Search – City Manager For more information on the City of Atlantic Beach please visit: www.coab.us. The City Manager’s Position The City Manager is appointed by the Mayor and Commission and serves as the Chief Administrative Officer for the City. The City Manager, as a Charter appointed position, is responsible for directing various City departments and providing guidance in directing, supervising, coordinating and planning the day-to-day administration of the affairs of the City and the implementation of the policies established by the City Commission. The City Manager represents the City with other governmental agencies, presents an annual budget to the City Commission for approval, and coordinates a variety of public information resources for internal and public distribution. The City Manager is also responsible for long-range planning and the development of recommendations to the City Commission on a variety of public policy issues. The Manager ensures that the entire community is served effectively and efficiently by providing direct management and oversight to eight (8) departments: Building, Finance, Human Resources, Information Technology, Police, Public Utilities, Public Works and Recreation. Recent goals outlined for the City Manager in the City’s Strategic Plan 2012 – 2013 included: Union Negotiations, Budget, Pedestrian Safety, Atlantic Beach West Integration, Encroachment on and Expansion of Parks, Mayport Corridor, Enterprise Application, Tipping Fee Negotiations, Community Visioning Project, Police Building, Town Center Parking, and Marsh Master Plan Improvements. Current and Future Issues and Challenges Succession Planning – The City of Atlantic Beach has developed a strong reputation for the quality of its services to its residents and visitors. The City’s work force, like that of many other localities, is growing in years of experience and many staff will be eligible for retirement in the next several years. The new City Manager will find it necessary to develop a plan to deal with the potential departure of many employees at all levels of the organization, while blending in the new ideas of a younger work force to ensure that the community maintains its current level of service and experiences a seamless transition as employees retire. Finance and Budget – Like most localities, the City of Atlantic Beach is challenged by the current economic environment and the limited opportunities for revenue expansion coupled with declining support from the state and federal government. The service needs of visitors and year-round residents remain constant and attention to redevelopment activities, citizen service expectations, personnel costs and capital needs will be important issues for the new City Manager to address to ensure that the City remains a welcoming and affordable place for residents, businesses and visitors. As the new Manager addresses these issues effectively managing the City’s budget and identifying creative ways of maintaining, improving and providing services more efficiently will also be key challenges for the new City Manager, working collaboratively with the Mayor and Commissioners, staff and citizens, to address. Maintaining the City’s Values – In the face of continuing redevelopment in the City Atlantic Beach values its small town atmosphere, high quality of life and the environment which the City has worked to build and maintain. As challenges arise, the City Manager, working with the Commission, citizens and staff, will be tasked with balancing the values which make Atlantic Beach what it is today while considering redevelopment issues which may offer opportunities for expansion of the City’s economic and housing base. 4 City of Atlantic Beach, Florida Executive Search – City Manager City of Atlantic Beach, Florida Organizational Chart For more information about the City of Atlantic Beach, visit the City’s website at http://www.coab.us/ 5 City of Atlantic Beach, Florida Executive Search – City Manager City of Atlantic Beach, Florida City Manager Position Profile Position Requirements Education and Experience Minimum requirements for the position include a Bachelor's degree in public or business administration, finance, planning or related field and no less than three (3) years related public sector administrative experience as a city or county government chief administrative or chief executive officer or as an assistant or deputy city manager. A master’s degree in one of the areas noted above is preferred and may be substituted for up to one year of experience. Past experience of the individual must show a high level of understanding of the operations and challenges of a coastal residential community and interest and success in a broad range of areas including managing budgets, delivering high quality services efficiently, redevelopment and revitalization, working with and understanding the needs of existing businesses, promoting transparency in operations and building Commission and community consensus. A progressive record of strong professional, administrative leadership and developing high performance organizations is an important consideration. ICMA Credentialed Managers are encouraged to apply. Skills and Past Performance Factors for Competitive Candidates Administrative Ability Must be able to effectively delegate responsibility to appropriate staff for day-to-day operations while directing and holding accountable well-qualified and motivated department heads that have a desire to perform at a level of excellence for the citizens and business community of the City. Must have demonstrated a high level of past performance in developing accountability measures for staff. Must have effective time management skills with the ability to be flexible in scheduling while honoring deadlines for projects. Exceptional communication skills are a must, including the ability to listen to and communicate with a wide range of individuals and all segments of the community. City Manager/Commission/Intradepartmental Relations Must have demonstrated an excellent working relationship with his or her current and former governing body (ies) which includes the ability to work collaboratively with elected officials, staff and others on a wide range of complex and potentially controversial issues while relaying information to the Mayor and Commission members in an effective and timely manner. The Manager must be able to implement needed changes to existing processes and incorporate new ideas, while being open and honest with the governing body and providing an unbiased and balanced assessment of all issues. Budget and Finance Must have demonstrated prior experience in successfully managing a municipal budget with a level of complexity and scope similar to the City of Atlantic Beach with emphasis on efficient utilization of available resources. Must recognize the value of developing a budget which is “transparent” and well understood by elected officials, staff and citizens and targets the use of scarce resources in a well thought-out and prioritized manner. Human Resource Management Must understand the challenges of building and maintaining a high quality workforce and demonstrate a personality that can effectively communicate the Commission’s goals and Atlantic Beach’s needs to the City’s department heads and employees. Must provide an ‘open door’ to employees and be prepared to select, visibly lead and motivate staff, mentor them when necessary and hold them accountable for their performance. Community Relations Understands the importance of being visible in, and engaged with, the community while balancing the Mayor and, Commission members’ role as elected officials. Candidate presents a confident image of local government to the citizens and business owners of the community. 6 City of Atlantic Beach, Florida Executive Search – City Manager Economic Development Must have a strong understanding of the challenges and opportunities of working in a coastal community with an emphasis on working with existing businesses. Must have a thorough knowledge of the impacts of redevelopment on a community similar to Atlantic Beach and how revitalization/redevelopment projects impact a community. Must be committed to ensuring quality development which enhances the quality of life and existing standards of the City. Technology Must embrace the use of technology in providing a higher level of access by the community to the City and its services and have demonstrated success in achieving a higher level of technological proficiency within the organization he or she now serves. Intergovernmental Relations Must be able to build, maintain and enhance partnerships with local governments within the region, community organizations and State and Federal agencies. Should have demonstrated success in identifying and securing outside sources of funding from both public and private sources. Professional Skills and Style of Competitive Candidates • A believer in ‘open government’ who is a ‘people person’ who has the ability to understand and respect a wide variety of different personalities • Service-oriented management style with a strong sense of community • Understands and is able to cope with the demands of a coastal community, both from an organizational and operational standpoint • Must be detail-oriented, particularly in the area of public finance, and understand the importance of balance and creativity in achieving the community’s financial objectives • Must be able to analyze the inner workings of, understand, and successfully manage an organization with a number of complex and interrelated “moving parts” • Strong and enthusiastic in presenting ideas, while being respectful of others • Trend-setter and team builder, who re-enforces the strengths of the City’s department directors and staff • Ability to craft a position of “what is possible”, serving as a visionary for the Commission and staff with the ability to take reasonable risks, while employing creative and innovative thinking to forge solutions to problems before making recommendations • Able to identify areas where efficiencies can be gained and successfully implement structural changes to the City’s organization where warranted • Collaborative and comfortable in dealing with others in developing shared solutions • Fair and consistent in approach to decision making and firm in application of policies and procedures • Ability to manage with confidence and the courage to “present the good news with the bad” and do what is right, even in the face of criticism and conflict • Ability to adjust to changing leadership and conditions within the City, when warranted • Organized and timely in response to requests for information from all sources • Must lead staff and set a positive tone even during difficult periods while holding himself/herself and appropriate staff accountable for the City’s actions and direction 7 City of Atlantic Beach, Florida Executive Search – City Manager Personal Traits • Accessible, approachable and comfortable with a wide range of different types of personalities • Strong ‘servant’ leader able to excite staff and the citizens, comfortable working in a team oriented environment, self-confident, tactful, discreet, diplomatic • Passionate about his/her role in local government and the City of Atlantic Beach • Ethical with high moral standards, honest, trustworthy, open and candid • Proactive in dealing with issues; results oriented and decisive in actions while employing good common sense • Good listener, responsive to Commission and community concerns with appropriate follow up • Compassionate in dealing with problems while caring about outcomes • Personable with a sense of humor and comfortable with who they are as a professional and a person • Consensus builder, apolitical in all dealings Compensation and Benefits The salary for the position is negotiable, based on qualifications and experience. Benefits include participation in Atlantic Beach’s defined contribution 401(a) retirement plan, vacation and sick leave, group life insurance, deferred compensation, medical, dental and vision insurance, disability insurance, use of municipal vehicle, professional dues and conference expenses. Residency within the City of Atlantic Beach is required within a negotiated period of time. Application and Selection Process To apply for this position, send a cover letter, résumé, salary history and five (5) work-related references no later than August 25, 2014, to John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Fax: 804.726.9752 E-Mail: richmond@springsted.com Applications accepted by e-mail, fax or U.S. mail. Disclosure: All applications are subject to disclosure upon receipt under the Florida Public Records Act. Veteran’s preference will be awarded under applicable Florida Law. The City of Atlantic Beach is an Equal Opportunity Employer (Women and Minorities are encouraged to apply). The City of Atlantic Beach is a tobacco free workplace and candidates must affirm that they have not used tobacco products within the last year. Edwin Booth Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Edwin L. Booth 19469 NW 230th Street • High Springs, Florida 32643 352.213.8000 (c) • Ebooth5948@yahoo.com Salary: $81,000 per year Experience 2012 – 2014 City Manager • City of High Springs, Florida 2007 – 2010 Town Manager • Town of Surfside Beach, South Carolina 2002 – 2007 Town Administrator • Town of Malabar, Florida 1998 – 2002 City Manager • City of Ayden, North Carolina 1994 – 1999 Commander • Dugway Proving Ground, Utah 1985 – 1990 Community Manager • Fulda Military Community Educational Background Master of Public Administration Webster University Master of Military Science General Staff College Bachelor of Science, Management Columbia College Association and Committee Membership Board Member, East Central Florida Regional Planning Council Background Information Edwin Booth is a manager with considerable coastal experience gained in Florida and South Carolina. He currently serves as City Manager of High Springs, Florida, which is located near Gainesville and is home to the entrance of underwater coves for scuba diving. The Town of High Springs has a population of 6,000, a budget of $9 million and fifty-five (55) full time and twenty (20) part-time employees. In High Springs he has worked in righting a financially troubled community with a Commission which often had conflicting viewpoints. Mr. Booth has helped the community regain a more favorable financial and operating position and has helped to focus the Commission by working with members individually and providing equal amounts of detailed information to all members. He has also served as Town Manager of Surfside Beach, South Carolina, adjacent to Myrtle Beach, which has a year-round population of 7,500, which increases to 145,000 during peak summer months. Surfside is somewhat like Atlantic Beach in demographics, having similar property values and incomes. He left the position as Manager in Surfside Beach to return to Florida to take care of his mother, who was suffering with Alzheimer’s, between 2010–2012. Mr. Booth, a retired military base commander who has also served as a City Manager in Malabar, Florida, and Ayden, North Carolina, has applied for the City Manager’s position because he would again like to manage a coastal community and deal with the challenges of redevelopment and planning in environmentally sensitive areas. He has led his prior communities (Malabar and Ayden, North Carolina) through significant disaster recovery efforts and assisted in improving facilities and services for the public safety segment of his municipal governments. He was well-informed in regard to the issues being discussed, or recently discussed, in Atlantic Beach at Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager the time of our discussion and asked probing questions concerning the operations of the City. Mr. Booth also indicated he is interested in making a seven (7) to ten (10) year commitment to his next community. Justification for Recommendation Edwin Booth is a high energy manager who works well with a variety of different groups including citizens, the business community and the greater region. Mr. Booth has strong facilitation skills in working with individuals and groups with varying ideas and believes in assigning clearly defined tasks to staff and allowing them to complete the task without interference. While available to monitor and guide staff, he indicated that he is not there to micromanage them, respecting them as professionals, but providing guidance when needed. Mr. Booth has adequate communication skills, both orally and in writing, and, if hired in Atlantic Beach, would initially complete an assessment of the City’s operations and City staff member’s capabilities to ensure he clearly understood the functions of staff, how services are delivered and the quality of services delivered. He has detailed knowledge of his City’s budget and appears to have an understanding of the budget down to its smallest detail; noting the importance of appropriate, but conservative spending. He is loyal to his governing body, detail oriented in all areas of operations and willing to share all information with the Mayor and Commissioners on a frequent basis. He believes in, and provides frequent communications to his governing body to minimize surprises and clearly understands the role of the Manager in relationship to the governing body; seeing himself and the staff as implementers of policy adopted by the governing body. During his first ninety (90) to one hundred eighty (180) days Mr. Booth indicated that he would reach out to Commission members to begin building relationships and gain insight into both the Commissioners short and long-term objectives to begin to formulate plans to address them as part of a defined work-plan. Mr. Booth works well with individuals who have strong personalities and opinions often bringing together individuals with opposing or differing viewpoints to discuss how the issue can be resolved. He expects professionalism from all public employees, both in appearance and in actions and is a more formal Manager from a stylistic standpoint. Mr. Booth likes to be out in the community observing employees in the workplace and meeting with citizens as the need arises and enjoys solving problems while working with citizens. He serves as the community’s Community Redevelopment Administrator in High Springs and is putting structure to a floundering program. He also has strong skills in building regional partnerships indicating that he has been involved in formulating or working with a number of successful interlocal agreements. References described Edwin Booth as having common sense, strong leadership qualities and standing up for his employees and for what was right. He is thought by those contacted to create a team environment and is a strong enabler assisting others with any issues they had. Mr. Booth was considered to be very outspoken and likeable as well as a good communicator and always has an open door policy for citizens, elected officials and staff. He is a leader and a manager who empowers his staff, provides them ideas and allows them leeway to Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager manage their department. He ensures that staff work together in developing annual budgets and he is viewed as being very good at making the budget and other presentations and has the departments present to the Council as well. One reference believed that his greatest accomplishment was serving in the military and continuing to give his life to public service. It was thought by references contacted that Mr. Booth created a harmonious work environment and leads by example. He is a motivator, not a “demander” and possibly dedicates too much time to work. References indicated there would be no hesitation in hiring him and he will do a good job for the City if hired. Edwin L. Booth 19469 NW 23Q th St Hi g h Springs , FL 32643 PH 352 2 13 8000 Ebooth5948@yahoo.com Dear Si r, Please con s id er thi s as an applicat io n for th e position of as City M a nager of the C it y of At l an tic Beach. For the pa st 30 years I have served as the city manager and community m anag er at both medium and smaller communities. I served on th e Board ofthe East Central F lorida Regiona l Plannin g Council as a representat ive of the Space Coast for 3 years. I ha ve extens ive expe rience in zon in g and pl ann in g issues. I ha ve extens ive experience in government procurement and contract management. For th e pa st 3 0 years I have served in management po sitio ns with mu lt i service organ ization s . I have extensive experience capita l improvements a nd budgets. I have implemented supp ly accountabil ity at every community I manage r. Th is had a positive impact on budgets. I am a peo ple oriented manager. I strong ly beli eve in customer serv ice . If yo u need additiona l informat ion please adv ise me. Sincerely yours , Ed w in Booth ~/ '(7f r-~-.---/ cJ~ E dwin L. B ooth 19469 NW 230th St High Springs , FL 32643Tel: Home (352)213 8000 E booth5948@yah oo .com A Professional with broad-based background in the management Of Full Service Cities. Results- oriented professional with a strong background in budget preparation , master planning, economic deve lopment, staff direction and supervision, and creative problem solving. Experi enc e 2012 to 2014 0 to Ex pe ri ence 2007 to 2010 *Thirty year 's experience in water, sewer, gas a nd e lectric uti lity management *T hirty year's experience in personnel management *Thirty years of police, fire and rescue experience. *Master of Arts in Pub! icAdministration/Management *Master of Science in Management C ity Manager, High Springs FL (6,000 popu lat ion ) $9M budget, 55 fu ll time and 20 part time employees Located within the Gainesville and University of Flo r ida area. Over the past two years 1 was ab le to mcrease the budget reserves trom 6 months. I was able to accomplish this trough 0 base budgeting and by decreasing the overall cost of maintaining Town Manager, Surfside Beach SC (7,50 0 pop ul ation seaso na 145,000-population) $12M budget, 105 f u ll time em pl oyees. Located next to Myrtle Beach SC. The Town is an u pscale tourist oriented com munity. The challenge has been to provide the a ll the services to a large part time community. I have p laced the Town on a quick response time in the event of an emergency. I personal ly overseen the construction of an Emergency Management Center along with the new Fire Department. I Initiated a Storm Water Management plan that included a $4M infrastructure project. I facilitated the purchase and upgrade of $3M fishing pier that was going to be tom down to make way for A housing project. This has become a source of revenue for the Town. 2002 to 2007 1998 to 2002 1994to 1999 Town Administrator, Malabar Florida (3,500 population, with annex populatio n 5,500),$2.5M budget, 34 Full Time employees, 30 Part Time employees Located in Brevard County, the Town is a growing upscale community. I was hire to bring integrity and responsibility back to the Town Government after th e former Town Administrator was accused and convicted of abusing power and misusing the Town credit card. In the past several years I have worked to develop the Town in a manner that promotes smart growth while at the same time maintains the quality of life. I have le d the Town thro ugh three hurricanes. I personally directed the emergency response efforts by the Town. I insured that the Town obtained the maximum reimbursement. The Town was the first to receive FEMA funding within Cent ra l Florida. The major projects have been the Town master drainage project, major increase in utilities and the development of a New Town Hal l. The Town has 750 new homes and cond os in the process of being developed. City Manager, Ayden North Carolina 6000 population, 18,000 in service area, $18M budget, 105 Full Time employe es Lo cated in Easterm North Carolina, the city provides e lectri c, water and sewer services to a 25 sq. mile area. There are several major industries in th e service area. Responsibility includes the day-to-day operation of th e electric, water, and sewer utilities. The management of the street, art and recreation , and planning departm ent. The enforcement of city codes and ordinances. I have the management responsibility of the police department and all h uman resources functio ns within the city. The development of a natural gas utility that is serving the town with natural gas for the first t im e was one of many projects that were developed during the time I was C it y Manager. Developed a project that created a new fire /rescue building, rebuilding a 9 miles e lectric transmission line were also major projects I was responsible for. The Town went through several natural disasters during the time I was C ity Manager. The City set up a disaster shelter for the first time. Di saste r management became a prime job for several months. Commander, Dugway Proving Ground, UT (Population 8,000) $62M Budget, 320 full time employees and 1200 housing Units under military control Located in the westem desert of Utah. The mi litary community is respons ib le for research on biologica l and chemical defensive measures. Desert training to the ranger schoo l was also a tenant organization . It is a f ull serv ice community, providing housing, schoo lin g, water, sewer, and electric utilities along with police and street maintenance. The community provided back up generation to the research laboratories. The main proj ects were a $6M housing up grade in hou sing, a $12M project to up grade a ll utilities. I was asked to return to active duty to manage this community. One of the major contributions I made was to improve the re lationship with the local com m unities and other governmental organizations. 