City of San Antonio New Employee Process Form
WP.icome lo !he City of San Antonio. Ple;ic;e re.:1d each of the following forms and enter ttie requc.51ecl information in the de5igratr:d areas. lnfa
I
fhc Public lnformaUoo Act allows employees, publir. officials and former employees and officials to elect whether to keep cer-.ain inlormalion about them confidenUal. Unless you choo~.e lo keep it confidential. the following information about you may be subject to pulllic release if requested under the Texas Public Information AcL Therefore. please designate whether you wish to allow public release or the following information.
RELEASE THE FOUOWING INFORMATION • PU~C ACCESS? Home Address • NO v / YES Tel11nhone Number ~ - NO 1.- ,,,,. YES Social Security Number . NO .,. ~ YES ---=:!-~ Information lhal Reveals Whether You Have Fami111 Members NO -.,, ~ YES Emem3nCV Contact Information NO ., ., YES Personal Cell Phone Number (lf not paid for by City) _ . _ _ NO ~ YES --"""L--~ IF. during lhe course or employment or term of office. or if, alter leaving service v~th the City of San Antonio, you wish to change your election. vou mav submit a wriUen request to the City of San Antonio that your inrormalion be ooened or closed as lhc case may b_.,;;e.a..--' APPLICANT PROCESSING, BACKGROUND, AND PRE-EMPLOYMENT TESTING I UNDERSTAND TW\T: ------1 • I should not resign any employment I may have until I am nolffi:d by the Human ResotliCflS Ocpmlment that my cond lional selection has become final, and I should report for work. · • I must agree to submit to a p;e-emplO}'TTlent drug test requ!red by lhe City 01 San Antonio and that ful! completion of prc-empli,ymenl drug testing with n verified negntive result is a condition of employmenL • I will be required to adhere 10 the Municipal Civil Services Rules and personnel policies of lite City of San /~ntonio. • Positions wi!h the City of San Antonio are subject to at-will employmnnt statw,. and can be terminated at any time lor any rea!,On. • A thorough invcstigmion wi!I be conducted to determine my qualifications for Ulis position and that my employment wiH depend 011 information obtained during this backgmund check. If the reasons !or reJection are of a temporary nature whereby you cuutcl be accepted at ;i later date. you will be so notified. • The City of San Antonio provides Work('.fs· Compensation ~•iefits for its ,m1p1oyr.cs, which COIA"'I5 lhu'>c injuries that occur on the job • During the processing. I wil1 be required to provide documents that verify I ;,rn iegally authonzed to work in the United Siales. • II hired for a position which includes a i:m a11ow-dnce, I must present proor or auto liabifity inswancc. • If I fail to provide the necessary inlorma11onldocuments on the day I am scheduled for processing, I will have lhree WOiking days from Ihm day to provide lhe information/documents 10 Murnan Resources. 111 Soledad. • Failure to prn5ent same within lhe tlree working days will resull in my aulomaUc withdrawal from consideration for this position. • I have beer. conditionally selected for this position wilh the City of San Antonio, pending the results of my physical ei;amination. pre employmem drug test and pn.iflminary background tnvesligation. I !ulther understand that·cmplnyment v,ith the Cily of San Antonio does not begin until the rirst day th;it I begin actual work in this position. • For positlons lhat require COLJ•full iompleti~ of controlled substance,; testing with a veril,ed negative result is a condition of emolovmenL ," ., , ··---~ ;- / ______------1 SignalUre{/17 '; : 1-..... j Date / / Page 1 of 5 ·1tJ11!../k-,l, _1-i:r7 --·- -- I /J.. 1-;;.,>j~Ci}::>...._ I - ..·,, ,I 7 ./ I NEW EMPLOYEE EXPERIENCE~ PART I
I acknowledge that on 3(..V'\ ;;2~, iD 2013, the following items were reviewed during New Employee Orientation:
crCity Mission and Values cr'l:oSA Organizational Structure and Departments c?l",..Goals and Competencies o ...... Laws, Regulations & Policies CJ Role of a Public Servant 0""'-Introduction to Business Networking a""'Employee Management Committee ✓HR Generalists and Specialists Programs O"]lecycling Pledge ✓,Gity Volunteer Opportunities c:f§A Library Programs . ~Employee Benefits (Reminders)
Please complete this form and return it to the Facilitator at the end of the program.
Department
Date
Employee's SAP#
Facilitator Signature Date
Re-.•ised March 13. 2012 CITY OF SAN ANTONIO
EMPLOYEE ACKNOWLEDGMENT FORM FOR
ADMINISTRATIVE DIRECTIVE 7 .9 Mobile Phone Policy
Employee:
I acknowledge tha_t on /1~,/ //)-i,I,\ , 20 (3, I received a copy of. Administrative Directive 7.9, Mo lie Phone Policy. I understand if I ~hould have any questions I should contact my Human Resources Generalist. ,;/iD{m..r;; C .$ E. F Department /:Jc};)(oQ SAP ID# CITY OF SAN ANTONIO CONVENTION & SPORTS FACILITIES DEPARTMENT EMPLOYEE ACKNOWLEDGMENT FORM FOR CSF PERSONAL ELECTRONIC COMMtJNICATION DEVICES POLICY
Employee: I acknowledge that on Oc..::\Dbe.c c{4VI. 20 [ 7 ,I read copy of CSF Personal Electronic Communication Devices Policy.
Department
SAP Employee ID Number EMPLOYEE ACKNOWLEDGMENT FORM FOR CITY SAFETY MANUAL
Employee:
I acknowledge that on b4r.1.C\ J ~ • 20 lK", l received inFonnation on accessing the City's Safety Manual on ORMs website at http://www.sanantonio.2ov1RiskManagement/Safety. I understand that I have a responsibility to become familiar with the content of the safety manual; provide department mnnagemenl with guidance in developing depanmental safety processes and procedures, and ensure supervised employees are made aware of the information pertaining to worlq1lace safety.
. Departmem
Employ~e SAP ID Number Training Acknowledgement
I certify that #re ho/r;s -L Krista Cover Assistant City Attorney ~ .. ' .•.. . City of San Antonio Employee Performance Evaluation Human Professional Level and Above Resources •employee Name: Nicholas Lange11a •Employee SAP#: 132260 •nt1e: Alamodome General Manager *Reporting Period: 10/01/14-9/30/15 "Department: Convention Sports and Entertainment Facilities *Division: ------,Administration *Review Type: OPlannlng (!,Annual *Supervisor or Above? <.Wes O No Rating Descriptions 1 · : ...... , · ._; .• , .,.•• ,. .. \ . •1 . ,•;:: ... -..,,n\i ...W ... ~ .. ..l" ~£ft:ifu~~v;;«g1-~~ic1/ -~ • ~ .•., ..-.~ .•, .. ,,.. I\• :; ~i¥1Ac:hieitfs:1:x)~i!t.1tloris . ,;· .a -•Exc.~eds·~P.e<;.~tl9ns;o1; './ •,. •·4_ ,: 0utstancling ~~•;~· :.a--·. ,\it1.,. ... ~ .... '-· ... , •··· ~ !~... :r.".' ~. -~- ~ -•, .. -:-: ~.. . ;-.:"' ' - ... -' ., ~ -~ ....- ...,. ,, ••, ,·_1 :ait••~ ~... :•~ .-:.:,:.e-1t.. ~~-.~-Jt J~C... ~ Does not meet the requirements of Successfully meets the req1Jlrements Exceeds the requirements of the jab, Far exceeds the requlremenu ofthe the job, task or project Improvement of the Job, task or project. wk or project, Performance Is Job, tukor project. Perfonnance lsneeded. Pelformance corulstently meets characte,lzed by corubtent high corulsle11tly shows outstanding standards. achievement achllYl!ment far above eii:pectatlons, Section I: Responsibilities, Goals, and Measures (70% of overall rating; evaluation weight assigned) Rf:~P.'i!~:Sll,;lli~les; .(i,1,~.lst~iid l'i_1~asures1.iE~91-en.try !n tht.s tai11f;con~lri~~- Item~: Ail~ciipti~h of, the tesP.dnslb\lity(gqai,~ti~t•lljcludes'• ,..• •>.:Y; ~ny¾~Uc:.~~!!i:in;n~!ic...e.m~~rlC2..or'j,roj~.ct *~dllne:.~:sP..~clfiil·_w~lght p'ercen~gecompi:!l'.!.~')t;-~·summa;y·orthe actj:?I .1?~i:fop.11~ri~e J t• ~dd:j 0 ~f!sUlts;:cinQ~~e ~atl~g:fqr;il_it_s·entry. ::~.. k". ~: :.: -~~ ,-,~:.:..:: ~ : : •• _ .. ~ ...... , • _.. - • .. ~ .. •. ; =- •.: ~ ,_ 1: .' ~ t.~ l, ·:.! :t: :.:.: .. . Entry: 1 I j ttem Evaluation Weight Percentage (total ~fall weights= 100%): 2S I Rating: l!J I~ Responsibility/Goal: Oversee the operations of the Alamoflome and ensure Alamodome Is well-maintained and exceptionally clean The following are minimum standards: 1. Ensures facility compliance with all applicable policies, laws, codes, regulations, ordinances, and directives 2. Complete projects via the Events Trust Fund before July 201 S 3. Ensure deaning contractor maintains the facility to the hTghest standards 4. Identify and present 5-Year Capital Replacement (equipment and Improvements) List by 3/01/2015 5. Complete Purchasing process for a new Event Security contractor by 9/30/2015 and ensure smooth transition If new provider Is chosen The followlng goals exceed minimum st.andards: 1. EstabUsh new quality assurance standards for maintenance and cieanfng of the building by 5/01/2015 2. Work with !TSO and Verizon to add another service provider to the Digital Antenna System (DAS) Summary of actual performance re.suits: •Mr. Langella did an excellent job of maintaining the operations.of the Alamodome. He ensured thatthe facility was well- maintained and exceptlonally clean. • -Nick and staff also ensured that facility was in compliance with all applicable laws and regulations. -All projects via the Events Trust Fund were completed before July 201 S, -Nick ensured that the cleaning contractor maintained the facility exceptionally well and worked diligently with the Purchasing Division to transition to a temporary cleaning and rigging vendor, He also worked with the Purchasing Division to bring In a new event security contractor (Whelan} on board. -A S·Yr Capita I Replacement List was completed as well. GR.1000-04,SUP.REQ.HR Employee Performance Evaluation-Professional Rev.2014·1 09/25/14 Pagel of 6 I Entry:2 I IItem ·Evaluation Weight Percentage {total of all welghts=l 00%): 25 I Rating: ~ I~ Responsibility/Goal: Provide exceptional customer service for Internal and external customers. The following are minimum standards: 1. Ensure all Division Heads, Booking Coordinators and Event Coordinators are Certified Tourism Ambassadors by 9/30/15 2. Conduct annLJal customer service training for all temporary staff 3. Obtain a score of Good or Excellent from the 360 reviews by direct reports (division heads) by 9/30/2015 s. Conduct bl-annual meetings with all assigned staff and Incorporate recommendations which wlll Improve operations and work environment of employees 6. Finalize a long-term contract with UTSA forcommencementceremonles by3/01/15 7. Finalize a long-term contr~ct with San Antonio Bowl Association· for the AlamoBowl by 9/30/2015 The following exceed minimum standards: 1.Develop a customer survey by 4/01/2015 2. Create an Event Attendee Survey by 6/1/2015 3. Develop a staff training and development plan by 4/01/2015 4. Increase staff participation In the Qty Manager's SK, SportsFest, SA Rock N Roll Marathon and other similar wellness activities by 25% (FY 2014: CM SK-; SportsFest -; SA Rock N Roll - ) , 5. Ensure at least 95% partldpatlon by staff ln the COSA Employee Survey Sum·mary of actual performance results: -Mr. Langella ensured that all division heads and other key staff achieved their CTA certiflc~tlon. -Nick conducted customer service training for all temporary staff. -Nick also conducted meetings with assigned staff including weekly managers meetings, quarterly staff meetings, and · monthly birthday celebrations -Mr. Langella also finalized the long-term contracts with UTSA for its graduations and the Valero Alamobowl. -A Customer survey was also developed. -Results of Mr. Langella's 360 Review Survey are attached. Based on the responses received from some or his staff, Mr. Langella must work to Improve the teamwork and office atmosphere that exists within hls staff. Entry: 3 j / item Evaluation Weight Percentage (total of ali welghts=l 00%): 2S I Rating: ~ I~ Responsibility/Goal: Ensure financial success of the Alamodome. The following are minimum standards: 1. Meet with the Ascal Administrator monthly to manage the·Atamodome budget 2. Ensure each division head has a working knowledge of the budget and stays within their adopted budget 3. Adjust budget plans quarterly to anticipate fluctuations to budget targets The following goals exceed minimum standards: 1. Provide plan of action to exceed adopted revenue by 3/01/15 2, Ensure Revenue/Attendee measure totals $11 or more . · 2. Identify at least one new cost saving measure to reduce paper consumption at the Alamodome from FYl 4 totals 3. Identify at least one new cost saving measure to reduce chilled water and energy consumption from FY14 totals Summary ofactual performance results: -Mr. Langella did an excellent Job of ensuring the Alamodome's financial success. Total revenue generated exceeded the adopted budget by 9%. Expenditures were maintained within the adopted budget. -The expansion of the EBMS system as well as the emailing of ISS incidents helped reduce paper consumption. -The recycling of fountain water also reduced water consumption and costs fn FY14. GR.1000-04.SUP.REQ.HR Employee Performance Evaluatlon·Proressional Page 2 Rev.2014-1 09/25/14 of 6 . . ":(: ··~ ,. . ,.~. :1 empJMe~:r§jme:' : Nicholas Langella IE¥~1oy~~~Si.\P#:\·j 132260 -~~ .. ··~',.. .. . I . . - Entry:4 I IItem Evaluation Weight Percentage (total of all welghts=l 00%): 25 I Rating: @J l{t>elet3 Responsiblllty/GoaJ: Ensure that construction bas limited Impact on event activity The following include minimum standards: 1. Communicate with clients regarding constructron process and activity 2. Work with Design Build Team to ensure the Alamodome renovation project stays within budget and on schedule The following exceed minimum standards: 1. Develop plan for dealing with construction during events by August 2015 ' Summary of actual performance results: -Mr. Langella and his staff were actively Involved and provided g~od direction to the Design Build Team regarding the proposed renovation. -Nick also communicated with key clients regarding the projected Impact that construction wll1 have on their events. GR.1000-04.SUP.REQ.HR Employee Performance Evaluation-Professional Rev.2014·1 09/15/14 Page 3 of6 •-I~- . • ' ... Naf.Tle: ._: Nicholas Langella Ep}pJ9ye~SAP,#: _: 132260 • f~P.1~1~~ - "-···· . . •. Sections II and Ill (if applicable) combine to provide 3096 of overall rating; equally weighted Section II: CORE Values . ~ j;rc{l~fe th~:E)nplo>7ee'i:tperfdfm~n~e·lev~I by assJl~r~g a rating {~r-·ea~~ CORE--Valu~,·-· ' .,~ l\!!f .. ,. ·,:· ....._. .:.~ ·:: ~: ;_.Rating;-: ..... •-• • • - I • • • f - ••· I • __ , I ' ;~~;-?·f.°'. ·.: ..· · ·. ~· _:i" /,,. ,. - : •• 1 -~ ._.. -- . . ., . ' We work together to make San Antonio better. We share goals and hold our!elves and each other accountable. We take ownership of the team's work and per!onaUy commit to finding solutions. We communicate ::Ji) effectively by sharing Information, ski11s, and knowledge to achieve success. We reach ··~:,:;:_J- Teamwork 2 across . teams for better outcomes. We support the growth and development of all ••:-'~,. ,~· f#. 9,...• members of the team. We share and celebrate success by valuing and recognizing each :•:·~f·', contribution. I ~"ti.I', I .••' -· ••• f• We model ethical behavior. \.~•· · ) We do the right thing, always. We appropriately question actions Inconsistent with our 'Ll.:~P.>. Integrity 3 . i:~i,r:' CORE Values, We make honesty and transparency the foundation for all actions. We are . •·· .'.., accountable at all levels. We avoid the appearance of Impropriety• '> We are driven by continuous improvement. We find ways to make things better. We optimize results by working smarter. We are w Innovation empowered to take risks, learn and grow. We leam from our failures and our successes. 3 :t:t:: We contlnua!ly re-Imagine operatlonal processes for better results . .,0 We are qualified, skilled and committed. \..:.t., We personally commit to continuous Improvement and personal growth, We take pride ...... in producing high-quality work and In delivering exceptional service to Internal and .. ...,. X.,,• I extemal customers. We exhibit pride In professional appearance, language and behavior. ,. ' Professionalism . We assume responslblllty for a dean and s;ife work area. We maintain composure In 3 .. challenglng situations. We respect others, express sincere appreciation, and positively I ,,:r,1.! .. tt! •• -~ . .. t,i Influence those around us. We are dedicated ambassadors for the City of San Antonio ~ ... ;~.~ ., ,-~.. and the community• Section Ill: Leadership Assessment (for Supervisors and above) . . !nr1ic_ate the Em"ploy~e•s P,erfbrm·ance l~vel by°a~signlng a ratln~ f~r.each attribute. Rating .. .. . ' Leadership ts clear, undisputed, and supported by team members Handles conflict between team members quickly and effectively Leadership and Clearly communicates time lines and expectations to team members Development Facilitates communication to ensure that team members are informed about Issues, 2 progress, and next steps Ensures team membeu have opportunities to develop their skins Understands and uses flnandal lndlca10rs/metrlcs to measure performance Strategic Thinking Identifies, reaults, and retains great talent that expands our capabllity and mirrors our 3 customer base · Holds employees accountable for performance Drives Excellence Communicates with business partners at a/I levels regularly, accurately, and In detall Focuses on process and opera ti anal consistency to reduce cost. Improve performance, 3 and meet targeted budget goals Causes and undeilylng issue.s are analyzed to fully understand situation/choices prior to Decision~Maklng declslon•ma'9n9 · 3 Empowers team to solve problems and make decisions Professional Development Plan Employee follow-through on the Professional Development Plan outlined In Section V 3 GR.1000-04.SUP.REQ.HR Employee Perfonnanc:e Evaluatlon-Professlonal Rev.2014•1 09/25/14 Page 4 of 6 ... • ..-r_ .... --· .. : ~.. 1: .. ~ ; ;;.t•• •• ,, • EmP-lo~e Name:, Nicholas Langella If., '1_-.4 .,_.-•~'I,.•,. • •: Section IV: Professional Development Plan ~~~l~;~~~~~•~s.\,o~~.:~II~~!-.s~j!-~~ci;~_pa~sfo~.P:}6fes~s1on~1.p_ev~t9p~~"!'~;!~t'·E~p1oy~~wlll·~c~1':t~.P~er. ~~~;n~~~t~~~ (·1•2) rr.t9ottis; arii:t'thetlme {rame.or-~rge~co!TipleUon_da~ ;fpr_eac:h,o.l?Je~lve. {LJmlt eotrles·to•on.e (ll (!bJ~tlv.e.P.er_ipw, l~!I Goal:1 I Tune Frame or Target Completion Date: ~el~,t~ Goal:2 I Time Frame or Target Completion Date: !~ Goal':3 I Tlme Frame or Target Completion Date: •fielet°tl Goal:4 I Time Frame or Target Completion Date: IIP~le~ Goal:5 I Time Frame or Target Completion Date: [oe§q Section V: Narrative Summary and Assessment :"t,t •::• I f_,. ., 0 , • ~ • • 11 ;.. ... "'1• ... ,. I 1,.•-; •• t • • •• . • •.- • • • • • , " . • . ....~ , ~te·r 't::9111m!!hts; :(Wrlte.. a;llrl~fc,f~ctjption·9f.pyerall perfor.manc~ f9r the revl~w perio~, "lor,g ·'-:,'lth,d.~~~-11s'of in~viaual.ar.eas .ci( ex~eptlonal·perfo,rmaf'! C"e lrattn·g oO· or 4) .or.of perforrf)ance· needing _more att~rit(qri or lmp"rovernent (ratjng 9f.1 ),. ' ' . ~ ' .. . . ,. . Mr. Langella did an excellent Job overseeing the operations of the Alamodome, ensuring that the facil!ty was well-maintained and compliant with all rules and regulations as well as ensuring Its financial success. Ho~ever, Mr. Langella must work to provide better feedback to employees on their annual evaluations as well as improving the office atmosphere. GR,1000·04.SUP.REQ.HR Employee Performance Evaluatlon-Professlonal Rev.2014-1 09/25/14 Page s·or6 . .., Section '\(I: Comments (Optional) .• .~ .• I,. Supervisor/Manag i.;;.;....,.:...-H--=i~!,-!-,,;~ Overcill Rating Signature: Reviewing Officer 4 • Outstanding Signature: 3 - Exceeds Expectations 2 • Achieves Expectations 3 1 - Improvement Needed Employee Signature: • Signing your performance evalualion acknowledges the evaluation has been discussed with you • tf you disagree with the overall raling. you may submit an appeal In writing to the Reviewer listed Agree with Rating D Disagree with Rating above, using the Appeal Form found oo fOml5Ntt. • • Appeal mull be received by the Revlewina Offiter within ten 1101 workins days beglnnln1 the day after the employee rece~ 11\ls evalua:ion or when a wttne.u Signs th.t the employee received this evaluatJon. GR.1000·04.SUP.R.EQ.HR Employee Pertormance Evaluation-Proressional R.ev.2014-1 09/25/14 Page 6 of 6 .• ;. .:- ::,i,swered: 4.· ~- 0 ~Skinp· ~d; o· · . ._,. ____. _...._ ... ---~-..------..a ~~-r.=------'------Strongly Disagree--- - Disagree------.- Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00% 25.00% 50.00% 25.00% 4 4.00 (no label) O o. 1 2 1 10· 3 .• ;,··: • . . ,-.. 1 • I l . •. . • : • ; :· • • ! I I • I • •. • • • • •• • i ,.. • ,. .. • • , • .f 4 J • I iP.oe$ _yqyr supervjsor.q9nd~ct effective rrre~ting$7 ... - .