City of Lakeland, Florida City Manager Recruitment Portfolio

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City of Lakeland, Florida City Manager

Recruitment Portfolio

September 25, 2020

The Honorable William “Bill” Mutz, Mayor and Members of the City Commission City of Lakeland 228 S. Massachusetts Ave. Lakeland, FL 33801

Dear Mayor Mutz and Commission Members:

Thank you for the opportunity to assist the City of Lakeland in the recruitment and selection process for the City Manager position. The City Manager search yielded 126 resumes from 28 states, including 59 applications from Florida. Enclosed are the recommendations for this position. Candidates listed under (Recommended for Further Consideration) are the candidates I believe are most suited to the position. (Additional Candidates Interviewed) candidates are candidates who are generally qualified, but not as strongly recommended.

I look forward to reviewing the credentials for these candidates with you on September 29th.

Again, thank you for the opportunity to assist you in this important recruitment!

Best wishes,

Heidi J. Voorhees President GovHR USA, LLC

City of Lakeland, Florida City Manager

Presented in Alphabetical Order

Candidates Recommended for Further Consideration

Candidate 1..……………………………………………. Marc Antonie-Cooper Interim City Manager City of Deltona, Florida

Candidate 2……………………………………………… Carmen Y. Davis County Administrator (former) Hinds County, Mississippi

Candidate 3..……………………………………. ……… Natasha S. Hampton Assistant City Manager City of Rocky Mount, North Carolina

Candidate 4...…………………………………………… Thomas J. Hutka Director of Public Works (former) Broward County, Florida

Candidate 5……………………………………………… Alex “Ty” Kovach Executive Director Lake County Forest Preserve District Libertyville, Illinois

Candidate 6……………………………………………… Ronda E. Perez Assistant City Manager City of Lancaster, California

Candidate 7……………………………………………… Richard Reade Village Manager/Palm Springs CRA Executive Director Village of Palm Springs, Florida

Candidate 8……………………………………………… Michael “Shawn” Sherrouse Deputy City Manager City of Lakeland, Florida

Additional Candidates Interviewed

Candidate 9…………………………………………..….. Caryn Gardner-Young Planning Supervisor Florida Department of Transportation

Candidate 10…………………………………………….. Robert R. Miracle Assistant County Manager/CFO (former) Catawba County, North Carolina

Candidate 11…………………………………………….. Michael R. Moore ICMA Veterans Local Government Management Fellow (former) City of Chesapeake, Virginia

Chief of Staff (former) United States Navy Command Installation

Candidate 12…………………………………………….. Terrence R. Moore City Manager City of College Park, Georgia

Candidate 13…………………………………………….. Edward P. Phillips Chief Operating Officer/City Manager MacDill Air Force Base Tampa, Florida

Candidate 14…………………………………………….. Jane K. Shang City Manager (former) City of Deltona, Florida

Candidate 15…………………………………………….. Harold L. Stewart II City Manager City of Warrensburg, Missouri

Candidate 16…………………………………………….. Robert S. Stowe Principal & Founder Stowe Development & Strategies

City Manager (former) City of Bothell, Washington

Candidates Recommended for Further Consideration: Growth Current or Most Recent # Years in Local Management Utility Economic First Last Community/Organization City/State Title/Role: Population Education Budget Employees Governent Experience Experience Develop. Notes

DBA/MPA/ Good ‐‐ no Has private sector and large municipal Marc‐Antonie Cooper City of Deltona Deltona, FL Interim City Manager 90,000 MBA $166 M 352 20 years Good electric Strong exp (City of Atlanta) Hinds County Board of Former County Some no Carmen Davis Supervisors/Hinds County, MS Jackson, MS Administrator 250,000 MBA $64 M 900 20 years Detroit Exp. electric Strong Urban planning undergraduate degree Strong inc. Former ACM in Miramar (pop. Natasha Hampton City of Rocky Mount Rocky Mount, NC Assistant City Manager 54,000 MPA $221 M 945 23 years Good electric Strong 147,000); housing exp. Former CM in Port Huron MI (pop Director of Public Works $500 m Strong inc. 28,000)and former Deputy in Osceola Thomas Hutka Broward County, Florida Ft. Lauderdale, FL (former) 1,900,000 MPA (DPW) 1,300 DPW 28 years Strong some electric Strong County; Civil Engineer MN state govt and private sector; Lake County Forest Preserve Strong inc tourism exp, reports to 21 member Alex "Ty" Kovach District Libertyville, IL Executive Director 696,000 B.S $62 M 267 7 years Good electric Strong board Strong ‐ electric Contract public safety; high growth generation area; helped created overarching mun Ronda Perez City of Lancaster Lancaster, CA Assistant City Manager 200,000 M.S. $210 M 250 14 years Strong not dist. Strong utility including internet service. Strong but Richard Reade Village of Palm Springs Palm Springs, FL Village Manager 25,000 MPA $56 M 173 24 years Strong not electric Strong Workforce housing exp Strong inc CRA and significant econ. Dev exp in Michael "Shawn" Sherrouse City of Lakeland, FL Lakeland, FL Deputy City Manager 110,000 MPA $626 M 2,300 25 years Strong electric Strong Auburndale Additional Candidates Interviewed: Florida Department of Strong but Was CM in Parkland, FL for 9 years and Caryn Gardner‐Young Transportation Ft. Lauderdale, FL Planning Supervisor N/A JD/MPA N/A 30 20 years Strong not electric Strong ACM in Delray Beach for two years Assistant County Manager / Strong but Experience with airport ‐‐ financial Robert Miracle Catawba County Catawba County, NC CFO (former) 159,500 BS/CPA $200 M 1,200 22 years Some not electric Some perspective Veterans Local Government Management Fellow (former) was COO for Navy 405,000 Strong but BS in Engineering and MS in Science Michael Moore City of Chesapeake, VA Chesapeake, VA Installation (Navy) M.S. $1.1 B 4,000 3 months Some not electric Some and accounting Strong inc Strong sports complex development Terrence Moore City of College Park, Georgia College Park, GA City Manager 15,212 MPA $140 M 500 25 years Strong electric Strong and airport experience Strong ‐ City Manager (Commander, partnered Has airfield supervision exp.; is a civil Edward Phillips US Air Force Tampa, FL Mission Support Group) N/A M.S. $263 M 2,200 None Related with electric Some engineer Strong but Jane Shang City of Deltona Deltona, FL City Manager (former) 90,000 JD $170 M 400 30 years Strong not electric Strong Was Deputy CM in El Paso, TX Strong but Worked in larger org for one year; has Harold Stewart City of Warrensburg Warrensburg, MO City Manager 20,000 MPA $20 M 140 15 years Good not electric Strong airport management exp. Principal & Founder (former 46,000 BA/Exec $200 M Strong but Robert Stowe Stowe Development & Strategies Snohomish, WA CM Bothell, WA) (Bothell) MBA (biennial) 300 33 years Good not electric Strong Has elected official experience All Other Applicants: Vince Akhimie City of Lake City, Florida Lake City , FL Assistant City Manager Project Manager / Project Eulogio Alvarado Siemens Energy Inc. Orlando, FL Engineer

Calvin Anderson San Antonio Charter Town San Antonio, TX Township Manager (former) John Bennett Township of Woodbridge Woodbridge, NJ Business Administrator Theta Delta Chi Educational Brian Bertges Foundation Boston, MA Executive Director CTO/Senior Program Doug Birch Microsoft Lithia, FL Manager Management and Program Thomas Burke Dept of the Army Fort Huachuca, AZ Analyst Jessica Carrillo Legoland Florida Winter haven, FL Customer Services/Usher Kankakee County Coroner's Eric Cavender Office Kankakee, IL Chief Deputy Coroner

Maria Cevallos NYC Dept of Small Business Service New York, NY Director Harry Champion Peachee Construction Lakeland, FL Superintendent George Chang Anointed Engineering Ltd Abuja, Nigeria Vice President Tiffany Cheuvornt Michel & Associates Long Beach, CA Attorney David Clapsaddle Straban Township, Gettysburg, PA. Gettysburg, PA Zoning Officer Stephanie Coleman Prolific Solutions Consulting Biloxi, MS CEO & Principal Consultant FEMA HQ Urban Search and Emergency Management John Conklin Rescue Washington, DC Specialist Logistics coordinator and E‐ Rodrigo Cortez Pure Beauty Farms Miami, FL commerce supervisor William Daniel Gulf Coast Testing, LLC Baton Rouge, LA Program Manager/Owner Carlos Davila ADP Miami, FL Support Specialist Kevin Davis Wells Fargo Madison Heights, VA Personal Banker Nicholas Donnelly Bartow Public Library Bartow, FL Librarian Assistant George Ducas GJD Designs Irving, TX director Environmental Health Shayna Dye Sauk County Health Department Baraboo, WI Manager Torry Edwards Dallas Baptist University Dallas, TX Professor Devon Fox PGA TOUR Ponte Vedra Beach, FL Director, Innovation Robert Frey King George Plant City, FL Project manager Miami‐Dade County, Water and Special Project Brandon Garcia Sewer Department Miami, FL Administrator Quality & OpEx Master , SR Alyssa Gehring General Motors Warren, MI Administrator Leonard Giammatteo Polk County Public Schools Lakeland, FL High School Golf Coach Gregory Glisson Lowe's Bartow, FL Sales associate Bradley Gotshall Township of Lower Paxton Lower Paxton, PA Township Manager John Graf Felix Associates of Florida, Inc. Stuart, FL Orlando Division Manager Juan Guerra City of Edinburg Edinburg, TX was City Manager Adam Hammatt Whitefish, MT Whitefish, MT Member in Transition Marc Hansen Mount Michael Elkhorn NE Unemployed Assistant Director Planning Terry Hanson City of Fort Worth Fort Worth, TX & Data Analytics JHARLEY CONSULTING LLC/U.S. Business and National Jeffrey Harley Navy Orlando, FL Security Analyst First Baptist Christian Academy of Jason Harrison Palm Coast Bunnell, FL Director Kevin Head City of Edwardsville IL Edwardsville, IL City Administrator Gastroenterology and Oncology Amy Headley Associates St Pete, FL Was an admin assistant Shawn Henessee Clark County, WA Vancouver, WA County manager (former) Los Angeles County Department of David Hoshour Regional Planning Los Angeles, CA Commission Services Andrew Hyatt K9s For Warriors Ponte Vedra, FL Texas State Director Eki Ighile DoD Burtonsville, MD Senior Consultant Leasing and Construction Lopamudra Jagatdeo AZT Corporation Dallas, TX Manager Mark Kane Jabil Saint Petersburg, FL Contracts Manager Foreign Service (Berlin, Scott Kansas U.S. Department of State Washington, DC Maputo, Guatemala City) Building manager Municipal Stephen Karvelas Complex General Services Kansas City, MO Retired Elisabeth Haub School of Law at Brian Kerr Pace University White Plains, NY J.D. Graduate Ken Klein Snohomish County Everett, WA Executive Director Brandon Kutner Alachua County Sheriff Gainesville, FL Lieutenant Raymond Lee City of Amarillo Amarillo, TX Director of Public Works Program Manager ‐ Team‐ Roger Leonard Tetra Tech, Inc Maitland, FL Lead Jon Lester Bevolution Group Frostproof, FL maintenance manager American Express Global Business Brad Little Travel Tampa, FL Director of Sales Bradley W Littleton CN Romack INC Saint Cloud, FL Installer/ Laborer Arkansas State Univ. Div. of Diversity & Community Assistant Director of Diverse Ja'von Long Engagement Jonesboro, AR Student Initiatives Project Manager and Camilo Lopez RMA Pompano Beach, FL Analyst US Department of Commerce‐ US Michelle Malsbury Census Bureau Washington, DC Partnership Specialist Andrew Markel Jackson County, Indiana Brownstown, IN County Commissioner

William McCauley Township of Bristol Bristol, PA Township Manager (former) Janeen Mclean The Liberty Group Tampa, FL Leasing Consultant Brian Mesaric BP Solutions Las Vegas, NV Technician Affordable Housing & Community Development Kelly Mierkowski City of Jacksonville, FL Jacksonville, FL Administrator Northeast Texas regional Mobility Christopher Miller Authority Tyler, TX Executive Director Chief Executive Officer & Ariel Morel O3 Consulting Group Miami Beach, FL Founder Elisa MuÃ±oz Politank San Juan, Puerto Rico Associate Raed Nawasrah Marriott international Dubai and Jordan Recreation Manager John O'Daniel Town of Williamston Williamston, NC Town Administrator Electric Operations, James Palmer Pacific Gas and Electric Company San Francisco, CA Superintendent Derek Parent JDP Solutions Sarasota, FL COO Willie Pass Wilmington Housing Authority Wilmington, DE Chief Operating Officer Director of Construction‐ Industrial Management Services, Support Services John Michael Perez Inc. Oakland Park, FL (consultant) VP and General Raul Polanco ProWay Construction Tampa, FL Superintendent Michael Polohronakis Charter Communications Orlando, FL Regional Area Manager Community Services Kimberly Price Pasco County BOCC New Port Richey, FL Director Jose Quinonez EP Global Consulting El Paso, TX Principal/Owner Annamarie Reno Richland Township Hemlock, MI Township Manager Stefano Ricciulli Cintas Pembroke Pines, FL Lead SAP Trainer Jeremy Ringer Ringer Design St Augustine, FL Principal/Owner Strength and conditioning Andres Rivera Detroit Tigers Lakeland, FL coach Hector Rivera Casals & Associates Washington, DC Consultant