1985 to 1990 Community Manager, Fulda Military Community (Population 24 ,000) $102M Budget, 14 Directors with a full time staff of 890 , 1800 housing unit s Persona l Education: Located in West Germany. This community was th e premier Military Community in Europe due to the military mission and vis it s by the US Congress and Senate. The community was broken into 4 m ilitary bases and 40 remote sites. My responsibility included the day-to-day operation of the community to include all utilities , the retail stores and the base housing, po lice and supp ly functions . The community also managed an 800 Vehicle motor pooL Accomplishments included the construction of a district heat project, the renovation of 600 housing u nits and the upgrading of the electric utility. Current salary: $81 ,000 per year Widowed I 3 grown children Colu mbia College: BS Management I 974 Webster University: MA Public Administration 1976 Command an d Genera l Staff College: MS Military Science 1983 New York In stitute of Technology: 12 Credit Hrs Gad Level Work-related references: Andy Christensen 711 Triple Oak Dr. Murrells Inlet, SC 29576 Ph 843 450 8251 Councilman Sammy Truett 520 14tJ' Ave N Surfside Beach, C 29575 843 238-0033 Da vid Durant 1801 Glenns Bay Rd Surfside Beach, S Ph 843 650 7800 Bob Ro ssma n 1635 County Cove Ln . Malabar, FL 32950 321 729-9444 Shawna Burkhart Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Shawna D. Burkhart 211 Firestone Drive • Meadowlakes, Texas 78654 940.229.4321 (c) • shawna.dowell@gmail.com Salary: $100,000 (most recent) Experience 2011– 2014 City Manager • City of Converse, Texas 2007 – 2011 City Manager • City of Jacksboro, Texas 2006 City Administrator • City of Castroville, Texas 2002 – 2006 Assistant to the City Manager • City of Bowling Green, Kentucky 2001 – 2002 Budget and Management Analyst • City of San Antonio, Texas 1999 – 2001 Grants Administrator • Office of Research and Sponsor Programs • Abilene Christian University • Abilene, Texas 1996 – 1999 Institutional Development Officer • Southwest Texas Junior College • Uvalde, Texas Educational Background Master of Public Policy and Administration Baylor University Bachelor of Arts, Political Science/History Abilene Christian University Association and Committee Membership Member, International City/County Management Association (ICMA) Background Information Shawna Burkhart is a manager with almost twenty (20) years of progressively responsible administrative experience working in community college and university settings and with local governments. Until April of this year she served as City Manager of Converse, Texas, located in the eastern San Antonio metropolitan area where she managed a rapidly growing community of just over 18,000 residents which is governed by a seven member Council and provided a full range of services for its citizens. In Converse, Ms. Burkhart managed a staff of 160 who provided Finance, Fire/EMS, Building Inspections, Human Resources, Municipal Court, Planning and Zoning, Parks and Recreation, Police, Public Works, and Utilities (water/sewer) services . The most recent Census data indicate the racial makeup of the City was 36.6% White, 21.1% African American, 0.7% Native American, 2.4% Asian, 0.4% Pacific Islander, and 5.0% from two or more races. 37.7% of the population in Converse is Hispanic or Latino of any race. The median income for a household in the City was $61,950, and the per capita income was $24,554. The poverty rate was reported as 10.6%. When Ms. Burkhart arrived in Converse as City Manager she was faced with a city which had not completed an annual financial audit for a period of time and was drawing over $100,000 annually from its undesignated fund balance. Working with staff, Ms. Burkhart initiated budget controls, worked to reconcile several months of financial reports and was successful in turning an annual deficit into a surplus, to a point of building a healthier reserve ($1.7 million) and obtaining an improved debt rating for the City from the rating agencies. Ms. Burkhart also was instrumental in building a regional coalition to develop water resources, serving as the organization’s first chairperson, and in securing funding for a major road improvement project that had been discussed by the City for twenty (20) years. The project, strongly promoted by the Mayor, was controversial and resulted in a change of the Council majority. This appears to have created difficulties for Ms. Burkhart as she was seen as a project Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager promoter and she resigned her position as City Manager in April due to her strong desire to see the project through and the governing body’s reluctance to support it; a position they have recently changed. In prior positions, Ms. Burkhart also served as a City Manager of Castroville, Texas, a smaller community of approximately 3,000 located west of San Antonio. Ms. Burkhart left Castroville after a short period of time via a mutual agreement with the Council due to a physical threat by a Council member and an individual who continually followed her. She also served as an Assistant to the City Manager in Bowling Green, Kentucky, where she was mentored by a long-term City Manager and was responsible for preparation and management of the City’s operating budget ($84 million), working on human resources issues and participating in special projects such as completion of a new Police Department expansion and other public works related capital projects. Ms. Burkhart has applied for the Manager’s position in Atlantic Beach because she would like to work with a progressive governing body, sees the City as a good “fit” from a skills and challenges standpoint and is comfortable managing communities with similar budgets and staff sizes to Atlantic Beach. Justification for Recommendation Shawna Burkhart is a good communicator, orally and in writing, with a strong financial management background and a broad understanding of municipal operations. She is a collaborative manager who is driven to ensure that the governing body is well-informed and that assignments are completed on time and within budget. She will do the right thing for the community, even when faced with loss of her position (Converse) and is passionate about public service. She works to bring staff together to ensure that the Council’s vision and goals are realized and would work to get to know the Commission members in Atlantic Beach individually to better understand their individual focus, goals and desired initiatives. Ms. Burkhart believes in transparency in government and works to provide a free flow of information between staff and elected officials. She sees her role as a facilitator of discussions on various ideas from elected officials, staff and citizens; bringing them together to forge a vision for the community and a viable work plan (strategic plan) to get the City to where it wants to be. Ms. Burkhart is dedicated to her community and as a leader and manager is typically the first to arrive at work and the last to leave, believing that her attitude and visible display of commitment set an example for all employees to follow. She is visible with staff and manages by walking around, often interacting with line employees. Ms. Burkhart has experience in redevelopment of neighborhoods and has worked on the periphery of major economic development projects. Due to the geographic location of her prior positions she has not experienced coastal issues, but appears attuned to adequate measures of environmental protection. In addition, while working with public safety agencies her experience in working with emergency management issues such as those experienced in Atlantic Beach are limited. References contacted described Shawna Burkhart as diligent, straightforward, truthful, meticulous and conscientious. She is always considered to be well- prepared, knowledgeable, good at presenting information and easy to work with. Ms. Burkhart was observed to have a participatory management style and ensures that her staff is included in the process of change in regard to issues that affect their departments. As a Manager she also allows them control over their departments, without interference and keeps the governing body well informed Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager in regard to issues and problems. She was considered to be proactive and had a good working relationship with other government agencies as well as her staff. She is a hands-on manager who reached out to the public and organized events such as neighborhood walks, a carnival and night out events in the communities she has served. She is viewed to have the ability to get the best out of a team effort to achieve a goal. Ms. Burkhart is also considered to be a very strong communicator and is equally proficient in verbally explaining complex issues and visually by using presentations. It was noted by those contacted that she provided more than enough information for her governing body to make informed and timely decisions. Ms. Burkhart is considered to be particularly strong in the areas of budget and municipal finance. More than once references contacted indicated that she turned the City of Converse around financially taking it from the dire condition it was in when she started work there to a positive financial position. During that process it was noted that she completely restructured the financial system and made significant changes, including creating a six (6) month budget reserve, which resulted in a credit upgrade for the City. She worked also was noted to have worked well with the economic development manager and understood what it meant to bring in good businesses to the City. Ms. Burkhart made changes to and created a Human Resources Department where employees could go with issues, including any issues they may have had with her. She is considered to have a good rapport with the City’s employees; recognizing and rewarding good employees and always finding ways to make things better for them. Other strengths mentioned by the references contacted were her ability to find solutions, being factual, her drive, her sense of responsibility and her caring and concern about the City. A potential weakness mentioned was that she is very driven to get things done and at times does not know when to slow down. References noted that there were many issues in Converse and the issues were with the Council; and she was not on the winning side. All references stated that she can manage an organization well, will be very committed to the City she serves and has the experience to be a strong Manager. Shawna Dowell Burkhart 211 Firestone Dr. Meadowlakes, TX 78654 August 6, 2014 City of Atlantic Beach C/O John Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 RE: Resume for the City Manager position for the City of Atlantic Beach, Florida Dear City Council: I recently noticed the City Manager job posting for the City of Atlantic Beach, Florida on ICMA's website. I am interested in the City Manager position. My progression of work experiences in city management have afforded me opportunities to work on a wide variety of issues facing cities of various sizes. The following is a brief summary of my experiences that have equipped me to successfully perform the duties of the City Manager. My accomplishments with the City of Converse include: improving the City’s financial position through increasing the City’s bond rating, cutting the budget significantly, the implementation of the Incode Financial Management Software, and creating of significant savings in healthcare costs with minimal impact to employees’ benefits. With a focus on intergovernmental partnerships, I served as the first President of the Cibolo Valley Local Government Corporation (CVLGC), a collaborative effort of three cities seeking out water resources outside the Edwards Aquifer. Finally, I garnered $8 million for a road widening project through the Bexar County Metropolitan Planning Organization and in collaboration with the Texas Department of Transportation. As City Manager for the City of Jacksboro, Texas, my accomplishments included: increasing the City’s bond rating, securing a new landfill permit through TCEQ’s contested case hearing process, negotiating a resolution with TCEQ on contested wastewater permit and overseeing $3 million of repairs and upgrades to the City’s aging water/sewer infrastructure. In the same manner, I worked diligently with the County to coordinate the response to a 60,000 acre natural disaster with state and federal agencies, restructured an ailing Police Department and procured bonds for a new Police Department facility. Most significantly, I established a positive rapport with the community in the aftermath of substantial political strife and distrust of city government. Through these experiences, I have learned the key building blocks of long-term, efficient and effective local government services. First, ethical management of public resources is critical for development of public confidence. Second, an effective local government is only as good as its employees, its greatest asset. Empowering of City employees through educational and professional opportunities and creating cross-departmental collaboration is key to the achievement of long-term efficiencies. Dynamic leadership requires innovative thinking, effective communication skills, appreciation for diversity, a "can do" attitude and multi-tasking. These are just a few of the many, important characteristics that I bring to the City Manager position. Given my job experiences and education, I believe I would be an asset to the City of Atlantic Beach. It is my desire to assist the City in attaining its goals. Thank you for taking the time to review my qualifications. I would welcome the opportunity to talk with you in person. If you have any questions, please contact me at (940) 229-4321 (cellular). A copy of my resume is enclosed and I look forward to hearing from you soon. Sincerely, Shawna D. Burkhart Enclosures Shawna Dowell Burkhart Email Address: shawna.dowell@gmail.com 211 Firestone Dr. Cell Ph. # (940) 229-4321 Meadowlakes, TX 78654 EMPLOYMENT HISTORY and ACCOMPLISHMENTS City Manager March 2011 – April 2014 City of Converse, Texas Population – 18,198 Leadership & Maintenance of City Infrastructure:  Increased City’s bond rating by increasing General Fund reserves and strategic management of the City’s I&S tax rate.  Improved City’s financial position from a negative balance to a positive General Fund reserves through the use of budget cuts, implementation of Incode Financial Management Software and the development of an innovative approach to providing Employee Health Benefits that created significant cost savings with minimal impact to employees.  Provided leadership to the Cibolo Valley Local Government Corporation (CVLGC) to seek water resources outside the Edwards Aquifer, served as the CVLGC’s first president.  Garnered an $8 million road widening project for the City through the Bexar County Metropolitan Planning Organization.  Administered City’s Annual Operating Budget ($16M) for a fast-growing, full service city (including Water and Sewer utilities).  Managerial oversight of 160 full-time and part-time professionals in Police, Municipal Court, Fire / EMS, Building Inspections, Planning/Zoning, Public Works, Municipal Utilities (Water/Sewer), Parks & Recreation, Finance and Human Resources Departments.  Developed the City’s first Water/Sewer Capital Improvement Plan ($55M). City Manager March 2007 to February 2011 City of Jacksboro, Texas Population – 4,701 Leadership, Economic Development & Maintenance of City Infrastructure:  Secured landfill facility adjacent to Jacksboro which provides $50M in royalties to the City over the next 25 years for City operations. The landfill facility will serve Ft. Worth and several North Texas communities.  Administered City’s Annual Operating Budget ($9M) for a fast-growing, full service city (including Water and Sewer utilities).  Managerial oversight of 38 full-time and 2 part-time professionals in Public Works, Municipal Utilities, Police, Fire, Parks & Recreation, Finance, Human Resources, City Secretary, Municipal Courts and Airport Departments.  Managed $3M Capital Improvement Plan, including acquisition of new PD facility, rehabilitation of Wastewater Treatment Plant facility, Dam Management, and planning and design of new Water Treatment Plant facility City Administrator February 2006 – October 2006 City of Castroville, Texas Population – 3,027 Leadership, Economic Development & Maintenance of City Infrastructure:  Directed a comprehensive assessment of the City’s financial condition and development/implementation of a short term plan for full financial reconciliation and disclosure.  Administered City’s Annual Operating Budget and Capital Improvement Plan ($8M) for a fast-growing, full service city (including Electric, Water, Sewer and Gas utilities) adjacent to the city limits of San Antonio, TX.  Managerial oversight of 38 full-time and 7 part-time professionals in the Public Works, Muncipal Utilties, Police, Fire, Parks & Recreation Library, Finance, City Secretary, Municipal Courts and Airport Departments. Assistant to the City Manager November 2002 – January 2006 City of Bowling Green, Kentucky Population – 50,000 Leadership  Developed and administered City’s Annual Operating Budget, Capital Improvement Plan and Appropriations to Agencies ($84M).  Increased City’s bond rating from Aa2 to Aa3 by increasing General Fund reserves by $1 million and establishing a 15% reserve policy for City’s General Fund.  With the use of an intensive educational campaign and minimal public opposition, passed the first Occupational Tax and Net Profits increase in 30 years.  Facilitated cross-departmental collaboration on City-wide issues which included the development of nationally recognized Workforce Diversity campaign, Employee Healthcare Benefits, Merit Pay and implementation of a new pay plan. Expansion of City Services  Provided financial oversight of Police Headquarters expansion and renovation ($4.5M), Parks Community Center expansion and renovation ($5.5M), and Public Works – Operations division relocation, expansion and renovation ($2.8M)  Developed funding to hire 31 Police Officers over eight year period, 24 firefighters over seven year period and 12 staff positions for various departments.  Participated in various projects: planning of a new Performing Arts Center in downtown district, development of City’s Major Thoroughfare Plan and funding scenarios, assisted in KRS Chapter 99 Historic Downtown Bowling Green Revitalization Plan, I-65 planning and initial development of funding scenarios for new baseball franchise and facility. Budget and Management Analyst February 2001 - November 2002 City of San Antonio, Texas Population – 1,328,984 Leadership  Developed component parts of City’s annual budget ($1.2 B): Parks and Recreation Department ($125 M), Metropolitan Health District ($41 M), Public Library System ($27 M), Department of Community Initiatives ($29 M) and Delegate Agencies ($7M).  Developed budget reductions in excess of $5 million during $36 M and $42 M shortfall in FY 2002 and FY 2003.  Provided financial oversight for Proposition 3 – Edward Aquifer & Linear Creekways Land Acquisition and Development Initiative and the Better Jobs Initiative. Grants Administrator - July 1999 – January 2001 Off. of Research and Spons. Prgms Abilene Christian University  Managed budgets, financial reporting and compliance of 50+ grants from various federal, state, and private granting agencies.  Developed multiple institutional grant applications and garnered grant funds for development of ACU’s Distance Learning and Telemedicine Network.  Served as Adjunct Instructor. Institutional Development Officer August 1996 – June 1999 Southwest Texas Junior College  Developed 26+ successful grant applications garnering $5.5 million.  Managed budgets, financial reporting and compliance of 30+ grants for various federal, state and private granting agencies.  Garnered funds for Southwest Texas Network Consortium, a Distance Learning and Telemedicine Network of 22 school districts, 1 junior college, 2 universities and 4 regional hospitals. PROFESSIONAL DEVELOPMENT  Senior Executive Institute/LEAD training – University of Virginia  Training through ICMA, TCMA, TML, TMHRA & Kentucky League of Cities  Leadership Bowling Green & Team Bowling Green, Bowling Green Chamber of Commerce & City of Bowling Green  Citizen’s Police Academy & Fire Academy in Converse, Texas and Bowling Green, Kentucky PROFESSIONAL ASSOCIATIONS  Member, ICMA & TCMA  Past Member, Kentucky City Managers Association, Kentucky Government Finance Officers Association and Kentucky League of Cities COMMUNITY ORGANIZATIONS  Member, Northside Church of Christ, San Antonio, TX  Past Member - Lions Club  Past Member - Rotary Club International  Participant, Zambia Medical Mission serving 16,000 Zambians  Volunteer for Global Samaritan Resources HOBBIES  Bay fishing, tennis, swimming, hiking and cooking  Sponsor of a child at Cherokee Children Home EDUCATION Baylor University Master of Public Policy and Administration, December 1994 Abilene Christian University Bachelor of Arts – Political Science/History, December 1992 Thomas Ernharth Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Thomas S. Ernharth 628 Lopax Road • Harrisburg, Pennsylvania 17112 717.821.8537 (c) • ternharth@aol.com Salary: $85,366 Experience 2005 – Present Township Manager • South Londonderry Township, Pennsylvania 2000 – 2005 Township Manager • Penn Township, Pennsylvania 1990 – 2000 Director of Planning and Development • East Hempfield Township, Pennsylvania Planner/Analyst • East Hempfield Township, Pennsylvania Assistant Code Enforcement Officer • East Hempfield Township, Pennsylvania Educational Background Master of Public Administration Pennsylvania State University Bachelor of Geography Glassboro State College Association and Committee Membership Member, Pennsylvania Planning Association Member, Pennsylvania Association of Township Supervisors Background Information Thomas Ernharth currently serves as Township Manager in South Londonderry Township, Pennsylvania, a high growth community of 6,000 residents located near Hershey, Pennsylvania. In South Londonderry, Mr. Ernharth works with a three (3) member governing body, an operating budget of $4.6 million, a public works budget of $1 million and a staff of twenty-one (21) who oversee police, land use and public works operations within the community. The racial makeup of the Township as of the last Census was 96.2% White, 0.7% African American, 0.1% Native American, 1.7% Asian, 1.0% Pacific Islander, and 1.0% from two or more races. 