- .::;· :Answer"ed: 4 . . . ·-: ·. ' . . ,.... . '"' • • I . ., ' •~~!Q~ed: 0 ·· · ~ · ' .:___- ~--·----- .. ____ _ . ·t ..!. Strongly Disagree- Disagree- Neutral - Agree - Strongly Agree - Total~ Welghtod Average - 0,00¾ 0,00% 0.00% 100.00.,,o 0.00% 4 4.00 (no label) D O O 4 0 :Ci4 -:· . _... . ,.. . :·.- ~·.-· :·1. '! t • • • t • • ~\ I • • 9 • f • , •J -~ • , , .. ', .,, .. •t ." .•. • -!'' 4 . r • ... ;, I I •• • • ' • _.- • .-, • • ~ ~ f ·, • 0 0 I ~ :. ... f • 9 f : · a, : t I I ,- • I • • • • .f: 1 • I • • • • -~ • I f t I~?~? iY:~·~(; s~;8~r':!s.9;~~9r~a.~e .. ~n -~!·m9~~~-~·~e~~h~t .. ·: · .!· l!D~J;!~f~§ .. ~!.~:. .:~: _': ._· -~·.J . "..·r~ . '..·. ·. Strongly Disagree.- Disagree - Neutral - -Agree------Strongly--- Agree - Total - Weighted Averagt- 25.00% 50.00% 0.00% 0.00% 26.00% 4 (no label) 1 2 o o 1 2.5D :as. : ... . ,.,.. I • • . ' /Does:_ You r_.$upirV!s?. r _llst~ to empl~yeesi: opi!llO~:s. :-. : i~~en.m_a ~~~IJ9. d~CISIQflS? . .. · · ·. · .. _· .~ . ,...'t"r:t'°".,:-•.-:-r!-.-.-• -~---•• .... ~-,• l • .. • ..."!: _ ·•·i:~wnswered;•~- .. t·4. .--i, :'.;' -~: • -- i'"..~:r-::J~ .. -,~. --.. F·~l"-~~~·~ -~.. 1 l . .. '9 .. ,.. . ~ ,. . • ... . I 1.,_\.:_ ~ ,-•,•••;.,_.'I • 11,..:_._~·•t.... ~(1.!,1 .? ·.: 1 _-::-~his-1 I •. ... I + • : • • ' • I ! ·•• • • • • • .,. ... _ • 1P•o._yp~:}~~!1¢ye_ t.hat y9ur .sup~rvis.or is _-a_ppf.p.c!.9h.aJ:/I~?.· : .;;:: At,swetreo: ·~r · ·· . - ~ ~-· :Skinped:·d ·:•_ : , '. ' · · ___---..; __ __~---....: ~ ----"------·· Strongly Disagree - Disagree - Neutral - Agree.- Strongly A~ree - Total - Weighted Average - 25.00% 0,00% 5().00%, 0.00% 25.00% (no label) 1 O 2 o 1 4 3.00 .01·0,...... ,. ~r. ' .. ' .. • ,.. . ~- •;~,~nswerea::aT ·:- :• -~··. ·. · ·;;: : -.•... ~4:• ...,,"! "'I.':') 4 .•:_ ~...... -.,: s•· _·k.tp ~ ..·· ·:·1·•-- ·-~~·-. ..-· : ..:· - . ,. . : • ';• .'. :/ ::.: ·: :) ~J Showing 3 ,:esponses Communicate with "ALL" employees. 10/612015 6:17 PMView respondent'& answers .., . 1. Has high expectations and excellent attention to detail. The Alamodome Is the cleanest it has ever been. 2. Great negotiator. 3. Backs staff with promoters and vendors. 4. Poor internal relationships. Intimidates subordinates and is especially condescending to people who do not report lo him, I.e. administrative assistants. receptionist. Many times he does not speak to lower level staff be~use they are beneath him. All are afraid of him. 5. Managers cannot give honest opinions for fear of retaliaUon. Threatening and condescendi.ng lo staff. When you are asked for an opinion, you fear ii Is a trap and stay silent 6. Staff has to beg for leave that they have earned. Jf leave falls near ar) event, he will refuse regardless ol reasons. On- occasion, he has asked staff the reasons for doctor's • appointments and personal time. Most dread asking for vacation or even one day off. MajorUy of staff are far In excess of 400 hours due to this. 7. Due lo U1is atmosphere, morale among Dome staff Is at an all time low. · 10/5/2015 3:58 PMVlew respondent's answers As a negotiator and one who deals with contracts, he is great. He's also good at dealing with public situations that Involve ridiculous claims. He also has very good knowledge of the industry. I do my best to get along with him, and I think that he and I have a good relationship, but I see and hear aboul issues with other people. He seems to communicate alright with his direct reports, but he doesn't seem to have much time for those that are not under his immediate report. I don't believe he Is a good people person and I believe that many people here fear hlm which causes a severe drop in morale. I don't believe there is any way lo speak your mind here wjthout some sort of retaliation. In inst~nces where we have been asked to say how we feel, it has felt like a trap. He is a micro- . manager which causes a lot of second guessing on decisions, lime spent on asking his opinion, or fust handing off d~cisions to him outright. 10/5/2015 11 :00 AMView respondent's answers Comrnunicate witl1 "ALL'' employees. ,. • City of San Antonio Employee Performance Evaluation Human Professional Level and Above Resources ' Employee Name: Nicholas Langella *Employee SAP #: 132260 1 • Title: General Manager "Reporting Period: 10/01/1S-9/30/16 ~oepartment: Convention Sports and Entertainment Facilities 'Division: ------Administration - - ! 'Review Type: (" Planning Ci Annual •Supervisor or Above? Ci Yes (" No Rating Descriptions 1 -•·.~ --~··,,H .....• · ~ -~qi,• ~ c,•,n·-·9], -Q .' . ', :f:. iAf roii~t:fiie&ld1J~>· , ;i'~~ ;;~~tjl· l!'{S$'M- "~ "~··'ai tf•"·'. '' 4 tV.::.'i'!'!t[ ~'J. ons , • ..'j. :~·=a.ce~s~"1:El~t~l-~ .....• ~-'f•~, ~ ~;~-;: ·.J~ ·,. :"- '··.-;,.. ~ ..._,_ ,. 'Ji1 ~... :••:t. ~ ~ H . .itJl!"'l,,li·•'iJ Cf"~ ':l;'"1 :- t.,.. -~S4.J!.r...:.!;..t ..., , . -.., -~ ., .~":J..,; ·,: -~ ; ~:i1~l~~~~~:. .-· lt"~i.,~~---!: ·-.. ~... i ' Doe5 not meet the requlremenu of Suc~fully meets the requirements Exceeds the requirements of the job, Far exceeds the requirements of the the Job, task or project. Improvement of lhe job. ta,k or project task or project. Performance Is Job, task or project. Perfonnance Is~. Performance COC\Sistently meets characteri?ed by consistent high con!>lstently shows out1tandin9 standards. achievement, achlevem1ml far above expectations, Responsibility/Goal: Oversee the operations of the Alamodome and ensure Alamodome is well-maintained and exceptionally clean 1. Ensures facility compliance with all applfcable policies, laws, codes. regulations. ordinances, and directives. 2.Ensure cleaning contractor maintains the facility to the highest standards. Ensure a smooth transition with the permanent cleaning company. 3.Ensure 90% of all preventative maintenance In the faclllty Is completed on time. 4.Establlsh capital plan for future facllity improvements. Utilize mid-year funds to complete Improvements before FYl 7. 5. Ensure a smooth transition of the food & beverage company. 6. Ensure Parking POS system is complete before the beginning of the UTSA football season. Summary of actual performance results: Accomplished all• POS not In.place due to purchasing setbacks Entry:2 Item Evaluation Weight Percentage (total of all welghts=l 00%): 1 o Responsibility/Goal: Provide exceptional customer service for internal and external customers. 1.Conduct annual customer service training for all temporary staff. 2.0btatn a score of Good or Excellent from the 360 reviews by direct reports (division heads). 3.Conduct bi-annual meetings with all assigned staff and incorporate recommendations which will Improve operations and work environment of employees. 4.0btaln Good or Excellent score on Attendee Survey and provide results on a quarterly basis. 5. Obtain Good or Excellent score on Client Survey and provide results on a quarterly basis. 6. Ensure 90% response/resolution of all lSS complaints within 1O days . Summary of actual performance results: Achieved all GR.1000·04.SUP.REQ.HR Employee Performance Evaluation-Professional Rev.2014· 1 09/25/14 Page 1 of 5 I-~ - I Nicholas Langella Entry:3 Item Evaluation Weight Percentage (total of all welghts~ l 00%): Responsibility/Goal: Ensure financial success of the Alamodome. 1.Meet with the Fiscal Administrator monthly to manage the Alamodome budget. Ensure expenditures stay within budget. 2:Meet or exceed revenue goals for FYl 6. . . . 3.ldentlfy at least one new cost saving measure for the year and one new revenue enhancement. Summary of actual perfoi:mance results: Achieved all - even during construction phase Entry:4 Item Evaluation Weight Percentage (total of all welghts=100%): 10 Responslbllity/Goal: Oversee Alamodome Renovation Project and other projects as assigned. 1. Ensure construction has mlnlmal Impact on event activity. 2.Work with Design Bulld Team and assistTCI group to ensure the Alamoclome renovation project stays within budget and on schedule. 3.Communicate with cllents regarding construction process and activity. 4. Ensure Wolff Stadium Is well-maintained and other contractual requirements are met. S. Ensure Toyota Field is well-maintained and other contractual requirements are met. 6. Commence redesign of the Alamodome website before FY 17. Summary of actual performance results: Achieved all GR.1000·04.SUP.REQ.HR Employee Performance Evaluation-Professional Page 2 of 5 Rev.2014·1 09/25/14 ~icholas Langella 132260 Sections II and Ill (if applicable) combine to provide 30% of overall rating; equally weighted. Section II: CORE Values ~ , . . We work together to make San Antonio better. We share goals and hold ourselves and each other accountable. We take ownership of the team's work and personally commit to finding solutions. We communicate Teamwork effectively by sharing Information, skills, and knowledge to achieve success. We reach 2 ac,oss teams for better outcomes. We support the growth and development of all members of the team. We share and celebrate success by valuing and recognizing each contribution. We model ethical behavior. [] Integrity We do the right thing, always. We appropriately question actions inconsistent with our CORE Values. We make honesty and transparency the foundation for all actions. We are 3 accountable at an levels. We avoid the appearance of Impropriety. We are driven by continuous improvement. • [] Innovation We find ways to make things better. We optimize results by working smarter. We are empowered to take risks, learn and grow. We learn from our failures and our successes. 3 We continually re-imagine operatlonal processes for better results. We are qualified, skilled and committed. We personally commit to continuous Improvement and personal growth. We take pride In producing high-quality work and In delivering exceptional service to internal and Professionalism external customers. We exhibit pride In professional appearance, language and behavior. We assume responsibility for a clean and safe work area. We maintain composure in 2 challenging situations. We respect others, express sincere appreciation, and positively influence those around us. We are dedicaled ambassadors for the Oty of San Antonio and the community. Section Ill: Leadership Assessment (for Supervisors and above) indiateth~'empf' GR.1000·04.SUP.REQ.HR Employee Performance Evaluation-Professional Rev.2014-1 D9/25/14 Page 3 of 5 •• .. ------, ...... ~-- ~ •-- Nicholas Langella ---• ••lli!· Ll::32=26::o__Jt · Section IV: Professional Development Plan . Time Frame.orT11rgetCompletion Oat~: . ' Goal :2 Time Frame or Target Completion Date: Goal :3 Time Frame or Target Completion Date: Goal :4 Time Frame or Target Completion Date: Goal:5 Time Frame or Target Completion Date: Section V: Narrative Summary and Assessment The Alamodome had a good year, considering that the building Is under construction. Nick and his staff were able to meet the adopted annual revenue budget, even though the projections Initially showed otherwise. Nick also met most of the expectations on his planning performance plan. However, as we discussed during a meeting on September 9th and documented on an Employee Discussion Worksheet, Improvement In Internal and external relationships Is needed. In the future, I recommend that Nick provide more backup and Justify his performance and that of the Atamodome staff in a deeper and more meaningful manner. · Furthermore. on the business side, I challenge Nick to maintain an Event Mix with a minimum of 120 event days and which contains major concerts, boxing events and sporting events that are profitable for the City and our customers. I The Alarnodome had a successful year and Nick's experience and skllls bring much value to the department . GR.1000-04.SUP.REQ.HR Employee Performance Evaluation-Professional Page 4 of 5 Rev.2014-1 09/25/14 ... ---~ ~-· ·fi Nicholas Langella #·~· · ·section VI: Comments (Optional) Supervisor/Ma nag Signature: Reviewing Officer , 4 -Outstanding Signature: 3 - Exceeds Expectations 2 - Achieves Expectations 2 1 - Improvement Needed Employee Signature: • Signing your performance evaluat.on acknowledges the evaluatlon has been d1scuued with you. • If you disaaree with the 011erall raUng. you may submit an appeal In writing to the Reviewer listed ~agree with Rating above, usln,: the Appeal Form round on FonnsNel. • Agree with Rating • Appeal must be received by the Reviewing Officer within ten ( 10) worlr.ln11 days be111nnlng the day after the employee receives th;s evaluatlon or when a wilness signs that the employee receNed this eViluatlon. 0 GR.1000•04.SUP.REQ.HR Employee Performance Evaluation-Professional Page 5 of 5 Rev.2014·1 09/25/14 .... . : ' 2016 Alamo.dome General Manager 360 Review F . 01 Does your supervisor ·provide a positive example; 11 walks the talk11 ? • Answered: 14 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - · 0.00% 7.14% 21.43% 57.14o/o 14.29% (_.2,'°""l\ (no label) o 1 3 8 2 14 3.79 a INJ 02 Does your supervisor set ~lear deadlines and objectives? • Answered: 14 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Welghtad Average - 0.00% 7.14% 14.29% 50.00% 28.57% / /_j ,nA) (no label) 0 1 2 7 4 14 4.00 ~1 11V 03 Does your supervisor share important and pertinent information? • Answered: 14 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 14.29% 7.14% 64.29% 14.29% (", ,..,,;\ (no label) o 2 1 9 2 14 3.79 7 t#_J 04 Does your supervisor create an atmosphere that inspires others to achieve at a hig~er level? ' '. ·. • Answered: 14 • Skipped: 0 . . Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 14.29% 21.43% 21.43% 28.57% 14.29% (no label) 2 3. . 3 4 2 as 14 3.07 Does your supervisor listen to employees' opinions when making decisions? ~ Answered: 13 • Skipped· 1 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 7.69% 15.38% 23.08% 30.77% 23.08% c·:i,"".2.A (no label) 1 2 3 4 3 13 3.46 ~ l :> J 06 Does your supervisor provide accurate and fair feedback .about your job performance? • Answered; 14 ,. Skipped: 0 Strongly Disagree- Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 7.14% 0.00% 35.71% 42.86% 14.29% (no label) 1 O 5 6 2 14 3.57 07 Does your supervisor effectively and creatively solve problems? • Answered: 14 • Sl~ipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00% 28.57% 57.14% 14.29% (1...1.r-Tl\ (no label) O O 4 8 2 14 3.86 l ,:,vj 08 Do'es your supervisor provide praise for good V'{ork? .. , Answe;ed 1-i • S¼1L1pcd r• . . Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 14.29% 21 .43% 21.43% 28.57% 14.29% (no label) 2 3 3 4 2 14 3.07 Does your supervisor listen to ernployees· ()p1n 11Jns v.1hen makin~J decisions? ~ >.. ' r! r~·• 1: I' ~':.t•~~ T Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 7.69% 15.38% 23.08% 30.77% 23.08% (:i,"'k'\ .(no label) 1 2 3 4 3 13 3.46 ct I .:1) 'J': Does vour supervisor provide accurate and tai,. feedback about vour job oerforrnance? I - l ·,•:. t • ~~· • , , Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 7.14% 0.00% 35.71% 42.86% 14.29% (3 00' (no label) 1 o 5 6 2 14 3.57 ' 'J 07 Does your supervisor effectively and creattvPly solve problems? Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 14 9 ~-OO"lo % % 14 3.86 (no label) O :s.S7% f · !4.2 (~so) Of 1 Docs your superv iSO i provide ora1se for pn:Y· , •• ·,,t·~( ? •.> • Ans-vvered: 13 • Skipped: 1 . . Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% r69% !5.38% ;3.85% :3.08% _ c •5b) (no label) 0 13 3 92 3 09 Do you believe that your supervisor is approachable? • Answered. 14 • Skippecl: 0 Strongly Disagree - Disagree - Neutral - Agree-' Strongly Agree - Total- Weighted Average - 0.00% (no label} 0 ~4.29% ~4.29% f.00% ~1.43% 14 3.79 (. 3,00) 010 What does your supervisor need to do to improve his/her performance? Senior employees use the description of ~Micro Manager" when clescribing Nick's management style so that would be an area for perfom,anc~ improvement. I DO NOT agree with the label. I am new to tl1e fac11!1y and events business model so I view Nick as a mentoriteacher. He is always willing to discuss his decision £i nd lhought process and encourages feed back. 10!26/2016 10· 45 AM more money to buy uniforms 10125/2016 5·42 AM Accolacles sometimes seem forced or rehearsed. Some com ments and responses made are condescending. It does seem lately that Nick is trying to create a more relaxed anrJ creative work environmenl. Subordinates should never be treated as less important or marginalized clue to their position. II takes the entire Alamodome staff to execute a successful event Nick needs to trust his staff more. Micromanagement represses initiative. ownership, and creativity. 10/2.t/2016 11 :43 AM I am not around Nick as much as the Managers but when I have been he is always professional and respectful towards me and always lets me know I am doing a good job. I answered neutral in solving problems because I feel like Operations is very short handed and it can be difficult at times when we are setting up for each event. On a positive note, Nick has Birthday lunches with staff which they en1oy because it shows statf that he cares which is good During certain events he makes sure that staff is fed either breakfast or lunch. Which is convenient for staH since it is difficult to leave the builchng for lunch when they work an event When other departments need to borrow our equipment we no longer liave to drop ott and pick up the equipment for them, which took away staff and time from our task here. Now he lets them know that if they wanl to borrow anything they need to pick up equipinent themselves which helps our staff a lot. Also in the past we always had to pick up after the conlraclo.-s like when ARA and Go Pro were here w e had to clean areas that they did not clean arter ' . events which took time away from my staff getting setups done and also picking up and setting up for ARA. now Contractors know they have to clean up/pick up after themselves instead of having Operations do it. Our previous Facility Manager always had us doing all those extra unnecessary task instead of the contractors getting their start to do it. this might seem small but it makes a difference to us when we are setting up for"events because we have more than enough to do already. Nick se~ms to be all about getting the job done which is the way it should be, because I expect that from my statt. Honestly I don'I expect any kind of praise from my boss for doing my job. I'm here lo work and get the job done. Sometimes people are not good with change and when someone comes in and finally puts them to actually work and do things a certain way it bothers them. No matter what General Manager we have had it has not changed for me because I have always been expected to do my job and I have always done my job to the best of my ability. Thank you. 10/24/2016 11 :30 AM There 1s lots of staff within the Alamoclome that have tons of experie·nce and although we understand our General Manager has vast experience as well. thl'Ollgh my conversations with him and with others he believes that no one knows more than him. My suggestion would be for him to hear everyone out and not continue to sound like he knows more than everyone in their field where they have a vast amount of experience as well I know we all appreciate his expertise and his accomplishments during his time here as General Manager with the Alamodome although he continues to not appreciate his staff experience, expertise and knowledge. 10/24/2016 11 :07 AM I do not have alot of interaction with Nicholas Langella. on the ocassions that I have had interaction's or conversations with him, he was very personable. 10/24/2016 9: 15 AM Allow Managers and Supervisors to make more decisions on their own. 10/22/2016 t:38 PM Nick is constantly working to improve our communication and office environment. I feel he has continually gone the extra mile lo be a good listener and ultimately a stronger manager. He has also regularly asked for feedback and suggestions to improve his relationships with his subordinates. He is working.hard to be approachable for employees at all levels. This year. Nick has instituted monthly birthctay lun·ches and ticket giveaways to recognize Alamodome staff for their efforts. I feel that Nick is working hard to be a GM that employees respect and enjoy working for. 10/211201611:56AM #4: Removes empowerment from supervisors by not deleg~ting, and laking ii on himself. i.e. Not replacing shopping cart approvers and taking the role himself. His prerogative, but could be handled by a subordinate manager or supervisor. #5 and 7: Manages building issues by listening to problem. Often has new/different ideas of how to approach and pay for repairs, etc. 10/21/2016 11 :19 AM I have seen a tremendous change in Nick during this past year as compared to previous years. where he is working to interact better with all his employees not just the executive team. I feel employee moral will improve with his continued efforts on communicating with all his staff. 