Rodolfo Romero NVR.INCS West Palm Beach, FL Division Cost Manager (CFO) Thomas Rose Patrick County Stuart, VA County Administrator David Rosenduft NYCT / MTA Brooklyn, NY Director Joshua Russell City of Church HIll Church Hill, TN City Recorder William Schmidt Daviess‐Martin County REMC Loogootee, IN Interim CEO Brian Scroggins State of Nevada Carson City, NV Deputy Director Erik Seidel New York City Police Department New York, NY Commanding Officer Nathan Sharley Publix Tallahassee, FL Grocery Clerk CFO/Human Resources Dennis Simmers Uncle Johns Pride LLC Brandon, FL Administrator/Logistics Samuel M. Simmons Housing and Financial Services Lakeland, FL Legal Policy Consultant Dhanraj Singh Orange County Government Sanford, FL Assistant Project Manager Francoise Sivilma XPO logistics Davenport, FL Operations supervisor

Scott Smith Base Telecom Alto, GA Vice President of Operations Dennis Stark Stark Industries: 6 Frederick, CO CEO George Stecz Lightning Bay PneuDraulics Tampa, FL Service Representative David Strahl Village of Schiller Park Schiller Park, IL Village Manager Michael Strauch Multnomah County Portland, OR Facilities Interim Director Anchorage (ML&P) Municipal Light General Manager & Chief James Trent & Power Anchorage, AK Operating Officer Arvin Tucker City of Falfurrias Falfurrias, TX Interim City Administrator Troy Tumberlinson United States Air Force Langley AFB, VA E‐3 Avionics Manager Fred Vella Steel Center Jeffson Hills, PA instructional aide Federal Emergency J Viera US Departed of Homeland Securite Miami, FL Response Official Oresha West Publix Supermarkets Lakeland, FL Bakery Manager of Neighborhood Yolanda Wilson City of Mesquite Mesquite, TX Vitality Bret Witkowski Berrien County St. Joseph, MI County Treasurer Ed Young Aerospace Center for Excellence Lakeland, FL Executive Director Robert Zastany 19th Judicial Circuit Court Waukegan, IL Jury Coordinator Associate Administrator for U.S. Dept of Transportation(DOT), Business and Finance George Zoukee Maritime Administration Washington, DC Development City of Lakeland, FL – City Manager

Outreach Efforts Summary

Advertising locations International City/County Management Association Florida League of Cities Florida City & County Management Association Govtjobs Governmentjobs.com LinkedIn Strategic Government Resources Illinois City/County Management Association Minnesota City/County Management Association National League of Cities North Carolina League of Municipalities Ohio City/County Management Association Pennsylvania Municipal League Texas Municipal League Virginia Association of Counties Virginia Municipal League League of Women in Government National Forum for Black Public Administrators Local Government Hispanic Network Greener Grass Veteran Job Listings Hire Veterans First

Outreach Efforts Outreach via Seek Out – 10 contacts

Outreach via Power Almanac – 2,538 contacts throughout the U.S.

LinkedIn results – Total job views – 2,157 – 48 clicks to apply

GovHR USA job announcement email – outreach to approximately 6,000 contacts

Brochure CITY MANAGER Lakeland, Florida with a population of 110,000, is strategically located in Central Florida between Tampa and Orlando. Lakeland is an award-winning city that has a perfect mix of a small-town community environment with the amenities of a larger city. A fast-growing city with a racially and culturally diverse population, Lakeland covers 75 square miles and is the largest city in Polk County. Lakeland has several city operations that are unique for a city its size. The city operates its electric utility a critical source of revenue Average Age for the city and the Lakeland Linder International Airport, an economic engine for the city and the region, as well as water and wastewater utilities. The city has an exceptional Median Household Income parks and trails system, a recently renovated 27-hole golf course, and an expansive array of recreational and cultural opportunities for residents of all ages. Median Home Value Lakeland is the headquarters for Publix Super Market, the spring training location for the

Detroit Tigers since 1935 and is the home for five universities including Florida’s only STEM university, Florida Polytechnic. Amazon Air Cargo just launched its first flight from Number of Households its new 220,000 square foot cargo facility at Lakeland Linder International Airport, and the National Oceanic and Atmospheric Administration recently relocated its Hurricane Hunters operation to the Lakeland airport as well. In March 2020, Summit Insurance broke ground on an eight story, 135,000 square foot headquarters in Lakeland’s Over Neighborhood downtown, a thriving, historic business community. Associations Lakeland was incorporated on January 1, 1885 and experienced an economic and Library System with building boom in the 1920’s that resulted in the Polk Theater, the Terrace Hotel, the locations and Park Trammel Building and the Lake Mirror Promenade, all located on the National Register for Historic Places. Lakeland continues its interest in the history of its items community, approving the addition of a History and Cultural center to its main library. playgrounds, plus miles of trails, recreational facilities, tennis courts, playfields and dog parks.

Lakeland Electric Service Area & Population with Lakeland, FL Addresses (approximate)

The City operates under the Council- The City Manager is responsible for Manager form of government with the providing collaborative, team oriented, City Manager reporting to the Mayor executive leadership in the oversight of and six-member City Commission. The the city’s extensive and complex City Commission is a mix of at large municipal operations. The City Manager and district representation. The Mayor is assisted by a Deputy City Manager, and City Commission work and an Assistant City Manager, each of collaboratively and respectfully with whom has several departments directly one another, the community, and the reporting to them. City Departments city staff. The elected officials and city include the City Manager’s Office, Legal, staff recently underwent a strategic Communications, Community and planning session and identifying the Economic Development, Electric Utility, following goals – each of which has Finance, Fire, Human Resources, accompanying strategies: Information Technology, Lakeland Linder International Airport, Parks and • Quality of Life: Provide quality public Recreation (includes Cemeteries, Golf spaces, deliver superior municipal Course and Library Divisions), Police, services and support arts, education, Public Works, RF Funding Center (multi- recreation and wellness. purpose entertainment complex with • Communication: Develop an an arena, theater and convention informed and engaged community. center), Retirement Systems, Risk • Economic Opportunity: Create and Management and Purchasing and encourage inclusive, lasting Water Utilities. City Government environments that grow, attract and The City has 2100 full time and 200 part retain a creative, talented, educated time employees. There are collective and technically qualified workforce. bargaining agreements in police, fire • Fiscal Management: Develop and and the utility operations. The average effectively manage financial tenure of city employees is 17 years resources with 35% of the city’s workforce eligible for retirement in the next few years. • Growth Management: Ensure The City has an annual budget of $626 planning and infrastructure results in million. Lakeland 2020 Budget quality development and safe, attractive neighborhoods. • Governance Goal: Provide for responsive and responsible governmental service.

Lakeland Mission, Vision and Values Mission Statement: Lakeland – a vibrant, innovative, culturally inclusive, world-class community. Vision Statement: A community working together to achieve an exceptional quality of life. Core Values The City of Lakeland’s Core Values are the guiding principles utilized by elected officials and staff of the City to carry out our duties and obligations in service to the citizens: Social Responsibility, Leadership, Integrity, Commitment to Excellent, Empowered Workforce and Diversity. Lakeland is one of Florida’s fastest growing cities located on Central Florida’s I-4 corridor. The City Manager must be an agile, creative, and collaborative leader in managing and strategically planning for the city’s continued growth. In addition to the recent successes with Amazon Air, Summit Insurance and NOAA, the city is working closely with neighboring communities and the Polk County Commission to establish an Research District which will capitalize on the Florida Polytechnic University’s continued growth and development. The city has also developed a vision for its downtown Envision Downtown Lakeland that will draw upon the strengths of the existing RP Funding Center, a multi-purpose entertainment complex that includes a theater, convention center, and arena. This Center is home to the Florida Tropics Soccer Club and the Lakeland Magic, the Orlando Magic’s affiliate in the NBA G League. Recent Downtown development includes the historic Lake Mirror area with its promenade, parks and open space, providing the crown jewel for Downtown Lakeland. Lakeland has a history of engaging with its business community and corporate leaders, valuing public- private partnerships in development and redevelopment. Lakeland is working with partners on affordable housing projects that take advantage of the City’s land bank. In 2014 the City worked with the Detroit Tigers organization on a $40 million public private partnership to upgrade the spring training facilities making it a best in class operation and solidifying the spring training site for decades to come. In 2016, the City worked with Publix and the Detroit Tigers on a multi-million dollar deal for naming rights for the spring training facility. Lakeland is fortunate to have a generous philanthropic community which works with the City on a wide variety of projects. One of the keys to the City’s continued growth and economic development is a strategic investment in its current and future transportation infrastructure. These plans include but are not limited to developing a sustainable transportation system that is safe, multi-modal, supports emerging technologies, and addresses traffic congestion issues.  A viable candidate must have a Bachelor’s Degree in  Experience in strategic planning, project management public administration, business administration, urban and complex problem solving with the ability to work planning or related field. A Master’s Degree in a effectively in a wide variety of governmental disciplines relevant field is preferred. Candidates must also have at and plan for long and short term challenges the city will least seven years of experience in a senior executive face. Significant fiscal management experience is critical. position in a full-service city of similar or larger size and  Embrace a progressive, transformational leadership and complexity to Lakeland. Experience in a city that management style that emphasizes delegation with operates an electric utility will be highly valued. accountability, a team-oriented focus throughout the  The candidate must be a natural collaborator both organization and ensures an environment that respects inside and outside the municipal organization and within and promotes diversity and inclusion for all employees. the region, facilitating discussions among competing interests, while fostering and leading an environment that values innovation, an entrepreneurial approach to problem solving, teamwork and a willingness to advocate for changes that grow and enhance a culture that reflects the City’s mission and core values.  Excellent communication skills with a desire and passion for engaging in the community and truly make Lakeland their home valuing the formal and informal contact with community residents, businessowners and non-profit organizations.

 Like all cities across the country, Lakeland is dealing with the global pandemic and its impact on the City’s residents, business community and non-profit organizations The next City Manager can expect to work closely with elected officials and city staff to address budget shortfalls and other community needs as the country works to recover from the pandemic.  The City Manager will strategically align with elected officials and city staff on growth management opportunities facing Lakeland including business development, affordable housing, transportation issues and workforce development, seeking partnerships and opportunities to collaborate regionally and with Lakeland’s five universities.  The City Manager will work with the elected officials and community organizations on race relations, continuing Lakeland’s efforts to recognize the history of all of its residents and cultures, while minimizing playing field gaps for all citizens. The City is currently evaluating broadband plans to eliminate digital inequities within the community.  The City Manager will work with elected officials to finalize the strategic plan and then link the goals and strategies to operations throughout the City, ensuring effective implementation of the various projects.  The City’s workforce is aging with nearly 35% eligible for retirement in the next few years. The City Manager must work closely with City staff to prepare for the transfer of critical knowledge and plan for succession throughout the organization, building on the city’s current in house supervisory and executive training programs. It is critical that the next City Manager embrace a recruitment and retention policy that preserves or enhances the City’s goals for diversity and inclusion at all levels of the organization. The City is seeking a progressive leader who will inspire The recruitment for this position is being handled by and engage the municipal organization, reach out and work GovHR USA. Candidates should apply by September 4, with regional partners and have a true commitment to 2020 with resume, cover letter and contact information Lakeland’s goals, mission and values as Lakeland moves for five work-related references to www.GovHRjobs.com forward in this exciting period of growth and development. to the attention of:

The starting salary range is $196,000 - $215,000 +/- DOQ. Heidi Voorhees, President, GovHR USA The City offers an exceptional benefit package including 630 Dundee Road, #130, Northbrook, IL 60062. membership into the city’s retirement system and optional Office Telephone: 847-902-4110 deferred compensation plans. Employee Benefits and Pension Plans The City of Lakeland is an Equal Opportunity Employer.

Candidates Recommended for Further Consideration

Candidate 1

Marc-Antonie Cooper

Contact Information

Address: 459 Corniche Way #105 Lake Mary, Florida 32746 Cell: 404-277-1153

Email: [email protected]

Education

· Doctor of Business Administration Argosy University, Atlanta, Georgia

· Master of Public Administration Keller Graduate School of Management, Decatur, Georgia

· Master of Business Administration Keller Graduate School of Management, Decatur, Georgia

· Bachelor of Business Administration Davenport University, Dearborn, Michigan

Work History

2018 to Present City of Deltona, Florida (population 90,000)

1/2020 to Present Interim City Manager

2018 to 2020 Deputy City Manager

2015 to 2018 City of Detroit, Michigan (population 670,000)

Chief Customer Service Officer/Deputy Chief Operating Officer – Detroit Water and Sewer Department - Retail

2013 to 2015 City of Atlanta, Georgia (population 507,000)

Director of Operations, Office of Customer and Business Services – Department of Watershed Management

2012 to 2013 State of Georgia, Atlanta, Georgia (population 10.21 million)

Director of Operations – Department of Community Health – State Health Benefits Plan

Work History – cont’d

2004 to 2012 City of Atlanta, Georgia (population 507,000)

2010 to 2012 Director of Operations & Customer Services

2009 to 2010 Change Management Director/Budget Manager – Department of Watershed Management

2006 to 2009 St. Watershed Manager – Department of Watershed Management

2004 to 2006 Management Analyst – Department of Public Works

2000 to 2004 Bank of America, Atlanta, Georgia

Assistant Branch Manager/National Helpline Supervisor

1994 to 1999 City of Detroit Police Department, Michigan (population 670,000)

Police Officer/Gang Crimes Specialist - Special Crimes Section

Data Summary:

Candidate: Marc-Antonie Cooper

Organization: City of Deltona, Florida

Position: Interim City Manager

Organization Budget: $166 million

Total Number of Employees in Organization: 352

Expected Salary: $180,000

Reporting Relationship: City Commission

Years of Experience: 26

Professional Affiliations:

· Florida City and County Management Association · International City/County Management Association · Association for Change Management Professionals · American Water Works Association D R . M ARC- A NTONIE C OOPER MASTER BLACKBELT 459 Corniche Way, Apt. 105, Lake Mary, Fl. 32746 - (404) 277-1153 - [email protected]

August 12, 2020

Heidi Voorhees, President GovHR USA Northbrook, Il, 60062

RE: City Manager, Lakeland, Florida

Dear Ms. Voorhees:

After reading the requirements for the position of City Manager with the City of Lakeland, Florida, I am certain of my ability to excel in this capacity. I firmly belief that the city and its leadership team could benefit from a vision-driven, goal-focused leader with a proven history of innovation and achievement. With more than 20 years of experience with local and state governments starting within law enforcement, to public utilities management; and healthcare administrations; and with satisfying professional performance in the areas of operations, and finance, I believe in me you have the ideal candidate.