1.8% of the population is Hispanic or Latino of any race. A native Pennsylvanian, Mr. Ernharth has also served as Township Manager in Penn Township, a smaller community and as Planning and Development Director in East Hempfield Township. In each step of his career, he has demonstrated positive career growth and assumed increasing responsibilities. In South Londonderry, in particular, he has helped the community resolve severe budget issues, aided in building undesignated fund balances and has added staff to meet service demands for the growing community. Mr. Ernharth has applied for the City of Atlantic Beach City Manager’s position because he is ready to move to a larger, more challenging community and work with a governing body which is continually looking forward. During our discussion, it was clear that he had studied the issues that are, or were, ongoing in the City. Justification for Recommendation Tom Ernharth is a mid-career professional who is enthusiastic and ambitious. He has planned his career carefully and now feels ready to move to a new challenge. He has strong skills in the planning and development area and has built strong budget and finance skills as well. Mr. Ernharth has built a strong relationship with his current governing body by delivering continuous, fair and equal communication to all members on a frequent basis. If selected to be City Manager in Atlantic Beach upon his arrival he would work to gain a better understanding of the community by being visible with citizens and civic and Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager business organizations, by meeting with elected officials, staff and public groups while reading all he could to gain a level of comfort with the community’s policies and procedures. While not in a coastal community, he has dealt well with natural disasters (flooding, tornadoes) in his current and past positions and understands emergency management planning and implementation processes well. If selected Mr. Ernharth also noted that he would work to update the City’s strategic plan. He is a quiet oral communicator and a sound written communicator and works to build the level of confidence of staff in their own abilities by assigning increasingly complex projects. This he feels builds their confidence and morale as they deal with greater responsibilities which in turn fuels their professional growth. He works well with citizens and the Township, annually, coordinates a public meeting which is attended by 200-300 residents to talk about progress in and direction of the community. He has adequate skills in preparation of budgets noting that his current community has had one tax increase in nine (9) years, during a period when the economy was not the best. While managing a smaller community it appears that Mr. Ernharth has the ability to step up to a larger community as a quieter, more measured but enthusiastic and professional manager. Thomas Ernharth was described by references as being intelligent, fair, outgoing, detail-oriented, and diligent. Referring to his management style, department heads noted that they appreciate that he seeks and accepts opinions from staff before making a decision. With the governing body, he takes suggestions well, is quite responsive, and provides good information. He works well with adjacent communities and forms strong partnerships; special mention was made regarding his ability to form relationships with state and federal organizations, which is helpful when the township needs information quickly. Mr. Ernharth is considered to be a good communicator, is able to easily and clearly discuss a wide range of issues, and is effective in breaking down complex issues into more easily understood parts. He is regarded as a manager rather than a leader; he is excellent at directing projects, and allows department heads to take the lead when they are the expert. His administrative skills were noted in the areas of budget preparation, and especially his ability to research and write successful grants. A professional accomplishment mentioned by one reference in this regard was receipt of a one-half million dollar grant for a park. He is considered to be a proponent of staff development, encouraging them to better themselves professionally. One weakness noted is that he desires too much to be liked by staff, and may not use his authority as manager with staff who are not performing to anticipated levels. References agreed that he performs well as a manager, he is committed to the community, and is well prepared to manage a more complex local government. Thomas Ernharth Work Phone (717) 838-5556 Cell Phone (717) 821 -8537 Email: ternharth@aol.com John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Dear Mr. Anzivino: 628 Lopax Road Harrisburg, P A 17112 August 6, 2014 I read with interest the employment opportunity for the City Manager position for the City of Atlantic Beach and would like you to consider my qualifications for this position. For the past twenty four (24) years, I have worked in local government within the Commonwealth of Pennsylvania and have a reputation for building strong community partnerships between the residents, local business owners and the municipality. In addition, I am proficient in the policies of land use, planning and zoning that will benefit the City of Atlantic Beach as it moves forward and continues to grow as a community. I currently manage South Londondeny Township, which is the fastest growing community within Lebanon County, Pennsylvania and has a population of 6,000 that is expected to double within the next ten (I 0) years. It also has a 2014 working budget of approximately $4.6 million and I am very much aware of the problems facing local municipalities. South Londondeny Township was in a tough financial position when I started with the Township in 2005 and had a hard time meeting payroll and in the 9 years that I have been in charge of the finances, I am proud to say that the Township now has a surplus of over a million dollars. In addition and during this time, we have also expanded the number of police officers and highway employees on staff. With the finances in order, this also allowed us the opportunity to shift our focus to other initiatives including the creation of the first Environmental Advisory Commission within the region and this has become a model for other communities. South Londonderry Township is located adjacent to Deny Township, which includes the Town of Hershey. Hershey is a major tourist destination because of the chocolate factory, amusement park and a 12,000 seat arena for concerts and an AHL Hockey Team. In addition, the Penn State Hospital in Hershey is currently undergoing a significant expansion as they branch out into research and development. All of these facilities within Deny Township are putting a lot of pressure on us in the form of population growth and traffic congestion. City of Atlantic Beach August 6, 2014 Page 2. I also have strong written and oral communication skills that have been developed over the years during my public presentations at township meetings, and since many of these meetings have occurred during the evening hours and on weekends, I am accustomed to working during the evening and odd hours. I have a strong passion for local government and the officials that serve on them because I believe that it is the most effective form of government that we have and is where the common citizen's voice has the most impact. With that said, this is why I believe that I will be a major asset to the City of Atlantic Beach because I will create and/or continue the strong partnerships that the City has fostered with the residents, other local communities and businesses in and around the community. Since I have been employed by South Londondeny Township for the last 9 years my salaoy has grown steadily from $59,000.00 in 2005 to my present salary of $85,366.00. I believe that the increase in my compensation is indicative of the success I have achieved here at the Township in meeting the goals and objectives that were established by the Board of Supervisors. As you can see from my resume and life experiences, I have the qualifications and enthusiasm to meet and exceed your expectations for this position. I look forward to meeting with you to fmther discuss my qualifications for this position and if you should need any additional information, please do not hesitate to call. Thomas S. Ernharth PROFESSIONAL BIOGRAPHY 628 Lopax Road, Harrisburg P A 17112 (C) 717-821-8537 email: ternharth@aol.com (w) 717-838-5556 Local Government Experience: SOUTH LONDONDERRY TOWNSillP, Campbelltown PA Present Township Manager 2005- • Managing the oversight and direction on any/all administrative functions of the Township. • Communicating, and representing updates for, zoning, community projects and debatable issues to the board supervisors and residents at monthly township meetings. • Follow up interviews and correspondence with media on as needed basis. • Supervising staff of eighteen (18) full-time employees. • Responsible for preparation and implementation of the $4.6 million municipal budget and the $1.0 million public works budget. • Coordinate and process all applications for Subdivision and Land Development approvals. • Research, apply and obtained grants for Township sponsored road improvement projects. PENN TOWNSHIP, Manheim PA Township Manager 2000 -2005 • Responsible for the oversight and direction of all administrative duties for the Township, including the Sewer and Water Authority. • Title of Zoning Officer, Code Enforcement Officer, Personnel Officer, Payroll Officer, and Pension and Hospitalization administration duties. • Supervisor for internal staff and managing of township functions. Education: PA NJ EAST HEMPFIELD TOWNSHIP, Landisville, PA 1990-2000 Directm· of Planning and Development 1994-2000 • Supervise all aspects of the Building Codes, Planning and Zoning Departments. • Provide testimony to the Zoning Hearing Board on all applications. • Coordinate roadway improvement projects initiated by the Township. Organize and attend the Planning Commission and Board of Supervisors meetings. • Applied for and obtained numerous grants to improve the infrastructure of the Township. Assisted in the development of the Township's Comprehensive Plan and Zoning Ordinance. Planner/ Analyst 1992 -1994 Assistant Code Enforcement Officer 1990-1992 Masters' Degree in Public Administration, 1994 Pennsylvania State University (Capital Campus), Middletown, Bachelors Degree in Geography, 1987 Glassboro State College (Rowan University ofNJ), Glassboro Memberships: Pennsylvania Planning Association Pennsylvania Association of Township Supervisors Continuing education in Pennsylvania, within various seminars, annually and quarterly through the Pennsylvania Association of Township Supervisors. Mark Kutney Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Mark A. Kutney 13627 Chatsworth Village Drive • Wellington, Florida 33414 561.601.4632 (c) • makutney_3254@mail.com Salary: $125,000 Experience 2011 – Present Town Manager • Town of Loxahatchee Groves, Florida 2007 – 2011 Deputy City Manager • City of Belle Glade, Florida Airport Manager • City of Belle Glade, Florida Emergency Manager • City of Belle Glade, Florida Acting City Manager • City of Belle Glade, Florida 1999 – 2007 Development Services Director • Town of Davie, Florida 1995 – 1999 Director of Growth Management • City of Hallandale, Florida 1991 – 1995 Community Development Director • City of Titusville, Florida 1984 – 1991 Planning and Development Director • City of Greenacres, Florida 1985 – 1991 Planning and Management Consultant, Diversified Planning Consultants • Lake Worth, Florida 1982 – 1984 Senior Planner, Current Planning Division • Department of Planning • Sarasota County, Florida 1977 – 1982 Assistant Executive Director • Department of Planning and Development • City of Wilkes-Barre, Pennsylvania Research Analyst • Department of Planning and Development • City of Wilkes- Barre, Pennsylvania Educational Background Master of Public Administration with Honors Florida Atlantic University Master of Regional Planning The Pennsylvania State University Bachelor of Arts in Urban Affairs Wilkes College (currently Wilkes University) Certificate in Public Sector Human Resource Management Certificate in Internal Investigations, Council on Education in Management in Association with the George Washington University, School of Business and Public Management Certificate in Process Management, University of Florida Leadership Development Institute Multiple Certificates, Emergency Management Institute Certificate of Achievement from the National League of Cities Emergency Management Training Program PER-284 Crisis Leadership for Local Officials NLCI Certified Planner American Institute of Certified Planners, Certification No. 4501 (AICP) Association and Committee Membership International City/County Management Association (ICMA) Florida City and County Management Association (FCCMA) Governing Board Chairman - Glades Utility (GUA) –Independent Governmental Authority American Planning Association (APA) American Institute of Certified Planners (AICP) Palm Beach City County Management Association Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Florida Chapter of the American Planning Association Society for Human Resource Management (SHRM) Florida Government Finance Officers Association (FL GFOA) Urban Land Institute (ULI) Background Information Mark Kutney is an experienced local government manager with over thirty- seven (37) years of progressively responsible experience in both Pennsylvania and Florida. A native Pennsylvanian he has worked in both planning and city management positions in Florida since 1985. The current Town Manager of Loxahatchee Groves in Palm Beach County, Mr. Kutney oversees operations of a community of just over 3,000 residents, with a budget of $1.6 million and a contract based staff that provides a full range of services; working with a governing body consisting of a Mayor and four (4) Council members. The racial makeup of the village is 74.25% white, 4.21% African American and 18.7% Hispanic or Latino In prior positions in local government, he has served as Deputy City Manager of Belle Glade, a full-service community of approximately 17,000 residents, serving as Acting City Manager for a two (2) month period in 2008; after the City Manager was removed due to budget difficulties and conflicts with the governing body. At the time, he chose not to be a candidate for the position because he did not feel he knew the City well enough, having only been there a few months. In Belle Glade, Mr. Kutney was responsible for coordinating the City Commissioners business items placed on the agenda, worked on development and implementation of several interlocal service agreements, guiding preparation and adoption of the City’s operating budget and serving as Airport Manager and Manager of Emergency Services. Mr. Kutney left Belle Glade because his position was eliminated due to budgetary shortfalls. Prior to becoming a local government manager or deputy, Mr. Kutney also served as a Development Director in several challenging communities (Davie, Titusville and Hallandale) and for a period of time as a planning consultant in the private sector. Mr. Kutney has applied for the City Manager’s position in Atlantic Beach because he is on a year-to-year contract with his current community and would like to return to a more traditional form of local government. He was well prepared for our discussion and well informed of the recent issues in Atlantic Beach which the Commission was grappling with including redevelopment of the Mayport corridor. Justification for Recommendation Mark Kutney is an experienced manager and local government professional who has experience working in a wide range of Florida communities. While having significant experience in the area of planning and community development, he has also broadened his skill sets to encompass those range of services found in a full service community. He has experience in working in coastal communities and has managed a variety of departments including a redevelopment authority. If selected as City Manager in Atlantic Beach his initial actions would be to get to know the elected officials and the staff and assess the strengths and weaknesses of those he would manage. He would also reach out to community groups to learn more about what the citizens’ needs and concerns are and would also immerse himself in reading the City’s ordinances, budget, plans and related publications to better understand the documented conditions of the City. Mr. Kutney is a strong relationship builder and is considered to be both fair and honest in dealing with those around him. He has worked in challenging communities and established relatively long periods of employment and is an Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager individual who leads staff by treating everyone the same and communicating the Commission’s goals and objectives to them frequently. He is a proponent of total quality management principles and works to empower employees as they go about their day-to-day jobs. He is a strong motivator of staff who recognizes that employees need positive recognition when earned. He serves as both a coach and mentor to employees and, while detail oriented, does not infringe upon the employees responsibility to manage the project assigned. As a former Development Director he is attuned to working with citizens and the development community and is a proponent of bringing citizens into the decision making process. He has good budgeting skills, is collaborative and is able to build a good vision for the community he serves. He is both an ICMA Credentialed Manager and an AICP planner indicating a strong commitment to professional development. References contacted indicated that Mark Kutney exhibits exceptional integrity and professionalism, having worked in some challenging communities and managed to steer a respected and professional course through and past them. Those contacted were highly enthusiastic about his experience, skills and abilities as a Manager and local government professional. It was noted that the places he has worked as a manager are cities and towns where he was not only the manager, but in some cases the finance director, human resources director and more importantly in Florida, planning director; providing him a strong understanding of Florida law and process. His leadership, staff management and staff development skills are reported to be excellent by those contacted. He is also said to be an excellent communicator in written form, an excellent public speaker and a well-organized and professional presenter. His work ethic, project management and collaboration skills are also rated as excellent by those contacted. His strengths are considered to be his diligence, integrity, sense of humor and humanity which he brings to the job daily. The only weakness that was noted had to do with his inability to close his door to prevent/manage interruptions. It was noted that Mr. Kutney is currently in the midst of a major development/economic development land-use controversy which was the subject of a referendum and is now a matter of litigation. He apparently pursued the project (a college) in a sound way. Only after the decision, a group of residents, who did not want a large development in the midst of their rural lifestyle, started a referendum movement to reverse a legitimate City Council land-use decision. His work with community and elected officials seems to reflect an effective and collaborative management style. There was no response that would cast doubt on his personal or professional standing from those contacted. Because many of his direct management positions were in smaller communities it was noted that he may not have experienced a significantly diverse work force mainly due to their size which is counterbalanced by his work as a Deputy City Manager in Belle Glade. February 25, 2014 Mr. John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Dear Mr. Anzivino: I recently saw your advertisement relative to the position of City Manager, City of Atlantic Beach, Florida and I would like to be considered as a candidate for this position. I currently serve as Town Manager for the Town of Loxahatchee Groves conducting general management services for the Town through a management company. I believe that I possess the knowledge, skills and abilities desired for this position and that makes me a solid fit for the position As you can see from my enclosed resume, I am an achievement-oriented manager with over thirty–seven years of experience (thirty-five plus years in a supervisory/management capacity) with local government (strong-mayor, city manager and county forms of local government). What it may not demonstrate is the emphasis I place on building an organization that is focused on quality improvement and customer service. This approach requires establishing an organizational culture that is empowered to make decisions and act with a “bias of action” for ensuring productivity, quality enhancement, and citizen satisfaction. In conjunction with this managerial philosophy, I bring an ability to solve problems quickly, to foresee potential problems, and implement strategies to avoid or resolve these matters in an anticipatory manner. I also have the skills and abilities to work effectively with all entities and the media. I believe my experience and knowledge has prepared me to deal with the challenges confronting Atlantic Beach. I am an experienced, knowledgeable, creative, enthusiastic and proactive individual that can provide leadership to the Atlantic Beach team. With this background, and my two Masters Degrees in Public Administration (with Honors from Florida Atlantic University) and Regional Planning (The Pennsylvania State University), I believe that I am the effective leader that the City of Atlantic Beach is looking to employ. Sincerely, Mark A. Kutney, AICP, ICMA-CM 13627 Chatsworth Village Drive Wellington, FL 33414 C (561) 601-4632 Mark A. Kutney, AICP, ICMA-CM 13627 Chatsworth Village Drive, Wellington, FL 33414-8956 H (561) 793-8512 C (561) 601-4632 W (561) 793-2418 makutney_3254@mail.com SUMMARY OF QUALIFICATIONS Over thirty- seven years of local government experience with thirty- five plus years in a supervisory/management capacity, and a proficiency in the following areas: o Growth Management o Economic Development o Customer Service o Strategic Planning o Labor Relations/Collective Bargaining o Budgeting/Capital Budgeting o Project Management o Human Resources o Media Relations o Grantsmanship o Emergency Management I am an ICMA Credentialed Manager and savvy leader with a commitment to the principles of Total Quality Management (TQM). Versed in managing change and specializing in dealing with high pressure/demand activities in local government. A dedicated team player with city (strong mayor and city manager forms of government) and county experience. PROFESSIONAL EMPLOYMENT EXPERIENCE Town Manager for the Town of Loxahatchee Groves. 