Atlantic_Beach_FL_Report_FINAL_2014_09_19
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.
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.
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 managem ent 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.