My experience, coupled with extensive education, has aided me in successfully improving major governmental operations, and in turning around underperforming agencies by successfully bridging strategic intent with real business impact that put people and sense-making at the center of implementing strategy and completing operational goals. This philosophy enables me to have immediate impact on the successful operations of an organization.

I am known for successfully manoeuvring the delicate balance between dedication to mission, the need for bold initiatives, with the application of sound business management. From the description of what is needed within this leadership role, I believe my credentials align well with what is sought, and at your convenience I would like to speak with you in greater detail regarding any additional information that would be helpful in assessing my qualifications. I am confident that if offered this opportunity, I will be ready to hit the ground running day one.

Sincerely,

Dr. Marc-Antonie Cooper (404)-277-1153

D R . M ARC- A NTONIE C OOPER MASTER BLACKBELT 459 Corniche Way. Apt 105, Lake Mary, FL 32746 (404) 277-1153 - [email protected]

COMMITMENT | LEADERSHIP | INTEGRITY Accomplished Executive with demonstrated ability to deliver mission-critical results. I have a unique and effective combination of public service, public safety and private industry experience in a variety of fields. Skilled at working with international, regional, state, and local officials as well as key business decision makers. A team player with strong management and communication skills: verbal, written, interpersonal, presentation, and rapport building. In-depth understanding of large and small businesses and municipal needs and concerns.

AREAS OF EXPERTISE

§ Asset & Liability § Employee Relations § Project Management Management § Organizational § Small business development § P&L Management Restructuring § Multi-Site Operations § Change Management § Lean Six Sigma Master § Crisis Management § Operational Management § Strategic Alliances § Cost reduction and containment § Relationship Building § Training and Leadership § Public policy § Turnarounds

HIGHLIGHTS AND ACCOMPLISHMENTS • Developed and implemented an innovative internal communications strategy to improve employee engagement through strategic messaging. • Closed $100 M economic investment for New Amazon Distribution Facility in Deltona, Fl. • Successfully lead city of 100k+ through the 2020 COVID-19 (Coronavirus) Pandemic. • Proven success in public sector management and administration, including extensive budget preparation, forecasting and oversight experience; progressive, collaborative and resulted oriented management practices and extensive experience in strategic planning and organizational accountability. • Commitment to long range community planning, public safety, emergency management, environmental protection, growth management, affordable housing and commercial revitalization and economic development. • Strong practical experience in community/press relations and intergovernmental relations at the local, county, state and federal levels.

EMPLOYMENT HISTORY CITY OF DELTONA – DELTONA, FL January 2020 – Present INTERIM CITY MANAGER Serving in the capacity of Chief Executive Officer for fast growing city, population of 90,000 plus residents located in Central Florida. Full service City government, including: public works, fire, water utility, stormwater utility, parks & recreation, finance, fleet maintenance, human resources, public works, planning, buildings, animal control, code enforcement and contracted law enforcement and solid waste. 352 FTE in house and 85 contracted positions with a $192 million annual operating budget and $200 million capital budget.

• Working with elected officials (mayors and city commission) to develop sound approaches to community challenges by bringing together resources that produce results that matter. Page | 2

• Assisting the governing body in developing a long-term vision for the community that provides a framework for policy development and goal setting. • Using principals of managerial finance responsible for preparing a comprehensive annual budget and capital improvement program and managing local government staff, budgets, programs, and projects. • Oversight and delivery of local government services, including public works; police, fire, and public safety; planning and economic development; parks and recreation; libraries; human services; resource recovery and; sanitation; and utilities. • Contract negotiations and the development of performance measurement systems for local services provided. • Assisted in applying for and administering federal, state, and private grant funding. • Recruiting, hiring, and supervising the city workforce, including key department heads. • Preparing city commission meeting agenda materials. • Bringing a community-wide perspective that considers past and future challenges to policy discussions. • Encouraging inclusion and building consensus among diverse interests (including those of the elected officials, the business community, and citizens) by focusing on the needs of the entire community rather than the interests of only a few individuals. • Promoted equity and fairness by ensuring that services are fairly distributed and that administrative decisions are based on merit. • Developing and sustaining organizational excellence and promoting innovation. • Ensuring that the laws and policies are enforced fairly throughout the community and that the city runs ethically and transparently.

CITY OF DELTONA – DELTONA, FL August 2018 – January 2020 DEPUTY CITY MANAGER Served as the Chief Operating Officer of a full service city government, which included public works, fire, water utility, stormwater utility, parks & recreation, finance, fleet maintenance, human resources, public works, planning, buildings, animal control, code enforcement and contracted law enforcement and solid waste. 352 FTE in house and 85 contracted positions with a $191 million annual budget and $200 million capital budget.

• Serves as a primary advisor to the City Manager; • Collaborate with the City Manager in overseeing city operations; • Leads the City’s efforts in evaluating and improving processes to attain operational excellence; • Monitors progress on each of the City’s five strategic pillars, always asking how we can collectively improve upon the past in our service delivery and resource management; • Prepares material for City Council agendas and attends Council Meetings; • Prepares clear and concise research reports and follows-up as required, always keeping in mind the best way to communicate with various audiences; • Complies with the tenets of the International City/County Management Association; Code of Ethics; • Balances risk and reward in decision making; • Acts as the City Manager in her absence.

CITY OF DETROIT – DETROIT, MI November 2015 – July 2018 DETROIT WATER AND SEWER DEPARTMENT - RETAIL CHIEF CUSTOMER SERVICE OFFICER/DEPUTY CHIEF OPERATING OFFICER Recruited by Director/CEO to help develop department-wide initiative to deliver greater value to customers; Partner with other C-Level Executives to drive performance and accountability through cross-

Page | 3 organizational/cross-functional metrics and quantitative data; Establish the strategic and operational direction for the division; Deliver executive oversight and administration of eight (8) multi-site operating units, consisting of over 170 employees and approximately $24.5M Annual Budget. • Directed and coordinated DWSD retail and suburban wholesale customer billing and collection activities, collection related to delinquent accounts, processing landlord/tenant agreements, bankruptcy claims and other tasks, including meter reads, special payment arrangements, coordinating services with other City agencies, scheduling customer billing disputes and hearings, along with other related activities • Executing operational strategies to deliver services and product and provide leadership and guidance throughout DWSD as it relates to areas of responsibility; • Oversight for long-range special projects and plans such as DWSD Revenue and Collection, PMO, Customer Service efforts; serves as liaison to the CAO of these projects; • Coordinating the preparation and submission of the annual portfolio operating and capital expenditure budgets, including a comprehensive report of financial, programmatic, and administrative activities. Contributes as a member of the team that develops DWSD’s annual operating budget and key policies; • Appraising the CEO of current projected financial conditions and future fiscal needs; • Staffing committees and initiatives as assigned by the CEO; • Meets and corresponds with various citizens, professional, business, labor union and other groups to answer questions and secure their help in carrying out various programs; • Developing and implementing goals, objectives, policies, procedures and performance standards for assigned departments; • Negotiating, reviewing and approving departmental agreements and vendor contracts; • Interface with the Mayor, DWSD CEO, CFO, COO, City Council, and other department heads to implement, integrate and coordinate programs and policies; • Working to build and maintain strong relationships with various City departments, including public utilities to ensure capital improvement projects are delivered in a comprehensive manner

CITY OF ATLANTA –ATLANTA, GA December 2013 – November 2015 DEPARTMENT OF WATERSHED MANAGEMENT DIRECTOR OF OPERATIONS, OFFICE OF CUSTOMER AND BUSINESS SERVICES Recruited by DWM Watershed Commissioner to oversee all day-to-day operations of the Office of Customer and Business Services. Organized, developed and executed on the departments strategic and operations goals, overseeing eight (8) multi-site operating units, consisting of 200 employees and approximately $15.5M Annual Budget. • Assumed full management responsibility for all aspects including utility billing and revenue recovery, field operations group (inspections and meter reading), meter applications, customer care, dispute resolution, 24 Hour/365 emergency dispatch/call center, and the water sewer appeals board; • Managed Project Managers, Business Analyst and Quality Assurance Programs; • Successfully aligned business planning and financial processes with performance improvement and business risk-management activities; • Maintained responsibility for the department's overall strategic initiatives for billing and revenue collection of $589 Million annually; • Deployed Six Sigma DMAIC method while leading high-level, cross-functional teams of Senior & Middle Managers, supervisors and field staff in two mission-critical process-redesign projects.

STATE OF GEORGIA –ATLANTA, GA December 2012 – November 2013 DEPARTMENT OF COMMUNITY HEALTH – STATE HEALTH BENEFITS PLAN DIRECTOR OF OPERATIONS Recruited by Division Chief to oversee the day-to-day operations of a $3B Dollar, 680,000 members, self-funded health plan; hired, trained, and supervised staff (60+ FTE’s); planned and implemented programs/services; ensured compliance; re-engineered processes that helped to maximize service delivery by improving operational efficiency and effectiveness.

Page | 4

• Implemented business process improvements within Financial Management, Employer Services, Customer Service, PMO, Quality, Communications and daily operations; • In the absences of Division Chief, served as interim with signatory authority; • Managed cash resources to ensure that adequate liquidity was available for claims and benefit payments; • Deployed Lean Six Sigma methodology to develop processes around HIT, HIPPA and data analytics to help determine health outcomes of members; • Spoke on behalf of SHBP with the DCH Board of Directors, Executive leadership, and legislators. • Oversaw several multisite operations and served as the subject matter expert to review, design, and document all current state processes for health plan administrations; • Managed the identification process and potential impacts of organizational risk (HIPAA, IT Security) and proactively identifying opportunities to enhance SHBP program effectiveness and increase administration efficiency; • Orchestrated and lead multi-functional teams implementing rates with actuarial planning, benefit designs, changes and innovative ways of delivering services for our membership; • Solved problems through logic and ingenuity, working through internal resources and systems.

EDUCATION

DOCTORATE OF BUSINESS ADMINISTRATION ARGOSY UNIVERSITY – ATLANTA, GA

CERTIFICATION OF EXECUTIVE LEADERSHIP Cornell University – Ithaca, NY

MASTERS OF PUBLIC ADMINISTRATION MASTERS OF BUSINESS ADMINISTRATION Keller Graduate School of Management – Decatur, GA

BACHELOR OF BUSINESS ADMINISTRATION Davenport University – Dearborn, MI

PROFESSIONAL DEVELOPMENT

10/2009 – Certified Incident Command System Level 300 and 400 12/2009 – Certified – Change Manager (Change Management) ProSci Corporation 03/2010 – Graduate – City of Atlanta’s Rising Stars Executive Leadership Program 10/2017 – Certified – Master Black Belt of Six Sigma 03/2020 – ICMA Credential Manager Candidate

PROFESSIONAL BOARD OF DIRECTORS / ORGANIZATIONS / AFFILIATIONS

Member, Florida City and County Management Association (FCCMA) Member, International City/County Management Association (ICMA) Member, Association for Change Management Professionals (ACCMP) Member, American Water Works Association (AWWA) www.linkedin.com/pub/marc-antonie-cooper-mba-mpa-ccmp-elc/11/5b3/4b9/

Marc-Antonie Cooper

[email protected] 4042771153

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.

First Name: Marc-Antonie

Middle Name: NMN

Last Name: Cooper

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? Searching the Organizations website

Street Address: 459 Corniche Way, Apt 105

City, State, Zip: Lake Mary, Florid 32746

Cell Phone: 4042771153

Email Address: [email protected]

Male or Female (Optional): Male

REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. Additional Reference Information:

EDUCATION: Highest Degree Earned: Doctor of Business Administration

College/University & Location(city): Argosy University, Atlanta, Georgia

Additional Degree Earned: Masters of Public Administration

College/University & Location(City): Keller Graduate School Management Decatur, GA

Additional Degree Earned: Masters of Business Administration

College/University & Location (City): Keller Graduate School of Management, Decatur, GA

CURRENT EMPLOYMENT 352 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 352 current or most recent department (if applicable):

3. Total budget in your current or most $166 million recent overall organization (if applicable):

4. Total budget of your department or areas $166 million of responsibility (if applicable):

5. Expected compensation for this position: 180,000

6. Who do you (or did you) report to (title The City Commission only):

7. Related professional affiliations: N/A

8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.