2011-Present The Town of Loxahatchee Groves is located in central Palm Beach County and was incorporated as Palm Beach County’s 38th municipality on 6/23/06. The Town has a population of 3,173 (2012 BEBR estimate) and comprises 12.5 square miles. The Town conducts its activities as a contract service municipality and I serve as Town Manager conducting general management services for the Town through a management company. Specifically, these general management services include general administrative duties, Town Clerk, Finance; Planning and Zoning and Emergency Management. The Town also provides the following services through major contract vendors including: Law Enforcement and Fire Rescue via Palm Beach County; Solid Waste Management; Public Works; Code Enforcement; Engineering Services; and Building Services. A number of minor services are also provided including Special Magistrate, auditing and debris removal services. Accomplishments o I was presented with the Awards of Financial Reporting Achievement by the Government and Finance Officers Association of the United States and Canada (GFOA) for preparation of the Comprehensive Annual Financial Reports (CAFR) for Fiscal Year Ended September 30, 2011 and the Fiscal Year Ended September 30, 2012. o I successfully guided Palm Beach State College through the Comprehensive Plan process for the purpose of permitting the College to build their fifth branch campus along with associated commercial development in the town. o I was responsible for guiding the adoption of the 2012-2013 all funds budget through the Town Council with an approved reduction of 9.37 percent and a General fund reduction of almost 27 percent. o I led the efforts that implemented the conversion of the Town ‘s wireless computer system and replaced such with new computer hardware and software; creation of a new website; and through a forensic data recovery firm recovered one terabyte of electronic files that were deleted due to mismanagement of the previous management firms. o Implemented the Town’s first Capital Improvements Program and Budget. o Successfully guided the Town in the completion of the construction of the 148th Culvert Bridge Project and the OGEM treatment (Open Grade Emulsified Mix) of ¾ mile sections of North Road. o Monitored and directed Town recovery activities during Tropical Storm Isaac. Deputy City Manager for the City of Belle Glade, Florida 2007-2011 The City of Belle Glade is located on the southeastern shore of Lake Okeechobee and is the largest city within the greater glades area of Palm Beach County. The City has a population of 17,107 (2009 Florida BEBR estimate) and comprises 4.65 square miles. The City’s adopted total budget for fiscal year 2009-2010 is $18,168,426 and the City has 92 full time employees allocated throughout the various funds. The Deputy City Manager, works under the direction of the City Manager and acts as Chief Executive Officer during the City Manager’s absence. As Deputy City Manager, I served as a Chief of Staff for the City Manager, and I was responsible for review and coordination of City Commission business agenda items. I also served as the City’s Airport Manager and Emergency Manager. In addition to consulting and advising the City Manager about community/program needs, I was the Project Manager for several high profile projects including the Belle Glade Boat Lock Design and the Strategic Business Plan for Belle Glade Airport. I was also an appointed (by the Belle Glade City Commission) member of the Glades Utility Authority (GUA) Governing Board, an independent water / waste water service provider to the Glades area. This Board is responsible for all business decisions of the Authority’s 24 million dollar utility operation. In November, 2010 I was elected chairman of the GUA Authority Board by members of the Governing board. Resume of Mark Kutney (continued) Page 3 Accomplishments: o In conjunction with Palm Beach County Emergency Management, I coordinated the reviews, preparation and City Commission adoption of the Continuity of Operations Plan (COOP) for Emergency Operations. o I played an instrumental role in the review, negotiations, amendment and City Commission adoption of an Interlocal Agreement with Palm Beach County and the cities of Pahokee and South Bay to create the Glades Utility Authority. This agreement essentially transferred the City’s water and waste water services to an independent utility authority. o Assisted the City Manager with the successful negotiation and development of contracts to outsource the management of the City’s golf course and commercial campground/marina to separate management entities. o I handled negotiations with Palm Beach County for the creation of an Interlocal Service Boundary Agreement (ISBA) and in conjunction with this effort, prepared and developed a new application format, procedures, and requirements related to the City’s program for future annexation efforts. o I coordinated the successful adoption and the Florida Department of Community Affairs (DCA) notice of intent compliance finding for the EAR based amendment to the comprehensive plan. o I was responsible for guiding the adoption of the 2008-2009 budget through the City Commission as the Acting City Manager and coordinated the completion the 2005-2006 Audit/CAFR that was several years behind schedule. o On a continual basis, I was responsible for the successful review and coordination of all agenda reports and business items that were presented before the City Commission twice monthly. Acting City Manager for the City of Belle Glade, Florida September 3, 2008-November 2, 2008 I assumed the duties of Acting City Manager as a result of the City Manager being discharged. Development Services Director for the Town of Davie, Florida 1999 to 2007 The Town of Davie known for its open space system and western theme development has a population of over 90,000 and an area of 35.6 square miles. Responsibilities included: the administration and supervision of the Town’s Planning and Zoning; Building; Code Compliance; and Engineering Services Divisions. Was responsible for the management of eighty (80) employees and a total department budget of $8,923,309 (FY 06-07). The Department served as staff support to the Planning and Zoning Board, Site Plan Committee, Unsafe Structures Board, and Special Magistrate Code Hearing Process. Specific functional duties included: the development of the Comprehensive Plan and Long Range Planning Program; Development Review and processing of Development Related applications (i.e. rezoning, special permits, variances, site plan review and the like); code Resume of Mark Kutney (continued) Page 4 compliance process; permitting and inspections; economic development; special planning and design studies and various other functions. Accomplishments: o Successfully guided the preparation and adoption of the Town’s Housing and Transportation Elements Amendments to the Comprehensive Plan. Florida DCA found the Amendments in compliance. o Prepared, supervised and guided the adoption of the Griffin Road Corridor Zoning District. This project was a major planning and design effort resulting from condemnation of Griffin Road Right of Way and the increase of a two (2) lane section into six (6) lanes. o Successfully updated and revised staff planning reports to withstand legal challenges associated with Quasi-Judicial Hearings. o Updated and revised code compliance mitigation guidelines for fairness and equity. o Successfully guided the preparation of the Citizens’ Action Plan for the State Road 7 Corridor. o In conjunction with my Supervisory Management Team, developed and guided the preparation of the Development Services Department Strategic Management Plan. o Principal author of the Town of Davie Customer Service Guidelines. o Principal author and successfully guided the adoption of the Town’s Cost Recovery Program related to Development Review Applications. Director of Growth Management for the City of Hallandale, Florida 1995 -1999 Accomplishments: o Supervised the preparation of the City’s 1995 Evaluation and Appraisal Report (EAR) as required by Florida Statute. The South Florida Regional Planning Council review staff promoted the Report as a model for other cities to use. o Prepared, supervised, and implemented a City-wide improvement program-A Comprehensive Approach to Code Enforcement. o Successfully amended, reformatted and guided legislation adopting a Minimum Property Maintenance Occupancy Code through the City Commission. The Project had languished for over 8 years prior to my involvement. Community Development Director for the City of Titusville, Florida 1991-1995 Accomplishments: o Successfully completed the City’s Land Development Regulations and guided this legislation as well as City-wide Administrative Rezonings through the City Council. Resume of Mark Kutney (continued) Page 5 o Supervised the completion of Titusville Commons Parking Facility and Sylvan Park Community Center. o Guided the successful completion of the planning phases for the Space Walk of Fame Riverwalk Project. Planning and Development Director for the City of Greenacres, Florida 1984-1991 Accomplishments: o Successfully guided the passage of legislation that amended the majority of the Zoning Ordinance, initiated growth control measures and administratively rezoned the majority of the City. o During my tenure, was responsible for the review and site planning of over 1 million square feet of commercial and shopping center development. o Successfully completed the City’s Comprehensive Plan pursuant to the 1985 Growth Management Act. The Plan was completed almost entirely in-house. Planning and Management Consultant, Diversified Planning Consultants, Lake Worth, Florida 1985-1991 Owner of consulting concern specializing in planning and management services. Clients included the Town of Lake Clarke Shores and Kohl & Mighdoll. Provided services to Barker, Osha & Anderson, Inc. and Executive Management Consultants as a subcontractor. Scope of services included: Developing Comprehensive Plans; developing land development regulations; serving as an expert witness; and the development of planned agreements. Senior Planner in the Current Planning Division of the Sarasota County Planning Department 1982-1984 Assistant Executive Director for the City of Wilkes-Barre, Pennsylvania Department of Planning and Development 1978-1982 Research Analyst for the City of Wilkes-Barre, Pennsylvania Department of Planning and Development 1977-1978 SPEECHES AND PRESENTATIONS o Presentation on “Local Government and Private Consultants Working Together” at the 2007 Florida Planning and Zoning Association Annual State Conference. o Presentations on “Visions and Realities; Let’s Make a Deal” Rethinking Redevelopment in a Changing Market at the 2007 Broward Alliance Redevelopment Conference. Resume Mark Kutney(continued) Page 6 o Presentation on “Linking Land Use-Plans and Regulations” Classroom on Wheels seminar series, Sarasota Vocational Center. o Speech on “Small City Planner’s Perspective on Doing the Comprehensive Plan In- House” at the Florida League of Cities seminar on Comprehensive Planning-The Nuts and Bolts Problems. o Speech on “Architectural Review and Community Appearance Boards” at the Florida Planning and Zoning Association Annual Conference. o Numerous other presentations before various organizations bodies and social clubs. ADDITIONAL COMMUNICATION SKILLS Holder of 3rd class Radiotelephone Broadcast License through the Federal Communications Commission EDUCATION Master of Public Administration with Honors, Florida Atlantic University Master of Regional Planning, The Pennsylvania State University Bachelor of Arts in Urban Affairs, Wilkes College (currently Wilkes University) Continuing Education: The Certificate in Public Sector Human Resource Management The Certificate in Internal Investigations, Council on Education in Management in Association with the George Washington University, School of Business and Public Management Certificate in Process Management, University of Florida Leadership Development Institute Certificates from the Emergency Management Institute, FEMA in the following study courses: IS-00100.a Introduction to the Incident Command System, ICS-100 IS-00100.PWa Introduction to the Incident Command System ICS-100 for Public Works IS-00200.a ICS for Single Resources and Initial Action Incidents, ICS-200 IS-00700.a National Incident Management System (NIMS) and Introduction IS-00800.b National Response Framework, Introduction G-300 Intermediate Incident Command for Expanding Incidents G-400 Advanced ICS for Command and General Staff: Complex Incidents Certificate of Achievement from the National League of Cities Emergency Management Training Program PER-284 Crisis Leadership for Local Officials NLCI OTHER EDUCATION AND TRAINING Numerous Certificates and Educational Units obtained can be furnished upon request. Resume of Mark Kutney (continued) Page 7 PROFESSIONAL AFFILIATIONS o Governing Board Member- Glades Utility (GUA) –Independent Governmental Authority responsible for providing water/waste water services for the cities of Belle Glade, Pahokee, and South Bay, and the unincorporated areas of Palm Beach County (Glades area) 2009-2011. I was elected board chairman in November, 2010. o American Planning Association o American Institute of Certified Planners, Certification No. 4501 o International City/County Management Association (member number 247890) o Florida City and County Management Association o Palm Beach City County Management Association o Florida Chapter of the American Planning Association o Society for Human Resource Management o Florida Government Finance Officers Association o Urban Land Institute o Davie/Cooper City Rotary Club, member 1999-2007, Board of Directors member 2006- 2007 o Town of Davie, Elected member, Board of Trustees, Management & General Employees Pension, 2007 Robert Middaugh Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Robert Middaugh 6005 Richpress Drive • Williamsburg, Virginia 23188 757.634.2772 (c) • rcmj0629@outlook.com Salary: $174,900 (most recent) Experience 2010 – 2013 County Administrator • James City County, Virginia 2001 – 2010 Assistant City Manager • City of Miami Beach, Florida 1999 – 2000 Town Manager • Town of Davie, Florida 1992 – 1999 City Manager • City of Wheat Ridge, Colorado 1990 – 1992 Recycling/Solid Waste Consultant • New England area 1985 – 1990 Town Manager • Town of Watertown, Connecticut 1978 – 1985 City Administrator • City of Elk River, Minnesota 1976 – 1978 Personnel Director/Administrative Assistant • Town of Coon Rapids, Minnesota Educational Background Masters, Public Administration University of Colorado Bachelor of Arts Miami University Senior Executive Institute University of Virginia Association and Committee Memberships Credentialed Manager, International City/County Managers Association (ICMA) Board Member, Virginia Local Government Managers Association (VLGMA) Member, Virginia Association of Counties (VACo) Member, Virginia Municipal League (VML) Background Information Bob Middaugh is a veteran professional local government manager with over thirty-five years (35) of experience, including three (3) years as County Administrator in James City County, Virginia, nine (9) years as Assistant City Manager of Miami Beach and variety of other public and private sector positions in which he increased his experience and level of responsibility along the way. Mr. Middaugh is recognized as a Credentialed Manager by the International City/County Management Association (ICMA). For the most recent three (3) years of his career Mr. Middaugh served as County Administrator of James City County, a county of 70,000 residents adjacent to and surrounding the City of Williamsburg, Virginia. James City is a county which hosts over a million visitors per year and has developed a high level of services for its citizens. The County is a mixture of urban-suburban, residential and commercial areas surrounding the City of Williamsburg and maintains a strong rural base with agricultural production predominating the western section of the County. In James City County Mr. Middaugh managed a full-service county with a staff of 600 and a budget of $173 million with both urban and rural challenges such as agricultural preservation, and land conservancy and storm water utility development. James City is a county which also possesses well-defined and well thought-out land use policies, a strong civic engagement program and has worked to develop a sustainable economic base. Services provided by the County and in those other communities in which Mr. Middaugh served are similar to those provided in Atlantic Beach. Mr. Middaugh was separated from his position in James City County in November 2013 by a new, Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager very conservative Board which provided him no reason for his departure. In conversations with a long-term Board member who is a professor of public administration at William and Mary, he felt that Mr. Middaugh had served the County well and that the termination was politically motivated and without cause. Prior to serving in James City County Mr. Middaugh served as Assistant City Manager for the City of Miami Beach, Florida, a highly diverse community of 164,000 residents. In his prior position with Miami Beach, he had overall management responsibility for a range of municipal services including parks and recreation, public works, public safety code compliance and neighborhood services and capital projects. Mr. Middaugh’s interest in the Atlantic Beach Manager’s position stems from his current employment situation, a desire to return to Florida and maintain a coastal community and because of the City’s excellent reputation as a progressive area with a high quality of life. He believes that the Atlantic Beach Manager’s position and the community seem to be a good fit based on the variety of management experiences he possesses in both urban and rural communities. While he acknowledges that his technical strengths have been developed in the area of public works, as the chief administrative officer in other full-service localities he has acquired significant working knowledge of all aspects of local government. Mr. Middaugh describes his management style as open and participatory in which he delegates freely to department directors with the expectation that they will perform in accordance with their technical expertise and at a high level. If a director does not perform at a high level or experiences difficulties, he often serves as a coach and reestablishes the director’s goals if warranted. He considers himself to be a good listener who is easily accessible and approachable. He believes in focusing more on solutions rather than problems and takes a practical, common-sense approach to his management of the workplace, which he further described as fair and consistent with well-managed expectations, action-oriented and mission-driven. Mr. Middaugh noted that his short tenure as Town Manager in Davie, Florida, came about due to an ethical conflict with his elected body. According to Mr. Middaugh, he was directed by members of the Council to conduct an investigation of the Fire Chief and Deputy Fire Chief who had become very active politically within the Town. Following an extensive ten-month investigation, Mr. Middaugh concluded that the disciplinary action against the two individuals sought by several elected officials (termination) was not warranted and could not be justified. Some Council members insisted that he fire them anyway and he refused on the basis that it was unwarranted and in conflict with the ICMA Code of Ethics. Consequently, Mr. Middaugh was terminated. Information also exists that a community in Pennsylvania offered Mr. Middaugh a position and the governing body that made a job offer then defunded the position. Mr. Middaugh had not accepted the position and consequently there was no ethical violation, although a record exists that an offer was made and then rescinded. Mr. Middaugh is a good communicator, somewhat soft-spoken, but very articulate. He expressed his thoughts clearly and with conviction. He indicated that he is comfortable speaking to community groups and the media and relies on the elected body to determine the extent to which he represents the face of the organization. He maintains a customer service orientation and believes strongly that all employees are leaders to some extent and share in the responsibility to serve the public in a manner that is “more than good”. Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Justification for Recommendation Bob Middaugh is a solid, veteran professional manager with significant experience in a variety of different local government settings of comparable size and complexity to Atlantic Beach as both a manager and an assistant manager. He demonstrates a strong background in the public works arena, but also is very knowledgeable in other areas of local government including finance, land use planning, growth management, and dealing with the impacts of development on the community. He understands the dynamics of organizational management in a high-profile, high-pressure environment and respects the role of the staff in support of the elected leaders of the community. He demonstrates a broad range of relevant experience in developing, maintaining and enhancing regional partnerships, as well as public-private partnerships for effective and efficient service delivery. Though somewhat soft-spoken, Mr. Middaugh is thoughtful and articulate and is able to convey his thoughts clearly and thoroughly. If selected as City Manager in Atlantic Beach he would work to develop a close working relationship with the Mayor and Commissioners, both on an individual and collective basis, believing that to manage effectively he has to fully understand the Commission and learn to think like the governing body he serves. Mr. Middaugh maintains his distance from interjecting personal opinions into issues and discussions and appears to be fully supportive of the governing body’s adopted policies. He works collaboratively with other local governments and is a manager who prefers to work collaboratively with others. He works well with public finance and has a collaborative style of developing annual budgets seeking out the governing body’s opinions at a pre-budget retreat or work session. References described Bob Middaugh as being a very professional manager who is candid, honest and straightforward. References said that he a “straight shooter” who “calls it like he sees it” and is very knowledgeable with facts before bringing forward a recommendation. Individuals contacted also noted that while he was straightforward in his approach to responding to questions that he did so in a non-offensive manner and was flexible in changing his views based upon new information being provided. He is said to work well under pressure and will rely on facts to support his position on an issue, as opposed to opinion. He is said to be a good listener who seeks and uses input from others to help reach conclusions. He is considered to be an effective presenter who is highly capable of presenting his organization’s position without a flashy style. While visible in the community he was noted to be very low-keyed at public events and an individual who avoids upstaging the elected officials he serves. Mr. Middaugh was viewed by those contacted as a fair manager who did not get involved in political discussions and was viewed to be a principled professional. Those contacted indicated that he managed staff well and was able to focus staff on developing a more professional approach to customer service and service delivery. One noted that he followed a long-term, popular County Administrator in James City County and that Mr. Middaugh was patient and deliberate in making changes to processes and procedures and did so only after he had thoroughly analyzed the need for a change. August 13, 2014 The Honorable Carolyn Woods Mayor C/o John Anzivino Springsted Incorporated Via electronic submission Dear Mayor Woods, Enclosed (attached) please find my resume in application for the position of City Manager for the City of Atlantic Beach. I am an ICMA credentialed Manager with 35 years of experience in local government service, 23 years of which have been at the Manager level. I have had the opportunity to work in five different regions of the country, which has afforded me a broad understanding and depth of experience in governmental operations and experience in balancing the needs of many different groups and interests. My most recent position was as the County Administrator of James City County, Virginia, where I served for three years in this growing and full service county. James City County is a blend of urban and rural areas and the community expects and receives a high quality of life. During my tenure the County moved to a values based leadership model through which we were able to deliver service enhancements while conservatively managing our resources. My experience in Virginia is more extensive than either a City or County Manger in other states, as Counties and Cities in Virginia are independent of each other. All locals governments in Virginia are expected to provide both County and City services to their communities. My previous position was as an Assistant City Manager in the coastal tourism destination community of the City of Miami Beach, Florida. I served in this capacity for nine years and was assigned a portfolio of departments to oversee on behalf of the City Manager. My portfolio varied slightly over my tenure but eventually included most of the operating departments of the City. My assigned portfolio of departments typically exceeded 1,000 employees. Throughout my career, I have strived to improve upon my leadership skills. I have been successful in helping to create high performing organizations that have a culture of collaboration, inclusiveness and a team orientation rooted in ethics and integrity. Employees in my organizations are innovative problem solvers and focused on constant improvement. I believe that my combination of skills and experience would allow me to succeed in the City Manager’s position. I look forward to the opportunity to meet and discuss my interest in serving you and the community as your next City Manager. Sincerely, Robert C. Middaugh Robert C. Middaugh Resume Summary 6005 Richpress Drive, Williamsburg, VA, 23188 Home phone, 757-903-2981 Cell phone 757-634-2772 E-mail rcmj0629@outlook.com Personal: Married 40 years, 3 children, 5 grandchildren Leadership Style: Ethics and value based, inclusive, approachable, customer and team oriented, creative and open Demonstrated Skills and Expertise  Successful organization leadership • Citizen participation and involvement  Ethics • Strategic planning  Communication • Financial management  Consensus and team building • Creativity  Customer service • Problem solving Work History County Administrator, James City County, VA 2010-2013 A Hampton Roads community, home to Jamestown, Busch Gardens and Anheuser Busch brewery. Community is a blend of rural and urban uses. Population 70,000, 600 staff, budget $173,000,000. Assistant City Manager, City of Miami Beach, FL 2001-2010 Tourism destination community, average daily population 164,000, assigned portfolio budgets $201,000,000, assigned portfolio staff 1,100. Management Consultant 2000 Consulting to City of Pembroke Pines, FL, population112,000. Town Manager, Town of Davie, FL 1999 Broward County community, population 78,000, home of large edu- cation complex, budget $60,000,000, staff 600, five member Council City Manager, City of Wheat Ridge, CO 1992-1999 Suburban Metro Denver community, population 32,000, budget $30,000,000, staff 198, nine member Council Recycling/Solid Waste Consultant 1990-1992 Primary client, a regional solid waste/recycling agency in central CT Town Manager, Town of Watertown, CT 1985-1990 Suburban community in NW CT, population 21,000, budget $15,000,000, staff 140, nine member Council City Administrator, City of Elk River, MN 1978-1985 Free standing rural community NW of Minneapolis, population 7,300, budget $3,000,000, Staff 40, five member Council Personnel Director/Administrative Assistant, Town of Coon Rapids, MN 1976-1978 Education Bachelor of Arts Degree, Miami University, Oxford, Ohio, 1974 Master of Public Administration, University of Colorado, Boulder, Colorado, 1976 Credentialed City Manager, International City/County Management Association 2004 Senior Executive Institute, University of Virginia, 2004 Various professional conferences/seminars/courses Robert C. Middaugh Page 2 of 4 Robert C. Middaugh Resume Detail Work