10/21/2016 10:41 AM Nothing at this time. 10/21/201610:21 AM events which toov.11mc a·... ~..,. lr0rrr n:,, ::1~1f g.,,·:111t1 ::,.:.1,1;.:. ;.!-:,,c ,!\'' l c)!S•' ~,, -.I:,.' l .... ,- - , 1:,'ii LI~ fo1 ARA 110w Conrrai::~,n~ ~tlf)•.·. ll1t•;, •.,.,. I. · ·•'-c-:,r , 11, ~- . :. '" ~I'.,'; 1• 1•; :,.,. •~ · ,. ·11~·, ,. ,r ...:: ,ir,;; Oporat•r:-ns do I! 0 ;: p,,a,::,)~/~ F,... :, :(\ r;\:, • . !'' !:!•, •. .':· :""'.I 1.1~ •'1'" ,·, J ,;I ' ;, ..,.: . 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I • .; ' C :;12-:16 11 SGA"-1 ..;,! r..i~r,'\,.J\ti:!~ e,,c-01.'.-:; :-r-i::·n~ hosr, s :.zc,.:::~; :~ 1: .1r.~ '.!y , ....~ t {~-~··•:.J~:.,,q ,~rid :!;.r1 ·:9 t 'v·' r.:t•la".'•1F;: !i'lC,!)Pll19 -::art a;:ip1o•;er:. ~1!"i;I 1-:tl-,,:;~ i:'1,', r~,,~ t'l r,s:::· H,;; c1er.:.,9.~t . •• .;_ - , ~t :,.1'_,:",: j,n,:1:~ ,11 ..:=u i:1..~i?; o sup.. :,r .;1s~· ;:5 a ·,,.J 7 r_.: _:;r ;,~Jr.~ u•.111'12'l-::) 1=S::=-t.i~---: -..- • I J", ..1 O*!~n t11.=: ··,ev•:'d,ttc-r: 1'\1 t•Jt:a=; .:;; ?·:•:-i:: t•·· -~~:;:i:tt:.1-:1~ ~~,: ~• ,="_, ,-::::a ··s et..; HJ 21 '2•"•1~1 : 1 19 ,c:,:,,1 1 ha,-'<;; ;.:;-301 c1 tremendous ctl=":n9t' i'1 N·::~.-,iur•ny !ib l,c:s1 >e.:H a; ,· ,:,11;_:a! ~rJ i·.' n 1 :-: : 1•,·.1. ~ ., ',\ '••:-rt' 11~ !:, \•o:1(1n~1 i~' 11iteract b-=!ler \',' l;; a:: n,s a;•.~;:,:.;·:.:;,;-~,-,,)( f;.i:;' tne t'. .-.;: ,: ~: •!!.' !-;-:, I 0ft ,JIO;Hs•: -:-111 ·at;·,,' 1·,.r,:1) •/6 v,1t!, lli!:> CC•ni~•~1.,·..':(! eit._i':5 'Jl'i cc11 :·~,u.·1.:- a11 :)J ,•.,t' :, I;,.,,,. h 21•e:•tiJ 11; .!I A1.' . ~~•)th,:~o a! ~t~1 ; ~t•11 t ,c '~1 2•"P', 1r '.1 A\\ ., • I a oes _ supervis~r provide a positive exar:nple; "walks the talk11 ? • Answered: 4 o Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average·- 0.00% 50.00% 25.00% 0.00•,r, 25.00% (no label) 0 2 1 0 1 4 3.00 02 Does your supervisor set clear deadlines and objectives? • Answered. 4 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00% 25.00% 50.00% 25.00% (no label) 0 0 1 2 1 4 4.00 03 Does your supervisor conduct effective meetings? • Answered: 4 • Sldpped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00% 0.00% 100.00% 0.00% (no label) 0 0 0 4 o 4 4.00 04 Does your supervisor create an atmosphere that inspires others to achieve at a higher level? • Answered: 4 • Skipped: 0 Strongly Disagree- Disagree - Neutral - Agree - Strongly Agree - Total- Weighted Average - 25.00% 50.00% 0.00% 0.00% 25.00% (no label) 1 2 o O 1 4 2.50 QS Does your supervisor listen to employees• opinions when making decisions? I, + .. " • Answered: 4 • Skipped: 0 Strongly Disagree - Disagree- Neutral - Agree - Strongly Agree - Total - Weighted Average - . 0.00% 75.00% 0.00% 0.00% 25.00% . 4 (no label) O 3 O O 1 2.75 06 Does your supervisor provide accurate and fair feedback about your job performance? • Answered: 4 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree-. Total - Weighted Average - 0.00% 25.00% 50.00% 25.00% 0.00% (no label) O 1 2 1 o 4 3.00 07 Does your supervisor effectively and creatively solve problems? " Answered: 4 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00% 0.00% 50.00% 50.00% (no label) 0 0 0 2 2 4 4.50 08 Does your supervisor provide praise for good work? • Answered: 4 • Skipped: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - . 0.00% 25.00% 0.00% 75.00% 0.00% (no label) 0 1 O 3 0 4 3.50 09 Do you believe that your supervisor is approachable? • Answered; 4 • Skrpp_ed: 0 Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree- Total - Weighted Average - 25.00% 0.00% 50.00% 0.00% 25.00% (no label) 1 o 2 o 1 4 3.00 010 • l\nS'.J,e,1:;~I J • Sktpp,,rl tJ Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree- Total - Weighted Average - 0.00% 75.00% 0.00% 0.00% 25.00% 4 2.75 (no label) 0 3 0 0 1 0:- Does your supervisor prcvilie accurate a:-1ci f:Ji r feedback about yt)Ur job pe1 ·\~}i·m::incn? Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 25.00% 50.00% 25.00% 0.00% 4 3.00 (no label) 0 1 2 1 0 Does your supervisor effect.i·10fy and creativr.::!y .Jolve µroblen,s? Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 0.00-,,. 0.00,.o 50.00% 50.00% 4 4.50 (no label) O O O 2 2 ' " ,.,,. .. - : 1 • \ ' 4 I Does your supervisor p!·oviCJ :· prais0 fo: .:' \ ;. ,. . Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 0.00% 25.00% 0.00% 75.00% 0.00°,4 4 3.50 (no label) 0 1 0 3 0 Do you believe that your supervisor is approacl18t~de? ~ .."-•~ -: ' ( ~ I ; Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree - Total - Weighted Average - 25.00% 0.00% 50.00% 0.00% 25.00% 4 3.00 (no label) 1 o 2 O 1 ) : •.t 6 I ) What does your supervisor need to do to improve his/her periormance? • Answered. 3 • Skipped: 1 Showing 3 response& Communrcate with ''ALL• employees. 101012015 6:17 PMView respondent's answers 1. Has hi!Jh expectations and excellent attention to detail. The Alamodorne 1s the cleanest it has ever b0em. 2 Grc~t negotiator 3. Backs staff with promoters and vendors. 4. Poor internal relationships lntim1dales subordinates and 1s especially condescending lo people who do not report to him. i.e. odm,rnstrahve assistants. recephonist. Many times he does not speak lo lower level staff because t11F.y ,rn~ hPliP.Mlh him All MP afrr.1id of him. .5. Managers cannot give honest opinions for fear of retaliaI1on . Threatening and condescending to staff. When you are asked for an opinion. you fear ii is a trap and stay silent 6. Staff has to beg for leave that they have earned. If leave falls near an event, he will refuse regardless or reasons. On occasion. he has asked staff the reasons for doctor's appointments and personal time. Most dread asking for vacation or even one day off. Majority of staff are far in excess of 400 hours due to this. 7. DLte to this atmosphere, morale among Dome slnff is at an all time low. 10/5/2015 3 58 PMView respondent's answers As a negotiator and one who deals with contracts. he is great. He's also good at dealing with public situations that involve ridiculous claims He also has very good knowledge of the industry. I do my best lo get along with him, and I think Illa! he and I have a good relationship. but I see and hear about issues with other people. He seems to communicate alright with his direct reports, but he doesn't seem Jo have much time 101 those that are not under his immedlate report. I don't believe he 1s a good people person and I lJelieve that many people here fear him which causes a severe drop in morale I don't believe there is any way to speak your mind here without some sort of retaliation In instances where we have been asked to say how we feel. ti 11as felt hke a trap. He is a micro manager ~'vhich causes a lot of second guessin,;i on decisions. time spenl on asking his opinion. or jL1st handing off decisions to him outright. 10!5/2015 11 :oCJ AMView respondent's answers Communicate with ''ALL" employees. City.of San Antonio Employee Performance Evaluation Human Notification of Appeal Rights Resources The appeal Is f!uc to the Reviewing Officer wfthfa tea CJQJ City working days aftu an Employee has signed the aMual review evaluation. Upon receipt of wrlttm appeal the Reviewing Officer has ten (10) City working days to Investigate and formally tespond to the Employee. also In writing. Should the Employee then disag,ee with the Rl!Viewlng Officet's decision, the Employee may further appeal, in writing, within ten (10} City working days to the Deportment Direaar. Thi!! Dtpartment Director will meet with the Employee to hear the appeal and have ten (10} Gty working days to re$pO(ld in writing ta the Employee. During the appeal process. the Director ls free to consult with or obtain lnfonnatlon from others as needtd to make an appeal decision. The Dtpartment Director's dedslon Is final. To~ ¢~,nple~ed by ~mployee Ap,p~aling-an Over~II ~!lting bi an An~u.al Review • ~ : • r *Employee Name: ------Nicholas Langella i;Employee SAP Number: ------132260 ~oe·partment: Convention Sports and Entertainment F2cillties "Rater's Name: Patricia Muzquiz Cantor 11Rater's SAP Number: --107866-- -- I respectfully disagree with my EPE evaluation. The staff and I have worked very hard to meet our goals in this very challenging year. Significant improvements were made In client and customer services, especially in the areas of marketing and operations; including facility readiness, safety and security, cleanliness and appearance, in addition to the following: • Efficiently and effectively operating while the Alamodome Dome undergoes $SOM in renovations. ·• Retained all customers while imposing additional fees to pay for construction. • Staff involvement In construction activities. • Transition of new food & beverage service company. • Transition of new cleaning company. •Transition of new rigging company. • Transition of new security company improved service and enhance revenues . • Provided reports of completion of capital project and major maintenance items approx. $2,100,000. • Provided reports of completion ofover $500,000 in Texas Event Trust Fund projects (on-time). • Provided reports of completion of $80,000+ in ADA improvements using in-house staff and operating budget. • Provided reports of client survey results with 94% approval rating; (highest rating thus far). • Provided reports-of preventive/corrective maintenance completion ratio of95%; {highest rating thus far) . • Extensive time coordinating planning and preparing for the NCAA Final Four. •Newand expanded marketing/social media programs . • Return ofWWE Wrestling to the Alamodome after a 20 year hiatus. Additionally, althot1gh the facility was restricted by construction scheduling, losing 6 weeks of potential business, we were able to meet an extremely aggressive S1 OM+ revenue budget, which included construction fee contributions in excess of $2.1 M. In addition, the Alamodome exceeded both the original operating budget by 7% and the revised operating budget by8%. Page 1 of2 Employee Signature: GR.1000·04.SUP.REQ.HR Employee Performance Evaluation-Appeal Rev.2016-2 03/02/16 City of San Antonio Employee Performance Evaluation Human Notification of Appeal Rights Resources The appeal Is due to the Bc11ifwinq Offlur within ,en (IOI City worlclng dqys aher an Employee has signed the annual review noluatlon. Uf)Ofl receipt of wnttrn appeal rhe Reviewing Officer has ten (10} City working days to Investigate and formally tespond to the Employee. also in writing. Should the Employee th,:n disagree with the Reviewing Officer's decision, the Employtt may further appeal, in writing. within ten (10) Cicy working days to the Department Director. The Department Direct01 will meet with the Employee to hear thl appeal and have ten (10) City working days to respond in writing to the EmpJoyee. During the appeal procen, the Director Is free to comult with or obtain lnfarmation from others as needed to make on appeal decision. The Department Director's decWon is final. To be (o~pleted by Employee Appe~llng an:o~eratl Jl~tlng in ~n.Ann~al Re\riew .,.Employee Name: ------=----,.__.Nicholas Langella ______~Employee SAP Number..--~--- 132260 ~Department: Convention Sports and Entertainment Facilities MRater's Name: Patricia Muzquiz Cantor "Rater's SAP Number: ------107B66 · Written ~pp~al, . . , . ~ Comments: Rater's Comment: "Nick met most of the expectations on his planning performance plan." Disagree: I achieved al! planning performance plan initiatives within my control. Rater's Comment regarding September 9th discussion Disagree: "Discussion September 9th" was just that a discussion and was based on hearsay and Innuendo, by 2 former employees. l was never provided with copies of these exit interviews which detailed these accusations especially from a former employee that was suspended (and possible faces criminal charges), nor did I agreed or accept the content c:,f what was said. Rater's Comment: "In the future, I recommend that Nick provide more backup and justify his performance and that of the Alamodome Staff In a deeper and more meaningful manner.ff Disagree: I provided weekly reports of the Alamodome activities, yearly survey results and yearly engineering/maintenance data, and all event tracking and financial information is provided on a monthly basis by finance. Rater's Comment: 360 review process Disagree: Although the 360 review process is useful in certain developmental areas, and while the majority of staff had very positive com.m.;nts, there is a debate as to whether the 360 review process should be used for evaluation purposes, as it can be subjective and opinionated. Further, I assume last years scores, 2015, were attached for comparison purposes; then it is clear in 2016, that there's been Improvement although my over all rating was higher last year. In closing, I don't feel tha! my evaluation represents my actual performance or the performance ofthe Alamodome staff. Page 2 of2 Reviewing Officer Signature: Date Rec'd: µ./ 2fJ / I lo Employee Signature: Date: 1/(Jh,' GR.1000-04.SUP.REQ.HR Employee Performance Evaluation-Appeal Rev.2016-2 03/02/16 • • " • t ,. City of San Antonio Employee Performance Evaluation Human · Performance Pay Eligible Resources •Employee Name: Nicholas Langella *Employee SAP #: 133206 *Title; General Manager •Reporting Period: Oct. 1, 2016 - Sept. 30,017 •Department: Convention Sports and Entertainment Facilities •Division: ------1Alamdome •Review Type: QPlannlng @·Annual •supervisor or Above? • ~ •Yes () No Rating Descriptions -- . 1 - Improvement Needed ,2-.Achieves Ex_pectat!qns 3 - E~ceei:is ·Expecta,tTons 4-Ou~tandlng - Does not meet the requirements of Successfully meets the requirements Exceeds the requirements of the Job, Far exceeds the requlremeots of the the job, task or project. Improvement of the job, task or ptoject. task or p(ojecl Performance Is Job, task or project Performance ls needed; Performance consis_tently meets chara~rlze:I by consistent high consistently shows outstanding standards. achievement achievement far above expectaUons. Sedion I: Responsibilities, G9als, and Measures (70% of overall rating; evaluation weight a~slgned) Responsl~lliti~ Goats,and Measures~·E_ach:entry In this tab)e contains 4 items: f, descripJion of the responsiblll~/~oal that Jndudes. • ... · any spedfic peifo_rmar,:ce m~tric cir proje·ct"l:(eadlin~ a speciflcwelght:p~rcentage compo!'ll!!'!t;a summary of the·aQual perfomiahce [AilB~j results;and~ra.tlngforth1sentry. . _ . _ ·. 1 GR.1000·04.SUP.REQ,HR Employee Performance Evaluation-Performance Pay 1:llgible Rev,2017-S 09/01/17 Page 1 of 7 , , r , jErreployee Name; Nicholas Langella jemployee SAPI: j 133206 I ·· ~==;==:::::::====;======------===;:::====~=;:::~ Entry: 1 I j 1tem Evaluation Weight Percentage (total ofall weights=l00%): 30 I Rating: @J I~ Responslbllity/Goal: Oversee the operations of the Alamodome and ensure Alamodome Is well-maintained. 1. Ensure facility compliance with all applicable policies, laws, codes, regulations, ordinances and directives. 2. Complete 90% of preventative rrialntenance projects. Proytde reports on a quarterlY. basis. 3. Maintain and submit capital Improvement plan for future facility Improvements by September 1st. 4. Ensure contractor (including cleaning, food & beverage, event staffing, and security) comply with their contracts and provide services to the highest standards.. S. Re-organize divisions and develop staff to maximum potential in preparation for NCAA Final Four. 6. Establish and submit NCAA planning requirement (Jnduslve of perimeter security, building readiness, F&B, and seating plans) by May deadline. 7. Ensure 95% of staff obtain safety training conducted by Risk Management Department by end of fiscal year. . Summary of actual performance results: l. Nick did an excellent job of maintaining the operations of the Alamodome. He and his staff ensured that the facility was well-maintained and exceptlom11ly clean even during construction. Many of the findings from the Safety Inspections conducted by Risk Management were corrected quicldy. Moreover, the Alamodome team worked with TCI, PCI, and the Turner team, ensuring building readiness without any major construction issues Impacting events. 2. During the oitlca l construction period, preventative maintenance projects continue at a good pace, out ofa total of 122 work orders processed 86.6% were complete at the end of the fiscal year. 100% or 28 of the maintenance requests were completed during the fiscal year. 3. The operations staff un~er Nick expedited many repairs to the building including the sewer plumbing repairs so that they did not Impact any of the events. 4. Nick ensured that the cleaning, food & beverage, event staffing, and security contractors all complied with their contracts. Several meetings have taken place with each contractor regarding their service. In particular, Nick has met several times with the food & beverage contractor regarding their service level and level of communication that Is present 5. During FY 2017, Nick added Steve Zito, Facility Manager for Events and -Operations, Paula Hobbie, Sr Events Manager, and Jane Luneau, Event Coordinator, in order to ensure the Alamodome events team is in a position to execute a ftrst-class NCAA Final Four event in 2018. In November 2016, Nick also transferred the ushering services from in-house staff to Staff Pro in order to ensure staffing levels are met not only for the Final Four but for each and every Alamodome event. 6. In May, Alamodome staff establi~hed staffing levels, points ofentry, securlty perimeters, food and beverage locations, trash removal and traffic plans for tl;le Final Four event. These plans have already been approved by the NCAA. In addition, Nick Instituted a clear bag policy In June, a requirement of all major sports activities and also established an agreement wlth the Spurs, Sports, and Entertainment to ensure staffing needs are met for the Final Four event which takes place over Easter weekend. 7. 95% of the Alamodome staff obtalned safety training conducted by Rlsk Management Department before the end ofthe fiscal year. Only 4 employees or 5% of the employees did not. GR.1000-04.SUP.REQ.HR Employee Performance Evaluatton•Performance Pav EllglbJe P.age 2 of 7 Rev.2011-s 09/01/17 . .. ' . : IEmpR>ye~NaQ'te:_ .i Nicholas Langella Entry:2 I I Item Evaluation ~eight :ercentage (total of ~II welghts•l 00%): 30 1 · Rating: ~ I~ Responsibility/Goal: Provide exceptional customer service.for Internal and external customers. 1. Obtain 90% acceptable rating from·cllent surveys and submit results In a quarterf.Y. basis. 2. Achieve 90% of customer (call•b~k) satisfaction rating from Incident tracking ~tern. Provide results on a quarterly basts. 3. Achleve-90% customer satisfaction wlth connectivity and service subject to WIFI project completion. . 4. Obtain a an average score of Good or Excellent from the 360 reviews from direct reports. 5. Conduct annual customer service training for all temporary staff." Summary of actual performance r~u\ts: 1. Based on 46,708 responses from nine surveys Issued In 2017, 86% of the respondents reported an overall positive customer experience. · · 2. Under Nick's i;flrectlon, staff did an excellent job of calling back all complaints submitted through the Incident tracking system. · 3. The WiFI project Is being Implemented and won't be complete until mid-December. Nevertheless, Nick has coordinated well with the IT department and contractor lQ ensure the project stays w;thln Its tlmeline ~nd does.not Impact events. 4. A 360 review was not issued to. staff at the end of this fiscal year. In FY 2018, the(360 review wlll be modified and/or another format wHI be used to obtain Input on the General Manager from staff. 5. A customer service training for all temporary staff was conducted In late August. Entry: 3 \ IItem Evaluation Weight Percentage (total of all welghts=l 00%): 20 I Rating: @J IP~te~ Responsibility/Goal: Ensure financial success of the Alamodome. 1. Achieve revenue/expense adopted budgets. . 2. Assist F&B Contractor, SAVOR, to find solutions to mal ntaln sales during construction. 3. Contract and h9st a minimum of 120 ~vent days. 4. Retain 85% of current customers. (basellne list attached) 5. Increase.suite sales by 15%. (FYl 6 Baseline= $168,586) 6. Meet with Fiscal Administrator on a monthly basis to manage the Alamodome l:>udget. Summary of a~ual performance results: · · 1.The Alamodome adopted a revei:iue budget of $11,964,044 for FYl 7 but exceeded those revenue by over S700K ending the year with actual revenue of $12,764,144. Nick did an excellent job In this area considering that 6 weeks were lost to dark days related to construction activity. The Alamodome adopt~d an expenditure budget of $13,095,158 for FY 17. They ended Jhe year with actuals of $13,071,369 and a positive variance of $23,789. 