10. At any time in the last seven (7) years, No have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

11. At any time in the last seven (7) years, No have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

14. At any time, have you been asked to Yes, State (GA) Health Benefits Plan. I was Director of Operations and resign, or have you been terminated from the Governor appointed a new HHS Commissioner who change all employment? If yes, please provide executives within the division. applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). Marc-Antonie Cooper https://www.news-journalonline.com/news/20200219/deltona-commission-approves-150k-for-interim- city-manager Deltona commission approves $150K for interim city manager

Marc-Antonie Cooper, at right, chats with Deltona residents after a City Commission meeting. The commission approved a raise on Monday, Feb. 17, for Cooper, who is now serving as the interim city manager. [News-Journal/Katie Kustura]

HIDE CAPTION

During the Deltona City Commission meeting on Monday, Feb. 17, the commission debate over what interim city manager Marc-Antonie Cooper, second from right, should be paid. [News-Journal/Katie Kustura]

HIDE CAPTION

By Katie Kustura

Posted Feb 19, 2020 at 12:53 PMUpdated Feb 23, 2020 at 4:45 PM

The Deltona City Commission approved a raise for Marc-Antonie Cooper, the interim city manager.

DELTONA — After a half-hour of discussion on the dais and comments from the public, the City Commission approved a raise for the interim city manager.

Marc-Antonie Cooper, who was hired in August 2018 as deputy city manager, will receive a bump of $2,500 per month, taking his yearly salary from just under $120,000 to $150,000 as he works to right the ship following the resignation of Jane Shang. Marc-Antonie Cooper

Half of the commission voiced opposition Monday night to Cooper’s original request of around $175,000, which was Shang’s base salary.

The commission unanimously supported the $150,000 figure with a vote of 6-0. Commissioner Loren King was absent.

Commissioner Anita Bradford said that while she thinks Cooper has done a great job during his time with the city, she couldn’t support $175,000 or no caps on sick time.

“I just think starting off at the high end, we’re going to kind of shoot ourselves in the foot there,” Bradford said.

Mayor Heidi Herzberg and Vice Mayor Victor Ramos also said they couldn’t support the request as is.

A few residents also voiced opposition.

Brandy White said the amount requested was illogical, especially for a city that has been holding meetings on social services to work on preventing homelessness.

Kurt Sniffin agreed that Cooper should get some sort of raise, but not as much as the original request.

“Let’s give the man a chance to prove himself,” Sniffin said. “Let’s re-evaluate him in six months and see if he deserves more.”

Commissioner Chris Nabicht said he felt Cooper is worth every penny for which he was asking.

“Wait until you see what we’re going to have to offer the new manager,” Nabicht said.

Herzberg expressed concern over who would step into the deputy city manager spot in the interim and wondered if John Peters III, who currently heads up public works and Deltona Water, would be a good fit.

Nabicht vehemently opposed the idea and said giving Peters more responsibilities than he already has wasn’t the answer.

“Leave him the hell alone, let him do what he does well,” Nabicht said. “He does water well. He knows [expletive] flows downhill well.”

Nabicht said the reason Deltona has had trouble with employee retention is not because of Shang but because people can commute to Seminole and Orange counties and make significantly more money.

[READ MORE: Deltona city manager says turnover of top employees ‘not unusual’]

“In the grand scheme of things, [Deltona employees] are paid very well for this side of the river, and they have good working conditions,” Nabicht said.

Herzberg apologized for bringing Peters’ name into the ring.

“That is something for the commission to talk about at a later date, not now, and I apologize for muddying the waters with that,” Herzberg said.

On Monday the commission will have a workshop to discuss what kind of search firm should be tasked with finding Deltona’s next manager, Cooper said. Marc-Antonie Cooper https://www.change.org/p/president-of-the-united-states-serious-student-loan-reform

STUDENT LOAN REFORM DEBT REDUCTION / CANCELLATIONS

Marc-Antonie Cooper started this petition to President Donald J. Trump and 12 others

In 2007, the President of the United States, Congress and Senate passed legislation and developed a program that bailed out huge Wall Street Banks to the tune of $1 Trillion Dollars plus. The “FEDS” forced banks with assets in the trillions of dollars to take a cash infusion that they really did not need or want. They did this with the hopes that big bank would lend the money out to free up frozen credit markets. The plan failed and the economic slide continued and you ask why? Because the FEDS bet on large corporation with massive cash stockpiles and tax loopholes, instead of the consumer.

In a September, 2010 New York Times article it states that up to 70% of all economic growth is driven by consumer spending. However, for this sort of economic growth potential to continue consumers must have a sound financial position. It further states that dire consequences to our economy and Gross Domestic Product (GDP) is highly liked due to consumers becoming overburdened with debt. The consumer is the best bet to inject cash into a cash starved economy, not the big Wall Street banks.

It has been said time and time again during this Presidential election cycle that the reports on economic growth has been sluggish. Although the economy is growing, it is not keeping pace with the slew of new graduates entering the work force. You have both the Democratic and Republican nominees for President touting plans to help students with the burden of student loan debt. Plans touted by both parties, which are simple refinancing at a cheaper rate amounts to nothing more than appeasement. This will not provide any real relief, nor will it free up any of the discretionary income needed to grow the economy.

PLEDGE THAT WE WILL NOT GIVE OUR VOTES OR SUPPORT TO ANY INDIVIDUAL OR PARTY THAT DOES NOT CONSIDER REAL STUDENT LOAN REFORMS AND A PLAN TO HELP THE CONSUMER FREE UP DISCRETIONARY INCOME TO SUPPORT THIS ECONOMY AND REAL JOB GROWTH. http://www.cnbc.com/2016/08/22/massive-student-loan-debt-is-crippling-retail-sales.html Marc-Antonie Cooper https://www.newsbreak.com/florida/deltona/news/1521031369648/deltona-commission-irons-out- manager-salary-detail Deltona commission irons out manager salary detail

Marc-Antonie Cooper, who was hired in August 2018 as Deltona’s deputy city manager, is currently serving as the interim city manager. The City Commission voted Monday, March 2, 2020, that Cooper will make $135,000 annually if he returns to the position of deputy city manager. [News-Journal file]

By Katie Kustura

Posted Mar 4, 2020 at 8:01 AM

The Deltona City Commission confirmed that interim City Manager Marc-Antonie Cooper will receive $135,000 annually if he returns to the deputy city manager position.

DELTONA — If Marc-Antonie Cooper, the city’s interim manager, returns to his original position, his new salary will be $135,000, an amount the commission unanimously approved Monday.

Cooper, who was hired in August 2018 as deputy city manager, was making just under $120,000 when the City Commission on Jan. 28 named him interim city manager following Jane Shang’s resignation. Shang served as the manager since June 1, 2015.

During the Feb. 17 commission meeting, a unanimous vote of 6-0 — Commissioner Loren King was absent — took the interim manager’s pay to $150,000. Cooper had requested $175,000 — Shang’s salary — but half of the commission voiced opposition.

Clarification on the contract was requested on Monday’s agenda because the previously approved agreement said that Cooper’s pay would be reduced by $2,700 per month if the commission isn’t satisfied with his performance or if he doesn’t become the next city manager.

The reduction would result in a lower salary than he was already making as deputy city manager. If he returns to the position of deputy city manager, Cooper requested a $15,000 pay increase since his original interim salary request wasn’t approved.

Since the commission plans to hire a firm to search nationwide for Deltona’s next manager, Cooper’s future with the city isn’t set in stone.

The next city manager, if Cooper doesn’t apply for the position and/or isn’t chosen, could decide to keep him on as deputy manager, in which case his salary would be $135,000. He would have caps on sick time and no caps on vacation, as is the case for other city staffers.

In a phone interview Tuesday, Cooper said he hasn’t yet decided whether or not he’ll apply for the city manager position.

Should he retire, resign or be terminated, Cooper will be paid all accrued and unused vacation and sick time, per the contract.

Resident Terri Ellis, communications director for Deltona Strong, questioned the idea of compensation for accrued vacation time if the individual is fired. Marc-Antonie Cooper

Ellis also raised concerns about the lack of employee evaluations, and asked Cooper if he was comfortable not having clearly defined goals by which the commission could measure his performance.

“I think you’re very capable person, and I feel very good about the possibility of you maybe becoming our city manager, but as an interim manager, I wouldn’t feel comfortable with that,” Ellis said.

Resident Doug MacDonald said the fact that Deltona has had at least a dozen city managers in 25 years is “embarrassing” and “shameful.”

MacDonald also said he expects a good city manager will cost more than $150,000.

Resident Brandy White said $30,000 is a big raise for what Cooper is doing.

“Not saying you shouldn’t be compensated at all, I’m just saying we need to learn to tighten our belts,” White said.

Candidate 2

Carmen Y. Davis

Contact Information

Address: 111 Newport Circle Clinton, Mississippi 39056 Home: 601-488-4961 Cell: 601-665-5527 Email: [email protected]

Education

· Master of Business Administration Wayne State University, Detroit, Michigan

· Bachelor of Arts - Urban Planning and Geography Wayne State University, Detroit, Michigan

Work History

2010 to 1/2020 Hinds County, Mississippi (population 250,000)

County Administrator

2007 to 2009 City of Detroit, Michigan (population 673,100) City Planner

1993 to 2001 City of Detroit, Michigan (population 673,100) City Planner

Data Summary:

Candidate: Carmen Y. Davis

Organization: Hinds County, Mississippi

Position: County Administrator (former)

Organization Budget: $64 million

Total Number of Employees in Organization: 900

Total Number of Employees in Department: 210

Expected Salary: $200,000

Reporting Relationship: Board of Supervisors

Years of Experience: 27

Professional Affiliations:

· International City/County Management Association · Mississippi City/County Managers Association · National Association of County Administrators

Carmen Y. Davis 111 Newport Circle, Clinton, MS 39056 601-488-4961 home 601-665-5527 cell [email protected]

September 4, 2020

Heidi Voorhees, President GovHR USA

RE: City of Lakeland, FL City Manager Position Dear Ms. Voorhees, It is with great interest that I submit this letter, as well as, the accompanied application and resume for the position of City Manager with the City of Lakeland, FL. After reviewing the job description and researching the community, with nearly 20 years of experience as a local government professional and over 9 years of managing a mid-size county, I believe that I am well suited for the position and community. With over nine years of experience as County Administrator with Hinds County, MS, I am prepared to address challenges and share my county management knowledge with the City of Lakeland community. Hinds County has approximately 250,000 residents and is the largest county in the state of Mississippi, which is home of the state’s capital and largest city in the state (Jackson, MS). During my tenure with Hinds County, I have implemented a conservative budget which yielded savings and led to full salary restoration after a 9-month furloughs period, improved the county’s fiscal position so to secure bonds for facilities and infrastructure projects, comprehensively revised and updated the county’s 1994 personnel and procedure policies, addressed and improved criminal justice issues, and managed over $20 million capital improvement projects. In addition, I developed professional development workshops for department heads that resulted in improved efficiencies and working relations among department heads and elected officials. As a 10-year City Planner with the City of Detroit, I had the opportunity to develop policies/ordinances and improve community relations among community/neighbor organizations and developers. My resume details the accomplishments and qualifications reflecting my ability to be a value-added team member for the City of Lakeland community. I look forward to talking with you to further discuss my contribution to the Lakeland community. Sincerely, Carmen Y. Davis Carmen Y. Davis Carmen Y. Davis 111 Newport Circle, Clinton, MS 39056 601-488-4961 home 601-665-5527 cell [email protected]

PROFILE SUMMARY

Committed, ethical, team leader, and experienced local government management professional with a proven track record of effective management, community/business relations and consensus building, policy implementation, capital improvement and project management, negotiation skills, and staff and leadership development.

PROFESSIONAL EXPERIENCE County Administrator, Hinds County, MS September 2010 - January 2020

Home of the Capital City, Jackson, MS, Hinds County is the largest county in the state of Mississippi and has a population of approximately 250,000. The county has about 900 employees and an operating budget of approximately $115 million. Appointed by a five-member board of supervisors and assigned to oversee day-today operations with thirteen (13) direct reports.

Key Accomplishments:

• Negotiated annual employee healthcare benefits yielding over $1.5 million in savings (reduced potential 25% cost increase to an average of 5% over 6 years) • Oversaw and completed a comprehensive revision/update of the 1994 County Policies and Employee Handbook • Initiated/began the County’s first Health and Wellness Program which included the creation of the annual 5K walk/run • Received “clean” (unmodified and free of misrepresentation) audits from independent auditor for 8 consecutive years • Conducted comprehensive audit/review of all county property, equipment, and vehicles yielding no increase insurance premium cost. • Created ADA Compliance Office, Record Management and Retention Office, Safety and Training Office, Pre-Trial Services Program • Initiated and Upgraded County-wide technology network system to advanced fiber optic technology and increased internet speed nearly 100 times at a lower cost than the existing system cost • Negotiated purchasing cost with vendors resulting in over $1.0 million in savings to the General Fund, as well as, able to end furloughs and increase year-end cash balance by over 85% • Achieved increasing cash balance from about $26,000 in 2010 to over $2.5 million annually by 2012 • Assisted in managing and monitoring the $40 M bond issuance for roads, bridges and capital improvements • Assisted in new bond issue, bond refunding and debt restructuring totaling over $50 million yielding debt service savings Resume of Carmen Y. Davis Page 2

• Co-chaired newly established Criminal Justice Coordinating Council for two (2) consecutive years with the Senior Circuit Court Judge • Oversaw and implemented the purchasing of new voting machines for 110 polling locations • Initiated ADA Improvement Program which consisted of facility improvements, and policies (communications grievance, and non-discrimination policy) • Initiated purchase of two additional buildings to enhance needed office space to improve operational efficiencies • Managed and oversaw capital improvement projects such as: $2.4 million reconstruction project for adult jail housing unit and over $7 million in jail facility upgrades and improvements, and $2 million ADA improvements to historic courthouse • Managed and facilitated the development of the adopted 2017-18 Strategic Plan • Developed and conducted professional development workshops tailored for department heads to enhance interdepartmental relations, increase moral and improve departmental performance • Recipient of the Patriotic Employer Certificate from the Office of the Secretary of Defense as an Employer Supporting the Guard and Reserve