Experience County Administrator, James City County, VA, 7/10 to 11/13. Chief Executive for this growing full service County. Terminated with no explanation provided. County Services Include:  Police, Fire (career and volunteer), Parks and Recreation, Development Management (Planning, Zoning, Engineering, Building Permits), Financial Management, Human Resources, Water and Sewer Utility, General Services (Capital, Fleet, Solid Waste, Recycling, Building and Grounds Maintenance, Storm water), Community Services (Social Services, Housing and Community Development, Cooperative Extension, Satellite Services) Economic Development, Communications and Constitutional Officer Services. Accomplishments:  Two AAA bond ratings  Lowest per capita spending since 2005  Multiple award winning Departments  Growth of local tourism through sports and special events  Expanded/refined the County Enterprise zone to leverage investment and to create over 171 jobs  Developed a three jurisdiction new business incubator managed by the College of William and Mary  Participate in multiple joint services agreements to save tax dollars  Award winning Library  Historic and agricultural land preservation  Extensive citizen engagement  Significant leadership training and development for staff  Construction of significant capital projects including; County buildings, School refurbishments, Sewer, water and storm water projects  Constructed a County owned fiber optic loop that connects all County facilities, all Schools and other regional institutions for voice and data services Assistant City Manager, City of Miami Beach, FL, 4/01 to 7/10. Responsible to supervise an assigned portfolio of departments and special projects on behalf of the City Manager. Experience and accomplishments within assigned departments includes: Assigned Departments:  Supervision of a portfolio of departments that included, Police (530 employees, $80,800,000 operating budget), Fire (306 employees, $49,800,000 operating budget), Parks and Recreation (195 employees, $31,000,000 operating budget), Parking (117 employees, $31,300,000 operating budget) and Fleet (21 employees, $8,700,000 operating budget)  Previous Departments supervised included Public Works (Sanitation, Water, Sewer, Storm Water, Property Management, Streets and Street Lighting, Engineering and Transportation), Neighborhood Services (Code Compliance, Housing, Community Outreach, Homeless, Children and Elder Affairs) and the Capital Improvement Office. Accomplishments:  Lead staff member in a multi department citywide cleanliness initiative that developed a process and measurement tool to assess performance and improved cleanliness citywide. The initiative received first place in both regional and State competitions for quality assurance and competed as the only City team at the international meeting of the American Society for Quality Assurance  Assisted with the creation of and supervised the Capital Improvement Office developed by the City to manage all construction associated with voter approved Bonds. Significant capital improvements completed, including, Recreation Center, outdoor pool, parks renovations, golf course renovation, roads, water, sewer and storm water, public buildings, Fire stations and an EOC  Developed Parks and Recreation Department to be an award winning agency providing expanded quantity and quality of programs for the community  Extensive resident and business outreach and involvement on services and quality of life concerns Robert C. Middaugh Page 3 of 4  Emergency Management Coordinator and lead staff member during the 2004/2005 hurricane seasons  Led City efforts to convert overhead electric lines to underground lines for 3 neighborhoods  Worked with Miami Dade County and the Corps of Engineers to complete beach erosion projects and an experimental sand retention structure  Negotiated the successful “Local” bus shuttle agreement with Miami Dade County, improving service and saving approximately 1 million per year from past electric bus operations  Primary instructor for presentations/classes on ethics and the form of government to the City Employee, the Neighborhood Leadership and the City Employee Leadership Academies  Negotiating contracts with vendors for two sustainability initiatives, shared cars and shared bicycles  Coordinating a comprehensive energy audit and alternative energy generation feasibility study  Developed recycling program for multifamily buildings and public areas  Senior staff member on City team granted the “All America City” award Management Consultant, 11/00 to 4/01. Provided organizational and programmatic review of the Community Services Department (including a 192 unit senior housing project and a senior center providing services such as transit, day care, counseling, meals and recreation) and elements of the Finance Department for the City of Pembroke Pines, population 112,000. Town Administrator (Town Manager), Town of Davie, FL, 7/99 to 8/00. Manager for this full service and rapid growth community of 78,000. Town includes the Nova Southeastern University campus and Broward Community College. Terminated for declining to violate the City Charter and the ICMA Code of Ethics. Experience included:  Development of a community forum for issue discussion and participation in government  Development and implementation of customer service training and philosophy for all employees  Development of first community bus shuttle service  Negotiation of Police and Fire Department labor agreements  Implementation of construction program for 12 million dollar park improvement program  Provided stability and improvement in employee morale for organization in turmoil City Manager, City of Wheat Ridge, CO, 3/92 to 7/99. Manager for this suburban Denver community of 32,000 residents. Experience included:  Budget management that created a 20% fund balance, a multi-year equipment and capital improvement program and no long term indebtedness  Completed first strategic plan, utilizing broad community involvement  Successful revitalization of existing commercial and industrial areas  Initiated successful citizen communication and civic participation program  Developed and implemented a customer oriented service philosophy  Developed and implemented a successful employee compensation and appraisal system  Succeeded in obtaining voter approval for two special tax measures, one for Police facilities and one for capital enhancement and code enforcement at multifamily units and hotels  Organized and directed the process to obtain voter approval for a 13 million dollar multi-purpose recreation center  Developed and implemented a comprehensive neighborhood traffic management program  Participant in several multiple government cooperative service agreements  Established community’s first housing rehabilitation Community Development Block Grant program Recycling/Solid Waste Consultant, 5/90 to 3/92. Senior level consultant to various government clients in the New England area, including a Connecticut regional solid waste agency. Experience included:  Project management, including responsibility for client satisfaction, work quality and project expenses  Provision of senior level technical assistance to clients on a variety of solid waste issues, including recycling program design and implementation, facility design and program economics  Assistance with client regulatory compliance on issues including facility permitting, siting and land use. Robert C. Middaugh Page 4 of 4  Evaluation and negotiation of client vendor contracts for facility construction and operation Town Manager, Town of Watertown, CT, 2/85 to 5/90. Manager for this full service community of 21,000 residents in Northwest Connecticut. Experience included:  Completion of strategic plan for economic growth and development  Negotiated cost saving labor agreements with three employee unions without the need to resort to State mandated binding arbitration  Developed and implemented employee classification, compensation and evaluation systems  Initiated an employee service excellence program  Negotiated long term water supply and sewer disposal agreements with adjacent Cit y  Coordinated Town activities to comply with State mandates for solid waste disposal and recycling  Extensive work in planning, financing and construction of major capital improvements including water and sewer projects, roads, school construction and public buildings  Prepared and implemented budget with a 9% reduction in expenses with limited service impacts to address revenue downturn City Administrator, City of Elk River, MN, 7/78 to 2/85. First Administrator for this newly consolidated City and Township of 7,300 residents northwest of Minneapolis. Experience included:  Development of all initial operating and support systems and procedures  Extensive land use planning and capital improvement planning in this fast growth 44 square mile community  Development of a joint public/private economic development promotion program  Development of a Code of Ordinances, including zoning and subdivision regulations  Represented City in all labor relation matters including contract negotiation, mediation and compulsory binding arbitration Administrative Assistant/Personnel Director, City of Coon Rapids, MN, 3/76 to 7/78 Education  Master of Public Administration, University of Colorado, Boulder, Colorado, 1976  Bachelor of Arts, Miami University, Oxford, Ohio, 1974  Credentialed City Manager, International City County Management Association (ICMA), 2004  Senior Executive Institute, University of Virginia, Darden School, 2004  Various professional courses in: ♦ Supervisory Practices ♦ Economic Development and Capital Project Financing ♦ Citizen Participation ♦ Environmental Regulation and Compliance ♦ Facilitation and Mediation ♦ Transportation and Traffic Management ♦ Emergency Management ♦ Budget and Performance Measurement  Professional Conference Attendance Professional Affiliations  Member, ICMA, 35 years  Board Member, Virginia Local Government Managers Association  Member Virginia Association of Counties  Member, Virginia Municipal League Patrick Salerno Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Patrick G. Salerno 4420 Anderson Road • Coral Gables, Florida 33146 954.616.9104 (c) • PGSalerno@aol.com Salary: $190,000 Experience 2009 – 2014 City Manager • City of Coral Gables, Florida 1990 – 2008 City Manager • City of Sunrise, Florida Assistant City Manager • City of Sunrise, Florida 1987 – 1989 County Manager • Cobb County, Georgia 1985 – 1987 County Manager • Chatham County, Georgia 1980 – 1985 Assistant County Manager • Volusia County, Florida 1975 – 1980 Various Management Positions • City of Oklahoma City, Oklahoma Management Intern • City of Oklahoma City, Oklahoma Educational Background Master of Public Administration University Of Oklahoma Bachelor of General Studies, Major in Politics and Public Affairs University of Miami Association and Committee Membership None listed Background Information Pat Salerno is a seasoned City Manager with both city and county management experience in and out of the State of Florida. Until April of this year he served as City Manager of Coral Gables, a full service community of 50,000 residents. He resigned in Coral Gables after conflicts with some Council members over his dealing with some department heads and an allegation that his management style was too hard changing. Upon his arrival in Coral Gables, Mr. Salerno dealt with significant financial issues and, with strong financial management, turned a negative financial position for the City into a positive one, with the City growing its undesignated General Fund Balance from $4.5 million to $29 million during his tenure. In Coral Gables, Mr. Salerno worked with a five (5) member City Commission in a community which housed a major university and managed a full service City with over 800 employees and a budget of $195 million. In Coral Gables he was also instrumental in working with the Commissioners in developing and implementing a Neighborhood Renaissance Program, which focused on neighborhood improvements. When he resigned as City Manager in April, he was presented a key to the City for his efforts and received numerous recognitions from several associations and other organizations. Mr. Salerno also served as City Manager of Sunrise, Florida for a period of eighteen (18) years during a period of significant growth and change in the City. In Sunrise, he worked with a five (5) member Commission, managed a staff of 1,300 full and part-time employees and accomplished a great deal in the area of economic development with the location of the BB&T Center, a multi-use development and development of an urban village counting as major accomplishments. In addition, he was also successful in ensuring that numerous neighborhood revitalization and community facility improvement projects were carried out improving the quality of life in the community. During his career in Sunrise, he was also recruited to serve as City Manager in Wichita, a position he originally accepted but did not report to because of conversations he had with Wichita area officials after his acceptance, resulting in a censure Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager from ICMA. Mr. Salerno, while having a focus on larger communities during his career, has applied for the City Manager’s position in Atlantic Beach because he feels he has the ability to adapt to and lead staff in a smaller community equally well and was prepared to do so. During our conversation, it was apparent that he had observed Commission meetings online (observing both Commissioners and staff), was aware of recent issues in the City (Police Department expansion, human rights ordinance discussion and adoption) and felt that issues were discussed in a professional manner, but in some cases could have been moved forward more quickly with more detailed information being provided at the front end of the process. He also noted that he was impressed by the quality of Atlantic Beach staff as he observed the meetings indicating that for a smaller City that they appeared to be well-prepared and highly professional. Justification for Recommendation Pat Salerno is an experienced, hard-working City Manager who has significant economic development, neighborhood revitalization and financial management accomplishments which he has helped plan for and implement during his career. He sets high expectations for staff and is service oriented. He is passionate about delivering a quality product or service to the community, deeply caring and believes in building a better quality of life for the community he serves by meeting with the Mayor and Commissioners individually to establish relationships and learn about each elected official’s personal objectives so that he can help the City form clear objectives. If selected as City manager he would also ask the Commission to revisit the City’s strategic plan so that it may be updated. Mr. Salerno also indicated that he would initially meet with staff and key leaders of the community to gain their perspectives on City operations and the City’s needs. In addition, he noted that he would work hard to establish relationships with other local governments and organizations in the area to best gain an understanding of existing and potential partnerships and relationships. Mr. Salerno’s prior experience involved work in a consolidated government which could be valuable to the City as the City continues its relationship with nearby local governments. Mr. Salerno has excellent oral and verbal communication skills and is clear and concise in both his writing and oral discussions; enjoying his work with citizens and the community. References described Pat Salerno as being accessible, straightforward, honest, loyal, forthright, a problem solver, extremely intelligent, a person with great vision and the highest sense of integrity. His management style is termed professional and empowering; he is known for his ability to hire high caliber managers, expecting as much from department heads as he does himself. He is considered to be effective and demanding, setting high standards and expecting good results. With the elected body, he is respectful and cognizant of his position, provides good information, and, as noted by one elected official, he is the “utmost protector of the brand and the Commission.” References were particularly forthcoming about Mr. Salerno’s ability to build partnerships, with all noting a great accomplishment in his ability to repair a long-standing negative relationship with the University of Miami, which is within the City limits of Coral Gables. Mr. Salerno was responsible for negotiating an agreement that brought millions of dollars in development fees to the City. His communications skills are considered to be excellent; he is known for his ability Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager to craft the right message, develops a great relationship with the press, and is good at understanding and conveying what the community wants. He is considered to be both a leader and a manager, described as a “visionary who is involved with and is detailed in execution.” Professional accomplishments mentioned include: the agreement he negotiated with the University of Miami; major economic development initiatives in the City of Sunrise; and refinancing of debt in Coral Gables saving an estimated $22 million over the life of the bonds, which was used to fund the Neighborhood Renaissance Program which involved improving streetscapes. He is known for hiring excellent professionals, and is very supportive of education and personal growth among staff. His strongest skills are in the area of budget and finance, and he is well known for his economic development acumen. Weaknesses mentioned were that he works much too hard and too long; another, that he at times spends too much time producing a “perfect product” before moving it to the elected body, but that he has the interests of the community at heart. References were unanimous in their regard for Mr. Salerno, referring to him as a dedicated public servant, committed to improving the quality of life in his community, and an ‘incredibly effective manager.’ August 25, 2014 Patrick G. Salerno 4420 Anderson Road Coral Gables, FL 33146 (954) 616-9104 (cell) PGSalerno@aol.com Mr. John A. Anzivino Senior Vice President Springsted, Inc. 1564 E. Parham Road Richmond, VA 23228 Dear Mr.Anzivino: Please accept the attached resume as my expression of interest in the City Manager position for Atlantic Beach. I have reviewed the position profile and feel I would be a strong candidate. Until recently, I held the position of City Manager for the City of Coral Gables, a historic, pedestrian-friendly, coastal community that is the premier city in South Florida and recognized for providing a superb lifestyle for its residents. The City has developed a reputation for progressive management, financial stewardship and planning that has become a model in the South Florida region, as more fully outlined in my resume. This includes planning for the community’s interdependent needs in a sustainable way such that future generations benefit from the actions taken now. I am an inclusive and communicative leader with a collaborative management style. I have been a successful manager because I recruit, retain and empower high performing employees with the right tools, resources, training and responsibility to do their jobs. Furthermore, departments are professionally managed within a culture of continuous self-assessment and improvement. We have been a mission-driven organization where staff shares a sense of pride, passion and commitment to the community. During my tenure, I have been accessible to residents, participated in community activities and developed successful partnerships with other local governments and the business community. Coral Gables has been recognized as one of America’s “Top 10 Cities to Live Well” by Forbes magazine, “Six Most Beautiful Cities” (population 150,000 or less) by Rand McNally/USA Today, and one of the “Most Successful Walkable Suburbs” by the Wall Street Journal. HGTV also named it one of America’s “Top 10 Dreamiest Places to Live,” and as one of America's "Top 10 Romantic Cities" by Livability.com. In a competition held in China in December 2013, the City was named one of the "Top Five Most Livable Communities in the World", in its population category (20,000 - 75,000) by the United Nations-backed International Awards for Livable Communities. In addition, the University of Miami (UM), one of the nation’s leading research universities, is located in the City. UM is ranked 47th by U.S. News & World Report among the top- tier institutions in the U.S. and the highest ranked in Florida. Prior to Coral Gables, I served 17+ very successful years as City Manager of Sunrise, Florida. During my tenure, the City became a major entertainment-corporate-retail destination in the State, while maintaining the heart and soul of a small town. Its major August 25, 2014 Page Two Page Two corporate park is the largest in South Florida and the sixth largest in the State of Florida. The City also hosts a large number of visitors, who visit the fourth largest shopping mecca in the country and attend events at the BB&T Center, the second largest arena in the country. The BB&T Center is home to the Florida Panthers of the National Hockey League, and consistently a top 15 worldwide venue in ticket sales. In addition, Business Week magazine ranked Sunrise among Florida’s top three cities for families. Earlier in my career, I managed a county known for its broad economic base. My experience in Cobb County, Georgia, furthered my working knowledge of the importance of economic development in maximizing a community’s standard of living. Cobb County, located immediately adjacent to the City of Atlanta, was the 10th fastest growing county in the country during my tenure and home to more than 400 national and international headquarters. The challenge, in part, became marshaling such growth to avoid a decline in the quality of life that first attracted corporations to it. Few could doubt that developing Cobb County’s economic development partnerships between the public and private sectors (which are critical to creating that “can’t lose” feeling of entrepreneurship) was one of the most challenging jobs in the nation. The Wall Street Journal predicted that the area would rank No. 1 in the country for job growth in the 1990’s. I have also managed communities with a distinctive character, including one that is rich in history and natural beauty. My experience in Savannah, Georgia, a community with the largest urban historic district in the nation, gives me a working knowledge of the importance of a community’s heritage in making decisions about its future. Because of its history, beauty and abundance of architecturally significant buildings, set under giant live oaks hung with Spanish moss, the Savannah area attracts tourists from around the country and from around the world. In closing, this position offers me the fresh challenge of making a meaningful contribution to a special community known for its sense of place, character and values. I am goal-oriented, self-motivated and the consummate team player. I will bring my enthusiasm, energy, commitment and customer service focus, along with my record of accomplishment, fiscal restraint and accountability to the position. My desired salary is negotiable and would be within the community's comfort range. I would welcome the opportunity to meet with the Mayor and Commissioners to discuss the position and my ability to meet their needs. I look forward to hearing from you. Sincerely, Patrick G. Salerno PATRICK G. SALERNO 4420 Anderson Road Coral Gables, FL 33146 PGSalerno@aol.com (954) 616-9104 1 of 711 . SUMMARY OF BACKGROUND Experience in various positions with increasing management, planning, economic development, labor relations, financial problem solving and decision-making responsibilities: City Manager, City of Coral Gables, Florida, from 2009-2014. City Manager, City of Sunrise, Florida, from 1990-2008. County Manager, Cobb County, Marietta, Georgia, from 1987-1989. County Manager, Chatham County, Savannah, Georgia, from 1985-1987. Assistant County Manager, Volusia County, Daytona Beach, Florida, from 1980-1985. Progressively responsible management positions with the City of Oklahoma City, Oklahoma, from 1975-1980. EXPERIENCE 4/09 - 4/14 CITY MANAGER, City of Coral Gables, Florida, (pop. 50,000) Served under a five- member city commission elected at large. The City Manager is the chief executive officer and accountable to the Mayor and Commissioners for the proper administration of the City’s affairs. The City is a historic, pedestrian-friendly, coastal community. Coral Gables, The City Beautiful, stands out as a rare pearl in South Florida. Early city planners and visionaries were influenced by the esthetics of the City Beautiful Movement that swept across America in the early 1900’s. Inspired by the works of landscape architect Frederick Law Olmstead, who designed New York’s Central Park, The City Beautiful Movement encouraged the use of wide tree-lined avenues, monumental buildings, winding roadways, green space, plazas, and fountains. All these elements of style have been and continue to be incorporated throughout the city. The downtown is vibrant and active, with an abundance of boutiques, retail shops and more than 110 restaurants – all within walking distance of the central business district. The city is considered one of the premium office markets in South Florida, with approximately 11 million square feet of office space. Coral Gables was designed to be an international city and is home to 21 consulates and foreign government offices and approximately 140 multi-national corporations. It is also home to a myriad of cultural venues, including galleries, theaters, cinemas, museums, and concert settings, which attract visitors from around the region and beyond. Coral Gables is a growing full- service city with approximately 800 full-time employees and an annual budget of approximately $195 million. The assessed value of property in the city is $14 billion. Listed below are a few of the major programs/projects that I have implemented or overseen: ¥ Through prudent fiscal policy and management, the budget for 2013-2014 reduced the property tax millage rate for the third consecutive year. It's the first time in more than 20 years a three-year rate reduction has taken place. ¥ The City has been able to establish healthy fund balances in its various funds. For example, the unreserved and undesignated general fund balance has grown from $4.5 million during my first year to approximately $29 million today. ¥ Developed an unprecedented course of action for the city called the Neighborhood Renaissance Program. This $27.5 million, five-year program consists of 17 projects focusing on neighborhood recreation, community facilities, streetscapes and landscaping, street resurfacing, traffic calming and historic preservation. The City Commission approved the refinancing of the city’s variable rate debt at favorable fixed rates and provided new funds to implement the program without increasing the city’s annual debt service payments. 