2. Niclc work~ with Turner and the food service contractor to create solutions to maintain sales during construction. The relocation offood & t:,everage points ofsales to outside locations for several events helped maintain sales and service. 3. The Alamodome had a total of 113 event days In FYl 7, sevet1 events short of the goal. Nevertheless, Nick was able to add some excellent events to the event mix Including WWE Wrestling, Gold Cup Soccer, Metallica and Guns N Roses concerts. 4. Nick retained 100% of the Alamodome repeat business In FY17. 5.Nlck and the Alamodome staff did an excellent Job of Increasing suite sales. In FY 17, they increased suite sales by $154,555 or92%. 6. Nick met with the Fiscal Administrator on a monthly basis to manage the Alamodome budget. He asked many questions those meetings In order to better manage his budget. GR.1000-04.SUP.REQ.HR E,nployee Performance Evaluatlon-Perform21nce Pay .Eligible Page 3 of 7 Rev.2017-5 09/01/17 • I Entry:4 Item Evaluation Weight Percentage (total ofall weights=100%): Responsibility/Goal: Oversee Alamodome Renovation Project and other projects as assigned. 1. Communicate with clients regarding construction process and activity. 2. Limit business interruptions to our current customers due to construction activities. 3. Achieve 90% of approved major capital projects (roof repairs, boilers, Alamo Bowl restrooms) including ETF projects by end offiscal year. 4. Assist City's IT Team with Wifl, IPTV, and DAS projects at the Alamodome. 5. Find solutions to supplement and complete approved Audio upgrades. 6. Assist CSF contracting team in finding solutions to Implement parking POS. 7. Ensure Wolff Stadium is well-maintained and other contractual obligations are met 8. Ensure Toyota Field is well-maintained and other contractual requirements are met. Summary of actual performance results: 1. Nick communicated with clients regarding the construction process and activity which limited any related Issues. He Implemented a monthly stakeholders meeting to Inform building tenants as well as contractors and partners about upcoming construction activity. 2. Nick and the construction team did an excellent job of preventing any interruptions to the Alamodome customers and tenants. Operations continued smoothly. 3. 100% of the major capital projects including the ETF projects (metal _detectors, signage/wayfinding and sound Improvements) were completed by the end of FY17. 4. Nick personally assisted the City's IT Team in securing the consulting firm which became a resource for the WiFi project. 5. Nick was instrumental in finding asolution to Improve the audio in the Alamodome. He secured the Gold Cup Soccer event which qualified for reimbursement under the Events Trust Fund and funded a portion ($7SOK) of the project. 6. Nick was involved In reviewing, interviewing and selecting the vendor who will provide a parking POS solution for the Alamodome. This item will be presented to City Council in November or early December. 7. Nick inspected the premise several times in FYl 7. Detailed inspection reports should be submitted in the future a~er each visit. 8. Nick also inspected Toyota Field several times in FY1?. Detailed inspection reports should be submitted in the future after each visit. GR.1000-04.SUP.REQ.HR Employee Perfonnance Evaluation-Performance Pay Eligible Page 4 or7 Rev.2017-5 09/01/17 I • 'l • ~ : IEmplbr~:~~=. ·1 Nicholas Langella Sections II and Ill ("If applicable) combine to provide 30% ofoverall rating; equally weighted Section II: CORE Values .. .. - . ·- .. - .. - · 1 Indicate the Empioyee's plfrt:ormance ~v.el byasslgniog <1 rating fgr:~aq1 COl{E Val~e. . . . . R~tirw: ~ . . . . .,. - . ,. . : ' ...... : . - We work together to make San Antonio better• . We share goals and hold ourselves and each other accountable. We take ownership of .. the team's work and per~lly commit to finding .solutions. We ·communicate !~ Teamwork effectively by shartng information, skills, and knowledge to achieve success. We reach 2 :t.4 ; aaoss teams for better outcomes. We support the growtli and developmcmt of all ,. - members of the team. We share and celt!brate success·by valuing and recognizing each •. ~ .. VlUJ. contribution. We model ethical behavior. ~-. We do the right thing, always. We appropriately q!,lestion. actions lnconststent with our ~·;.,:, Integrity CORE Values. We make honesty and transparency the foundation for all actions. We are 3 < accountable at all levels. We avoid the appearance of lmproprtety. >. :.: ,. We are drJven by c~ntln...«,us Improvement. .. We find W!lys to make things better. 'we optimize results by working smarter. We are ·w. ' ,. Innovation empowered to take risks, learn and grow. We learn from our failures and our successes. 3 ~ ·cc. ···, . . . proces~ results. . .. -~ We continually. re-Imagine operational for better ·o:- We are qualified, skilled and co~mitted. u We personally commit to continuoµs Improvement and personal growth. We take pride • ; .,;j . In producing high-quality work and In delivering exceptional service to Internal and !. external customers. We exhibit pride In professional appearance, language and behavior. . Professionalism We assume responsibRlty for a dean and safe work area. We maintain composure In 3 . challenglng situations. We respect others, express sincere appreciation, and· positively .-. ~ ... inft~nce those around us. We are dediqlted ambassadors for the City of San Antonio • . and the community. Section Ill: Leadership Assessment (for $upervisors and above) . .. - . - . r in.dicate~he ~mplc:,y~e~~ l)'erform~~c~ l~°'!ei~y~s~fQ'n!ng·a -rat[ijg {o.r~ach-~ttri~~te; . . . I ~a~ll)g · ...... •. . . - - . . ___. . ... - Leadership Is dear, undisputed, and supported by team members Handles conflkt between team members quickly and effectively Leadership and Clearly communicates time lines and expectations to team members 2 Development Facilitates communication ~o ensure that team members are informed about Issues, progress, and next steps Ensures team 'members have opportunities to.develop their skills Understands and uses financiarlndicators/metrlcs to measure performance Strategic Thinking Identifies, reaufts, and ret'alns,great talent that expands our capablllty and mirrors our 3 customer base Holds employees accountable for performance Communicates with b.uslness partners at all levels regularly, ~curately, and In decall Driv~ Excellence Focuses on process and operational consistency to reduce cost, improve performance, 3 and meet targ,ted budget goals CauSf!s and underlying issues are analyzed to fully understand situation/choices prior to Qecision-Making dedsk>n-mal GR.l0OQ.04.SUP.REQ.HR Employee Performance Evaluatlon-Perfomiance Pay Eligible Page S of7 Rev.2017-5 09/01/17 · · ~~~ .$~, ~ 133206=-i ·. I• f ...... ~ -~L..t ..... · - ~ ~ Section IV: Professional Development Plan f;?~,.!~.~i~~"J~(L.ln--~qt 'g~~tgr·Pr.of~l~ti~J.H~~l91JM~nt:~~~'PP.l~m,VJlll .•~~l!!~e·•!JYff.~~-- >~ ~,v~. (1 :ZH:no'.ii~fan.a tlilfti"r.oe'tra:m.e'p,:: tat~e't tompletlofi 'dite :ror ,acli·eibleal'd. :(l)mlt eritrles_:t~6n,!'(t):d6jeJ'iYe per roW; ·,.~ddj_ Goal :1 I Time Frame or Target Completion Date: lDele~ Goal :2 I Time Frame or Target Completion Date: [oeiet~ Goal :3 I Time Frame or Target Completion Date: pel~t~ Goal :4 I TI me Frame or Target Completion Date: 10e·1;t3 Goal : 5 I Time Frame or Target Completion Date: !l;)~tet3 Section V: Narrative Summary and Assessment ~~~.,.S~'Y~!'~-·~rl~4r·,~.pr~:efd~~\l~r tor~@II ~~~fl.Ii~ fy~~~~~yI~~-P~iip~. ..~!~g~tf!_c;li~iis <>f. r.n~lviduai a~as ~f ~<;~P,~Ol)AI p~r{o~a.nc;~ (n;i_m,~ of3. or.~) or o( ~~o(~~-Dfe.t'l~~II'.'$. mC?_I'~ ~~el"!tf?:fl oi.1!1'J?tb)(~"1.en;t~rat.lng 9f. 1'J,. Overall, Nick had an excellent year. He exceeded the expectations In many areas. Even though the Alamodome was dark for 6 weeks, he was able to exceed the adopted revenue budget and his expenditures also stayed within budget Nick also did a good job of maintaining the building and keeplng It clean. In addition, he ensured that there were no construction-related interruptions to the events and was able to obtain several high visibillty and high revenue generating events in Fiscal Year 2017. Next fiscal year, I continue to challenge Nick to work on his leadership style and interaction with Internal and external customers. An improved performance rating In the future can be attained by showing that through his leadership we can inspire trust. motivate employees and develop staff. GR.1000-04.SUP.REQ.HR Employee Performance Evaluation-Perfonnance Pay Eligible Page 6 of 7 Rev.2017-5 09/01/17 Section VI: Comments (Optional) ' - ,; •1 ' . I • "r t. ! .; ..- ~ j . • ~· ' ,.. Supervisor/Manag Signature: 4 - Outstanding Reviewing Officer 3 - Exceeds Expectations Signature: 2 -Achieves Expectations 3 1 - Improvement Needed Employee Signature: • Signing your perfonNnce eval tlon acknowledges the evaluatlon has been discussed with you. • If you disagree with the overall rating. you may submit an appeal In writing to the Reviewer listed ~ree with Rating Disagree with Rating above, using the Appeal Form found on FormsNet. • • Appeal m11St be received by the Reviewing Officer w'thln ten [10) working days beginning the day after the employee receives this enluation or when a witness slsns th;it the employee received this evaluation. GR.1000-04.SUP.REQ.HR Employee Performance Evaluation-Performance Pay Eligible Page 7 or7 Rev.2017-5 09/01/17 \ . CITY OF SAN ANTONIO OUTSIDE EMPLOYMENT AUTHORIZATION In aa:ordance with Administrative Olreclive 4.47, Oulslde Employment the responslblfity of lhe depar1menl head Is lo Insure lhe prov~lons of this directive are adhell3d to, wherein no person shal be employed In any-gailful employment olher lhan the City, without written approval of the employee's department head. The written approval of lhe department head must be obtalned_m to the employee engaging In outside employmenl All Information requested on this form must be supplied. CURRENT POSITION NAME /ic/lltJ /4...s CITY POSITION DATE OF HIRE TO PRESENT POsrrJON et..terG.l ::ra.'-\ I 3. 1 06 l3 DEPARTMENT/DMSION LL TIME WORK SCHEDULE:: _PARTTIME EFFECTIVE DATE OF OUTSIDE EMPLOYMENT 6-/ r-/ 7, NAME OF SUPERVISOR: . R:rtJ:lyJ_ SUPERVISOR PHONE NUMBER DUTIES PERFORMED (BE DAYS - HOURS I S!J-ee lhat the City of'San Antol'ilo ls my primary employer. I understand that I do not have aulhorizallon lo begin outside employment. which Include$ conlract labor and self.employment uni I obtain approval from the Deparrnent Head. I fur1her understand lhat any approval can be reWMed and confirmed or revoked at anytime. I understand that the City Is under no obligation to grant lel1ve or olherwtsa accommodate my work S(:hedule al my outside employment and that It Is my respon9lbllity to avoid schedule conlllcts ald to report to wodc with the City In lhe event of aiy confflct In woric schedules. No approval will be given IfI am not meeting perfonnance standards In all categories. MY failure to CQfllinue to meet performance standanls in any category will 18$Ult ln the revocation of any existing approval . .I agree to ad~ my supervisor, In writing, of any change In my ~tslde employment work schedule, Including wm hours and vrork days, and/or specific type of work being done. A separate approval must be obtained for each ou1side employment clld/or each change tom 1he original approval. Does this outside employment crealB a conflict of Interest wflh your City employment or creates,UISlfiable Impression !hat such a conflict of abo)'e. and herel>y request interest may exlsl ~ _YES Signature supervisor's Name RECOMMENDATION _Recommend Division Head's Name Signature _ RecorMlend Approval Division Head Recoml'llj!nd Disapproval Dept Director'$ Name 0epartnent Director . i&-K ~11(/f AlTACHMENT A AD 4.47 Outside Employment CITY OF SAN ANTONIO OUTSIDE EMPLOYMENT AUTHORIZATION In acx:ordance with Administrative 0irecfve 4.47, Oulslde Employment. 1he responsibility of the department head Is to ln&Ure the provisions or lhis dirac:ive are adhered lo, wherein no person shalbe ~ In any gainful employmanl oiler than 1he City, without written approval of the employee's department head. The wrlHen approval of the depar1ment head must be obta111ed.m to the employee engaging in outside employment All informatioo requested on tiis form must be $UPl)ied. · CURRENT POSITION NAME EMPLOYEE SAP# 132260 · IDATE 1IWSl2017 Ntdlolas Langella (CSEF) CllY POSITION DATE OF HIRE TO PRESENT POSITION General Manager Alamodome 1/14/13 DEPARTMENT/ OMSION _a_FUtL TIME WORK SCHEOUlE:: CSF _PARTTIME REQUEST TO SEEK OUTSIDE EMPLOYMENT AT: BUSINESS NAME/ BUSINESS TYPE EFFECTIVE DATE OF OUTSIDE EMPLOYMENT Nl.angella & Associates 611/17 ADDRESS NAME OF SUPERVISOR: lel 9 Wickham Court, Cranston, RI 02921 SUPERVISOR PHONE NUMBER: 210-793-0831 DUTIES PERFORMED (BE sPECIFIC) Consulting work . I agree that the City of San Antcnlo Is my prirpary employer. I undemand 1hat I do not have 11111horizaion lo begin outside employmen~ which includes contract labor and self-employment 111111 I obtain approval from the Department Head. I funher understand that any approval can be nwiewed and confimed or revoked at anytime. l understand that the City is under no obli~ to grant leave or o~a~ my wol1c scbedule ill my outside employment and that It is my responsltiity t<> avoid &dledule conllicls and to report to wen Wllh the City in the event of miy conlllct in WOik schedules. No approval will be given If I am not meellng penorma~ s~dards In all categories. lv)y failure to contklue ti meet perbmance standards in any category~ result in the revocation of any existing approval. I agree to advise rrrt supeMSOI', In writing. of 111y Ghange in m'y outside empioyment wort schedlje, lncludlng wen hours and wod< days, and/or specific type of work being done. A separate approval must be obtailed for each outsk!e employment ami'or each ohange tom ihe original approval. Does this oulside employment a-eale a confl'ICl of Interest wilh your City employmenl Of creales a justillable Impression that such a conflict of lntarast may exist. .x_NO _'t'ES &Signature _Recommend ,&;>proval RECOMMENDATION _Recommend Division Head's Name Signal!Jre _ Reccmmend AppTOYal _ Reoommend Disapproval ATTACHMENT A AD 4.47 Outside Employment CITY OF SAN ANTONIO CONVENTION & SPOIITS FACILITIES INTERDEPARTMENTAL MEMORANDUM TO: Nicholas Langella, Alamodome General Manager, Convention & Sports Facilities FROM: Patricia Muzquiz-Cantor, Interim Director, Convention & Sports Facilities COPY: File SUBJECT: FY17 General Manager Incentive Program Results DATE: February 9, 2018 After careful consideration, I have approved a few adjustments to the FY17 Incentive Program results. However, these adjustments do not change the original incentive payment amount presented to you. Your incentive payment for FY 2017 remains at 5% of base salary. Total expenses, which previously included a reduction for the Premier contract expenses, were further reduced by some unbudgeted and emergency capital expenses including the sewer line repairs ($189,092) and TV purchases ($46,015). The soccer equipment purchased for CONCACAF was paid for from the event settlement and did not hit the Alamodome operating budget. The sponsorship advertising, which is sold by a consultant, and Ticketmaster contract revenues are not applicable to this program as they are not part of the Community and Visitor Facilities Operating Funds. The majority of the waivers for Valero Alamobowl are included in the historical revenue. The Alamobowl has not pald office rental since 2009 and th~ Alamodome previously waived rent for Alamobowl's Youth Clinic before the new contract was in place. FV17 waived revenues for Alamobowl office and event rental are estimated at $10,775, which does not qualify as an excessive amount. Further, this incentive program will be under review for possibl.e modification in 2018. ~i~OiM Patricia Muzquiz-Cantor Interim Director Convention & Sports Facilities Department Attachment: FV17 Year-End Close as of 01.22.2018 FY17 Adppted FY17 Re~Jsed Alamodome e4·~1et Budeet Act1,1als Total Revenue 10,493,609 11,964,044 12,580,323 Less $2.00 Service Charge (873,846) (1,035,838) (1,018,230) Adjusted Revenues $ 9,619,763 $ 10,928,206 $ 11,562,093 Total E)(penses 13,095;158 13,492,462 13,603,420 Less Premier Expenses (126,000) less ARAM Sewer line Repairs (189,092) LesslVs {46,015) Adjusted Expenses $ 13,095,158 $ 13,492,462 $ 13,242,313 Difference (1,680,219) %Rev/Exp 87,31% OTYOFSAN ANTONIO . HUMAN RESOURCES DEPARTMENT • Interdepartmental Correspondence Sheet • Components cunently under review and expected for future considerntion include: o Inclusion of customer service goals o Inclusion of facility maintenance goals o Creation of incentive program for the Booking & Sales Manager position This program has been developed and reviewed in coordination with CSF. Your consideration and approval of this plan are appreciated. If you have any questions or need additional infonnation regarding this request, please feel free lo contact myself or Natalie Balderrama at 207-0057. APPROVED: ___::-Yes No d~- J J/f1.2o1s ./4dward Belmares, Assistant City Manager Date ? Tl-~,~ Date Attachment: Convention & Sports Facilities Pcrfonnance Based Incentive Program Page 2 of2 CITY OF SANANTONIO HUMAN RESOURCES DEPARTMENT • Interdepartmental Correspondence Sheet TO: Sheryl Sculley, City Manager THROUGH: Edward Belmarcs, Assistant City Manager FROM: Lori Steward, Interim Human Resources Dir~ctor ,-/J1 SUBJECT: Convention & Sports Facilities Performance Incentive Program DATE: March 18, 2015 This memo transmits n proposed performance based incentive program for the Convention & Spol1s Facilities Department {CSF). From 2009 to 2014, the annual Hotel Occupancy Tax (HOT) transfer to the Alamodome Operating Fund averaged $2-3M per year. During this period, the ratio of revenue to expenses for the Alamodome averaged approximatc:ly 73%. While CSF has effectively increased this average over time, an incentive program is proposed to encourage aggressive progress towards the goal of a 100% ratio. The attached incentive program is designed to promote the increase of Alamodome revenues and decrease of (HOT) fund transfers. In addition, the program establishes a competitive environment for CSF to attract and retain experienced and qualified professionals to manage the Alamodqme. A11 incentive program has been developed exclusivetr for the Alamodome's General Manager (GM). The program rewards the GM for attainment of increased revenue and efficient operations. Specific rewards include a combination of annual lump-sum payments and leave awards. A copy of lhe detailed incentive plan is attached for your considerations and approval. Program highlights are swnmarized below: • GM will be eligible for annual lump-sum incentive payment each January for achieving revenue lo expense ratio goalns defined below Revenues to lnc:ent1ve Payment Expense Ratio 85% 5% of base salary (as of September 30th) 90% 10% of base salary {as of September 30th) 95% 15% or base salary (as of September 30th) 100%or greater 20% of base salary (as of September 30th) • GM will be awarded 80 hours of incentive leave each October, to be used as \'acation time or redeemed through the Personal Leave Buy-Back process • Incentive payments will be distributed each January, following verification of results by CSF and Human Resources (HR) • Incentive payment will be considered in addition to any perforrnance pay awards • Participation in the incentive program is contingent upon acceptable ratings on the annual perfonnance evaluation ('•Achieves Expectations" or higher} and no disciplinal') action during the rating period • Incenti\'e payments are contingent upon annual budget availability • Incentive Program will be reviewed annually and adjusted based on the competitive environment Page 1 ofl ,, •• CONVENTION & SPORTS FACILITIES PERFORMANCE.. BASED INCENTIVE PROGRAM Alamodome General Manager City of San Antonio Mission: W~ deliver quality city services and commit to achieve San Antonio's vision of prosperity for our diverse, vibrant and historic community. Convention & Sports Facilities Mission: To proudly deliver exceptional event experiences In premier facllities. Convention & Sports Information The Convention & Sports Facilities Department (CSF) oversees the operation and management of the Henry B. Gonzalez Convention Center, the Lila Cockrell Theatre, the Alamodome (includes the llluslons Theater) and the Carver Community Cultural Cenler. These muttJ-purpose facllllles are used for conventions, sporting events, corporate meetings, trade shows, consumer shows, performing arts events, and a variety of civic, religious, and privale functions. All of the f acllllles generate revenue through fees and commissions but none of the facilities generate enough revenue to cover their expenses. Consequently, a lransfer from the HOT Fund Is required to support the operations. The HOT transrer lo the Alamodome Operating Fund has averaged $2- 3M In the last 6 years. Introduction and Purpose: This ls a performance-based incentive program d~signed for the Alamodome General Manager (AGM). The performance-based Incentive program for the AGM was designed with multiple objectives: Increase faclllty rental, reduce the transfer from the HOT Fund related to the cost to operate the Alamodome, and create a competitive environment for CSF to attract and retain experienced and qualified professionals to manage the Alamodome. The program wm be reviewed and adjusted based on the competitive environment and economic conditions, and is contingent on approval through lhe annual budget process. The purpose of this document is to outline the parameters and general understanding of the components of this program. General Rules and Practices: 1. Program Objectives The overall objeclive of the program is to provide Incentive to the AGM for Improving revenues at the Alamodome whlle ensuring efficient operations. The foll9wing performance objectives have been Identified: o Reward the attainment of Increased revenue and efficient operations • Offer a competitive, performance-based total compensalion package o Provide a clear distinction In pay levels for high-performance results 2. Effective Date and Term . This performa·nce-based Incentive program will be effective at the beginning or each fiscal year (October 1 - September 30) starting with fiscal year 2015. The program will be reviewed annually lo ensure effectiveness, and modifications will ~ made as needed. Modifications to the program will be coinmunicated to the AGM as far in advance of implementation as Is practicable. Modfficatlons must be approved by the City Manager basec;! on recommendations from CSF Director and Human Resources. " . 