City Planner, City of Detroit, MI June 1993 – July 2001 and January 2007 – August 2009

Key Accomplishments:

• Supervised, planned, and coordinated community benefit agreements and conducted conflict resolution sessions among community organizations and Fortune 500 Companies on behalf of City Council (Marathon Oil, Ambassador Bridge Expansion, Chrysler New Mack Engine Plant) • Chaired effective meetings with community leaders and groups, large and small business owners, and other city departments and agencies on various land use, zoning, and policy issues • Reviewed and analyzed the social, economic and physical impact of neighborhood commercial development trends • Organized and developed community master plans with neighborhood and community associations • Directed office and field work required for effectuation of plans and studies • Planned, coordinated and laid out the work of professional, technical and clerical employees in one or more of the functional areas of the Commission • Managed the process for Michigan liquor licenses and activity permit s for City Council’s consideration • Authored zoning ordinances, zoning map amendments, city codes, and public policies on major urban issues as well as directed the preparation of recommended changes • Created reports, recommendations and presentations to the City Planning Commission, the City Council, groups and organizations in and for the City of Detroit • Participated and represented the City Planning Commission and City Council on task forces and conferences with other planning staff Resume of Carmen Y. Davis Page 3

EDUCATION

Master of Business Administration, Dec. 1993 Wayne State University, Detroit, MI

Bachelor of Art, Urban Planning and Geography, May 1989 Wayne State University, Detroit, MI

PROFESSIONAL AFFILIATIONS

Current Member, International City/County Management Association Current President, Mississippi City/County Managers Association Current Member, National Association of County Administrators Member, MS Association of County Administrators and Comptrollers, 2010-2020 President 2015-16 Vice President 2014-15 Treasurer 2013-14 Co-Chair, Hinds County Criminal Justice Coordinating Council, 2017-2019 Executive Advisory Board of Directors, Jackson State University Institute of Government, 2013-2016 Board Member, Leadership Greater Jackson, 2013-17 Board Member, U.S.S. Jackson Commissioning Committee, 2015-16 Member, U.S. Navy League, 2016

REFERENCES UPON REQUEST Carmen Davis [email protected] 601-665-5527

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-11

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Carmen

Middle Name: Yvonne

Last Name: Davis

Preferred Pronoun (ex. He/She/They etc.)

How did you learn about this position? ICMA

Street Address: 111 Newport Circle

City, State, Zip: Clinton, MS 39056

Cell Phone: 601--665=5527

Email Address: [email protected]

Male or Female (Optional): Female

EDUCATION: Highest Degree Earned: Masters in Business Administration

College/University & Location(city): Wayne State University, Detroit, MI

Additional Degree Earned: Bachelors of Art in Urban Planning

College/University & Location(City): Wayne State University, Detroit, MI

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 900 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 210 current or most recent department (if applicable):

3. Total budget in your current or most $64 million recent overall organization (if applicable):

4. Total budget of your department or areas 64 million of responsibility (if applicable):

5. Expected compensation for this position: $200,000

6. Who do you (or did you) report to (title Board of Supervisors only):

7. Related professional affiliations: ICMA, Member MS City/County Management Association, President National Association of County Administrators, Member

9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 10. At any time in the last seven (7) years, No have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

14. At any time, have you been asked to I, along with other board appointees, was not re-appointed following a resign, or have you been terminated from new board term in 2020 where a majority new board members were employment? If yes, please provide elected.. applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

https://www.wlbt.com/2020/01/06/hinds-co-removes-administrator-attorney/ Hinds Co. removes administrator, attorney

The Hinds County Board of Supervisors

By WLBT Digital | January 6, 2020 at 5:51 PM CST - Updated January 6 at 5:51 PM

JACKSON, Miss. (WLBT) - The Hinds County Board of Supervisors voted to get rid of the current county administrator and board attorney.

James Ingram will replace Carmen Davis as interim administrator.

Scherrir Prince will take over as interim attorney for Peter Teeuwissen.

Two supervisors questioned why they were being replaced and why it wasn't discussed before Monday's meeting.

The supervisors went into executive session and didn’t say why Davis and Teeuwissen were removed.

Carmen Davis

https://www.clarionledger.com/story/news/politics/2020/01/16/hinds-county-supervisors-dismiss-county- administrator-board-attorney/4480011002/ New Hinds Co. Board of Supervisors fires county administrator, board attorney on 3-2 vote

Jimmie E. Gates

Mississippi Clarion Ledger

The Hinds County Board of Supervisors, with three new members, have fired the county administrator and the board's attorney.

No decision has yet been made about the status of the road manager Charles Sims, who has been on family and medical leave.

When the new board took office Jan. 6, members had to decide which staff to retain or replace. After electing incumbent Supervisor Robert Graham as president and new Supervisor Credell Calhoun as vice president, the five-member board voted on whether to retain administrative staffers.

The board fired County Administrator Carmen Davis, who had been administrator since 2010. Davis had been a former Detroit city employee before moving to Mississippi. The county administrator runs the day-to-day operations of the county.

The Board of Supervisors gave no reason for terminating Davis. The vote was 3-2, with supervisors Calhoun, Graham and David Archie voting not to retain Davis.

The board named county employee James Ingram as a temporary replacement.

Supervisors Bobby McGowan and Vern Gavin voted to keep Davis. Gavin, who once was a Hinds County administrator, argued that the board was making a mistake. He said he hadn't seen anything she had done to warrant removal.

Jail repairs:Hinds County approves emergency repairs for troubled jail. New doors, locks to be installed Carmen Davis

Likewise, Gavin and McGowan voted against the motion not to retain then-Board attorney Pieter Teeuwissen, However, Archie, Calhoun and Graham voted to replace Teeuwissen.

Scherrie Prince was named interim board attorney.

Gavin said he feared that the firing of Davis and Teeuwissen could impact the consent decrees the county signed with the U.S. Department of Justice to improve conditions in the county detention centers and juvenile justice center.

Gavin said Davis and Teeuwissen have played integral parts in the negotiations with the federal government.

Graham said the county will advertise for a permanent board attorney and county administrator.

Carmen Davis

https://www.hendersonvillestandard.com/news/first-city-administrator-to-receive-143k-salary-other- benefits/article_58cdbe68-e928-11ea-8f33-bbf135726a2c.html First city administrator to receive $143K salary, other benefits

· TENA LEE [email protected]

· Aug 28, 2020

Hendersonville’s Board of Mayor and Aldermen voted on Tuesday to approve an employee agreement between the city and Carmen Davis (bottom right). Davis was chosen July 28 to be the city’s first city administrator. TENA LEE

The city’s Board of Mayor and Aldermen approved by a 9 to 4 vote on Tuesday an employee agreement that will pay Hendersonville’s first city administrator a $143,000 annual salary as well as other benefits including $20,000 in moving and relocation expenses and the use of a city-issued vehicle.

Carmen Davis, who last served as the county administrator in Hinds County, Miss., was named to the newly created position by board members on July 28. Davis has 48 hours from Tuesday’s meeting to accept the agreement.

City leaders also named a negotiating committee comprised of Mayor Jamie Clary, Interim City Administrator Dave LeMarbre and Human Resources Director Chris Taylor on July 28.

In an email sent to board members on Aug. 17, Taylor explained that the committee was close to an agreement, but that there were a few issues that needed to be ironed out.

“Our Negotiating Committee has done an excellent job communicating and identifying Ms. Davis’ needs, priorities, and expectations while making sure the City was offering a competitive and equitable employment package,” he wrote. “At this point, after a discussion with both parties, it appears that this is ready to go to the Board to iron out a few final items as the ultimate decision makers.”

Taylor also sent board members the following time line of the negotiations: Carmen Davis

- A first offer sent July 31 included a salary of $135,000; $7,500 in moving/relocation expenses; five weeks annual leave, pro-rated for 2020; and a city provided cell phone

- A counter-proposal from Davis was received by the city on Aug. 4. It included a start date of Sept. 15; a salary of $150,000; $33,200 in moving, interim housing and relocation expenses; a $500 monthly vehicle allowance; and five weeks annual leave with three weeks on the first day.

- On Aug. 5, the committee met and sent another proposal to Davis that included a start date of Oct. 1; a salary of $137,500; $10,000 for moving and relocation expenses; six weeks annual leave; and a $250 monthly vehicle allowance.

- Davis countered on Aug. 11, agreeing to several points including an Oct 1 start date; six weeks annual leave, a city-provided vehicle from the police department and a three-year contract. She countered with a $145K salary and $26,000 in moving, relocation and interim housing expenses.

The city’s General Committee held a special-called meeting on Aug. 19 to discuss the issues of salary, an interim housing/moving allowance, and the length of a contract.

The committee voted unanimously to recommend to the full board an offer that includes $18,000 in moving and temporary housing expenses, a $143,000 annual salary, a three-year contract and all previously agreed-on items.

During a full Board meeting on Aug. 25 via Zoom, Taylor told BOMA members that he emailed a final agreement to city leaders about two hours before the meeting.

While most of the points had been agreed on, city leaders still needed to decide how much to pay Davis for moving and interim housing, he noted.

Finance Director Robert Manning said that both expenses would be taxable.

Taylor also noted that his discussions with Davis had allowed for $2,300 a month for interim housing.

Ward 2 Alderman Scott Sprouse defended the $2,000-a-month offer noting that while three months’ worth of interim housing is standard, the city was offering four months.

“Four months pre-tax would be more than three months’ post-tax,” said Sprouse. “I just thought that was a cleaner compromise.”

Davis said that she wasn’t notified that the interim housing offer had been reduced from $2,300 to $2,000.

Ward 3 Alderman Russ Edwards urged Davis to compromise on the difference.

“We want you to come in with a good feeling,” he said. “I want you to be on our side.”

Davis said she wanted to work with the city, but acknowledged “It’s hard … because that’s not the calculations I was basing everything on.”

In the end, city leaders voted on an employment agreement that offers Davis a $143K annual salary and a flat sum of $20,000 for moving and interim housing expenses. It also includes five nights in a hotel and a per diem and mileage for travel to and from Hendersonville from her home in Clinton, Miss., during the transition. Carmen Davis

The agreement also states that Davis agrees to remain exclusively employed by the city for three years. However, there is nothing in the agreement that prevents Davis from resigning from her position as long as she gives 45 days’ notice.

The agreement also allows the Board to terminate her contract by giving 45 days’ notice.

She will receive 12 month’s pay if termination occurs in the first year; nine months the second year and six months pay if termination is in the third year.

The contract also allows for the possibility of the Board voting to alter or eliminate the City Administrator position with the city paying the above-mentioned severance should that occur.

“If actions are taken by the Board or otherwise pertaining to the role, powers, duties, authority, responsibilities of the City Administrator that substantively change the form of government or eliminate the position of City Administrator, such changes shall be treated as a termination by the Board within the meaning of Paragraph 3A, above,” the agreement states.

City leaders voted 7 to 6 in May 2019 to hire a city administrator. There are six aldermanic seats as well as the office of mayor on the Nov. 3 ballot.

Clary, Darrell Woodcock of Ward 5, Jim Waters of Ward 6 and Mark Skidmore of Ward 1 voted against the agreement.

Salaries of other key city employees

Chief of police - $130,659

Fire chief - $112,665

Finance director - $104,621

Planning director - $99,577

Parks director - $90,223

Human resources director - $83,768

Codes director - $83,768

City recorder - $74,047

City attorney - $115.91 hourly

Carmen Davis

https://www.hendersonvillestandard.com/news/davis-chosen-to-be-hendersonvilles-rst-city- administrator/article_9f27c176-d1cf-11ea-82cd-e365c7875fe4.html Davis chosen to be Hendersonville's first city administrator

· TENA LEE [email protected]

· Jul 29, 2020 Updated Jul 29, 2020

Carmen Davis

TENA LEE

A former county administrator who also spent a decade as a city planner in Detroit, Mich., has been picked to be Hendersonville’s first city administrator.

Carmen Davis, who served for nearly 10 years as the county administrator in Hinds County, Miss., until a new Board of Supervisors voted her out earlier this year, was appointed to the newly created position by a 9 to 4 vote on Tuesday.

The appointment by the city’s Board of Mayor and Aldermen via Zoom followed a nearly two-hour discussion about the problems the city is having with Waste Pro, the company responsible for trash pick-up.

The discussion, full of finger-pointing and political posturing, highlighted the heated political climate Davis will enter just three months before a mayoral election in November.

The creation of a city administrator position itself has been controversial. The city’s Board of Mayor and Aldermen voted 7 to 6 last May to create the position, placing City Hall’s day-to-day operations in the hands of someone who answers to the full 13-member BOMA instead of a mayor who is elected at-large. Carmen Davis

Interim City Administrator Dave LeMarbre, the city’s former parks director, and current Mayor Jamie Clary have clashed several times both publicly and privately over the last several months with the majority of BOMA backing LeMarbre.

Clary, who is serving his first term as mayor, faces former Hendersonville Chamber of Commerce President Brenda Payne in November. Payne has received either financial backing or endorsements from many of the aldermen who voted to create the city administrator position, as well as LeMarbre.

Board members briefly discussed Davis’s merits on Tuesday before her appointment.

Both she and David Strahl, an interim village manager from Schiller Park, Ill., were interviewed by BOMA via Zoom on July 20. Each also met with city leaders privately on July 16. They were chosen as the final two candidates by a steering committee earlier this year.

There was little mention of Strahl on Tuesday as Ward 4 Alderman Steve Brown moved to confirm Davis.

Davis no stranger to political turmoil

“Some of us have made some phone calls, talked to some people, done our due diligence,” said Brown.