2 2 RECOGNITION 12/90 – 1/08 ¥ The City has an organic and historic main street that is the heart of the community and experiencing competitive economic challenges from neighboring sub-markets in Miami. I developed a comprehensive financing plan for $20 million in streetscape/beautification improvements that had eluded the city, as neither the residents nor merchants wanted to pay for it. A detailed plan to establish a special assessment for the business community to contribute toward the financing as well as the city has been presented and is proceeding. ¥ Successfully facilitated and encouraged an international developer to acquire and develop a new mixed-use project on an assembled seven-acre parcel in the downtown. The developer's plan includes a five-star hotel, class A+ office building, ultra-luxury retail, spa and restaurants, as well as magnificent condominium and townhouse residences. The total project value is anticipated to be $500+ million. An economic impact study of the effect of this project on properties within a half-mile radius determined residential values would increase by approximately 10 percent. Form-based zoning is being introduced in order to bring this world-class development to the City, which will continue to add to the cache of the Gables. ¥ Negotiated a 20-year development agreement with the University of Miami that includes paying the city $22 million over the term of the agreement, and provides for orderly development of the University, while enhancing the protection of adjacent neighborhoods. The agreement also provides free tickets for residents to football, basketball, and baseball games, concerts, lectures and other cultural events sponsored by the University. Such an agreement had eluded the City and University for approximately 15 years. Recipient of a "Key to the City" presented by the Mayor in recognition of my dedicated service to the city, in April 2014. Recipient of an award from the Gables Good Government Committee in honor of my service as city manager. Recipient of the "Outstanding Community Service Award" from the Gables by the Sea Homeowner's Association "in recognition of my openness, responsiveness and sense of community that makes Coral Gables such a world-class city", in March 2013. Honored to have the University of Miami name its onion ring appetizer at a popular, on- campus restaurant "SalernOrings" after me in January 2014. Salary $190,000 CITY MANAGER, City of Sunrise, Florida, (pop. 90,000) Served under a five- member city commission elected at large for overlapping four-year terms. The City Manager is the chief administrative officer and accountable to the Mayor and Commissioners for the proper administration of the City's affairs. The City of Sunrise is a growing full-service city with approximately 1,300 employees (1,000 FT & 300 PT/Temp) and an annual budget of approximately $380 million. During my tenure, the City became a major entertainment-corporate-retail destination in the State, while maintaining the heart and soul of a small town. Its major corporate park is the largest in South Florida and the sixth largest in the State of Florida. The City also hosts a large number of visitors, who visit the fourth largest shopping mecca in the country and attend events at the BB&T Center, the second largest arena in the country. The BB&T Center is consistently a top 15 worldwide venue in ticket sales. In addition, Business Week magazine ranked Sunrise among Florida’s top three cities for families. Served as Acting City Manager for several months prior to permanent appointment. 3 3 Listed below are a few of the major programs/projects that I have implemented or overseen: ¥ Through prudent fiscal policy and management, the City has reduced the property tax rate for the last 13 consecutive years. ¥ Developed and proposed a comprehensive plan that demonstrated the financial feasibility of building a "world class" arena in Broward County and then successfully competed against several other cities that were intensely vying to be the site for the BB&T Center. This $225-million multi-purpose venue was funded by the county and hosts 100+ events per year. The Center has 20,000+ seats, 74 private suites and three private clubs. Since opening in 1998, the Center has been the home of the National Hockey League's Florida Panthers and has hosted such performers as Celine Dion, Madonna, the Rolling Stones, Barbara Streisand, Luciano Pavarotti and Paul McCartney. Adjacent to the arena, a 250-room hotel is being planned and a 330,000 square foot entertainment/restaurant complex, known as The Oasis, has opened. The Center is projected to have an economic impact of $4.4 billion over 25 years. ¥ During my tenure, the city has been able to establish healthy fund balances in its various funds. For example, the unreserved and undesignated fund balance in the general fund has been significant, averaging 40% of expenditures over the past 10 years. In my last two years, the percentage has increased to 50% or $45 million. ¥ Conceived the idea for creation of an urban village on 27 acres near the BB&T Center. Convinced the landowner to abandon plans for a traditional strip center and to pursue an upscale mixed-use project. The approximately $250-million project, known as "Metropica," is to include four high-quality office buildings of six and seven stories (totaling 500,000 sq. ft.) with upscale retail, five to seven restaurants and more than 360 luxury condominiums in two buildings of eight stories. Parking for the office buildings would primarily consist of structured parking (2,125 spaces) and on-street parking. The development also would include a central park and tree-lined promenade connecting smaller thematic plazas. Negotiated an agreement that committed the landowner to the project, which would generate an estimated total annual economic output of approximately $365 million, in exchange for certain incentives. ¥ Developed an unprecedented course of action called the Community Enrichment Program (CEP) after nearly a year of research. This plan called for the revitalization of City facilities and services over five+ years. Improvements included the construction of a civic center, senior center, library, tennis center, four fire/rescue stations, two community centers, a new park and expansion of two parks, 23 miles of median improvements, as well as the renovation of a community center, two parks, and replacement of water lines and resurfacing of all public streets in the older portion of the City. These improvements, totaling $75+ million have been completed. These enhancements have enriched the quality of life for every resident and were accomplished without an increase in taxes or fees. Based upon the success of the CEP, the City initiated a new, $40+ million, three-year program called the Neighborhood Renaissance Program (NRP), which consists of 30 projects focusing on neighborhood recreation, streetscape improvements and redevelopment. In addition, the City has made other substantial capital investments, ranging from infrastructure improvements, to open space acquisition. When combined with the CEP and NRP, these improvements represent approximately $325 million in investments completed or funded over the past 10+ years. 4 4 ¥ In the course of the last 10 years, Sunrise has emerged as the destination of choice for corporate, high-tech manufacturing, and R&D businesses in Broward County. Over the past 5+ years, Sunrise set the pace among Broward County cities, including Fort Lauderdale, in terms of job growth. ¥ Working in partnership with a major national developer, directed the City's efforts to bring about a mixed-use project that integrates a 250,000 sq. ft. office building and a 10-story, 250-room Crowne Plaza Hotel with a 1,250 space parking structure. The complex was recognized by the South Florida Business Journal as the "Best Real Estate Deal of the Year" in the new development - suburban office category for 2000. ¥ Developed a comprehensive incentive package that successfully attracted NORTEL, a leading global manufacturer of telecommunications equipment to build a regional world headquarters in Sunrise. This highly sought after project brought 750 jobs to an 185,000 sq. ft. corporate office complex, from which they serve 47 countries in the Caribbean and Latin America. Other regional headquarters are located in London, Hong Kong, and Toronto. This project was selected as South Florida's "Best Real Estate Deal of the Year" in the new development - office building category by the South Florida Business Journal for 1994, in large part, due to the city’s efforts in facilitating this project and creating an attractive environment to locate. RECOGNITION Recipient of a sculpted crystal award from the City in appreciation for my dedicated service to the community 1990-2008. Named to a list of "The 50 Most Powerful People in Broward County" (pop. 1,650,000) published by Gold Coast Magazine (May/June 2002 edition). This survey considered an individual's "ability to influence political, social, charitable, educational and business decisions as they shape Broward County." I was honored to be the only city manager out of 26 in the County named to the list. This recognition is a reflection of the commitment by the Mayor and Commissioners to the ongoing success of the City. Recipient of the Sunrise Chamber of Commerce's, first-ever, "Man of the Decade" award for achievements in improving the City's quality of life, in October 2000. Recipient of an award in appreciation for my contributions and dedication to the City from a civic organization called, "ACTION" (Active Citizens Taking Issues on Now), in May 1998. Recognized by the City Commission for making the BB&T Center a reality by naming a major roadway that connects an expressway to the arena, "Pat Salerno Drive," in April 1998. Recipient of a Proclamation expressing the City Commission's appreciation for my hard work and leadership provided to the community over the past seven years, in November 1997. Recipient of an award for "Visionary Leadership" from the Sunrise Chamber of Commerce, in November 1997. 5/90 - 11/90 ASSISTANT CITY MANAGER, City of Sunrise, Florida Assisted and advised the City Manager on all matters relating to his duties and responsibilities, especially those pertaining to operational and financial activities, productivity improvement, program development and analysis, economic development, and growth management. Served as Acting City Manager in the Manager's absence. 5 5 8/87 - 12/89 COUNTY MANAGER, Cobb County, Marietta, Georgia (pop. 450,000) Served under a five-member Board of Commissioners; the Chairman is elected countywide and four commissioners are elected from districts. The County Manager is the chief executive officer and accountable to the Board for the proper administration of the County's affairs. Cobb County was the 10th fastest growing large County in the country and fortunate to be a thriving part of the metro-Atlanta region, located just north of the City of Atlanta. Within its borders, Cobb had six municipalities ranging in size from 4,000 to 40,000. Nearly 80% of the County's total population lived in unincorporated areas. The County offered a full range of municipal-type services with 4,000+ employees, an annual budget of $475 million and a capital improvement program of $2 billion through the year 2000. Listed below are a few of the major programs/projects that I have implemented or overseen: ¥ Implemented the first transit system in the County, which will include both commuter and local fixed route service. Service will be provided through a contract with a private corporation, and the system will be the first in the country to obtain buses and facilities on a leased basis under a federal privatization initiative. ¥ Developed an implementation plan for the development of a 950-acre lakefront golf course, amphitheater, and a recreation complex on property leased to the County from the Army Corps of Engineers. ¥ Developed several enterprising communication programs to help keep citizens informed about their government, build awareness of its programs and services and improve responsiveness. Based in part on the marketing theme "Take Stock in Cobb," these programs capitalize on the community as a center for corporate headquarters and remind citizens that just as stockholders invest in a business, they have an investment in county government. ¥ Implemented the first Community Improvement District in the State, which allows an additional property tax millage up to five mills, per year, to be levied exclusively on commercial property owners in the District for infrastructure improvements - generating $2.5 million annually. 3/85 – 7/87 COUNTY MANAGER, Chatham County, Savannah, Georgia (pop. 220,000) Served under a nine-member Board of Commissioners; the chairman is elected countywide and eight commissioners are elected from single-member districts. The County Manager is the chief administrative officer and accountable to the Board for the proper administration of the County's affairs. Chatham County was a growing urban-suburban coastal community with the 10th busiest seaport and the largest historic district in the country. The County provided a full range of services with an annual budget of approximately $108,000 million and over 1,200 employees, in addition to a five-year capital improvement program of over $200 million. Countywide services included: Police, Public Works, EMS, Libraries, Civil Defense, Animal Control, Corrections, Mosquito Control, Solid Waste Disposal, Parks and Recreation, Health, Courts, Elections, Property Tax Appraisal/Collection, Mass Transit and Harbor Construction/Maintenance. Listed below are a few of the major programs/projects that I have implemented or overseen: ¥ Implemented a new administrative structure. Raised employee morale and developed an effective management team through forceful and diplomatic leadership, constant counseling, and a clear interest in the employees' needs and opinions. 6 6 ¥ Directed staff efforts in support of an additional one-percent (1%) sales tax referendum that resulted in an affirmative vote (70%) and $20 million annually for right-of-way acquisition and road/bridge construction. ¥ Development of a new structure for providing mass transit that combines the efficiencies of a private enterprise with a dedicated source of local funding and a policy board directly responsible to the voters. ¥ Development of a model cost sharing agreement with the Army Corps of Engineers to widen Savannah Harbor at a cost of $15 million in order to expand an economically important industry. ¥ Development of an innovative County indigent health care program. The primary purpose of this program is to shift the cost of care to the State Medicaid program. Without sacrificing the level and quality of medical care, this program resulted in savings to the County of $4 million annually. 8/80 - 2/85 ASSISTANT COUNTY MANAGER, Volusia County, Daytona Beach, Florida (pop. 330,000) Assisted and advised the County Manager on all matters relating to his duties and responsibilities, especially those pertaining to operational and financial activities, productivity improvement, program development and analysis, and growth management. Volusia County is home to the Daytona Beach International Speedway and NASCAR’s most prestigious race, the Daytona 500. County government is structured according to the Council-Manager Plan established by Charter. Direct responsibility for supervising the operations of the following line and staff departments: Public Works, Sheriff, Corrections, Finance, Personnel, Data Processing, Medical Examiner, Civil Defense and Port/Marina. Volusia County was a full service county comprised of 2,000 employees and an operating budget of approximately $90 million, in addition to the capital improvement program of $249 million. Served as Acting County Manager in the Manager's absence. Listed below are several of the major programs/projects that I have implemented or overseen: ¥ Development of a Civic/Convention Center with a seating capacity of 10,000, at a cost of approximately $40 million; a $22 million, 600-bed pretrial detention facility (jail); and a $17 million County Government Administrative Center. ¥ Co-sponsored the County's Quality Circles program, called "Quest for Quality" (Q2). Q2 offers unlimited possibilities to identify problems, study their causes and work to solve them in a team environment. ¥ Development of non-profit corporation approaches to providing countywide economic development activities and emergency medical transportation services. ¥ Coordinated staff efforts in support of an additional one-cent per gallon gasoline tax referendum that resulted in an affirmative vote and an additional $1.5 million annually in road construction/maintenance revenue. 9/75 - 7/80 VARIOUS MANAGEMENT POSITIONS, City of Oklahoma City, Oklahoma, (pop. 420,000) Began as a Management Intern and progressed to hold various senior management positions for the City's operations related to budget (approx. 3 years), police (approx. 1 year) and public works (approx. 1 year). John Schneiger Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager John R. Schneiger 1012 Marlin Lakes Circle #622 • Sarasota, Florida 34323 727.510.9799 (c) • john.schneiger@yahoo.com Salary: $110,000 Experience 2012 – 2014 Professional Development and Pro Bono Work 2010 – 2012 City Manager/Community Redevelopment Director • City of New Port Richey, Florida 2008 – 2010 Deputy City Manager/Community Redevelopment Director • City of Eustis, Florida 2006 – 2007 Community Development Director/Community Redevelopment Director • City of Palm Coast, Florida 2000 – 2005 City Manager • City of Montrose, Colorado 1992– 2000 City Manager • City of Fruita, Colorado 1989 – 1992 Assistant Town Manager •Town of Windsor, Colorado Educational Background Master of Business Administration, Management Colorado State University Master of Science, Urban & Regional Planning University of Wisconsin Bachelor of Arts, Political Science University of Wisconsin Association and Committee Membership International City Management Association (ICMA) Florida City and County Management Association (FCCMA) Background Information John Schneiger, former City Manager of New Port Richey, has applied for the Atlantic Beach City Manager’s position as he seeks to re-enter the local government workforce. Mr. Schneiger left New Port Richey in 2012 after dealing with severe budget and financial issues in the City which required significant budget reductions and because he felt he had lost the confidence of a majority of the City Commissioners. Since that time he cared for his elderly mother who had Alzheimer’s and who has recently passed away. In New Port Richey, Mr. Schneiger worked in a full service city managing operations provided by 215 employees and a General Fund Budget of $16 million with various enterprise funds that, as noted, were experiencing severe economic distress. Demographics for the most recent Census indicate the racial makeup of the City was 88.9% White, 3.0% African American, 0.5% Native American, 1.4% Asian, 0.0% Pacific Islander, 2.7% from two or more races. Hispanic or Latino of any race was 11.2% of the population. The median income $28,763 and the per capita income was $19,521.The poverty rate was reported as 23.4%. In prior positions, Mr. Schneiger served as Deputy City Manager/Community Redevelopment Director in the City of Eustis, in a similar capacity in the City of Palm Coast and as a City and Assistant City Manager in smaller communities in Colorado; prior to that he worked in a range of public and non-profit positions. In each public position, he demonstrated positive contributions managing budgets and staff similar to or greater in size then the City of Atlantic Beach. As noted, he left the City of New Port Richey via resignation, noting that he believed that he had lost the confidence of the majority of Council after a Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager particularly difficult budget process. He also admits that he did not study the financial issues existing in the City closely enough but took the position because he believed that he could help the City work through the issues; which he did. In prior positions, he helped more fully develop the economic base of one community (Fruita, Colorado) where he was responsible for guiding significant ecotourism related activities and development including planning, financing and building a paleontology museum at the entrance to a national park. The museum was funded (90%) through contributions and grants which Mr. Schneiger helped obtain. At the time of our conversation he noted that he had visited Atlantic Beach on numerous occasions, noting that it was a beautiful, well-maintained community which was progressive in its outlook. Justification for Recommendation John Schneiger is a hard-working, serious manager who has worked in different financial situations and helped communities build on and improve their quality of life. He works well with City staff and is a team builder in his work with both staff and elected officials. He has strong strategic planning skills and is a good communicator, both orally and in writing. In addition, he has developed viable succession plans for staff, developed strong regional partnerships and assisted in developing protection ordinances for sensitive environmental areas. He is results oriented and strategic in working with redevelopment issues and has significant Florida experience in this area. If selected as City Manager in Atlantic Beach he would work to maintain and expand transparency of governmental activities, noting that he had regularly had “Managers Coffees” in the past that often reached up to 40 to 50 residents. He is service oriented and works to instill a service oriented philosophy in staff by setting an example as a positive leader. He is team oriented, collaborative, has a high level of integrity and expects the staff to display similar qualities. References described John Schneiger as honest and ethical, easy-going, frank, a straight-shooter, and an individual who is considered to be a strong manager and a good facilitator who is not afraid to make a decision. His management style is team-oriented; he relies on staff input, and respects and appreciates the expression of different points of view. It was noted that staff responds well to him and is willing to put out extra effort because of his leadership style. Regarding relations with the elected officials, he is open and honest with his Board; and, as stated by one reference who served on a Board when Mr. Schneiger was Manager, that when faced with challenging economic realities, “the City would not have survived without John telling us what had to be done.” He is committed to developing partnerships outside the organization. In one fast-growing community he managed in, he established good working relationships with developers of