3. Criteria • The AGM must achieve a minimum annual overall performance evaluaUon score of Achieves Expectations in order to be eligible for any·portion of the performance-based incentive plan. • The Performance Incentive Pay will be a one-time paymen·t calculated annually based on September 30th salary. • Thi~ performance-based incentive plan is In addiUon to .any performance pay tt,\al the AG M may be eJiglble for under the City of San Antonio's performance pay rules. o The AGM must nqt have any ~isciplinary actions within the performance-based period rn order to be · el,lglble for the Incentive attained under this plan. • The Performance Incentive Pay will b~ qalculated based on a percentage of the empl9yee's base .salary that corresponds to established criteria. · • All payouts are !lrilited to 20% Qfthe f_ndividual's salary. 4. Alamodome Proforma Background Factors • The HOT Tax Transfer to the Alamodome Fund in the last 6 years has averaged $2 - $3M. • In the last six years {FY 09- FY14), the Alamodome generated enough revenue through fees and commissions to cover about 73% cf its operating expenses. · · Fiscal Year Actual Revenues Actual.Exoenses Variance · % Revenue/Exoenses 2009 5,305:988 8,339,424 $3 033,436 63.63% 2010 6.847 347 9.762.34'7 $2,815.000 71.16% 2011 6,279,883 9.535.888 $3256005 65.86% 2012 7-364348 ·g 517.555 $2153 207 77.38% 2013 8 295 015 10,725,480 $2 430,465 77.34% 2014 9,271,780 1o;s1a,e11 $1,606,831 as.23o/o AVG of last 6 Yrs 73.43% AVG of last 3 Yrs .. 79.98% .• FY2015 budgeted revenues exclude the new $2.00 service charge dedicated to Alamodome Renovations, • FY2015 budgeted expenses lncreasi;id due to position re-org of $1 mllllon, scheduled line .Item Increases, and mandated contractual increases. Fiscal Year Bud eted Revenues Variance % Revenue/Ex enses • 2015 9,288 978 $2 744,338 77.19% 5. Established Goals for Alamodome General Manager Incentive Pav Increase % Revenues/Expenditures 5% 85% ·10% 90% 15% .95% 20% 100% or greater ., • If reve1"1ues cover between 85.0% "89.99% of.the operating expenditures for the facility, the AGM will be ellglble for a one-Ume performance incentive pay of 5% calculated based on ltleir base salary • If revenues cover between 90.0% - 94.99% of the operating exp~ditures for the facility, the AGM wm be eligible for c! one-time performance Incentive pay of 10% calculated bi[lsec! on their base salary • If revenues cover between 95.0% ~ 99.99% of the operating expenditures for the facinty. the AGM will be eligible for a one-time performance Incentive pay of 16% calculated based on their base salary • If revenues cQver 100% or more of lhe operating expenditures for the Alamcdome, the AGM wm be eltglble for a one-time performance incenllve pay of 20% calculated based on their base salary 2 6. Exampl~ of Calculating Payout At(lounts for Alamodome General Manager Examples of various performance outcomes and their subsequent payouts are referenced below: Scenario 1: . Alamodome revenues cover at least 86% of Its expenses (or $8,755,000 based on an operating budgel of $10,300,000), the AGM is eligible for a 5% performance incentive pay or $6,500 based on a base ss/ary of$130,000. Scenario 2: Alamodome revenues cover 100% of expenses {operating budget of $10,300,000), the employee is eligible for a 20% performance Incentive pay or $26,000 based on a base salary of$130,000. 7. Payment Distribution a. Payouts wllr occur annually upon the completion of lhe final performance results over the Fiscal Year. b. Payouts wlll be made the following January after the completion of the Fiscal Year. c. The Classification and Compensation Division of Human Resources witt review and determine payment allocation. d. The Fiscal Management Division of the CSF will coordinate with the City Finance Department to manage all payment transactions. 8. Incentive Leave Award The AGM will be awarded 80 hours of incentive leave each October, to be used as vacation time or redeemed through the Personal leave Buy-Back process. 9. Performance Pay Compensation Budget This program will be approved on an annual basis through the Budget process and will be contingent upon funding availability from year to year. 10. Monitoring & Reporting Monitoring of performance will be managed by the Assistant CSF Director and Departmental Fiscal Administrator based on pre-established criteria and goals as ouUined In Section 4 & 5 above. At the end of each month, the Department Fiscal Administrator wm submit the official YTD pro-forma to the AGM and Assistant Director. 11. Change In Status This plan is administered on a Fiscal Year basis and participants must be employed by COSA/CSF through the end of lhe Fiscal Year In order to be eligible for any payout amounts. Exceptions lo this would be new hires and/or employees promoted In mid-year, but must still be employed with COSA/CSF at the end of the respective fiscal year. Leaving early will forfeit any potential payouts. Employee must be an active empl9yee at the lime of payoul In the event of death and/or retirement, payments will be made covering only those months through the staff member's last day In the position and/or in active employment status. 12. Program Termination/Revision This program shall continue in effect unm such time as It may be canceled or otherwise lerminaled by lhe CSF Direclor or the City of San Antoni~. This program may also be revised or amended al anytime by the CSF Director, or lheir designee, and Human Resources with the City Manager's approval. 13. Abuse If the AGM Is found manipulating or abusing Information and/or using fraudulent informallon In any way, they shall forfeit any current awards due and may be required lo return to the City·of San Antonio any previous awards dlstribul"ed. Addilionally, disciplinary action may be taken including suspension and/or termination. 14. General Provisions This program does not provide the AGM a right lo incentive pay or continued participation in the plan. This document Is Intended to provide a general understanding and explanation of the Performance Incentive Program. It does not and cannot address every possible Issue or circumstance that may arise. In the event that a situation arises that ts not covered In this document, the Assistant Director and/or their designee will review the circumstances and will recommend a resolution., which wm be reviewed by the CSF Director. The Director's decision on any questions of Intent, interpretation or admlnlstratlon of lhe'' program shall be final. Addltiooally, the Director and/or Assistant Director of CSF have final decision on eligibility. This program is nol eligible to be grieved and/or appealed. Every effort will be made to find a resolution that is fair to the employee involved and the Department 4 ©' l"-'tt,:,, r~ ~.-., C,n:,1 &,,•#. !!,·r <~ • " ® ) (:i Oven,/ew BuieP•Y {0008) ~ ~11)-tur~ i.-'-~ r; _I_.: ) '71:•~ Pt11<11-,1Wo • 1: fao Ha.Tit ~u:a.~-iHZ!::> ' Bldlrl EE~; Tj' ~tlJ Ptrs:•nt! II 4!UI A~~ • 2-Z, ii.,..~ . _ El ti;lr,rou; 'li 4tMlffll! Pffl::111 4!1-lll> ' . • • l :t f \~11 \1 ~-~..q -.; ~ ,'l t.,. p,.i '{ ':fro \( 57, I• · ov~_Add",tlan.1IP,;,yrnen4 (DD15) ~ ' i.Jiif, ,...... :::i:it;:.u :u:i:.z:::a ' fl'll!bf EE"°"p ~~ ,,~:intll'I :.~ ~dcrr.. • °ij, i1no11 EE ..bll'OIIO ~Ii!· 4CfuJ-Tme PoibR 45-2163.COIIV FACIIJTI. Atltl1o • ~ C;lo¢;• Nrcl, hi '.&• Ch~le ;i·~"ii,i-~-:~· to U fl :IHU • @Str.t, T•-..• , , lr.]FfHH..,.,. W-- -'l'lr.e t,1111 b,,g tot oat, Cny 1 l~t• l'~ ,rn -~ llr.«tl r:t l= 01/G5j'2GIG H(l.ll,) 11>1) O.IIG • I [ 't--~ .. j!I01p'111nra1ttPly GI/OlllOII •.11sJ11 uso a,oo • ! 14£54 ll . ' .' l ,: l? !- JIQ Ol ss.:; • ~·llA!ill 115 CITY OF SAN ANTONIO MOBILE PHONE REIMBURSEMENT REQUEST FORM (FOR NON-UNIFORM PROFESSIONAL AND MANAGERIAL EMPLOYEES) I ELIGIBILITY REQUIREMENTS (select all that apply) Job function requires continuous accessibility for critical City services and employee does not have • convenient access to a land line. Job Function directly supports public safety operations and requires employee to routinely use a cell ~ phone to be accessible. [g] Job function routinely requires extended time away from a landline and it is essential to the City that the employee be accessible during those times. Job runction requires access to email outside of office and beyond normal scheduled hours and it is D essential to the City that the employee be able to send/receive emails during those times. Mobile phone is assigned to multiple individuals, a vehicle, a facility, or used during specific times • throughout the year. USER INFORMATION Employee Name: I NICHOLAS LANGELLA POSITION NUMBER: Logan ID: I 132260 SAP ID: 132260 RECURRING REIMBURSEMENT FUNDING SOURCE Department: Cost Center/JO: I GL: I MOBILE PHONE REIMBURSEMENT (FOR NON-UNIFORM PROFESSIONAL AND MANAGERIAL EMPLOYEES ONLY) Monthly Amount (select all that apply): 112'.1 $20 - Data IZ] $30 - Voice IUSTIFICATION (selectoneJ Qg_ RECENT HIRE: Prior employee in the same position received Mobile Phone Reimbursement. --LJ-- FIRST TIME REQUEST: New position or the position does not currently have a City-issued device. · Please explain justification for reimbursement: ~-.. --··•· ·----·· ··---·--.------·-' --· ---. -·-·-···-----· -•· ----·-. . APPROVALS ! Signature fBUDGET OFFICE . [_-~=~-~--.::-:=:1 Date st.lo) is ALL WITHIN REACH To \\'horn It May Concern: Nick Langella worked for the SL Louis Convention & Visitors Commission in the role of Senior Vice President/General Manager of America• s Center for three years. Nick came to a facility which bad never had professional facility management and immediately set about addressing needed areas of improvement. During that time, Nick oversaw the management of tens of millions of dollars of capital projects for the convention center portion of America's Center and annual capital improvements to the Dome stadium side. He provided effective leadership to the.existing team and to the contractors to facilitate those projects with minimal impact on the customer. Nick successfully negotiated new contracts with various unions representing different classifications of employees and developed a working relationship with the business agents for unions working within the facility for our contractors and customers. Nick made some necessary changes with regard to outsourcing or in sourcing functions to better control the operation-of-the-facility-and-manage potential revenues and expenses. He is a knowledgeable and competent manager who is not afraid of tackling difficult challenges. We were fortunate to have Nick's leadership in all of these areas for the three years that he was with us. Sincerely, Kathleen M. Ratcliffe President KMR/b America' s Cen1er• • A Div'.sion of the St. LoulsC:inve'll"on & Vislto:i Cornm;~io'l lhe Olticiar Dei llnaliut•MQ"~e/"'Q Crccr.iz.:irio11 fa, s, loua City o'ld St. t:;,ui, Co.,.,ry Ccrvorites Con•e,1ion Center· SI. Louil f. Processing Activities Arrest Record Rec,•d Physical Recrd: Drug Recvd: \A II?:) Rr~ lo/~PAt~ ~- Se11sitil'f! Pm,itio11 FBI Rec,•d DPS Record Rec,•d CDL Rec,•d ~ , J-9 Completed ' ' JJ ·ork Histm:r J "e,•ijif.!d Ed11ct1tio11 J 'erijied 011Boar1li11g Sellt: /11/om1t1lim1 Forwa,-ded to JJRS: .0h5113 (/h /1?:, Applicant Accepti111ce lllitial Cleuru11ce Final Clear,mce A11"(rst: Linda 1/10113 2:>}l Co111me11ts/Notes: r,f ·· · ....-\.. ·\ l •, -• \ 1.. r.::f 1! ,_. Y) . C'~• ! ' . \ "'-,,'( v' --,,:..,- } \• J ,\ {, 1·J NEOGOV Insight Page 1 of IO CITY OF SAN ANTONIO Received: 10/17 /12 Human Resources Department 6 :42 PM San Antonio, Texas 78205 For Official Use Only: 210· 207·8705 QUAL: ____ http! {/www.sanantonlo.gov DNQ: ____ c Experience Langella, Nicholas A DTraining 2013-00073 ALAMODOME GENERAL MANAGER • Other:_ _ _ PERSONAL INFORMATION POSITION TITLE: EXAM ID#: ALAMODOME GENERAL MANAGER 2013-00073 SOCIAL SECURITY NUMBER: N/A DRIVER'S UCENSE: DRIVER'S UCENSE: LEGAL RIGHT TO WORK IN THE UNITED • Yes C No State Number: STATES? • Yes C No PREFERENCES PREFERRED SALARY: IARE YOU WILUNG TO RELOCATE? $155,000.00 oer vear • Yes CNo CMavbe WHAT TYPE OF JOB ARE YOU LOOKING FOR? Reaular TYPES OF WORK YOU WILL ACCEPT: Full Time SHIFTS YOU WILL ACCEPT: Oay,Evenlna,Ntciht,Rotattna,Weekends,On call (as needed) OBJECTIVE: To utilize my experience and background of many years In the facilities management industry to Improve , both flnanctally and from a customer service perspective, the facllitv's oerformance and take orlde In the communltv It serves. EDUCATION DATES: SCHOOL NAME: From: 9/1976 To: 5/1980 St John's University LOCATION:(City, State) DID YOU GRADUATE? DEGREE RECEIVED: New York, New York • Yes DNo Bachelor's MAJOR: UNITS COMPLETED: Soorts Manaaement 128 - Semester WORK EXPERIENCE t\ DATES: EMPLOYER: POSITION TITLE: From: S/2009 To: Present NLangella & Associates, LLC President ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Cranston, Rhode Island PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? • Yes DNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 50 $0.00/month DUTIES: Manage consulting services company excelling In the design, construction, renovations, opening, and operating of convention centers, hotel complexes, sports and entertainment facilities. Company specializes In strategic plannlng, budget analysis, staffing plans, construction design, capital maintenance review, asset management, third party vendor, utilttles contracting, food & beverage operations, marketing/sales strat~les, and operational cost-savings. REASON FOR LEAVING: DATES: EMPLOYER: POSmON TITLE: From: 9/2009 To: 9/2012 STt Louis Convention & Visitors General Manager Commission -· ADDRESS: (Street, City, State, Zip Code) COMPANY URL: . Ci ·cs, 8/ LJ- 1 "/ ,J-.-0 \., o-; y~ '3 \+ L\ d-\- ~,r<> ? ,' tf L,e, https:/ /secure. neogov.com/OH C/reports/appprintview .cfm ?encrDir=6263094 l 6E2896C62... 12/5/2012 NEOGOV Insight Page 2 of 10 St Louis, Missouri . PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? • Yes DNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed the day-to·day operations of the Americas Center® Complex which Includes the Cervantes Convention Center, (702,000 sq' of prime exhibition/meeting space), the 67,000 seat Edward Jones Dome Stadium (home to the NFL St Louis Rams), the 1400 seat Ferrara Theater, and the St Louis Executive Conference Center. Annual operating budget of$ lBM with 165 full-time associates In all aspects Including building operations, technology, food & beverage, public safety, financial, event management, revenue centers, guest and customer service. Expedited lease oversight for the NFL's St Louis Rams, as well as, NCAA sporting events, concerts, public and family shows. Accomplishments: Reduction of operating budget by 16% over past 3 years of operation. Responsible for completion of $30 million Stadium upgrades resulting on time and under-budget. Responsible for completion of $50 million mufti-phase Convention Center renovations Inclusive of over $SM in technology enhancements. Renovations were completed on time and under budget with lltt1e or no Impact to existing customers. Responsible for new sales direction generating of over $3M In additional short-term sales. Negotiated In-house labor agreements to achieve flexible scheduling and favorable work rules. Increased commissions by 12% on Food and Beverage revenues through a new aggressive sales and marketing Initiatives. Updated and consolidated computerized event management, Incident reporting, text-messaging and preventive maintenance systems. Initiated new service training programs resulting In 95% customer satisfaction. REASON FOR LEAVING: Commitment ended DATES: EMPLOYER: PosmoN TITLE: From: 4/2007 To: 4/2009 TO BankNorth Garden Sr VP Business & Ooerations ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Boston, Massachusetts PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? . - • Yes DNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed $ 60 million In revenues per year in directing the day-to day business and operations ror the 20,000 seat state• of-the-art TD BankNorth "Garden." Directed 300+multi-layer staff in all aspects Including revenue centers, technology, bullding maintenance, public safety, guest and customer service. Expedited lease oversight and negotiations for the NHL's Bruins, NBA's Celtics, and NLL Blazers Lacrosse team, as well as, concerts, NCAA sporting events, family shows. Accomplishments: Reduction of 9% to operating budget through an aggressive energy buying and management plan. Negotiated 20% discount pricing for IATSE agreement to achieve flexible scheduling to enhance an alternative sales strategy. Increased Food and Beverage sales by 11% to$ 36 million annually. Managed $10 million retail operations Including, Pro-shop, Auction sales, North Station outlets, a 25% gain In sales. Managed $ 6.5 million capital and new product construction projects per annum. Received Environmental Merit Award for Implementing Green and Alternative Energy Programs. Approval of 90%+ satisfaction when instituting new customer service programs, incorporating client feedback, user- surveys and other forms of data collectlon. NBA Championship Finals 2007 Recoanltion by Saort Business Journal as "Facility of the Year." REASON FOR LEAVING: Better Opportunity DATES: EMPLOYER: POSmON TITLE: From: 11/2003 To: 4/2007 Massachusetts Convention Center General Manager Authoritv ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Boston- Massachusetts PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? • Yes CNo https://secure.neogov.com/OHC/reports/appprintview.cfm?encrDir=626309416E2896C62... 