“I’m fairly comfortable that either candidate could do the job, but I’m a little more comfortable with one than I am the other simply because of a couple of answers and time [on the] job."

Brown’s motion to approve Davis was seconded by Ward 1 Alderman Peg Petrelli.

Andy Bolt, who also represents Ward 4, said he has talked to several people in Mississippi who have worked with Davis and are familiar with her work.

“I’ve done quite a bit of due diligence on this,” said Bolt. “I’ve called many different sources. Some that will vote against this have not done that.”

Bolt said that those who worked with Davis described her as “very, very professional” and someone who“can get along with anybody.”

Bolt also noted that Davis is no stranger to political turmoil.

“She’s lasted through multiple elections… in what some would call a nasty political environment,” said Bolt. “In fact in 2010 she was the third city administrator appointed in that particular year - and she lasted 10 years.

“Others said she just did a terrific, consistent job,” added Bolt who called for the question.

Without any more discussion about Davis’s merits, board members voted 9 to 4 to appoint her.

Clary, Ward 5 Alderman Darrell Woodcock, and Ward 6 Aldermen Eddie Roberson and Jim Waters voted against her appointment.

Board members spent more time discussing the committee who would negotiate Davis’s contract than they did on her appointment with Clary making a motion that he be on that committee.

In the end, board members named newly appointed Human Resources Director Chris Taylor chairman of a negotiating committee that includes Clary and LeMarbre. City Attorney John Bradley and MTAS Advisor Gary Carmen Davis

Jaeckel will advise the committee on negotiating points that will include the term of Davis’s contract, severance, her salary and leave benefits.

Davis’s contract will be approved by BOMA at the Aug. 11 meeting, and no later than Aug. 25, board members agreed.

Davis held the Hinds County, Miss., post from Sept. 2010 to Jan. 2020. She was a city planner in Detroit, Mich., from June 1993 to July 2001 and from Jan. 2007 to Aug. 2009 prior to that. She holds a master’s degree in business administration from Wayne State University in Detroit, as well as a Bachelor’s of Art degree in Urban Planning and Geography from the same university.

During her Zoom interview, Davis told aldermen the position would suit her more than 20 years of experience in municipal government.

“This is definitely fitting for my role as a public servant,” she said. “Because I want to serve the community as I’ve always done.”

BOMA has appropriated a salary range of $130,000 to $150,000 for the new position.

Carmen Davis

http://kingfish1935.blogspot.com/2013/10/stokes-tries-to-fire-county.html

Tuesday, October 8, 2013 Stokes tries to fire county administrator

Hinds County Supervisor Kenneth Stokes tried to fire County Administrator Carmen Davis at the end of the board meeting yesterday. The motion died for lack of a second from a stunned board as it was clear no one expected the move.

Mr. Stokes said he was concerned about the "direction" of the county and that it was time for a change. He asked "are we better off today" and said "I think the answer is going to be no." Supervisor Peggy Hobson- Calhoun said she had concerns about the administrator as well but that she would rather discuss them at a later time in executive session. Supervisor Robert Graham was overheard to tell others he was caught by surprise when Stokes announced his motion. Reaction in the room was one of stunned silence. The matter was not on the agenda.

Kingfish note: This matter arose after the board left executive session. The common practice of this board is to take such controversial actions after executive session. The executive session is at the end of the agenda. Due to its secretive nature, it is almost impossible to know how long it will last. Thus most people leave, including reporters. The board then comes out of executive session, no one is in the audience, and the real fun begins. Derrick Johnson was hired in such a manner. The board fired two EOC directors after executive session. In other words, it is when the dirty business takes place.

Posted by Kingfish at 8:36 AM

24 comments:

Anonymous said...

Fess up Kenny, who you know needing a job this time?

October 8, 2013 at 9:26 AM

Anonymous said...

Supervisor Robert Graham was overheard to tell others he was caught by surprise when Stokes announced his motion.

Which is all the confirmation one needs to verify that Lt. Robert Graham of the Jackson Police Department is fully in cahoots with Stokes on all the other crap both they pull.

October 8, 2013 at 9:48 AM

Raoul Knave said...

Really Donna, I swear I stayed there until the end of the meeting.

October 8, 2013 at 9:52 AM Carmen Davis

Kingfish said...

1. Not fair to R.L. The meeting didn't end until 2 yesterday. CL wasn't even there. R.L. Stayed for an hour or two. Most of it was boring.

2. Since Hunter got on the board, power shifted from Graham to Stokes. Stokes runs that threesome more and more now and Graham is powerless to do anything about it as he sold out a long time ago.

October 8, 2013 at 9:57 AM

Raoul Knave said...

Not fair how?

If you know the modus for post-executive session shenanigans then he is either an inferior reporter or, boring or not, he decided to skip out early. Or maybe he is inferior and decided to skip out early.

Sorry KF. Considering all the uncalled for shit she flings in this town they don't get to have it both ways. They don't get to toot the JFP horn and then avoid the public scorn.

October 8, 2013 at 10:10 AM

Anonymous said...

Just about any comment that could be made, has been made the past few months about snooker and booboo. Just another day in the life of Hinds Co. BOS. Good to know BooBoo publicly acknowledges the county is not better off under his and the BOS leadership.

October 8, 2013 at 10:25 AM

Kingfish said...

They have a deadline of noon or so over there. Just works out that way. Everyone has them.

October 8, 2013 at 10:56 AM

Tell da troof, Danny Mollisack! said...

Sorry, but Raoul is right. For a newspaper that arrogantly bills itself as "The City's Smart Alternative" (because they're so much smarter than the rubes and hicks that inhabit this area), they don't seem to be finishing the task. Boring or not, if your job is to cover it, you cover it to the end. Kennufy's shenanigans are a perfect example of why.

October 8, 2013 at 10:59 AM

Anonymous said...

Well, well, well. Whaddya know. Looks like the alt weekly has more in common with the local Gannett outpost than the Harpy would care to admit. Another reason why JJ is the most cutting edge media property going in Mississippi today! A noon deadline? ROFLMAO Carmen Davis

October 8, 2013 at 11:54 AM

Anonymous said...

Only bright spot in all that is Kenny's rubber stamps didn't fall in with him and kept their mouths when he needed a second.

October 8, 2013 at 12:16 PM

Anonymous said...

Amen 12:16 anonymous

October 8, 2013 at 1:01 PM

Anonymous said...

ok, I just watched the video...all that I have to say is that I can't understand how Hinds County has ended up in the hands of such ignorant slobs...these people really act retarded....

October 8, 2013 at 1:41 PM

Anonymous said...

How long has Carmen been the "administrator"? Who does she report to, that approves her recommendations/supervises her? What is that persons liability/responsibility. Did Carmen just become unqualified the past few days? Has she been written-up/admonished/warned or given direction? I'm not defending her, just saying where is the real culprit. If I were her, I would be J O B shopping. Booboo and Piggy both have "concerns?", and Snooker will get on their wagon.

October 8, 2013 at 2:00 PM

Anonymous said...

October 8, 2013 at 2:01 PM

Anonymous said...

Shuriff Tyrone isn't Carmen's friend either. He's tried to kick her under the bus over the jail debacle.

October 8, 2013 at 3:28 PM

Anonymous said...

Mr. Stokes said he was concerned about the "direction" of the county and that it was time for a change.

Hey! He got 2 out of 3 right! Carmen Davis

October 8, 2013 at 3:48 PM

Anonymous said...

I don't know this person but I've known several people who worked as County Administrators in the State. Even with a good Board that is one tough job. I can't imagine how awful it must be to work with these goobers.

October 8, 2013 at 4:17 PM

Anonymous said...

Carmen has a master's degree from Wayne State Un. and worked as a Detroit city planner for 10yrs prior to becoming employed by the BOS in Sept. 2010 at a salary of $82K. Her husband at the time was a math teacher in Jackson Pub Schools. With her education and experience, she is probably way over the heads of the average county employee or politician.

October 8, 2013 at 5:07 PM

Anonymous said...

"and worked as a Detroit city planner for 10yrs"

That went well.

October 8, 2013 at 5:30 PM

Anonymous said...

5:30 they probably had forms or a software program to guide her. Just saying she's in a real web now. Since the dimocraps have taken over the hinds co BOS, she's probably had the longest tenure in their history. According to a google search, there are approximately 4,500 county administrator job vacancies in the US.

October 8, 2013 at 5:52 PM

Anonymous said...

to answer booboo's question, No, we're not better off now than we were 2 or 3 years ago. The problem started when graham (the legend) got on this board. It then accelerated when booboo got on this board. Carmen's only problem is that she's becoming like them (i.e. she's being assimilated by the borg).

October 9, 2013 at 10:01 AM

Anonymous said...

hey Carmen, take it from someone who's been there - you may want to get your resume up to date.

October 9, 2013 at 10:08 AM

Anonymous said...

Glad Kenny realizes the county is not up to par. Just too bad he doesn't realize the reason for its failing. Its not the Administrator, but the board that hired her. No administrator could do anything to help this county as long as we have bafoons and crooks like Stokes and Graham running it (of course you have to add the third member - Carmen Davis

their appointee Hunter).

Good news is that once Lt Graham's appointees leave in November and are replaced by Greer and McWhirter, these fools will no longer be in absolute control. Don't know what Carmen's fate will be then, but hopefully several folks will need to be updating their resumes.

October 9, 2013 at 10:18 AM

Anonymous said... this is a minstrel show

October 9, 2013 at 10:09 PM Hinds supervisors replace board attorney, county administrator

News Hinds supervisors replace board attorney, county administrator By Jimmie E. Gates Mississippi Clarion Ledger 337 words 17 January 2020 Clarion-Ledger CLDG 1; ClarionLedger A9 English (c) Copyright 2020, Clarion-Ledger. All Rights Reserved. The Hinds County Board of Supervisors, with three new members, have fired the county administrator and the board's attorney.

No decision has yet been made about the status of the road manager Charles Sims, who has been on family and medical leave.

The Board of Supervisors gave no reason for terminating Davis. The vote was 3-2, with supervisors Calhoun, Graham and David Archie voting not to retain Davis.

The board named county employee James Ingram as a temporary replacement.

Likewise, Gavin and McGowan voted against the motion not to retain then-Board attorney Pieter Teeuwissen, However, Archie, Calhoun and Graham voted to replace Teeuwissen.

Scherrie Prince was named interim board attorney.

Gavin said Davis and Teeuwissen have played integral parts in the negotiations with the federal government.

Graham said the county will advertise for a permanent board attorney and county administrator.

Contact Jimmie E. Gates at 601-961-7212 or [email protected]. Follow @jgatesnews on Twitter.

Davis | Teeuwissen Document CLDG000020200117eg1h00002

B henley-young juvenile detention justice center; Court-appointed monitor slams Taser use By Ruth Ingram, and Marquita Brown 698 words 18 April 2013 Clarion-Ledger CLDG 1 3 English (c) Copyright 2013, Clarion-Ledger. All Rights Reserved. "This incident is a symptom of a facility with a dangerous disregard for the safety of the children in its care." Corrie Cockrell, SPCL

The use of a Taser by a sheriff's deputy on a youth at Hinds County's Henley-Young Juvenile Justice Center has raised questions about whether federal court-ordered improvements at the facility are being made.

Leonard Dixon of Detroit, the court-assigned independent monitor for Henley-Young, reported that a Taser was used on a youth at the detention facility on Christmas Day, Southern Poverty Law Center officials said.

"Detention officers are there for the protection, safety and security of the staff, other residents and property," Dixon wrote in his third-quarter report filed with U.S. District Court in Jackson. "The bottom line is, this should not have occurred, period."

Although three Henley-Young staff members were in the vicinity, according to Dixon's report, none of them tried to restrain the youth. One staff member videotaped the incident, Dixon said in the report, "rather than de-escalate or end the situation."

The youth had caused thousands of dollars of damage to the facility, said Lisa Ross, attorney for Henley-Young. When the deputies arrived, the housing area was "trashed with debris" from broken electronic equipment, she said. A metal box was ripped from the wall, she said.

"A shower stall was ripped from its hinges," Ross said. "A water cooler was thrown on the shower floor and water was everywhere."

The other juveniles wouldn't return to their cells. The young man "was pacing back and forth," Ross said. He threw a heavy metal box at the employees and had climbed up onto the second floor safety wire.

"That's when the Hinds County Sheriff's Department was called for assistance. We also called AMR to stand by in case the youth fell and was injured," Ross said.

Officials did not know a deputy brought in a stun gun, although they had checked their weapons before entering the pod, Ross said. In the future, officials will ensure the policy banning weapons from the facility is enforced, she said.

Dixon's report comes as Hinds County is just finishing the first year of a two-year plan to improve conditions and operations at the south Jackson facility that now houses about 40 youth.

The SPLC and other youth advocacy groups filed a class action lawsuit against Henley-Young in 2011 after finding children were being denied mental health services and subjected to verbal abuse and threats of physical harm by staff members. A settlement reached last year requires the county to increase staffing, improve medical care including mental health services, beef up educational and enrichment programming, and make much-needed building repairs.

The agreement specifically bars the use of Tasers on youth.

"The staff at the time made the decision to call in the sheriff's deputies to take control of the situation," said Hinds County administrator Carmen Davis, who is charged with shepherding the improvements at Henley-Young. "Certainly, it's unfortunate that the Taser was used."

Page 15 of 28 © 2020 Factiva, Inc. All rights reserved. Six new staff members, including an operations manager, quality assurance manager and registered nurse, are being added, Davis told the board. But, she said, the center is short about $100,000 for salaries.

SPLC staff are not satisfied with the progress. Corrie Cockrell, SPLC staff attorney, in a news release, called the Taser use "outrageous."