major projects. With citizens in another community, he established a “lunch with the Manager” series to keep citizens apprised of local government activities and challenges. He was given high marks as a communicator. He is most comfortable with one-on-one and small group settings, but can work well in larger settings. He is a good speaker, fairly quiet and soft-spoken, and displays a sense of humor. References saw him as a blend of leader and manager who allows his managers to manage, but is “not afraid to roll up his sleeves.” His administrative strengths were viewed by all to be his financial and budgeting skills, with further strengths in land use and human resources. Two significant professional accomplishments were highlighted by references; his ability to bring a city on the “brink of financial Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager disaster” back to better financial health, while knowing that taking unpopular steps might lead to his termination; and the development of a downtown development plan in another community, setting the stage for the development of its first Comprehensive Plan. His strengths are considered to be his financial aptitude and his leadership abilities. He is known for treating employees well, is very supportive, stresses community involvement, and, as one reference offered, Mr. Schneiger is “the best manager I ever worked for; he showcased staff and wanted their expertise known. He is not afraid to hear the truth, and expected it from his department heads.” References agreed that he is dedicated to city management and public service; he is ‘consumed’ by doing the right thing, is solid in all aspects of his life, and would not hesitate to recommend him. John R. Schneiger 1012 Marlin Lake Circle #622 Phone: 727.510.9799 Sarasota, Florida 34232 Email: john.schneiger@yahoo.com August 25, 2014 John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Dear John, Thank you for taking the time to talk with me today. Please find attached my resume and references for the position of City Manager of Atlantic Beach, Florida. I believe that my extensive senior level management experience in local government, especially in the areas of administrative leadership, community relations, finance/budget, economic development, redevelopment, revitalization, growth management and my experience managing a Florida coastal community, make me uniquely qualified for this exceptional opportunity. In total I have over twenty five years of professional service as a local government manager and member of the International City Management Association. The communities I have managed have been recognized for excellence in city services, intergovernmental relations, maintaining and improving the quality of life, economic development, commercial and tourism growth strategies, downtown redevelopment, public/private partnerships, historic preservation, tourism marketing and development, strategic planning, smart growth and long-range planning. They also procured over $45 million in grants. I bring a proactive, collaborative and strategic leadership style, as well as expertise in employee/community relations, succession planning, capital improvement programming, business recruitment, retention & expansion, intergovernmental relations, performance measurement, business process improvement, technology implementation and labor relations & union negotiations. I also have a track record of professionalism, ethical behavior, trustworthiness, transparency, openness, honesty, loyalty and integrity. As a seasoned executive with a passion for city management, I place a high priority on: partnering with City Commission, including facilitation and consensus building, fostering a positive and team oriented work environment and developing accountability and positive results through mentoring and coaching of department heads; being visible and openly communicating with members of the organization and community; working toward community/organizational alignment through long range strategic planning and partnerships; and fully utilizing my business acumen and expertise in finance, community and economic development in innovative and creative ways to expand the economic/tax base of the community. At this point in my career my main objective is to find a community which is a good fit, where I can have a positive impact and contribute using my full potential. I sincerely look forward to the opportunity of discussing this position with you in the near future and am available to do so at your convenience. Thank you for your consideration. Sincerely, John R. Schneiger Attachment: Resume References J OHN R. S CHNEIGER 1012 Marlin Lakes Circle #622 Phone: 727.510.9799 Sarasota, FL 34323 Email: john.schneiger@yahoo.com SUMMARY Over twenty-five years of experience in senior level local government leadership positions specializing in financial management/budgeting, community & economic development, growth management, strategic planning, public/private partnerships, operations management, change management, intergovernmental relations, employee relations and customer service. Accomplished problem solver, supervisor, change agent, consensus builder, implementer and facilitator. Generally known as a "results oriented, collaborative, pro-active, creative, approachable, honest, team oriented manager and caring individual. Recipient ICMA 25 Year Service Award. PROFESSIONAL HISTORY Sabbatical for personal purposes and family business which involved the passing of a parent. 2012 - 2014 Also participated when possible in professional development and pro bono work. CITY MANAGER/COMMUNITY REDEVELOPMENT DIRECTOR C ITY OF NEW PORT RICHEY, NEW P ORT R ICHEY, FL 2010 – 2012 Managed redevelopment and economic development programs and responsible for restructuring finances and downsizing the organization in order to build a fiscally sustainable organization for full service city under significant financial distress with 215 employees and 2 bargaining units (18,000 pop.). Championed development of City’s first formal strategic plan, launched 5-year financial forecasting model and capital improvement program. Overhauled insolvent CRA developing new plan and direction. Conducted comprehensive financial review and analysis of finance department, developed strategies for cost containment and pursued revenue generation opportunities. Received city's first Distinguished Budget Award from the Municipal Finance Officers Association. DEPUTY CITY MANAGER/COMMUNITY REDEVELOPMENT DIRECTOR C ITY OF E USTIS, EUSTIS, FL 2008 – 2010 Responsible for economic development and redevelopment, including advancement of $7M downtown streetscape and storm water projects and securing of $4M in grants for a full service city with 230 employees (19,000 pop.). Oversaw business retention/expansion, brownfield development, wayfinding/gateway signage, development of Downtown and CRA Plans and management of numerous consultants. Directed process to build credibility and trust with disenfranchised African American Community and became driving force for desired improvements. As interim director for development services, supervised 15 employees. COMMUNITY DEVELOPMENT DIRECTOR/COMMUNITY REDEVELOPMENT DIRECTOR C ITY OF PALM COAST, PALM COAST, FL 2006 – 2007 Formalized land development policies and programs for newly incorporated city that formerly operated as a master planned community (75,000 pop.). Managed development of dynamic 1500-acre town center projected to generate 100% increase in business revenue upon completion. Directed project to acquire 400 acres of commercial and residential property. Collaborated with city management and economic development to guide long-range planning. Secured approval of various grants. Forged collaborative working relationships with national and state development firms, and instilled higher level of discipline for timely submission of plats. CITY MANAGER CITY OF MONTROSE, MONTROSE, CO 2000–2005 Built high-performance organization through consolidation of departments and promoting improved teamwork and communication among 175 employees in full service city (18,000 pop.). Systematized processes in planning, finance, human resources and administration to eliminate unaccountable bureaucracy. Launched comprehensive strategic plan with coherent direction and required human, financial and time resources. Addressed major infrastructure deficiencies, including water, sewer, parks, transportation and downtown revitalization, by assembling aggressive citizen driven 6-year capital improvement program and acquiring $25M in grants and federal appropriations. Designated "Main Street Community", won "Small Community of the Year" for economic development and "Governor's Award for Downtown Excellence". CITY MANAGER CITY OF F RUITA, FRUITA, CO 1992 – 2000 Provided visionary leadership and developed management team for full service community (6,500 pop.) leading to major turnaround from a poor image and history of severe economic distress, in area that lost 400 high paying jobs, into a tourist destination and residential “hot spot” with growth exceeding 7-8% annually. Developed successful commercial and industrial expansion plans, attracting $25M in commercial development, Fortune 500 Company and State Park/Campground. Restored financial integrity by doubling size of general fund budget to $15M and restructured excessive debt service with major savings on interest and opportunity for early payoff. Developed capital improvement program and secured $8M in local, state, federal and private grants with 80-90% success rate. Initiated and managed major projects that facilitated community transformation including: construction of $2.5M public/private partnership regional paleontology center; redeveloped large historic elementary school and grounds to community civic center/downtown anchor, won state and national designation for scenic and historic byway after recruiting 50 public/private bi-state partners and completed major downtown revitalization project. Winner of four "Governor's Smart Growth", American Planning Association, Clean Air Colorado, "Chancellor's Tourism, University of Colorado, and "Top Tourism Development Organization" Awards. ASSISTANT TOWN MANAGER TOWN OF WINDSOR, WINDSOR, CO 1989 -1992 Assisted Town Administrator and Town Board of full service city (5,000 pop.) in close proximity to Fort Collins, Loveland and Greeley. Implemented new integrated financial software, facilitated Council goal setting retreats, developed capital improvement program, oversaw various planning projects including, Windsor Lake Downtown Trail, and successfully secured wide variety of grants. Initiated public/private partnership with Windsor Chamber of Commerce and facilitated development of Economic Development Strategic Plan. Oversaw development of new personnel policies, job descriptions, pay plan and employee recognition program. PRIOR EXPERIENCE Advanced through progressive management and planning roles including circuit rider manager/planner for two Colorado mountain resort communities, executive director of large affluent Denver area umbrella homeowners association and engineering management consultant. Completed major water and public works capital projects, managed innovative public/private transportation partnership, secured grants for downtown, train depot, town hall and park development and improved public relations and customer service programs. Implemented maintenance management system/software in Western United States National Parks. EDUCATION/TRAINING MBA, Management, Colorado State University, Fort Collins, CO (1988) MS, Urban & Regional Planning, University of Wisconsin, Madison, WI (1981) BA, Political Science, University of Wisconsin, Madison, WI (1978) SPECIALIZED TRAINING NIMS Training, Federal Emergency Management Administration (2010-2012) Redevelopment Academy Program, Florida Redevelopment Association (2012) Brownfield Redevelopment Management Courses, U. S .Environmental Protection Agency (2008-2010) Senior Executives State & Local Government Program, Harvard Kennedy School of Government (2004) Australia International City Manager Exchange Program, ICMA (2003) Rocky Mountain Program for Senior Executives, University of Colorado-Denver (1985) HONORS Member FCCMA ICMA, 25 Year Service Award (2012) Executive Board Member, Colorado Community Revitalization Association (2003-2005) Adjunct Faculty Member, Mesa State College of Business, CO (2003-2005) Ruth B. Wyper Award, Major Contribution to Fruita Community (2000) Executive Board Member, Colorado Municipal League (1998) Jane Shang Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Jane K. Shang 300 N. Campbell Street, City Hall, Office of City Manager • El Paso, Texas 79901 • 915.261.7908 (c) • janeshang2@aol.com Salary: $175,000 Experience 2008 – Present Deputy City Manager • City of El Paso, Texas 2004 – 2008 Director, Engineering and Development • Hillsborough Area Regional Transit (HART) • Tampa, Florida 1996 – 2004 Manager • Logan Airport • Boston, Massachusetts 1990 – 1996 Assistant Director • Massachusetts Bay Transportation Authority (MBTA) • Boston, Massachusetts 1987 – 1990 Senior Real Estate and Contracts Attorney • Massachusetts Water Resources Authority • Charlestown Navy Yard, Massachusetts 1986 – 1987 Assistant Corporation Counsel • City of Boston, Massachusetts Educational Background Juris Doctorate Suffolk Law School Bachelor of Arts, Organizational Behavior/Business Brown University Certified CNU-A Massachusetts Bar, December 1985 Association and Committee Memberships Member, Texas City Manager’s Association Member, Tex-21 Board Member, El Paso Diabetes Association Background Information Jane Shang is a talented public sector professional with a wide range of administrative and transportation experience in major communities and organizations. She most recently served as Deputy City Manager for the City of El Paso, Texas, a position she held for six (6) years. A new City Manager has been appointed and made it clear that he will bring in his own management “team” to El Paso. Consequently, Ms. Shang will officially end her tenure with the City in the spring of next year. In El Paso, Ms. Shang was one of three (3) Deputy City Managers overseeing Transportation, Public Wworks and related operations (her supervisory portfolio also included economic development, finance, parks management, international bridges and trade development and projects planning and implementation) for a growing city of 700,000 residents located on the Texas/Mexico border. El Paso is a diverse city with a racial makeup, according to the last census, of 14.2% White Alone, 3.4% Black or African American, 0.7% Native American, 1.2% Asian, 0.1% Pacific Islander, and 2.7% were two or more races. 80.7% of the City’s population was of Hispanic or Latino ancestry. In El Paso, Ms. Shang was responsible for managing an operations budget of $160 million, a capital budget of $1 billion and a staff of approximately 1,500. As one facet of her duties as a Deputy City Manager, she was responsible for planning and managing construction of numerous capital projects such as a children’s museum, cultural center, libraries, Olympic-sized swimming pools and expansion of a public zoo; all of which came in at, or under budget. In addition, she managed development of a 5,000 acre master plan around the City’s airport and helped rebuild the City’s Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager international bridges which tied the City to Juarez, Mexico, and was involved in numerous transportation improvement projects. In prior positions, Ms. Shang has served as a manager at Logan Airport in Boston, overseeing the legal, property and fiscal management contracts for forty (40) airline accounts and managing attendant and related operations and contracts. She has also served as an Assistant Director of the Metropolitan Boston Transit Authority, participating as a staff interface for Boston’s reconstruction of interstates below ground (“Big Dig”), served as a senior real estate and contracts attorney for the Massachusetts Water Resources Authority and served as Assistant Corporation Counsel for the City of Boston. She found her way into local government management because she likes to get things done and felt she was better suited to working with people and solving problems than serving as a legal advisor. She knows the Atlantic Beach area, having lived in Tampa and visited the area, was well-prepared for our discussion and feels that her experience fits the needs of the City’s profile well. During our discussion Ms. Shang noted her adaptability and that the size of the organization was not key to her professional search at this time, but that the commitment to open, transparent public service was. We also discussed the size of the Atlantic Beach organization and she expressed no hesitancy to rolling up her sleeves while expressing a desire to return to Florida. In summary, she believes her work in larger organizations has prepared her to manage an organization the size of Atlantic Beach well. Justification for Recommendation Jane Shang is an extremely bright, forward looking, committed and outgoing professional with considerable confidence in her abilities. She has a high level of energy and is dedicated to public service and getting things done the right way. She has worked on several projects in El Paso which have been completed at a cost below estimate and appreciates the City’s efforts to preserve the environment, be transparent and maintain a high quality of life as she gathered from her research. She has strong financial skills and would develop a plan for her first ninety (90) and one hundred eighty (180) days in the City that revolved around understanding the City’s budget, meeting with Commission members, staff and citizens, and working with the Commission to better define strategic goals. She is mission and team-oriented and is a strong proponent of frequent communication, meeting with Commission members on a routine basis and adapting her communication method to the governing body’s desires. As a manager she is visible to staff; a “doer” who is active and visible in the community as she carries out her day-to-day responsibilities. Ms. Shang’s professional strengths include a high level of integrity, her ability to provide results, her honesty, tenacity and desire to make things better; while her weakness may be viewed as her over commitment to work. She has a broad exposure to most facets of government operations, although she has not supervised or worked directly with public safety and emergency management along the coast; but appears to be a quick study and became highly familiar with disaster related planning during her service to Logan Airport. Ms. Shang engages citizens and enjoys gaining and seeking out their ideas. She is a good listener; works well with a wide range of individuals and is diplomatic in dealing with others. She has been engaged with the business community and understands a business’s motivation to locate in a community having worked extensively in economic development in El Paso. Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager References described Jane Shang as being a very bright, very tenacious, detail- oriented doer. She is also considered as warm, with a demeanor that is always appropriate to the situation. She is responsive to political input, and is good at providing information to elected officials that allows them to make informed decisions. She was noted for her ability to build partnerships, especially with organizations outside the local government for which she works, where she excels at finding points of agreement among groups with diverse focal points, gaining consensus on those points, then is able to move the group to issues requiring more intense discussion. One project noted in this regard was a collaborative project with the City of El Paso and the federal government to have additional traffic lanes opened at the Mexican border. Her work representing the City of El Paso at the State Capital and in Washington, D.C. was considered as important in regard to the City’s transit initiatives and their success. She was also credited with improving a previously strained relationship between the City and TXDOT, which had hindered collaboration on important projects. Her communication skills, both verbal and in writing, are considered excellent, with her ability to think and speak strategically and systematically noted by all references. A particular situation exhibiting her communication skills discussed by one reference was her ability to provide information and data to her City Council supporting large design expenditures for an anticipated, but unfunded, trolley system with only the possibility of funding for construction. It was approved, and just recently the State provided funding for the project. Her skills as a manager were considered to be excellent in the areas of transportation, planning, and budget, as well as her ability to work with diverse groups and in a multi-cultural environment. A specific professional accomplishment described by one reference was her turnaround of a “totally dysfunctional” transit system in the City of El Paso. She was able to upgrade the system, the equipment, and the staff to work toward a regional bus/rapid transit system. Her strengths are considered to be her ability to function as a strategic thinker; her loyalty and commitment to the organization; her tireless work; and she “rides for the brand,” that is, once a decision is made by the governing body, she represents the organization as directed. One weakness noted was that her patience might be short, but she is always respectful. In all, references were entirely complimentary of Ms. Shang, believing her to be extremely hard- working, and always looking for the best for the organization she represents. August 23, 2014 Dear Mr. Anzivino, Please find attached my resume for consideration for the position of City Manager –Atlantic Beach, Florida. You will note in my resume that for the past six years as Deputy City Manager in El Paso, I have worked closely and carried out faithfully the plans and vision of the El Paso community. If I am selected as the next City Manager, I will continue to foster this spirit of teamwork and collaboration. I am a “can do” leader who can facilitate and guide individuals to achieve consensus and to achieve a common vision. I have the ability to carry out government initiatives and to make strategic decisions pertaining to tourism, land development and increasing property values. I am CNU accredited and understand the value to building a vibrant community where residents can live, work and play. I will focus on tourism, economic development, quality of life and fiscal accountability. I have the ability to set the tone and vision for the City staff. I can find ways to gain efficiencies in service delivery and provide a new vision for how staff provides services to the community. I am a critical decision maker, am able to process information strategically and can implement decisions into reality. My rebuilding of the Sun Metro system from the verge of a meltdown into the Outstanding Transit Agency of the Year serves as an example of my ability to transform a dysfunctional department into a highly efficient organization, improved employee morale, changed public opinion and won a national award for this transformation. My prior experience with the clean-up of the Boston Harbor, the “Big Dig” and 9/11 shows that I have the knowledge to deliver and come up with solutions to ensure results. My extensive Boston experience gives me an excellent background in fiscal responsibility and economic development. The clean-up of the Boston Harbor and the Central Artery project are most likely the best known examples of how infrastructure changes can be used to spur tourism and economic development. I have a diverse background which includes experience in community consensus building, construction, contract negotiations, economic development, fiscal management, project development and management, legal issues, operations, public private partnerships, real estate and strategic planning and implementation. I have worked and partnered with many organizations, including federal, state and local entities. I am a high performer, customer-focused, creative and dedicated individual who is both well liked and respected in this community by individuals, organizations and businesses. I will set a positive example of accountability, competence, customer service, hard work ethics, honesty, professionalism and transparency to the organization and community. I will utilize these skills to bring more tourism and economic development to Atlantic Beach, Florida. My past experience and recent accomplishments as Deputy City Manager make me a strong candidate and an excellent fit to be the next City Manager for Atlantic Beach, Florida. I also welcome the opportunity to return to Florida. Thank you for considering my application. Sincerely, Jane K. Shang 915-412-7865 Jane K. Shang 300 N. Campbell Street, City Hall, Office of City Manager, El Paso, TX 79901 (915) 