12/5/2012 NEOGOV Insight Page 3 of IO HOURS PER WEEK: 'SALARY: I# OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed $52 million operating budget, with 185 full-time associates, In the day•to day operations of the new 1.8 million sq', $850 million, Boston convention & Exhlbltlon Center, (BECE), and the 800,000 sq' John B, Hynes Memorial Convention Center. Accomplishments: Successfully opened Boston Convention & Exhibition Center (BCEC) with Democratic National Convention in June 2004. Reduction of 25% operating budget In second year. Generated $SM in new short-term sales efforts. Increased commissions by 17% on Food and Beverage revenues. Instituted new customer service programs, including curbside mgrs, greeters, exhibitor parking, enhanced taxi and luggage services, business center, and free wireless. Initiated new service training programs resultlng In 98% customer satisfaction. Negotiated wall-to-wall labor agreement contracts to achieve flexlble scheduling and favorable exhibitor participation work rules. Democratic National Convention 2004 REASON FOR LEAVING: Better Oaoortunitv DATES: EMPLOYER: posmoN TITLE: From: 7/2002 To: 11/2003 Waterford Management Group SR VP Development and Facilities Oaeratlons ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Hartford Connecticut PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? •Yes CNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Identifying management opportunities to grow the company's facilities management division. Assisted to achieve on-time, under budget design and construction oversight of the Connecticut Convention Center Comolex, a $750M, 1.3 million sa' convention center, hotel and entertainment comolex. REASON FOR LEAVING: Better Ooaortu.nltv DATES: EMPLOYER: POSITION TITLE: From: 9/1992 To: 6/2002 Rhode Island General Manaaer ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Providence, Rhode Island PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? •Yes DNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed all convention center aspects of a $350 million, 872,000 gross square' "State of the Art" convention center, hotel and office complex with an annual operating budget of $10 mlllion and workforce of 90+ full-time associates. Accomplishments: Successfully opened Rhode Island Convention Center December 1993. 20% sales increase by Initiating corporate marketing efforts. Successfully grew food & beverage from $1.4 million to $3.5 million In transition year. Successfully grew parking revenues from $2.2 millton to $4.9 mlllion in transition year. Smithsonian National Tour 1996 REASON FOR LEAVING: Better Qnnnrtunltv DATES: EMPLOYER: POSITION TITLE: From: 2/1986 To: 7/1992 Jacob K Javits Coovention Center O=rations Manaaer ADDRESS: (Street, City, State, Zip Code) COMPANY URL: New York, New York PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? • Yes DNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed $12M annual operating and service budget directing a work force of 400+ associates engaged In the 24-hour httos://secure.neoeov.com/OHC/reoort~annnrintview.cfm?enc.rnii=6?il~0Q41 ilF?RQfirll? 1?/,:,.nn 1? NEOGOV Insight Page 4 of 10 operation of a 1.8 mllllon gross square foot, $ SOOM world class convention center. Over sight for In-house and contractual services for maintenance, custodial, fire sarety, automated building controls, building and exhibit services divisions. Accomplishments: Successfully opened Javlts Convention Center April 1986. Developed team approach with seven diverse and Independent labor unions. Increased service profit centers from $13 to $1 7 milflon. Managed Annual capital planning, budgeting and construction projects with expenditures exceeding$ 750,000 per annum . Democratic National Convention 1992. REASON FOR LEAVING: Better Oooortunltv DATES: EMPLOYER: POSITION TITLE: From: 11/1980 To: 1/1986 Nassau Coliseum Ooeratlons Manaoer ADDRESS: (Street, City, State, Zip Code) COMPANY URL: Uniondale, New York PHONE NUMBER: SUPERVISOR: MAY WE CONTACT THIS EMPLOYER? • Yes CNo HOURS PER WEEK: SALARY: # OF EMPLOYEES SUPERVISED: 40 $0.00/month DUTIES: Managed Day-to-day operations of a 20,000 seat multipurpose arena (Home of the National Hockey League's New York Islanders) and 60,000 sq.' exhibition hall. Directed staff of lS0+assoclates In all aspects of operations including event, exhibit & building services, production, maintenance, security, ushering, box office, and parking. Accomplishments: lnstltuted computerized preventive and corrective maintenance programs. Managed and Instituted computerized systems for the phys cal plant. Developed exhibit service guides for expanded exhibition hall business. Renegotiated labor contracts stressing cost saving for clients. NHL All-Star Game, 5 Stanlev Cuo Finals '1980-84). 65 olus Concerts =r vear. REASON FOR LEAVING: Better Ooportunitv CERTIFICATES AND UCENSES TYPE: Certified Facilities Executive UCENSE NUMBER: IISSUING AGENCY: International Association of Venue Managers SKILLS Nothing Entered For This Section ADDITIONAL INFORMATION Nothing Entered For This Section REFERENCES REFERENCE TYPE: INAME: POSITION: Professional James Rooney Executive Director ADDRESS: (Street, Citv, State, Zip Code) EMAIL ADDRESS: PHONE NUMBER: (617) 954-2000 REFERENCE TYPE: INAME: POSITION: Professional James MCCarvlll Executive Director ADDRESS: (Street, Cltv, State Zic Code) EMAIL ADDRESS: PHONE NUMBER: {4011 351-4295 REFERENCE TYPE: INAME: POSMON: Professional Myles McGrane General Manager ADDRESS: (Street, Cltv, State, Zic Code) EMAIL ADDRESS: PHONE NUMBER: {203) 273-6999 https://secure.neogov .com/OHC/reports/appprintview.cfm?encrDir=626309416E2896C62... 12/5/2012 NEOGOV Insight Page 5 of IO R~FERENCE TYPE: INAME: POSITION: Personal Ancielo carusl I Father ADDRESS: (Street, City, State, Zip Code) EMAIL ADDRESS: PHONE NUMBER: I (401) 529·7431 https://secure.neo1wv .com/OHC/reports/aooorintview.cfm?encrDir-6263094 J6E2R96C62 ... 1? Fi/?O 1? NEOGOV Insight Page 6 of 10 Agency-Wide Questions 1. Are you a current Full Time Regular CoSA employee? No 2. If you answered "yes" to being a CURRENT CoSA Employee, please provide your current Department name: 3. Are you a previous City of San Antonio Employee? No If you answered "yes" to being a CURRENT or PREVIOUS CoSA employee, please provide your SAP 4. Employee ID#: 5. If applicable, what is your maiden name? Have you ever been convicted of, pied guilty or nolo contendere to, or been granted deferred 6. adjudication for a felony or any lesser crime, other than a minor traffic Infraction? (Conviction of a crime may not result In an automatic denial of employment) No If you answered 'yes' to the question, "Have you ever been convicted of, pied guilty or nolo contendere 7. to, or been granted deferred adjudication for a felony or any lesser crime, other than a minor traffic Infraction?" Please explain the nature and disposition of the charges to Include dates. a. Do you have any relatives currently working for the City of San Antonio? No 9. Relative's First Name 10. Relative's Last Name 11. What department does your relative work In? 12. Relationship to Relative 13. MIiitary Status None # 14. Are you a veteran? No 1s. Veteran Type Non-veteran 16. If you answered "yes" to the veteran question, please Indicate what type of discharge you received. 17. What is the date of your military Discharge? (MM/DD/YYYY) 18. May we contact your current employer? Yes 19. Have you ever been fired or terminated from a job? No 20. If vou answered "Yes" to the previous question that you have been fired or terminated, please provide: Employer/Dates of Employment/Job Title/Reason for Termination 21. How did you learn about this job opportunity? Other 22. If you selected "job fair" in the previous question, please indicate which job fair you attended: https://secure.neogov.com/OHC/reports/appprintview.cfm?encrDir=626309416E2896C62... 12/5/2012 NEOGOV Insight Page 7 oflO Job Specific Supplemental Questions 1. What best describes your level of education? Bachelor's Degree How many years of responsible operational or management experience do you have with major 2. convention or multi-purpose facilities? 13 years 3. Do you have a valid Texas Driver's License or the ablllty to obtain one within 30 days of becoming a Texas Resident? Yes 4. Are you a current regular full time CoSA employee? No The followlng terms were accepted by the applicant upon submitting the online application: By clicking on the 'Accept' button, 1 hereby certify that every statement I have made in this application is true and complete to the best of my knowledge. I understand that any false or incomplete answer may be grounds for not employing me or for dismissing me after I begin work. I understand that I will have to produce documentation verifying identity and employment eligibility in the United States. I understand that I may be required to verify any and all information given on this application. I understand that this completed application is the property of City of San Antonio and will not be returned. I understand City of San Antonio may contact prior employers and other references. I understand that I must notify the Human Resources Division of any changes in my name, address or phone number. This appllcatlon was submitted by Nicholas A Langella on 10/17/12 6 :42 PM Signature______ Date.______ https://secure.neogov .com/OHC/reports/appprintview. cfm?encrDir=6263094 l 6E2896C62... 12/5/2012 NEOGOV Insight Page 8 of 10 Resume Nicholas A. Laogella, CFE QUALIFICATIONS: Facilities Executive with 20+ year's senior level executive experience. Skllled In union labor-management negotiations and relations. Expertise In construction design and grand openings of fadUtles up to 2M sq'. Experience In multi vendor contractual development and negotiations. Demonstrated history of operational savings and efficiencies. Reputation for excellent customer service and client relations. Award winning Green Initiatives and development of Alternative Energy Projects. EXPERIENCE: Nlangella & Associates, LLC 2009? Present President Manage consulting services company excelling In the design, construction, renovations, opening, and operating of convention centers, hotel complexes, sports and entertainment facilities. . Company specializes in strategic planning, budget analysis, staffing plans, construction design, capital maintenance review, asset management, third party vendor, utilities contracting, food&. beverage operations, marketing/sales strategies, and operational cost-savings. St Louis Convention & Visitors Commission 2009-2012 Sr VP/General Manager Americas Center Complex St Louis, MO Managed the day-to-day operations of the Americas Center®' Complex which Includes the Cervantes Convention Center, (702,000 sq' of prime exhibition/meeting space), the 67,000 seat Edward Jones Dome Stadium (home to the NFL St Louts Rams), the 1400 seat Ferrara Theater, and the St Louis Exacotlve Conference Center. Annual operating budget of$ 18M with 165 full-time associates in all aspects Including building operations, technology, food & beverage, publlc safety, financial, event management, revenue centers, guest and customer service. Expedited lease oversight for the NFL's St Louis Rams, as well as, NCAA sporting events, concerts, public and family shows. Accomplishments: Reduction of operating budget by 16% over past 3 years of operation. Responsible for completion of $30 mllllon Stadium upgrades resulting on time and under-budget. Responsible for completion of $50 million multi-phase Convention Center renovatlons Inclusive of over $SM in technology enhancements. Renovations were completed on time and under budget with llttte or no impact to existing customers. Responsible for new sales direction generating of over $3M In additional short-term sales. Negotiated In-house labor agreements to achieve flexible scheduling and favorable work rules. Increased commissions by 12% on Food and Beverage revenues through a new aggressive sales and marketing Initiatives. Updated and consolidated computerized event management, Incident reporting, text-messaging and preventive maintenance systems. Initiated new service training programs resulting in 95% customer satisfaction. TD Bank Garden 2007- 2009 Sr VP Arena Business and Operations Boston, MA Managed $ 60 mllllon In revenues per year In directing the day-to day business and operations for the 20,000 seat state of-the-art TD BankNorth "Garden.'' Directed 3D0+multi-layer staff In all aspects including revenue centers, technology, building maintenance, public safety, guest and customer service. Expedited lease oversight and negotiations for the NHL's Bruins, NBA's Celtics, and NLL Blazers Lacrosse team, as well as, concerts, NCAA sporting events, family shows. • httos://secure.neogov.com/OHC/reports/appprintview.cfm?encrDir=626309416E2896C62... 12/5/2012 NEOGOV insight Page 9 of 10 Accomplishments: Reduction of 9% to operating budget through an aggressive energy buying and management plan. Negotiated 20% discount pricing for lATSE agreement to achieve flexible scheduling to enhance an alternative sales strategy. Increased Food and Beverage sales by 11% to$ 36 million annually. Managed $10 mlllion retail operations including, Pro-shop, Auction sales, North Station outlets, a 25% gain in sales. Managed $ 6.5 mfllion capital and new product construction projects per annum. Received Environmental Merit Award for Implementing Green and Alternative Energy Programs. Approval of 90%+ satisfaction when instituting new customer service programs, Incorporating client feedback, user• surveys and other forms of data collection. NBA Championship Anals 2007 Recognition by Sport Business Joumal as "FaclUty of the Year." Massachusetts Convention Center Authority 2003 "! 2007 General Manager-Boston Convention Properties Boston, MA Managed $52 mllllon operating budget, with 185 full-time associates, I~ the day-to day operations of the new i .s million sq', $850 million, Boston Convention & Exhibition Center, (BECE), and the 800,000 sq' John 6. Hynes Memorial Convention Center. Accomplishments: Successfully opened Boston Convention & Exhibition Center (BCEC) with Democratic National Convention In June 2004. Reduction of 25% operating budget In second year. Generated $SM In new short-term sales efforts. Increased commissions by 17% on Food and Beverage revenues. Instituted new customer service programs, Including curbside mgrs, greeters, exhibitor parking, enhanced taxi and luggage services, business center, and free wireless. Initiated new service training programs resulting In 98% customer satisfaction. Negotiated wall-to-wall labor agreement contracts to achieve flexible scheduling and favorable exhibitor participation work rules. Democratic National Convention 2004 Waterford Management Group, LLC 2002 ? 2003 Vice-President Development and Facilities Operations Hartford, CT Identifying management opportunities to grow the company's facilities management division. Achieved on-time, under budget design and construction oversight of the Connecticut Convention Center Complex, a $7SOM, 1.3 mllllon sq' convention center, hotel, and entertainment complex. Rhode Island Convention Center 1992 '! 2002 General Manager Providence, RI Managed all convention center aspects or a $350 mllllon, 872,000 gross square' "State of the Art" convention center, hotel and office complex with an annual operating budget of $10 million and workforce of 90+ full-time associates. Accomplishments: Successfully opened Rnode Island Convention Center December 1993. 20% sales Increase by Initiating corporate marketing efforts. Successfully grew food Sr. beverage from $1.4 million to $3.5 million In transition year. Successfully grew parking revenues from $2.2 mlllion to $4.9 million In transition year. Smithsonian National Tour 1996 Jacob K. Javlts Convention Center 1986-1992 Operations and Services Manager New York, NY Managed $12M annual operating and service budget directing a work force of 400+ associates engaged In the 24-hour operation of a 1.8 mlllion gross square foot, $ SOOM world class convention center. Over sight for In-house and contractual services for maintenance, custodial, fire safety, automated building controls, building and exhibit services divisions. Accomplishments: Successfully opened lavlts Convention Center April 1986. Developed team approach with seven diverse and Independent labor un'ons. https://secure.neogov .com/OHC/reports/appprintview.cfm?encrDir=626309416 E289nf'6? 1?/'i/?01? NEOGOV Insight Page 10 of 10 Increased service profit centers from $13 to $17 million. Managed Annual capital planning, budgeting and construction projects with expenditures exceeding $ 750,000 per annum. Democratic National Convention 1992. Nassau Veteran's Memorial Coliseum 1980· 1986 Operations Manager Uniondale, NY Managed Day-to-day operations of a 20,000 seat multipurpose arena (Home of the National Hockey League's New York Islanders) and 60,000 sq.' exhibition hall. Directed staff or lS0+associates in all aspects of operations including event, exhibit & building services, production, maintenance, security, ushering, box office, and parking. Accomplishments: Instituted computerized preventive and corrective maintenance programs. Managed and Instituted computerized systems for the physlcal plant. Developed exhibit service guides for expanded exhibition hall business. Renegotiated labor contracts stressing cost saving for cllents. NHL All-Star Game, 5 Stanley Cup Finals (1980·84), 65 plus Concerts per year. EDUCATION: B.5. Sports Management 1980 St. John's University Jamaica, NY Certified Facilities Executive, CFE 2006 International Association of Assembly Managers (IAAM) Dallas, TX httnc:·//c:P.r11rf': nf':nP-nv r.nm/OHr./renort!;/annntintview.cfin?encrDir=6263094 l 6E2896C62... 12/92012 Nicholas A. Lanoella. CFE OUAUFICATIONS: • Facilities Executive with 20+ years senior level executive experience. • Skilled In union labor-management negotiations and relations. • Expertise In consbuctton design and grand openings of facUltles up to 2M sq'. • Experience in multi vendor conbactual development and negotiations. • Demonstrated history of operational savings and efficiencies. • Reputation for excellent customer service and client relations. • Award winning Green Initiatives and development of Alternative E~rgy Projects. EXPERIENCE: NLangella & Associates, LLC 2009 - Present President • - Manage.consulting services company excelling in the design~anstruction,-renovatlons, opening, and operating of convention centers, hotel complexes, sports and entertainment facilities. • Company specializes in strategic planning, budget analysis, staffing plans, construction design, capital maintenance review, asset management, third party vendor, utilities contracting, food & beverage operations, marketing/safes strategies, and operational cost-savings. st Louis Convention & Visitors Commission 2009-2012 Sr VP/General Manager Americas Center Complex Stlouis, MO • Managed the day-to-day operations of the Americas Center® Complex which includes the C.ervantes Convention Center, {702,000 sq' of prime exhibition/meeting space), the 67,000 seat Edward Jones Dome Stadium (home to the NFL St Louis Rams), the 1400 seat Ferrara Theater, and the St Louis Executive Conference center. • Annual operating budget of $ 18M with 165 full-time associates In all aspects Including building operations, technology, food &. beverage, public safety, financial, event management, revenue centers, guest and customer service. • Expecfited lease oversight for the NFL's St Louis Rams, as well as, NCAA sporting events, concerts, public and family shows. Accomplishments: • Reduction of operating budget by 16% over past 3 years of operation. • Responsible for completion of $30 millfon Stadium upgrades resulting on time and under budget • Responsible for completion of $50 million multi-phase Convention Center renovations inclusive of over $SM In technology enhancements. Renovations were completed on time and under budget with little or no impact to existing customers. • Responsible for new sales direction generating dover $3M in additional short-term sales. • Negotiated in-house labor agreements to achieve flexible scheduling and favorable work rules. • Increased commissions by 12% on Food and Beverage revenues through a new aggressive sales and marketing initiatives. • Updated and consolidated computerized event management, incident reporting, text messaging and preventive maintenance systems, • Initiated new service training programs resulting in 95% customer satisfaction. TD Bank Garden 2007-2009 Sr VP Arena Business and Operations Boston,MA • Managed $ 60 million in revenues per year In directing the clay-to day business and operations for the 20,000 seat state-of-the-art TD BankNorth "Garden." • Directed 300+multi-layer staff in an aspects induding revenue centers, technology, building maintenance, public safety, guest and OJstomer service. • Expedited lease oversight and negotiations for the NH L's Bruins, NBA's Celtics, and NLL Blazers Lacrosse team, as well as, concerts, NCAA