"This incident is a symptom of a facility with a dangerous disregard for the safety of the children in its care."

Ginger Smith, director of Henley-Young's educational programming, disputes claims the juveniles' needs aren't being met at the center.

Ross said Dixon acknowledged in his report that incremental improvements are being made, and the court order gives two years for full compliance.

Contact Ruth Ingram at (601) 961-7303 or Marquita Brown at (601) 961-7059. Brown is @mbrownk12 on Twitter.

"This incident is a symptom of a facility with a dangerous disregard for the safety of the children in its care." Corrie Cockrell, SPCL

Document CLDG000020150603e94i00du2

News Investigation into Jackson courthouse bomb threat continues By Ruth Ingram 493 words 28 November 2012 Clarion-Ledger CLDG English (c) Copyright 2012, Clarion-Ledger. All Rights Reserved. Officials with the Mississippi Office of Homeland Security today are continuing an investigation into who called in a bomb threat Tuesday targeting the Hinds County Chancery Courthouse and why.

Employees of the building in downtown Jackson were evacuated for about three hours after the call came in to Jackson police's dispatch. Hinds County Sheriff's Department deputies cleared and secured the building, paving the way for Homeland Security staff to search the building for anything pertaining to the threat. At least three Jackson Fire Department engines were on standby as an Explosive Ordnance Disposal and K9 units scanned the area.

Nothing was found, and employees were allowed to return at about 3:30 p.m.

Jay Ledbetter, director of the Mississippi Homeland Security office, was not immediately available for comment this morning. That agency is taking the lead on the investigation; on Tuesday, multiple agencies including Jackson police and the Sheriff's Department were on hand to close down streets surrounding the courthouse, direct traffic and facilitate the search for explosives.

Throughout the episode, Hinds County administrator Carmen Davis coordinated putting the county's evacuation plan into action and kept supervisors and others updated on law officers' actions in ensuring the Chancery Court building was safe. She could not immediately be reached for comment today.

It's still unknown if there is a connection to the threat in Jackson and bomb threats called in Tuesday affecting 30 courthouses across Tennessee .They also forced employees to evacuate and local law enforcement agencies to respond to what one Tennessee sheriff's department's deputy chief said amounted to domestic terrorism.

Not just Tennessee, but states including Oregon, Nebraska and Washington also have received bomb threats this month targeting courthouses.

Around 10 a.m. Tuesday, the Tennessee Emergency Management Agency received a phone call that a bomb had been placed in a local courthouse. By 3:30 p.m., 30 courthouses had received bomb threats, said agency spokesman Dean Flener.

No arrests were made, and no bombs were found.

"We take bomb threats very seriously," he said. "We get bomb threats throughout the year, sometimes at schools and sometimes courthouses."

Law officers in Jackson were investigating a report from a person giving possible information related to who made the call, but details weren't being released as part of the ongoing probe.

Hinds County District 1 Supervisor and board president Robert Graham said Tuesday that law officers "have no indication that it was related to the matter in Tennessee ... Of course, you are always subject to having individuals who are copycats."

Throughout the episode Tuesday, Hinds County administrator Carmen Davis coordinated putting the county's evacuation plan into action and kept supervisors and others updated on law officers' actions in ensuring the Chancery Court building was safe. She could not immediately be reached for comment today.

The Jackson, Tenn., Sun contributed to this report.

Document CLDG000020121130e8bs00046

Hinds County sheriff says jail security problems stem from county not prioritizing repairs 455 words 23 June 2012 16:43 Associated Press Newswires APRS English (c) 2012. The Associated Press. All Rights Reserved. JACKSON, Miss. (AP) - Hinds County Sheriff Tyrone Lewis is criticizing other county officials for not doing enough to repair the county's troubled jail.

Lewis says mounting maintenance problems aren't being addressed, although administrators and county supervisors are aware there's a crisis.

The recently-elected sheriff led reporters on a tour of the Raymond Detention Center Friday, hours after another inmate escaped. That's the third escape in three months.

Lewis and Chief Deputy Chris Picou say that dozens of cell door locks are broken, meaning inmates can get out at will. They want county supervisors to hire a company that specializes in jail repairs to fix the problems.

Frederick Destache, the inmate who escaped early Friday, was captured about 30 minutes later at a nearby gas station after a struggle with deputies, the sheriff said.

Supervisors, for their part, voted 3-2 Monday to close the Raymond facility and build a new one. But they set no timeline and it's unclear how the county would pay for the $30 million to $45 million needed to replace the 1994 jail.

"Until the maintenance department of Hinds County steps up to the plate and makes these corrections, we are going to continue to have inmates escaping and employees resigning and afraid to come to work," Lewis said in the wake of Destache's escape through a broken grate in his holding cell. He then walked through a maintenance room, then left via double doors that didn't lock.

Supervisors and county administrators say they're filling work requests given to them by Lewis. They say recent escapes should not be blamed on maintenance woes but on lack of vigilance by Lewis' staff.

"We want to make sure the public is aware that we're taking full responsibility to fulfill our maintenance duties, and we have a process and are handling it with urgency," said County Administrator Carmen Davis. "The concern he (Lewis) expressed today is news to me."

The department has a shortage of guards, and those on staff are poorly trained, Lewis said. The sheriff would not say how many more are needed, citing security concerns.

According to records obtained by The Clarion-Ledger, 24 people identified as detention or correction officers left the department between Jan. 1 and May 31. Of those, 12 were fired, nine resigned and three retired.

On July 2, supervisors will vote on spending more than $1.2 million in money from a 2007 bond issue on immediate jail repairs. "The items in the Power Point presentation are the ones being addressed," Davis said.

------

Information from The Clarion-Ledger: http://www.clarionledger.com

7 Document APRS000020120623e86n002bb

Candidate 3

Natasha S. Hampton

Contact Information

Address: 758 Tiffany Boulevard, Apartment E Rocky Mount, North Carolina 27804 Cell: 954-548-0134

Email: [email protected]

Education

· Master of Public Administration Nova Southeastern University, Davie, Florida

· Bachelor of Arts - Political Science and Public Administration Florida Memorial University, Miami Gardens, Florida

Work History

2018 to Present City of Rocky Mount, North Carolina (population 54,000)

2018 to Present Assistant City Manager

2019 to 2020 Interim Director of Community and Business Development

2018 to 2019 Interim Director of Parks and Recreation

1997 to 2018 City of Miramar, Florida (population 142,000)

2017 to 2018 Assistant City Manager

2014 to 2017 Chief of Marketing and Public Relations/Communications Officer

2009 to 2014 Director of Human Resources

2007 to 2009 Logistics and Quality Control Officer

2004 to 2007 Public Works Administration Services Superintendent

1997 to 2004 Senior Executive Assistant

Data Summary:

Candidate: Natasha S. Hampton

Organization: City of Rocky Mount, North Carolina

Position: Assistant City Manager

Organization Budget: $221 million

Department Budget: $38 million

Total Number of Employees in Organization: 945

Total Number of Employees in Department: 625

Expected Salary: as advertised

Reporting Relationship: City Manager

Years of Experience: 23

Professional Affiliations:

· International City/County Management Association · National Forum for Black Public Administrators · Women in Municipal Government · Golden East Society for Human Resource Management · Society of Human Resource Management · North Carolina City and County Management Association Natasha S. Hampton Rocky Mount, NC 27804 [email protected] • 954-548-0134 https://www.linkedin.com/in/natasha-s-hampton-99368a4/

September 2, 2020

Heidi Vorhees, President GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062

Dear Ms. Vorhees:

I understand how a harmonious working environment affects a city’s bottom line. With over 23 years of experience as a city management leader, I have a talent for bringing people together to solve complex problems. I’ve worked in all sectors of local government, both in operations and administration, and I am confident I would be an ideal fit as City Manager of Lakeland, Florida.

Over the years I have coordinated operations and policies with mayors, city councils, businesses, unions, nonprofits, and citizens in both Miramar, Florida and Rocky Mount, North Carolina. I have developed healthy and prosperous communities through investment in the arts, tourism, athletics, and economic development, and I’m passionate about building high performance teams, crowdsourcing and collaboration. As a skilled negotiator, I enjoy addressing challenges and ensuring full transparency and accountability.

In addition to the attached resume, below are some of my previous achievements: Ø As Miramar Assistant City Manager obtained a $2 million grant for the city’s entertainment complex construction, and improved management of the Cultural Center that increased revenue by 65%. Ø Saved Miramar over $525,000 through a water main improvement project and increasing processing fees. Ø Executed Broward County and Miramar’s first municipal affinity card program, whereby participating businesses reported 45% increase in sales within three months of enrollment. Ø As HR Director increased the general fund by $1.3 million in first six months, reduced employee grievances by 65% in the first year, and generated the county’s first 100% web-based employment testing program. Ø As Rocky Mount’s Assistant City Manager, prevented a HUD takeover of an $800,000 program due to mismanagement by implementing comprehensive processes and policies that ensured compliance. Ø Oversaw pre and post construction of a $54 million, 164,000 sq. ft. indoor events/sports center.

I look forward to learning more about how I can help the City of Lakeland, Florida thrive in these challenging times. Until then, thank you for your time and consideration.

Sincerely,

Natasha S. Hampton

Enclosure Natasha S. Hampton Rocky Mount, NC 27804 [email protected] • 954-548-0134 https://www.linkedin.com/in/natasha-s-hampton-99368a4/

City Manager

Versatile Public Service Professional with over 23 years of management experience in all sectors of local government in both operations and administration. Proven track record leading comprehensive capital projects that maintain positive relations between government and constituents. Profound ability to actively listen, collaborate, and engage diverse stakeholders at all levels, cultivating dynamic teams and successfully resolving complex issues. Experienced in labor relations, public policy, emergency management, capital financial/budget management, community and business development, housing, human resources, logistics, and public works. Dynamic facilitator/presenter.

Career Experience

City of Rocky Mount, North Carolina Rocky Mount is the principal city in both Edgecombe and Nash counties with a metropolitan area of 147,335 residents. The City employs 994 professionals with an annual general fund operating budget of $221 million. ASSISTANT CITY MANAGER (May 2018 to Present) Supervise up to 625 employees and an operating budget of over $36.2 million while guiding the Fire and Emergency Services, Human Resources, Parks and Recreation, Community and Business Development, Human Relations, and Development Services. Initiate complex policies and government responses to major crises in local, county, and state areas, especially concerning COVID-19. Implement administrative and budgetary protocols for various programs. Ø Acted as City Manager and acquired additional funds for a revitalization program totaling $125,000. Ø Secured the relocation of the North Carolina Division of Motor Vehicles headquarters with an annual $2.4 million ten-year lease agreement resulting in job creation for the region and a more efficient facility. Ø Conducted an investigation of HR promptly restructured the organization’s employee compensation, classification, evaluation, and merit systems that improved transparency and employee morale. INTERIM DIRECTOR OF COMMUNITY AND BUSINESS DEVELOPMENT (2019 to 2020) Managed all housing developments including affordable and workforce housing comprising three agencies and 155 units. Directed affordable housing studies and oversaw federal funding compliance and requirements. Created the city’s new housing policy and authored comprehensive administrative regulations to prevent fraud, waste, and abuse. Developed and presented program presentations to the city council, community stakeholders, and external agencies. Ø Established a P3 relationship that secured an affordable housing complex with 54 units as part of downtown revitalization efforts. Ø Identified Housing and Urban Development (HUD) program mismanagement and planned the successful disbursement of more than $650,000 of accumulated unspent annual general fund appropriations. Ø Recovered and redistributed $500,000 of urgent home repairs funds in six months as well as $400,000 for local home improvements. INTERIM DIRECTOR OF PARKS AND RECREATION (2018 to 2019) Led 77 full-time and 350 part-time employees, eight recreation divisions (athletics, arts center, children's museum, special events, recreation services, sports complex, senior center, and outdoor recreation), two parks divisions (parks maintenance and five cemeteries), and the administration division. Managed 53 neighborhood community and regional parks comprising 521 acres and 11 facilities. Completed a revised business plan and annual budget reports. Ø Conducted personal interviews and research that resulted in the complete reorganization and consolidation of the city’s second largest department, which fixed extreme deficiencies and unfair hiring practices.

continued… Natasha S. Hampton Page 2

City of Miramar, Florida Miramar is a diverse community of over 142,000 residents and has a total land area of 31 square miles, which serves as a geographic hub for numerous corporations and key global industries, such as airlines, cruise lines, healthcare, information technology, and finance. The city has a workforce of 1,100 employees and a budget of over $149 million. ASSISTANT CITY MANAGER (2017 to 2018) Directed the managers of Human Resources, Social Services, Community Development, Cultural Affairs, Communications and Public Relations, Fire Emergency Services, and Parks and Recreation. Oversaw 535 front line and mid-level supervisors and an operating budget of over $40.5 million. Served as the Field Operations Director and Emergency Operations Center Advisor during Hurricanes Francis and Irma. Established all internal and external media communication and public relations strategies. Helped improve water and wastewater utilities, public safety, and economic development. Ø Won recognition by Florida’s Governor as the model city for emergency protocols. Ø Acted as the City Manager over the course of one year; managed the $3.5 million expansion of East Water Treatment Plant that increased capacity from 25mgd to 45mgd. Ø Direct the 80,000 sq. ft., $5 million, LEED certified fire rescue station and police headquarters construction project, which allowed for centralization of public safety and increased capacity of services. Ø Coordinated with county property appraisers and board officials resulting in zoning changes and site location for the future permanent home of the African American Tennis Association (ATA). CHIEF OF MARKETING & PUBLIC RELATIONS/COMMUNICATIONS OFFICER (2014 to 2017) Managed the brand development, communications, and social media strategies for Miramar’s city-wide positive public image and relations. Launched Miramar’s Public Relations Department and the county’s first local government web radio, streaming service, and cable network live broadcasts. Crafted award-winning community outreach campaigns. Directly supervised and coached 10 new staff members who did not have communication experience. Ø Saved Miramar over $525,000 through an East Miramar water main improvement project, and by adding an additional 2% processing fee assessment for utility bills paid by credit card. Ø Executed Broward County and Miramar’s first municipal affinity card program, whereby participating businesses reported 45% increase in sales within three months of enrollment. Ø Ran the development and implementation of the city and county’s first local government web radio, streaming service, and cable network simultaneous live broadcast. DIRECTOR OF HUMAN RESOURCES (2009 to 2014) Lead negotiator for three collective bargaining units: International Association of Fire Fighters (IAFF), Police Benevolent Association (PBA), and the general employee collective bargaining unions. Prepared the Annual Comprehensive Pay Plan for unrepresented employees. Improved human asset management, risk/liability and payroll policies, workers compensation, and employment and labor relations for more than 1,100 employees. Ø Steered three unions in 3-year collective bargaining agreements, and negotiations during times of crises. Ø Led the complete integration and implementation of a $2 million enterprise resource planning (ERP) HR and payroll platform resulting in 97% payroll accuracy and an 85% decrease of internal audit findings. Ø Prevented the layoff of 25 Fire dispatch personnel without FTE or budget increases.