261-7908; (915) 412-7865 email: shangj1@elpasotexas.gov; janeshang2@aol.com SUMMARY More than 25 years of experience in government operations with expertise in the following areas: -municipal, state and federal law -customer service and organizational change -community consensus building -fiscal and labor management -strategic planning and implementation -public sector administration and operations -economic development -private public partnerships -project development and management RELEVANT GOVERNMENT EXPERIENCE Deputy City Manager, El Paso, Texas 2008-present El Paso is a border municipality located adjacent to Juarez, Mexico. El Paso’s population is approximately 700,000 and the metropolitan area, including Juarez, Mexico, is approximately 2.2 million. Duties and Responsibilities as Deputy City Manager: • Coordination with executive management, elected officials, City departments and the public to optimize service delivery, productivity improvement and cost effectiveness, as well as provide highly responsible and complex administrative management in support of City government fiscal policies and objectives. • Oversight responsibility for the following functions: building maintenance, bus operations, engineering and construction, international bridges and trade development, parks management, streets and roadways, traffic management, economic development, finance, project planning and implementation, and service delivery. • Development and oversight of $160M operating budget and $1B Capital Improvement Program (“CIP”) to support economic development, street infrastructure and quality of life policy goals established by the Mayor/City Council. Deliver projects on time and within budget. • Negotiation with private and public sector entities on a variety of issues ranging from day to day operations, new policy initiatives, long range financing and transportation planning, and customer service delivery. Explain, justify and champion programs, policies and activities of the City. Achievements: • Transformed the Sun Metro bus system from a near meltdown to the Outstanding Transit Agency of the Year. Obtained federal funding for the City’s $145M Bus Rapid Transit ("BRT") program under the New Starts Program. • Within the $1B CIP, approximately $500M is devoted to Quality of Life projects related to libraries, museum and cultural affairs, parks and zoo improvements. Projects include the siting, design and construction of a children’s museum, cultural center, downtown revitalization, library facilities, multi-purpose area, regional parks, Olympic size and competition swimming pool and zoo facilities. Initiated first three years of Quality of Life program. • Worked with local and national artists to incorporate public art in the $1B CIP which will transform the landscape of the City. Worked with TxDOT to promote public art along major roadways to change the image/perception of the City to encourage economic development. Accomplished public art projects. • Initiated smart growth zoning and development at El Paso Airport, which has approximately 5000 acres available for development. Facilitated negotiations related to new hotel development at El Paso Airport. • Negotiated and implemented the P3/560 Program to reduce border wait times at the City owned ports of entry. This program is one of five programs approved nationwide by the Department of Homeland Security. • Worked with Economic Development to look at the City's international bridges as an economic asset for the City rather than for only transportation purposes. • Saved the City approximately $30M in implementing the Comprehensive Mobility Plan. • Secured funding at the Metropolitan Planning Organization to develop a CIP for International Bridges and the City’s bus system. • Worked with the Texas Transportation Commission and the Texas Department of Transportation to secure $97M to construct a 2.7 mile streetcar system. • Gained the respect of the ADA community by championing accessibility issues. I chaired the Accessibility and Transition Committee. Director, Engineering and Development. HART, Tampa, FL 2004-2008 Duties and Responsibilities as Director: • Directed the overall development and construction functions of the authority including New Starts projects, development of regional impact projects, transit centers, roadway improvements, land use reviews, and facility planning and development related to a bus and streetcar system. • Developed and oversaw budget planning, federal and state grant applications/reporting, environmental site assessment and NEPA compliance, site review, community outreach, alternatives analysis, travel forecasting/modeling, preliminary engineering and design, ADA compliance, cost forecasting and reporting, procurement through Requests for Proposals, value engineering studies, design and construction award, and budget/contract administration in accordance with generally accepted accounting principles. Achievements: • Planned, funded and implemented the Capital Improvement Program within budget and on time, including facilities to support the organization's growth. • Worked with marketing to promote the revitalization of historic Ybor City. • Oversaw the siting and construction of new headquarters. • Saved the organization several millions of dollars by negotiating an agreement with FTA to grandfather work completed according to the New Starts program. Manager. Logan Airport, Boston, MA. 1996-2004 Duties and Responsibilities as Manager: • Responsible for legal, property and fiscal management of approximately 40 airline accounts at Logan International Airport consisting of approximately 700,000 rentable square feet of space and generating approximately $110M-$120M in annual revenues. Also responsible for the portfolio management of non-tenant air carriers and airline related entities such as Federal Aviation Administration/Transportation Security Administration (35+ leases), flight kitchens (2), aviation service operators (6) and commercial service operators (35) which generate approximately $11M in annual revenues. Essential tasks include: (a) economic oversight of Massport’s commercial real estate development function; (b) participation in processes to bring new air carrier tenants and business to Logan Airport; (c) oversight of airline relocation and airline moves to improve customer service, maximize airport revenues and improve transit operations (including FAA and TSA); (d) participation in the development of capital improvement and rehabilitation budgets for airport facilities and long term economic development; (e) oversight/reconciliation/audit of airline and airline related accounts to maintain a current balance and to ensure tenant compliance with lease/operating agreements; (f) data collection and budget participation in establishing rates and charges for each fiscal year regarding airport revenues and expenditures and new fees for implementation; (g) budget and performance monitoring of accounts through a database system known as common lease management system to achieve fiscal goals, objectives and policies; (h) negotiating leases, contracts, economic proposals and agreements related to capital construction projects; and (i) preparing and submitting documentation for review and approval by Massport’s Board of Directors. Achievements: • Kept Logan Airport in the black fiscally during a period when most airlines were not paying tenant fees due to the down turn in the aviation industry as a result of 9/11. Maintained a revenue stream of approximately $130M. • Dramatically improved airline relationships between large and small carriers operating at Logan Airport. Airlines worked as a team during difficult financial times. • Successfully negotiated concession agreements to improve customer satisfaction and to improve airport revenues. • Earned the respect of the airline community. Assistant Director. MBTA, Boston, MA 1990-1996 Duties and Responsibilities as Assistant Director: • The MBTA operates a multi-modal transit system, including bus, BRT, commuter boat, commuter rail, light rail and subway. I was responsible for negotiating financial agreements and obtaining all necessary property rights to facilitate the MBTA’s goal to maintain, operate and improve public transportation within Massachusetts. Types of acquisitions include easements, partial takings within downtown Boston buildings, a sand and gravel operation, commercial/industrial land with ongoing businesses-various types of acquisitions necessary to create a new railroad right of way corridor, to build or expand station sites/layover facilities, to provide handicap accessibility, to build bridges, etc. Achievements: • Negotiated and acquired property rights vital to construction projects ranging from $0.5M to $600M, including for the Central Artery Interfacing – “Big Dig”, South Station Rehabilitation, Blue Line Modernization, Middleboro/Plymouth/Greenbush Commuter Lines, Transitway (BRT Corridor), Fall River-New Bedford Commuter Line Extension. • Participated in negotiations with both private and public entities and drafted public-private partnership and interagency agreements. I prepared conveyance documents, performed real estate closings and provided construction oversight/coordination for the MBTA. • Developed excellent relationships with the public and public officials during all negotiations. • Possess extensive business, construction, real estate and transportation experience as well as knowledge of public sector, administrative, contract, environmental and eminent domain law. • Present well before the public and Board of Directors. Senior Real Estate and Contracts Attorney. 1987-1990 Massachusetts Water Resources Authority, Charlestown Navy Yard, MA Duties and Responsibilities as Senior Attorney: • Chief legal counsel/coordinator for eminent domain and relocation projects for the MWRA. Responsible for negotiating/resolving property acquisitions (water/sewer projects, office space, landfill location) with private and public (federal, state and municipal) entities and compliance with federal and state regulations. Reviewed title opinions, appraisal reports and environmental reports. Board presentations required as well as maintaining good public relations between the property owner and the MWRA to facilitate the clean-up of the Boston Harbor. Achievements: • Achieved over a 75% negotiation rate earning me a reputation for being fair and understanding. This was very difficult because very expensive homes (Boston suburbs) and pristine backyards were impacted. Saved the organization several hundreds of thousands of dollars in litigation costs. • Participated in siting the location to build a facility to turn sludge into dry fertilization pellets. • Successfully defended the organization against lawsuits aimed to stop construction of necessary infrastructure to clean-up the Boston Harbor. • Earned high respects for my work despite the organization being the subject of numerous lawsuits and disliked for rising sewer and water rates. Assistant Corporation Counsel. City of Boston, MA 1986-1987 Duties and Responsibilities as Assistant Corporation Counsel: • Responsible for defending the City of Boston in court and before administrative bodies; researching and advising the Mayor and City Council as to policy making objectives; drafting legislation for passage; and acting as in-house counsel to City departments. Knowledge of federal and state procurement laws. Achievements: • Provided sound legal advice to the City of Boston. EDUCATIONAL/EXTRA CURRICULAR EXPERIENCE AND AWARDS: Suffolk Law School, J.D. 1985. Brown University, A.B. 1980. Organizational Behavior/Business. CNU-A certified, 2011. Admitted to Massachusetts Bar in December 1985. El Paso Diabetes Association, Board member, 2011. Tex-21 member, 2011 Texas City Manager’s Association member, 2013 (previous memberships) Women’s Transportation Seminar. Transit Construction Round Table. Hillsborough County ADA Committee. Brown Club and Ivy League Club. Brown University recruiter for college applicants. Walton Club-2005 7.0 Mixed Doubles Finalist. Linwood Ambulance/Littleton-Tennis Tournament-2004 Women’s 45 Doubles Finalist. Franconia, N.H. Tennis Tournament-2003 Mixed Doubles Finalist. Linwood Ambulance/Littleton-Tennis Tournament – 2002 Women’s Open Doubles Champion. Leadership Texas, Class of 2013 Leadership El Paso, (2009), Class 31 2006 APTA/ENO Center for Transit Leadership, APTA Executive Development Program 2005-2007 Transit Cooperative Research Program – APTA Ambassador 2003 Commonwealth of Massachusetts Citation for Outstanding Performance 2003 Massport Letter of Outstanding Performance 2001 Massport Recipient for Employee Recognition Program REFERENCES: furnished upon request Nelson Van Liere Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager Nelson Van Liere 12448 Gately Road South • Jacksonville, Florida 32225 904.220.4131 (h) • 904.318.0357 (c) • vanliere@bellsouth.net Salary: $123,000 Experience 1998 – Present Interim City Manager • City of Atlantic Beach, Florida Finance Director • City of Atlantic Beach, Florida 1991 – 1998 Budget Officer • City of Jacksonville Beach, Florida 1989 – 1991 Accountant • City of Jacksonville Beach, Florida Accounting Supervisor I • City of Jacksonville Beach, Florida Assistant Finance Director • City of Jacksonville Beach, Florida 1988 – 1989 Associate Staff Accountant • Smoak, Davis and Nixon CPA • Jacksonville, Florida Educational Background Bachelor of Business Administration University of North Florida Florida Certified Public Accountant Association and Committee Membership Member, Florida Government Finance Officers Association Member, American Institute of Certified Public Accountants Background Information Nelson Van Liere, the City’s current Finance Director, has served as Interim City Manager for nine (9) months, acting in both a leadership role for City staff and managing the Finance Department during that time. Mr. Van Liere has previously spent time in various accounting positions in the private sector (1988-1989) and served as the Budget Officer and in other public finance capacities for the City of Jacksonville Beach (1989 – 1998). He has served as Finance Director for Atlantic Beach for sixteen (16) years, supporting the budget development and management function of the City. Mr. Van Liere has applied for the City Manager’s position because he has enjoyed the broader view of problem solving across departmental lines he has experienced and because he feels he has the ability to lead staff, noting the City’s twenty percent (20%) turnover rate, the City’s consolidation of Public Works and Utilities and dealing with issues such as Police Department expansion and a wide variety of complex issues that he feels he is dealing with or has dealt with successfully while serving in an interim capacity. Mr. Van Liere noted that he was gaining confidence in his problem solving abilities and that he was excited to be challenged with new and different things on a daily basis. He believes he is well suited for the position due to his knowledge of the City and the City staff and the various issues internal to the City and external (regionally). Justification for Recommendation Nelson Van Liere is an experienced local government finance professional who has observed the City’s operations for some time and has detailed knowledge of the City’s financial structure. He is supplementing his deep knowledge of finance by working to gain similar levels of knowledge related to operating issues and has taken on several issues for the City that have helped him expand his horizons as a Manager. In addition, he discussed numerous new ideas he developed during our discussion including new ideas for citizen engagement should he be selected for the position, noting that the City’s message needs to be Candidate Profiles City of Atlantic Beach, Florida Executive Search – City Manager consistent across all lines. He is an adequate, but quiet, oral communicator and writes well. He has gained an understanding of the roles of the Manager and Commission, noting that the Manager and staff implement approved Commission policy and that the Manager also serves as a facilitator, bringing a variety of views together to form a common direction. He also noted that as Interim Manager there was more of a focus on an aggressive effort in developing a community development authority for the Mayport Corridor, work with department heads to better focus the City’s performance evaluation needs for staff and to rearrange Commission meeting to maintain transparency, but improve efficiency. As a manager, Mr. Van Liere appears to have a style which allows staff freedom to act within their own areas of responsibility and leads by providing information which prompts deeper thought and discussion. He believes all staff are experts in their field and recognizes that they have creative and positive ideas. He has implemented other ideas to improve staff efficiency and has been aggressive for an Interim Manager in doing so. References described Nelson Van Liere as being a well-rounded, easy-going, conscientious, and an outside-the-box thinker. His management style is to place competent, capable people in key positions, delegating and giving them the latitude to do the work while remaining available to provide guidance, especially in his areas of strength, budgeting and finance. With elected officials, references noted that he is professional, thorough, always prepared, and doesn’t ‘overstep his knowledge,” that is, he is willing to take the time to research an issue to provide the best information and doesn’t respond blindly. He is considered to be more a leader than a manager, a ‘thinking leader,’ as described by one reference, who brings his thoughts into the conversation to be sure all aspects of an issue are contemplated in the decision-making process. References also point to his strong skills based in his broad spectrum of knowledge in municipal budgeting and services, and in fact his greatest professional accomplishments were mentioned in that regard; his commitment to excellence and to his profession as a CPA, and the City’s recognition from GFOA for Excellence in Financial Reporting. His strengths are considered to be his capacity to see the ‘big picture’ and to consider issues from multiple angles. References agreed that Mr. Van Liere would perform well in this role, and would continue to work for the good of the City. August 25, 2014 John A. Anzivino Springsted Incorporated 1564 East Parham Road Richmond, VA 23228 Nelson VanLiere, CPA 12448 Gately Road South, Jacksonville, Florida, 32225 Home 904-220-4131, Cell 904-318-0357 E-mail: vanliere@bellsouth.net Reference: City Manager, Atlantic Beach Florida Dear Mr. Anzivino, Please accept the enclosed resume in response to your employment advertisement for the City Manager for the City of Atlantic Beach, Fl. Having now served as the City Manager for the past nine months, it is my pleasure to formally apply for the position to serve the community permanently. I feel that the City Commission and I have been on a journey together through this time of change in our City and we have shared many thoughts and ideas about the kind of place we want Atlantic Beach to be and about the kind of personnel we want serving the citizens. Through this period of change, I have managed turnover of key individuals and presented a budget including many of the ideas that have been shared with me. I feel that my values align themselves well with that of our citizens and of the City Commission. I am thoroughly up to speed on community issues such as the Mayport Road Corridor, Human Rights Ordinance, Marsh Master Plan, Police Building and the general maintenance condition of City Hall and Russell Park as well as other facilities. My twenty four years of experience working closely with six different local city managers has given me the perspective I need to fulfill the role of the City Manager of Atlantic Beach. My extensive background in finance and budgeting, specifically related to the cities of Atlantic Beach and Jacksonville Beach, gives me unique insight to our issues . Issues such as the Inter-Local Agreement, Better Jacksonville Plan, turtle and shore protection as well as recent pension reform are just a few. In addition to assuming the role of City Manager, I have also been a liaison to the Charter Review Committee and continue to be the Pension Plan Administrator. I have numerous community contacts as well as ties to local professionals that already provide a network of information at my disposal. On a personal note, I have kids that attend the local schools and volunteer at the Gail Baker Community Center from time to time. Our family is already entrenched into this community and deeply committed to its success. I look forward to discussing my experience and qualifications in more detail as to how I may continue to serve Atlantic Beach in new ways. Sincerely, .. ·~?--"~~~ Nelson VanLiere, CPA Nelson Van Liere, CPA 12448 Gately Road South , Jacksonville, Florida, 32225 Home 904-220-4131, Cell904-318-0357 E-mail: vanliere@bellsouth.net Professional Summary I am an experienced municipal government administrative officer specializing in finance, budgeting, and customer service for a small city. My background includes 24 years serving the public in the beachside communities ofNorth Florida. Attributes • Community and political awareness • Process improvement mindset • Ethical and fair • Strategic thinking • Finance and budgeting expertise • Local government operations • Strong interpersonal skills • Presentation and software Work History Interim City Manager, 12/13 to present Salary ~ $123k City of Atlantic Beach-Atlantic Beach, Florida I was appointed to serve as the City Manager, performing all duties as prescribed while concurrently performing the duties of the Finance Director. Most recently I have developed and presented the Proposed Annual Operating Budget for consideration. This year's spending plan is balanced and addresses the strategic goals of the City. Finance Director, 2/98 to present Salary ~ $112k City of Atlantic Beach-Atlantic Beach, Florida As Finance Director for the past 16 years, the City has enjoyed unqualified audit opinions, balanced budgets and full compliance with all regulations related to public finance. I also supervise the customer service and billing where recent improvements to payment processing have just been implemented . Budget Officer, 5/91 to 2/98 Salary ~ 48k City of Jacksonville Beach-Jacksonville Beach, Florida As Budget Officer, I designed the budget document, created the budget each year for the City Manager and monitored its compliance throughout the year for accounting accuracy and appropriateness. I received the Distinguished Budget Award multiple times and assisted Atlantic Beach by creating the Atlantic Beach Budget Document. Accountant, Accounting Supervisor I Assistant Finance Director, 4/89 to 5/91 City of Jacksonville Beach-Jacksonville Beach, Florida Duties began as entry level accounting functions but quickly moved up to the assistant position . Associate Staff Accountant, 5/88 to 4/89 Smoak, Davis and Nixon CPA Jacksonville, Florida Small local audits and tax return preparation. Accomplishments Since assuming the City Manager Position • Created the 2015 Annual Operating Budget • Refinanced the Utility Revenue Bonds at 2.33% saving $1.6 million • Restructured the Police Department and changed the shifts • Negotiated new contract for sanitation services • Restructured the Planning Department • Restructured the Public Works and Public Utility Departments • Received an Unqualified Audit Report • Implemented Interactive Voice Response Payment Processing • Re-evaluated the Marsh Master Plan and changed the scope to be more in line with the community • Moved forward on the police building project with an RFP for design • Delivered re-use water to Atlantic Beach Country Club • Shifted focus towards maintenance of facilities and parks • Offered settlement with Jacksonville on tipping fees • Offered legislation on annexation for the Atlantic Beach Country Club • Gave a budget preparation presentation at the Beaches Watch meeting • Participate on the Charter Review Committee • Began departmental disaster preparedness training • Also spent enormous amounts of time with the Human Rights Ordinance and the SPA approval of 201 Mayport Road. Education BBA, University ofNorth Florida, Jacksonville, Florida Affiliations Member of Florida Government Finance Officers Association Member of American Institute of Certified Public accountants Certification Florida Certified Public Accountant #29001 References • Ron Whitesides, CPA, City Auditor, Purvis Gray & Company-(352) 378-2461 • Rich Komando, City Attorney, City of Atlantic Beach-(904) 269-1111 • Michael 0' Shields, Senior Vice President Morgan Stanley Wealth Mgt. -(904) 543-7809 • Jim Jarboe, City Manager, Neptune Beach-(904) 270-2400 • Jack McWilliams, III, Esq. Bond Counsel, Lewis Longman & Walker-(904) 353-6410 • Bob Kosoy, PE, FDOT, Jacksonville Maintenance Engineer-(904) 360-5222 • Craig Dunlap, Financial Advisor, Dunlap & Associates-( 407) 678-0977