sporting events, family shows. Accomplishments: • Reduction of 9% to operating budget through an aggressive energy buying and management plan. • Negotiated 20% discount pricing for IATSE agreement to achieve flexible scheduling to enhance an alternative sales strategy. • Increased Food and Beverage sales by 11% to$ 36 million annually. • Managed $10 million r~n operations lnduding, Pro-shop, Auction sales, North Station outlets, a 25% gain in sales, • Managed $ 6.5 million capital and new product consb'uction projects per annum. • Received Environmental Merit Award for Implementing Green and Alternative Energy Programs. • Approval of90%+ satisfaction when instituting new customer service programs, incorporating dient feedback, user-surveys and other forms of data collection. • NBA Championship Finals 2007 • Recognition by Sport Business Journal as "Facility of the Y~r. n Massadiusetts Convention Center Authority 2003-2007 General Manager-Boston Convention Properties Boston, MA • Managed $52 million operating budget, with 185 full•tlme associates, In the day-to day operations of the new 1.8 million sq', $850 million, Bost:on Convention & Exhibition Center, (BECE), and the 800,000 sq' John B. Hynes Memorial convention Center. Accomplishments: • Successfully opened Boston Convention & Exhibition Center (BCEC) with Democratic National C.Onvention in June 2004. • Reduction of 25% operating budget in second year. • Generated $SM in new short-term sales efforts. • Increased commissions by 17% on Food and Beverage revenues. • Instituted new customer service programs, lnduding curbside mgrs, greeters, exhibitor parking, enhanced taxi and luggage services, business center, and free wireless. • Initiated new service training programs resulting In 98% customer satisfaction. • Negotiated wall-to-wall labor agreement contracts to achieve flexible scheduling and favorable exhibitor participation work rules. • Democratic National Convention 2004 Waterford Management Group, UC 2002-2003 Vice-President Development and Facflities Operations Hartford, CT • Identifying management opportunities to grow the aimpany's facilities management division. • Assisted on budget design and construction oversight of the C.Onnecticut Convention Center Complex; a $750M, 1.3 million sq' convention center, hotel, and entertainment complex. Rhode Island Convention Center 1992-2002 General Manager Providence, RI • Managed all convention center aspects of a $350 million, 872,000 gross square' "State of the Art" convention center, hotel and office complex with an annual operating budget of $10 million and workforce of 90+ full-time assqdates. -·---·------Ao:omplishment:s: • Successfully opened Rhode Island Convention Center December 1993. • 20% sales increase by Initiating corporate marketing efforts. • Successfully grew food & beverage from $1.4 mlllion to $3.5 million in transition year. • Successfully grew parking revenues from $2.2 million to $4.9 milllon in transition year. • Smithsonian National Tour 1996 Jacob K. Javits Convention Center 1986-1992 Operations and Services Manager New York, NY • - Managed $12.M annual operating and service budget directing a work force of 400+ associates engaged in the 24-hour operation of a 1.8 million gross square foot, $ SOOM world class convention center. • over sight for in-house and contractual services for maintenance, aJstodial, fire safety, automated building controls, building and exhibit selVlces divisions. Accomplishments: • Successfully opened Javits Convention Center April 1986. • Developed team approach with seven diverse and Independent labor unions. • Increased service profit centers from $13 to $17 mmlon. • Managed Annual capital planning, budgeting and construction projects with expenditures exceeding $ 750,000 per annum. • Democratic National Convention 1992. Nassau Veteran's Memorial Coliseum 1980-1986 Operations Manager Uniondale, NY • Managed Day-to-day operations of a 20,000 seat multipurpose arena (Home of the NatiOnal Hockey League's New York Islanders) and 60,000 sq.' exhibition hall. • Directed staff of lS0+associates in all aspects of operations Including event, exhibit & building services, production, maintenance, security, ushering, box office, and parking. Accomplishments: • Instituted c.omputerized preventive and corrective maintenance programs. • Managed and Instituted computerized systems for the physical plant. • Developed exhibit service guides for expanded exhibition hall business. • Renegotiated labor contracts stressing CDSt saving for dients. • NHL All-Star Game, 5 Stanley Cup Fmals (1980-84), 65 plus Concerts per year. EDUCATION; B,S, Sports Management 1980 St John's University Jamaica, NY Certified Facilities Executive, CF6--- - 2006 International Association of Assembly Managers (IAAM) Dallas, 1X Nicholas A. Langella, CFE • I I ... I I. ,I,·-.•" . '. · Nicholas A. Langella, CFE' s Overvie,v { ·u rri..'ni • President & CEO at N. Langella & Associates, LLC • Sr VP/General l'vlanager at Americas Center Convention Complex/Edward Jones Dome • Sr VP Arena Business & Operations at TD BankN011h Garden • General Manager Boston Properties at Massa~husetts Convention Center Authority (MCCA) see an f • ' r 11111.: ,•: !, ·;. • Saint John's University 12 people have recommended Nicholas A. 500+ connections Nicholas A. Langella, CFE' s Summary .. Professional Overview Facilities Executive with 25+ years senior level managerial experience in designing, opening, and operating major market sports facilities and convention complexes. Specialties Reputation for operating first class facilities and organizations. Skilled in labor management negotiations and relations. Expertise in construction design, FF&E, and i:.rrand openings. Experience in convention hotel contractual development, with a demonstrated ahilitity to achieve budget savings and operating efficiencies. Reputation for providing excellent customer service and client relations. NBA Finals 2008, Democratic National Convention 2004 & 1992, Stanley Cups 1980-85, NCAA Regionals Nicholas A. Langella, CFE's Experience President & CEO N. Langella & Associates, LLC Privately Held; 1-10 employees: Managerm:nt C'unsulting industry April 2009- Present (3 years 8 months) Manage consulting services company excelling in the design. construction, renovations, opening. and operating of convention centers, hotel complexes, sports and entertainment facilities. Company specializes in strategic planning. budget analysis. statling plans, construction design. capital maintenance review, asset management, third party vendor, utilities contracting, food &. beverage operations, marketing/sales strategics, and operation:il cost-savings. Sr VP/General Manager Americas Center ConYcntion Complex/Edwnrd Jones Dome Nonprofit; 51-200 employees; Leisure, Travel & Tourism industry September 2009 - September 2012 (3 years I month) Greater St. Louis Area The America's Center convention complex is located in the heart of dm\'ntown St. Louis. The center features 502,000 contiguous square tect of exhibit space in six halls, 83 meeting rooms. the 1,411 fixed-seat Ferrara Theatre, the St. Louis Executive Conference Center for private meetings of up to I 00 people and the 67,000 seat Edward Jones Dome Stadium, Home of the NFL's St Louis Rams Football Club. Sr VP Arena Business & Operations TD BankNorth Garden April 2007 -April 1009 (2 years I month) Greater Boston Area Managed the day-to day business and operations for the 20.000 seat state-of-the-art TD BankNorth •·Garden:· The Garden is home to NI-IL's Bruins, NBA's Celtics, and NLL Blnzers Lacrosse, as well as, world-renowned concerts, NCAA sporting events, family shows, wrestling, and ice shows. General Manager Boston Properties Massachusetts Convention Center Authority (MCCA) Government Agency; 201-500 employees; Events Services industry November 2003 - April 2007 (3 years 6 months) Greater Boston Area General Manager for Boston Properties, the 800,000 sq' Hynes Convetion Center and the 1.8M sq', S850M. Boston Convention & Exhibition Center (BCEC) which opened in 2004 with the Democratic National Convention. VP Development and Facilities Services Waterford Group, LLC Privately Held; 11-50 employees; Food & Beverages industry July 2002 - November 2003 { I year 5 months) Hartford. Connecticut Arca Vice President of Development nn General Manager Rhode Island Convention Center September 1992 - Junc 2002 (9 years 10 months) Provid~nce, Rhode Island Area General Manager of the $350M. 365,000 sq', Rhode Island Convention Center, Providence, RI. Operations/Building Services Manager Jacob K Javits Convention Center February 1986 - July 1992 (6 years 6 months) Greater New York City Area Opened the $500M, 2M gross sq' Jacob K. Javits Convention Center in New York City in 1986 and served as Operations Manager until 1992. At the time this was the largest convention center under one roof in the U.S. Operations Manager Nassau Veterans Memorial Coliseum November 1980 - February 1986 (5 years 4 months) Greater New York City Area Held various roles and pos"itions in event. parking, production, engineering, and operations for a 19,000 seat and exhibition hall multi-purpose facility. Nicholas A. Langella, CFE's Skills & Expertise l. Cnn,,tructi,•n 2. (iranJ Op..:nlll,;l~ 3.. t .r~nt rvtan,1!.! 15. ~J~ 16. ~h!rl-.,.;lin'.! 17. F.1dlitil!~ ~ \.Jll,J:!O.:ll h:tll 18. Salo.:~ :-.Ian-a~, 111'-' III 19. ~l\l"[\1)T.:tl'! l •.1:'l\l, 20. l'ubh- "r••,11-..111;; Nicholas A. Langella, CFE's Education Saint John's University BS, Sports Management 1976 - 1980 Job Bulletin Page I of 4 CITY OF SAN ANTONIO invites applications for the position of: Convention Facilities General Manager (Alamodome General Manager) SALARY: $36.92 - $62.76 Hourly $76,784.24 - $130,533.26 Annually OPENING DATE: 10/08/ 12 CLOSING DATE: 10/22/12 11:59 PM Grant Funded: No Work Hour:;: Work Days and Hours Vary, includes nights and holidays. JOB SUMMARY: Under administrative direction, is respo.nsible for the day-to-day management and performance of assigned convention facilities. Duties will include coordination of activities for building maintenance, event conversion, housekeeping, security, information technology, booking, event services and other services of assigned facility. Responsible for ensuring working relationships with other City departments and industry organizations. Exercises supervision over assigned staff. This position is an "unclassified" position and has no disciplinary appeal rig'1ts to the Municipal Civil Service Commission. This position is likewise subject to at-will employment status and can be terminated at any time for any reason. ESSENTIAL JOB FUNCTIONS: • Manages the operations of the building maintenance, housekeeping, security, Information technology, booking and event services, and other services of assigned facilities. • Assists with the development, implementation, and operation of effective customer service programs in all functional areas of assigned facilities. • Contributes to the development and monitoring of the annual budget and strategic plans for the department, Including cost control measures and planning of future improvements. • Researches, reviews, recommends, and implements contractual and vendor services for assigned facilities. • Ensures facility compliance with all applicable policies, laws, codes, regulations, ordinances, and directives. • Interviews, selects, supervises, develops, evaluates, counsels, and if necessary, disciplines personnel according to established COSA policies, procedures, and guidelines. ht-t .... • //..,, ,.,.,,.n,..,. , "'"'' •-,-- ---•: .... L- --- f ... -- __ ., __ : ... , •• t ! -L L •• 11 .._.._: ... .. C" - nt - 1 '"'"' ,.,.._ ..,..,., ""' Job Bulktin Page 2 of 4 • Develops annual sales and marketing/business development plan for the Alamodome, Illusions Theater and Lila Cockrell Theater. • Responsible for the implementation of effective facilfty marketing, public relations and promotional programs. • Performs related duties and fulfills responsibilities as required. JOB REQUIREMENTS: • Bachelor's Degree from an accredited college or university. • Five (5) years of responsible operational or management experience with major convention or multi-purpose facilities. PREFERRED QUAUFICATIONS: • This position requires a valid Texas Driver's License or obtain a valid Texas Driver's License within thirty (30) days after becoming a resident of the State of Texas. PHYSICAL REQUIREMENTS: • Physical requirements include occasional lifting/carrying of 10 pounds;visual acuity, speech and hearing; hand and eye coordination and manual dexterity necessary_to operate a computer keyboard and basic office equipment. Subject to sitting, standing, reaching, walking, twisting and kneeling to perform the essential functions. Working conditions are primarily inside an offlce environment. KNOWLEDGE, SKILLS AND ABILITIES: • Knowledge of facility management procedures, methods and techniques. • Knowledge of principles and practices of budget preparation and aclministration. • Knowledge of contract administration and negotiation techniques and procedures. • Knowledge of fire safety codes, regulations and policies. • Knowledge of principles and practices of supervision, training, and personnel management. • Knowledge of principles of budget development and administration. • Skill In utilizing a personal computer and associated software programs. • Ability to establish and implement energy efficient systems. • Ability to develop a management plan in order to reach long range goals and objectives. • Ability to manage multiple proj ects simultaneously. • Ability to lead and motivate a team of construction managers, building operations personnel and custodial staff. • Ability to properly align and work with a team of accounting, property management, http:/!ag ency .govcmmen tiobs.com!sanantoniotx.(job bul leti n.cfm?Job I 0 =5377 32 101s.-20 12 Job Bulletin Page 3 of 4 leasing and construction personnel. • Ability to establish and maintain effective working relationships with City staff and the general public. • Ability to estimate, plan, track, and control costs. • Ability to communicate clearly and effectively, both verbally and in writing. • Ability to promote and build a team atmosphere, motivating team members. Alamodome • Knowledge of public relations and marketing methods, techniques and practices. • Skill in making effective presentations to City Manager and City Council. • Substitution Ratio: City employees are allowed to substitute two years of related experience for one year of higher education or one year of related higher education for two yea~ of experience. Effective July 9, 2010, external applicants must meet the minimum requirements of the job without substitution; • APPLlCANTS SELECTED FOR EMPLOYMENT WITH THE cm OF SAN ANTONIO IN THIS POSITION MUST RECEIVE SATISFACTORY RESULTS FROM PRE-EMPLOYMENT DRUG TESTING, REFERENCES, BACKGROUND CHECKS AND CREDENTIAL VERIACATION. ADDmONALLY, SINCE THIS IS A SENSmve PosmoN, SELECTED APPLICANTS MUST COMPLY WITH THE TEXAS LAW ENFORCEMENT TELECOMMUNICATIONS SYSTEM ACCESS POLICY, AND YOU ARE SUBJECT TO INTERVAL CRIMINAL BACKGROUND CHECKS IN ACCORDANCE WITH TITLE 49 CODE OF FEDERAL REGULATIONS. APPLICATIONS MAY BE FILED ONLINE AT: Position #2013-00073 http://www. sanantonlo. oov CONVENTION FACILmes GENERAL MANAGER (ALAMODOME GENERAL MANAGER} Human Resources Department LH San Antonio, Tl< 78205 210·207-870S hrcustomerservice®sanantonio.oov ,. ,.. ., .. ·- -·---..... Job Bulletin Page 4 of 4 Convention Facilities General Manager (Alamodome General Manager) Supplemental Questionnaire * 1. What best describes your level of education? .J High School diploma or GED .J 30 completed semester hours .J 60 completed semester hours -1 Associate's degree _J 90 completed semester hours .J 120 completed semester hours .J Bachelor's Degree -1 Master's Degree . .J PhD, JD, or other Post Graduate Degree * 2. How many years of responsible operational or management experience do you have with major convention or multi-purpose facilities? .J Less than one year .J 1 year .:J 2 years .J 3 years .J 4 years :J S years .J 6 years :J 7 years :J 8 years :J 9 years :J 10 years -111 years .J 12 years _J 13 years :J No Experience * 3. Do you have a valid Texas Driver's License or the ability to obtain one within 30 days of becoming a Texas Resident? .J Yes _J No * 4. Are you a current regular full time CoSA employee? .J Yes .J No * Required Question http://agency.government,iobs.com/sanantoniot--V:iob bulletin.cfm?JoblD=537731 10/8/2012 City of San Antonio CONDITIONAL OFFER OF EMPLOYMENT I UNDERSTAND AND AGREE THAT MY SIGNATURE BELOW CERTIFIES THE FOLLOWING· I, {'/.t..ft,.,•ks L~~1 t.l k....__ hereby acknowledge that I have been selected for a @e~eiaf it1'tc.c~7e,/ (Name) ' j. I • ~ l _[Cc., \rtie.!; (l'csilitm) with U1e City of San Antonio's Ccs-"-'t?.g·hc1L1 ~.Its i~~.. ...vc"t\Department. I understand that the results from pre-employment requirements have not yet been finalized. I understand that this offer or employment is contingent based upon the pre-employment requirements from the background checks and drug screening. I understand that any negative results will make me ineligible for employment. I further understand th al I will be letmfnated and compensated for the hours worked. I ------ . DEPARTMENT OF PUBLIC SAFETY RECORDS CHECK Via my electronic signature. I hereby authorize the Texas Department of Public Safety, Austin, Texas, to furnish the City of San Antonio any arrest information, which has resulted in a conviction or which is stiH pending in c1 criminal court or law (User Code G0094E). Last Name First Name Middle Name Maiden Name Social Securit # Date or Birt I.a (I (, cl (4.. tc-/2 d-,.;, I(t ~ j'1 t-=---:-:r-.------t--:C::--ity State Zip Code APPLICANT/EMPLOYEE CRIMINAL HISTORY BACKGROUND CHECK CONSENT AND INDEMINIFICA TION FORM I HEREBY AUTHORIZE: The San Antonio Ponce Department and the Bexar County Municipal Courts to release 10 die City of San Antonio information relating to my criminal history record. The criminal history record, as received from the reporting agencies, may include arrest and convidion data as well as plea bargains and deferred adjudications and arrest information currently pending in a criminal court of law. I understand that this information will be used in connection wilh my application-for employment with the City of San Antonio. I also understand that, if J am hired by the City of San Antonio or am currently an employee or the City. the criminal records check may be repeated at any time as long as I remain an employee of the City of San Antonio. I understand that I will have an opportunity to review the criminal history and offer clarification or the information if I dispute the record as received. I do, for myself. rrry heirs. executors and administrators, here release and forever discharge, indemnify and hold harmless the City of San Antonio and each of its council members, officers, employees and agP..nts against any and all causes or action, suits, liabilities, costs. debts, and sums or money, claims and demands whatsoever. and any and all related attorney"s fees, court costs. and other expenses resulting from the investigation of my background in connection wi~1 my application for employment with the City of San Antonio. - ~- TEXAS OPS- REQUEST FOR COPY OF DRIVER RECORD CONSENT FORM 1------. ------I HEREBY AUTHORIZE· The City of San Antonio access on this one occasion to my Driver lir.cnse/ ID Card Record, lndusive of the personal info (name. address. driver identificatinn number. etr.} '------·------______, i Name Dal,. / Page 4 of 5 I // ctit/a.s. P, la47c/{ I J..l'-) 'J;)_ I LOYALTY OATH STATE OF TEXAS - COUNTY OF BEXAR - CITY OF SAN ANTONIO I do solemnly swear (or affirm) that 1do not advocate. nor am I a member or affiliate of any organization. group or combination or persons that advocates U1e overthrow or the Government of the United States or America by force or violence; and that during the tenure of my office or employment under the Ci!y or San Antonio. Tel(as. I will not advocate nor become a member or an affiliate ol any organization, group or combination of persons lhal advocates the overthrow of lhe Government of the United States of America by force or violence. Clty Charter. Article XII, Gen Provisions Sec. 159. Lovaltv Oath. CERTIFICATION I UNDERSTAND AND AGREE THAT MY SIGNATURE BELOW CERTIFIES THE FOLLOWING: I CERTIFY THAT: The answers given by me to the foregoing questions and statements are true and correct wilhou1 consequential omissions of any kind. I authorize the City of San Antonio to conduct a background _check pertaining to my suitability for employment which may include a criminal history check, employment verification, educational background investigation, and Department of Justice employment eligibility verification. I HEREBY RELEASE: Said companies, schools or persons from all liability for any damage or issuing this information. I UNDERSTAND AND AGREE THAT: Any misleading or incorrect statements or omissions may render this employment process vo:d and/or may result in the withdrawal of an employment offer. or termination; thus releasing Uie City of San Antonio from any liability such action or termination. Witness Page 5 of 5 affle (l..- (1 Page 1 of 2 HIRE/PERSONNEL ACTION FORM Employee Information Employee: Langella, Nicholas Address 1: Address 2: City: Stntc: Zip: Phone: Gender: Male Ethukity: White or Caucasian Hire Information Person ID: 14216374 Job Class#: 2163 Job Class: CONVENTION FACILITIES GENERAL MGR Hire Date: 01/14/13 Pay Rate: $125,000.00 Comments: Personnel Number: 00132260 Additional Information Alternate Selection(s) and Salary: Is this a Supervisory Position?: Yes Is this a Sensitive Position? (Position that works with the Yes public or invoh·es cash-handling.): Does this position require CJIS clearance? (Additional No background checks for employees working in areas with access to the Cl'iminal Justice Information System): Intcnticwer(s) Names:: Michael Sawaya, Scott Munson, Yvonnie Blanchette, Jennie Carnes, Rick Hill, Ronnie, Jim Quinn Exceptional Hire: Yes COSA Work Phone: 2102078503 https://secure.neogov.com /emplovers/ Agency/Common/PersonnelActionForrn.cfm?realD ... 1/10/201 :\ Page 2 of2 CoSA Work Address: ALAMODOME - I 00 MONTANA, SAN ANTONIO, TX Work Schedule (Hour & Days): Monday - Friday, some evenings and weekends; 8:00 a.m. - 5:00 p.m. Supervisor Position Number: 30014812 Supervisor Name: James Mery CoSA Supervisor Work Phone: 210207375) Time Administrator Assigned: T26 SAP Position No.: 30014576 Is the selected applicant a NEW, CURRENT, or New Hire PREVIOUS CoSA Employee?: If the employee is a CURRENT or PREVIOUS employee, provide their SAP Employee Number.: Prln:td onJan11ary· Ill. Jt/ I J httns://secure.neo1rnv.corn/emnlovers/ Agencv/Common/PersonneJActionFonn.cfm ?reqlO... J /10/2013 City of San Antonio Human Applicant Selection Summary Resources HR USE ONLY •Job Class #: .-,2--,-l-1~1-6 ~, 3~] •Job Title: Convention Facllltles General Manager (Alamodome General Mgr) •Pay Plan #; D "Is this a supervisory position? (!· Yes r No "Enter Requisition #: I2 IO I 1I 3 !· 1 0 I O] 0 I1 !3 j •Is this considered a sensitive position? (e Yes C: No , "CJIS Required? r, Yes € No *Employee Subgroup: ------4C Full-lime •cost Centert. 4202010001 "lnterviewer(s}: Michael Sawaya, Scott Munson, Vonnie Blanchette, Jennie Carnes, Rick HilL Ronnie, Jfm Quinn Cheryl A., Swanson ll/16/2012 Nicholas A. Langella 11/14/2012 Scott Neal 11/16/2012 Michael Tabor 11/14/2012 Todd A. Mitchell 11/14/2012 Candidate # 1 wfirst: Nicholas M.I.: A •Last: Langella Suffix: •current City employee? (' Yes (! No Enter Applicant#: ------"Is this an exceptional hire? (ii', Yes r No *Positionlt;l31o]ol 114ls!1l6I I I I "Proposed Salary Amount: $125,000.00 • Hourly @Annual Additional comments: GR.1050·11.PER.INI.Appllc:ant Selection Summary Rev.2012•7 11/07/12 Pagel of 2 City of San Antonio Human Resources Applicant Selection Summary .4 •_" '· _ i 0 . " , t- · comment(;· -· •Start lime: 08:00AM 'EndTime: 05:00PM •nme for Lunch: 60 "Work Days: Monday-Friday; some evenings and weekends "Work location: 100 Montana Street KABA Time dock Assigned To: ------N/A TI me Administrator Assigned (TAS number): ------T25 Language Preference (if not English): ------NIA 0 nboarding Details: "Reporting Supervisor's Name: ------James Mery ------"Reporting Supervisor's Position Number: 131 O IO I 1 I <1 Is I1 I2 I ""Reporting Supervisor's Phone Number: · ··(21 0) 207-3751 •onboarding Peer's Name: ------Scon Munson " 0 n boarding Peer's Email Address: [email protected] *0 n boarding Peer's Contact Phone Number. (210) 207-8503 HR GeneraliSt Name: Stephen Middleton *Phone#: (210) 207-7880 Additional comments: IExceptional hire memo is atraehed. [Z]I [concur/approve] this Applicant Selection recommendation without changes. 01 (concur/approve] this Applicant Selection recommendation with changes: 01 [disapprove] this Applicant Selection recommendation with the following comments: Signature: Mike Sawaya "Title: csef director Date: 11/27/201 GIU05O·11 .PER.INl.Applicant Selection summary Rev.2012•7 11/07/12 Page 2 of 2 SAN• ANTONIO CONVENTION, SPORTS, AND ENTERTAINMENT FACILITIES TO: Sheryl Sculley, City Manager FROM: Michael Sawaya, CSEF Director THROUGH: Edward Belmares, Assistant City Manager CC: Joe Angelo, Chief Human Resources Officer SUBJECT: Exceptional Hire for Alamodome General Manager DATE: November 29, 2012 Recently, we conducted a recruitment process for the vacant Alamodome General Manager position. This lncluded panel interviews with 5 external qualified candidates from around the U.S. with experience in operating sports arenas and convention facilities. Based on the results of this process, l believe the most qualified candidate Is Nicholas A Langella. Nick Langella has been in the convention, sports, and entertainment industry for over 32 years · and brings a solid record of accomplishment from some of the top venues in the country (see attached resume). Most recently, he served as Sr. VP/General Manager of the Americas Center complex In St Louis, MO where he was responsible for the convention center as well as the adjacent Edward Jones Dome (home of the St. Louis Rams). Other career highlights include serving as the opening General Manager of the new Boston Convention Center (BECE) and Senior VP of Business and Operations (GM) of the TD Bank North Garden {the new Boston Garden). I have personally known Nick for 9 years. having interacted with him at numerous industry-related events. What makes him such a good fit for us is his breadth of well-rounded experience, along with his desire to live in San Antonio - an area that he and his family have identified as an ideal place to live. I have received excellent references from his past employers who all respect him for his talent, experience, and leadership qualities in previous positions. In considering his specialized experience and salary requirements, I am requesting approval for a salary of $125,000.00 for the Alamodome General Manager position. By way of comparison, the Freeman Coliseum Director earns a salary of $158k, and the ATT Center Director is approximately $175K. The previous Alamodome GM earned $109k and left for a higher salary to run the new soccer stadium. At $125k, this would be considered an exceptional hire, as it is 90% into the range established for the position. The CSEF Department has year to date budget savings in two management positions (GM and Assl Director) that totals $32,720.02. Therefore, I am asking for your approval to offer the requested salary that can best compensate a candidate with Nick Langella's experience. Not Recommended ~ ~~,9~ ~~-·~M~ 'LI~, "?J1t. f Name: Nicholas Langella Personnel No: or ~ New Employee Position No.: OFT 0 PT Job Class: Job Title: B_er:!9,_::ce ;_:--- a• ------··- -·· ----·- - ···-- -·· ------· - Proposed Classification: Job Class: 2163 Job Title: Convention Facilities General Manager Ranae; S76,784.24 - $130,533.26 (D-5} Current Annual Salary: Proposed Pay: $125,000.00 Effective Date: 181 90% of the Range Width for Exceptio_nal Hire • % Salary Adjustment Increase D % increase of current base 1av HR Evaluation: With a Bachelor's Degree in Sports Management and over thirty-four years of operational management experience in convention, sports, and entertainment facilities the candidate exceeds the minimum requirements (Bachelor's Degree and five years experience}. Like other revenue generating departments there is greater pressure to keep up with the market salary trends. This applicant exceeds the minimum requirements by twenty-nine years. He recently served as a Sr. VP/General Manager of the Americas complex in St. Louis, MO and was also responsible for the Edward Jones Dome (home of the SI. Louis Rams). He also served as the opening General Manager of the new Boston Convention Center and VP of Business and Operations of the TD Bank North Garden (new Boston Garden). The department Director has advised that the proposed salary will not result in any changes to the current General Manager's salary and will not have an impact on the salary of the current Assistant Director that this employee will be reporting to. (8] This request requires ACM/DCM approval. (8] This request requires City Manager approval. - ...... - "' ______....,.;..;. HU...... MAN__ _RESOi.JRc_ ____...... ,,; 'es_____ DEPARTMENT.....;.. ____ -REVIEW___ • ------1 • r~ .._ " • ' • i.• , • ~ • • ,. , ' Human Resources Department: SEE ATTACHED i Date: Recommend approval without reservation 0 Recommend approval with above specified reservations l8J Do not recommend aooroval D .-~ ' Department ACM/DCM Signature: __g .~~ree ~ ~is_agr:e I~~ .le: HR ACM/DCM Signature: 0 Agree O Disagree Date: ···- ·t- -- ·- City Manager's Signature: 0 Agree O 0 isagree Date: j Revised Fl=B 2012 f (Olli: 01/17/2013 15:12 #287 P.003/003 • p • - • ... • ', .... AUt'H()RJZ/\TiON. FOR.DISCL(i$uJE{)F INFORMATIO~"tp,tHE crrv·OF .-SAN ANTONIO I UNDERSTAND THAT: I have listed you as a reference, educational instilule or as a past or presenl employer in an appl:cation for employment I have submitted to the City or San Antonio. I, therefore, respectfully requesL direcl, and authorize you to answer all questions that may be asked of you by the City or San Antonio elther verbally or In writing and provide all information that may be sough! In connection with my employment personnel files, any and all medical, physical, psychological and other records and reports, school records, including all Photostats of same, if requested, as well as the reason(s} for the terminations of my employment (whether voluntary or involuntary). J am aware that the information provided will be used for 11\e purpose of evaluating me as an applicant for employment with the City or San Antonio and that the information will be treated as confidential and will not be released to me. I hereby consent to the release or any and all lnlormation by any person lo the bearer or this release. My electronic signature is AUTHORIZATION FOR DISCLOSURE OF INFORMATION for the purpose of Inducing you to release the requested information so that the City of San Anlonlo may consider my application for employment, and in consideration of your release of the requested information, I hereby release you, your organization, including record custodians from any and all liability for damages of whatever kind of nature whlch may al any time result to me on account of compiance, or any attempts to comply, with this authorization. A copy of lhis AUTHORIZATION FOR DISCLOSURE OF INFORMATION shall be as va!ld as the original. I UNDERSTAND THAT: This AUTHORIZATfON FOR DISCLOSURE OF INFORMATION is for the purpose of having fingerprints recorded, and that arrest and/or traffic records will be checked as part of the process by the San Antonio Municipal Courts and San Antonio Police Department · 1, ...... 'e ~·- .i - 1·,.. 1:11 .. i.;)N ~~-· ~ r,1.;;m; "-f:(!(?: l;j85 , .l :t\ll!m . (. P~ fl~f~,.~ J,:S !."~\IN! ~~l:.~'tl: ava The CUSTOM~R EXCELLENCE Pt~,ml~e · MISSION: • We will promote, support and deliver exceptional service our customers can trusL GUIDING PRINCIPLES: As public sector employees for the City of San Antonio, we understand that serving the public means earning the public's trust and support, therefore, we will embrace the following core values in our daily work: • lnteorily: We believe in the highest standards of lawful and ethical conduct. Our reputation for truth, fairness and honesty Is earned by each of us In our dally work. • Quality: We can best serve customers by taking the initiative lo continually improve our operations. We will take pride in our work and accept responsibility for our actions. • Service: We are entrusted with the opportunity to provide a wide array of vital public services. We are dedicated lo meeting the expectations of those we serve. • Teamwork: We believe our effectiveness increases when we work together. We will-foster productive pat1nerships, both Internally and externally, knowing that through our collective efforts we can produce exceptional service. OUR "CUSTOMER FIRST" PROMISE: As City employees, we acknowtedge the trust our customers have placed in us, and we promise to work diligently to protect that confidence. Here then is our pledge lo the citizens or San Antonio: 1. We will greet every customer professionally. 2. We will introduce ourselves by name. 3. We will take the time lo listen carefuUy to every customer. 4. We will demonstrate a friendly and caring atmude. 5. We will clearly explain what we can and will do for the cuslomer. 6. We will provide timely, accurate and consistent direct services and information. 7. We will personalty assist customers lo find answers to their questions 8. We will never mislead in order to appease the customer. 9. We will do everything within policy to satisfy the customer's requests and efficiently complete projects. 10. We will close every interaction by asking the customer if we can help with any other matter. I acknowledge thal I do make · · rence in how the fob gets done, and I will do my part to put the ·customer First" in every aspect of my job. •••• · , ~ · t )!i' 0:,!J111 '' !"'' • r I ti" ' ••n••..,... •u ••• .,.." ... Date Issued: 04-JAN-2013 S~tde~t ~o: XCOG76140 Page: l Record of: Current Name: st. .~ luis Issued To: MS. SARAH 1301?HME Jol ' \'l\'F.ll!- .,.,." SR. H.R SPECIALIST RECRUITMENT CITY OF SAN ANTONIO SJ\.N ru-n·oNIO, TX 78205 Course Level : Graduate Current Program Master of Business Admin College Coll of Business Adr.:-Grad Di•, Mn j or Marketing CRF:D GRD PTS n. SUBJ NO. COURSE TITLE !NST!TUT!ON CREDIT: rrerm~ Fall 1981 6,00 IJ BA 209 INTER MANAGERIAL STATISTICS 3.00 C 6.00 BA 209 INTER M/\NAGElHA!.. STATIST!CS 3 . 0 0 C 2 . 00 Term: 6hrs : 6.00 GPA•Hrs : 6.00 OPt s : l :?. 00 GPA : conversion •••••••••••••••*•••••• TRANSCRIPT TOTALS••••••••~•••••••••••••• Earned Hrs GPA llrs Poi nts CPA TOTAL .INSTITUTION 6 . 00 6 • (ll' 12.00 2.00 TOTAL TRANSFER 0 .00 c . oc o.oc 0 .00 OVERALL 6.00 6.00 12.00 2.00 ••***•*•**••·········· END OF TRANSCRIPT •••••••*•••••••••••w••• J{dnnr. IJ1!r:1n1li~ 1;11iwrsi1y ll,'!li~1111r 11,i• nlfi,·i~l 1,a11w:tipl i, y1ri111t•d on ~sril• pufi""r "nd ,!ftt•• 1101 n•quin• a r.ti"-•,I qal. · • ,...~ ; '"' •/!"- t•IL!fl;l)\":'"J~•.::~.,i:. .. 11t· : 1.\r - ~t •, -~ I•-· ;,.. • "';! 1 ------·------·-- ·-·------·--- .. __, 1 ~~ :l-'11•~¥. s·t~irP"i ...,,,. j9JJJi~ • 1 e ••·· ;t, r, •JJ A transcript is official only when it bears the signature of the Registrar and the seal of the University. Transcripts are printed on .~ecurity paper and do Office of the Registrar not require a raised seal. (718) 990-2000 1{888) 9STJOHNS P f'i "•••• 'ln ·i In accordance with the Family Educational Rights and Privacy Act of 1974, as amended, this transcript may nod>e·made available to anfother party Please visit the Registrar's Office link at www.stjohns.edu/registrar for current without the written coment of the student. information. Effective Fall 2002, St. John's University added minus grades to its gr,1di11g scales. !'~,. ,_,. \ : i11• Effective May 30, 2001, The College of Insurance (TCI) merged with , 1HI•·•·• Lltlu.•,· f ,.,•;:uHtal :• St. John's University. Students whose entire academic career was at TCI receive transcripts printed on the transcript paper of TCI. Students with I all :!OU:! J•nur 111 J-i1II ;!hrt;! l'riur In careers at both TCI and St. John's receive two transcripts, the former on TCI 1:nul.- l'null \ulu,· l;oll :.!OIi:! 1:rml,· l'11i111 \ nlur l·iill :!OU:! transcript paper and the latter on St. John's transcript paper. A ., A 4 4 A- "37 A· 3.7 As of May, 2012, the College of Ptiarmacy and Allied Health Professions has 8+ 3.3 3.5 B+ 3.3 3.5 been renamed College of Pharmacy and Health Sciences. 8 3 3 ll 3 3 0- 2.7 8- 2.7 C+ 2.3 2.5 C+ 2 .•~ 2.5 The School of Law of St. John's University produces its own transcripts. C 2 2 C 2 2 For information about the School of Law transcripts, please call C- 1 7 (718) 990-6600. O+ l.3 1.5 D 1 1 \ ,M,,,• •, , F 0 0 F 0 0 I 8000 Utopia Parkway "C" is the lowest passing grade on the graduate level. Queens, NV 11439 . I There is no uo-" on the undergraduate level. 1: The following grades, marks or notations also appear on transcripts. 300 Howard Avenue I Staten Island. NY 10301 I i J!t, 1•r!!l'cl•i 1 1 •• • ' f • r ,,.~1~: i ! • 101 Murray Street i ABF Absent/Failure ABF Absent/Failure New York, NY 10007 WO Withdrawal WD Withdrawal I AU Audit AU Audit 500 Montauk Highway P Passing P Passing X Failure, No Penalty INC Incomplete Oakdale, NY 11769 I ABX Absent/No Penalty UW Unofficlnl Withdrawal • UW Unofficial Withdrawal AP Advancr.d Pl.1cement Via Marcantonio Colonna 21A ;' AP Advanced Placement Rome, Italy 00192 f: CRE Credit by Exam www.stjohns.edu I: The mark of UW took effect Fall 2002. - 1 r_, Pi : 41 er-, 'i b """~ r .~'!~t""" •r.•,f1"" .::,~t""-!'""~ ,,.; r:' - ', .; I .) - ~ '!.•.,, . I r _ , .,. .,:•;i.--~~il •. '"JJ.:•·r"' - ~ .,.,-... .. ~- ..:11.. .. ~ . r .,t,-, .. l·~ :L .::1· 1•-..r.1,, 1• l • --t· ~ , '"• •1-. ,...... , t f ~ I•• • < i~-- th:,-~ .. ,-, • ~ ..+ u • ,,.P f,,- • l f f" ; •'- :.t T '-~:\,' ~ ~ ,...... ". 0!1tt \-~ ~. i I, "' ;ij . JI n1\1r~rfi itu.... ,, ~ ,, ·;:91 ' I,A.'JGELLA NIC.:'f!OLOS . ~~:.~·.• ~-::i~, UY Jt,U? 1ii'i:"i IT~hAM{I" ~.;;; .. J - --- . -·- l_ ----- tu \.iht r, •~ \•1o f t fUt(t.,-· ··-·------r •; ;_j JAM AICA CAMPUS .• I ,-ounFu • ----- ,.,,,.11£11 · srr•rc. "T ---7 " 11. .. l • ·. "/ ;J I ' :;j '•] I 2 I (:,o.iu.,,: ~cloool of 1\111 onJ Scio/ICU --· ----- t11n,:n,, 1101< .·~ ..." ~1. ·. --'1 CITY nAt r . zu, t:'()CJf. n G•oduOtc £\n•t l t-,h, School of f:dvt:CJhOfl , . {"" .. '. ~,c,Jvota o,,,.. uon, CoUfllJI• or Duune11 Admin.l ~ ::J;{I ~~ C.,nclual't O u 11 ion.. Coll•9• ol Pho,macy ond 5~~,.~•:-:~Jl; . ,.) ...... l ,1: 11 AUfatf .~ ,-hk P,c •ona I .; • r ) i .;J,. •• • , .. ~ ·t~) /~.j.: ~~-~:__ ~. • , 1 ': B.S. 5/80 s-r. JOHR'S \fflIVEi:.SITY ~ .-ri rr.,1!1! r::, .•11••""· '' t• :t - ~ ·· •, ii ,J l ·. i.1 ·• l,: ·•·\! 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Ul:ADUATl:r r !,·,kw~. ;Gf-·~::.:::-~ ~· -~ ---~~~-~~:---~ 6/76 ~I t.RAOJNC ~ •'STEIA A'.i Oi' r.~••1 . 111:· , MARTIN V}.N DVllEN J!TG!l SCHOOL A f".•c-r11rn1 U "'out n• Gnc,d I ,.• F;,.lhu• 1' Good W0\"1Uh'1~rw I ,/~~~:t:;\;~~:~ tlf, ··:· _,i·•.--~ ,.. : ':~.-!;;:.·:~.\/~ :~. ll~SIS Q>' AOMIS~ION C" f,Jlhf.'l!\11fY DI f Athl11 H'l'.H J YRS , : !,.t:11•.u.. hu)' f\ P.1ut11o; U• ~o• I )( ,..,. ~h1h.•1 No ''~"•'h J HIGH SCP.ODL JO-:CORD SPA 2 YRS ·-i ,~tt1 ~·.· ,{ :. ~:- •' . ~, 1 TF. nt.: I\NO TITLC • c1{,•11_!_~.:_ __ • r.ounst -· j_ - L. --~~'.•~--T~-----··· ~~;~:;:.'1_ ar ) L !;OUIISC -···,---- 1 FALL TE~~ 1976 ~7 · I F~u rrnM 1q1fl 41 3 ,. AAt 10()1 I~TRCC TC ATHLETIC AOrJ NJSTRATI 3 I, 1?,0 II~~ 1012I- MEfllC:i\l COl!C'fPTS ; :; SPOPTS 12.0 !:'.NG 1003 CO~'.rO~ I Tl OtJ & RHFTOR IC 3 C ( .c /ICC 100~ t•'/1N/\GEP.IAL AC((llll•rrn:r. 3 C 6,(l /Ht-" 1ou·r ELEP CCMPUT~R ~ATHF~AT!CS . 3 r:i 9.0 ~LW 1001 · r:uNDAMENTAL ~ oF "L'c LM·! r ~ C+ 7,5 1.,.0 P!·H 1011 MAN t.f.!t) NATLIRf. 3 r.+ 7.~ rco 1001 PRINCJPLF.5 OF .,·cnM St. Louis Convention & Visitors Commission C/O Pam Pleyce HUMAN RESOURCES Dear Sir/Madam: The person indicated below has been selected for the position or: Convention Facilities General Manager Re: Malden Name, If appllcable: Nicholas Lanaella Soc. Sec: No.: xxxx~xxJ D.0 .8.: 1 Employed: From: To: 9/2009 9/2012 NO Would you recommend this person for employment with the YES NO: Ci of San Antonio? If No, please explain: Additional Com·ments: ~0_- _ Please advise us In advance If there is a fee associated with responding to this request. We are encloslng a copy of the Release Form signed by the applicant. All lnformauon received wlll be kept confidential as permitted by the Texas Public Information Act and any other applicable law. Should you have any questions, please contact this office al 210- 207-8905 or by fax 210-207-6043. Sincerely, s~~~~ - sr. HR Specialist P: 210-207-8905 F: 210-207-6043 SR. HR Specialist Human Resources Department Recruitment & Support Division "AN EQUAL OPPORTUNITY EMPlOYER"