Previous Experience at City of Miramar, Florida

LOGISTICS & QUALITY CONTROL OFFICER PUBLIC WORKS ADMINISTRATION SERVICES SUPERINTENDENT

continued… Natasha S. Hampton Page 3

SENIOR EXECUTIVE ASSISTANT

Education & Credentials

Master of Public Administration Nova Southeastern University, Davie, FL

Bachelor of Arts in Political Science & Public Administration Florida Memorial University, Miami Gardens, FL

Candidate, ICMA Voluntary Credentialing Program (anticipated Oct. 2020) International City/County Management Association (ICMA)

Graduate, Senior Executive Institute Weldon Cooper Center for Public Service, University of Virginia, Charlottesville, VA

Professional Certificate, Human Resource Professional (PHR/SPHR) Nova Southeastern University, Davie, FL

Certified Advanced Public Information Officer (APIO) Emergency Management Institute (EMI), Federal Emergency Management Agency (FEMA)

Certified Labor Relations Professional (CLRP) Florida Public Employer Labor Relations Association (FPELRA)

Awards & Honors

Ø March of Dimes Woman of Distinction Ø Nominee, JM Family Enterprises African American Achiever Ø South Florida’s 25 Most Prominent and Influential Women in Business - Legacy Honors Ø South Florida’s Most Powerful Black Professionals in Business and Industry - Legacy Honors Ø Outstanding Partner in Education, Broward County Public Schools Ø Mentor of the Year, Broward County Public Schools Ø “Caribbean Women Make Lasting Impression on U.S. Business Landscape,” Caribbean Today Feature

Professional Affiliations

· Board Member/Director of Diversity, Society of Human · Board of Directors, United Way Tar River Region Resource Management (SHRM), Golden East Chapter · International City/County Management · Board of Directors/Director of Membership, Kiwanis Association (ICMA) Club of Rocky Mount · North Carolina City and County Management · Board of Directors, March of Dimes Eastern North Association (NCCCMA) Carolina Market · National League of Cites (NLC) · National Forum for Black Public Administrators (NFBPA) · Women in Municipal Government (WIMG)

Natasha Hampton [email protected] 9545480134

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-09

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Natasha

Middle Name: Sharee

Last Name: Hampton

Preferred Pronoun (ex. He/She/They etc.)

How did you learn about this position? LinkedIn

Street Address: 758 Tiffany Blvd., Apt. E

City, State, Zip: Rocky Mount, NC 27804

Cell Phone: 9545480134

Email Address: [email protected]

Male or Female (Optional): Female

EDUCATION: Highest Degree Earned: Master of Public Administration

College/University & Location(city): Nova Southeastern University, Davie

Additional Degree Earned: Bachelor of Arts in Political Science and Public Administration

College/University & Location(City): Florida Memorial University, Miami Gardens

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 945 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 625 current or most recent department (if applicable):

3. Total budget in your current or most $221M recent overall organization (if applicable):

4. Total budget of your department or areas $38M of responsibility (if applicable):

5. Expected compensation for this position: Flexible

6. Who do you (or did you) report to (title City Manager only):

7. Related professional affiliations: ICMA, NFBPA WIMG, GESHRM, SHRM, NCCCMA

14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

About the Book It's time for more women to rise in their power and take a seat at the coveted boardroom table. It's time for women to learn the art of effective leadership. At an alarming rate, the path to a position of power has left the strongest women weak, angry, confused, unheard and frustrated. Their voices have been silenced as attempts to maneuver through ugly workplace politics, same-sex sabotage and unequal pay have seemingly become the norm or what society has conditioned them to believe comes with the territory. It's time we embrace our roles, learn how to play the game, and understand that changes in the workplace won't happen until we do something differently. We have the power and the obligation to evoke change.

What if I told you that your seat was always at the table; but, unwittingly, you've been waiting for permission to sit down? What if you could have that seat right now? Would you take it? This book is the playbook for women leaders to rise up, no matter the title or position.

Transforming today's governments into tomorrow's sustainable communities. Natasha S. Hampton is the new dynamic voice in the arena of thought leadership and women's empowerment. An award winning public administrator, Natasha has more than 20 years of varied, progressively responsible executive municipal government management, public administration & operations experience. Ms. Hampton has served as Acting City Manager, Assistant City Manager Chief Marketing Officer and Director of Human Resources in the states of Florida and North Carolina. She holds a Master of Public Administration and a Bachelor of Arts in Political Science and Public Administration. Over the course of her career, Natasha has provided direct oversight of more than $2B in general, enterprise and capital expenditures. She is considered a subject matter expert in Leadership and International Relations having shared her expertise in China, Kenya, Dubai and Toronto.

Natasha was named one of South Florida's 50 Most Powerful and Influential Leaders, South Florida's 25 Most Prominent and Influential Women in Business, featured in the International publication Caribbean Today for making a lasting impression on U.S. Business landscape and has been recognized as a March of Dimes Woman of Distinction. Natasha is also credentialed in Labor Relations, Emergency Management Communications, and Operations. Natasha is the proud Mom of three and currently resides in North Carolina. 9/10/2020 High Heel Leadership | Natasha S. Hampton

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High Heel Leadership by award-winning published author, Natasha S. Hampton

Let's Chat! We’ll reply as soon as we can https://www.natashahampton.com 2/8 9/10/2020 High Heel Leadership | Natasha S. Hampton About the Book

It's time for more women to rise in their power and take a seat at the coveted boardroom table. It's time for women to learn the art of effective leadership. At an alarming rate, the path to a position of power has left the strongest women weak, angry, confused, unheard and frustrated. Their voices have been silenced as attempts to maneuver through ugly workplace politics, same-sex sabotage and unequal pay have seemingly become the norm or what society has conditioned them to believe comes with the territory. It's time we embrace our roles, learn how to play the game, and understand that changes in the workplace won't happen until we do something differently. We have the power and the obligation to evoke change.

Buy Now

Let's Chat! We’ll reply as soon as we can https://www.natashahampton.com f i d ' i ' 3/8 9/10/2020 High Heel Leadership | Natasha S. Hampton Transforming today's governments into tomorrow's sustainable communities.

Natasha S. Hampton is the new dynamic voice in the arena of thought leadership and women's empowerment. An award winning public administrator, Natasha has more than 20 years of varied, progressively responsible executive municipal government management, public administration & operations experience. Ms. Hampton has served as Acting City Manager, Assistant City Manager Chief Marketing Officer and Director of Human Resources in the states of Florida and North Carolina. She holds a Master of Public Administration and a Bachelor of Arts in Political Science and Public Administration. Over the course of her career, Natasha has provided direct oversight of more than $2B in general, enterprise and capital expenditures. She is considered a subject matter expert in Leadership and International Relations having shared her expertise in China, Kenya, Dubai and Toronto.

In The Press

"I got to know Ms. Hampton at the International City Governance Conference in Qingdao of China. We were two Let's Chat! ‘high heels’ participating in the summit dialogue on big We’ll reply as soon as we can data and city governance As dialogue moderator I was https://www.natashahampton.com 4/8 9/10/2020 High Heel Leadership | Natasha S. Hampton data and city governance. As dialogue moderator, I was deeply impressed by her insightful understanding and arguments on this issue. Furthermore and most importantly, her proposition of awareness, promoting women’s leadership cast a new light on the understanding of big data and city governance, and resonated with the applause from the conference men and women attendees."

Dongfang(Linda) WANG, Ph.D. Executive Director of ICMA China Center Associate Professor, China University of Political Science and Law

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Let's Chat! We’ll reply as soon as we can https://www.natashahampton.com 6/8 Natasha Hampton https://www.miramarfl.gov/AgendaCenter/ViewFile/Agenda/_02232016-65

REGULAR CITY COMMISSION MEETING CITY OF MIRAMAR

 A G E N D A u

Tuesday February 23, 2016 7:00 p.m.

ELECTED OFFICIALS

Mayor Wayne M. Messam Vice Mayor Darline B. Riggs Commissioner Winston F. Barnes Commissioner Maxwell B. Chambers C i i Y tt C lb

Natasha Hampton

2300 Civic Center Place 33025-6577

Phone: (954) 602-3000 Fax: (954) 602-3440 Web Site: www.miramarfl.gov [email protected]

MAYOR MESSAM: They pulled it out. Okay, because I know when it was passed, it was a date certain each municipality had to response if they were going to opt in or opt out. Finally, New Year’s Day Funk Fest, Funk Fest came to the City of Miramar, and it exceeded everyone’s expectation, to the point where it was easily ten, 11,000 that showed up for the event, which shows, at a minimum, that the Miramar Regional Park is a desirable location to have entertainment events. And we can just quickly go through some of the photos from the event that took place, and there’s a lot of potential in terms of festivals, other concerts of different genres, whether it’s rock and roll, funk, reggae, R&B, gospel, whatever the case maybe , salsa, merengue, whatever genre of music, it’s definitely a destination. I do want to give kudos to our Miramar Cultural Center and our staff in regards to the current President, Barack Obama Exhibit. We had a community event on the 20th, which was well attended, and if you haven’t seen that exhibit, it’s a very moving exhibit, in terms of the photos for the President, and key moments during his administration, and it will be here through February. I know there’s a lot of schools planning trips, community organizations are coming in to see the exhibit. Here are some photos from that night. Many elected officials that are here tonight I think were also present. And during my comments at the event, I thought I mentioned Camasha Cevieux when I was saying that it was an employee that came up with the idea for this exhibit, and I failed to do that, and I wanted to publicly recognize her for conceiving the idea. And I know our staff at the Cultural Center did a lot of work as well. Ms. Armstead and some, and everyone knows who was a part of it. Our OMPR office that helped as well with the marketing, did a very good job with this exhibit. And thanks for your attention to detail, as well as the very professional work that was done with the exhibit. Again, it will be here until the end of Black History Month, and I definitely encourage you to notify the residents to come on out to take a look at the exhibit. You have to go to Washington, D.C., or some Smithsonian Museum to see this work. It’s the Presidents official photographer, Pete Souza, so why have a trip to DC, when you can come right here to City Hall to see this great work. As Commissioner Chambers mentioned earlier, Universal Circus will here from February 3rd to February 15th at our Regional Park. You can visit unversalcircus.com. You can get the hookup buy on that night from Commissioner Chambers for seniors night, but you can also go on other nights. I know Universal Circus has informed me that they’re having a Greek Night, they’re having a Spirit Night, they’re having a Caribbean Night. They’re having so many different themed nights to get the community involved. And, finally, and I know I went over my five minutes by three, I do want to recognize two of our very own. Natasha Hampton and Alison Smith were recognized by Legacy Magazine as 25 most powerful black women in South Florida. In fact, they will be recognized right here at the Miramar Cultural Natasha Hampton https://www.local10.com/news/2014/09/30/miramar-terminates-whistleblower-who-exposed-city- managers-hiring-of-brother/

Miramar terminates whistleblower who exposed city manager's hiring of brother

Paul Bennett says several highly paid double-dipping city officials rehired after collecting retirement

MIRAMAR, Fla. – Longtime Miramar employee Paul Bennett came forward to Local 10 News about the practice of double-dipping in his city last year, blowing the whistle on the city manager re-hiring his own retired brother at an inflated pay rate.

That city manager, Robert Payton, would resign and several highly paid double-dipping city officials who were rehired after collecting retirement positions left the city under pressure.

"Talk about protecting Miramar tax dollars," Bennett told Local 10 News. "I have done that."

But even as his whistle-blowing was making an impact on the city, Bennett was shuffled to the utility department and is now being terminated from the city.

"They violated my whistleblower protection and my civil rights," he said.

Utilities Director Hong Guo signed Bennett's termination letter, saying he was losing his job not for anything he had done but because of a citywide reorganization. She refused to answer questions about Bennett. When asked if she should be accountable for her decisions at the city, Guo said "no" before jumping into her car and driving away.

City spokeswoman Natasha Hampton said Bennett's termination had nothing to do with his whistleblowing.

"Mr. Bennett is not being fired. Mr. Bennett's position is being eliminated," she said. "This is not an individual issue. This is not an attack. This is a total citywide reorganization."

Hampton said nine other employees also lost their jobs, but Bennett points out that the city is hiring numerous people to fill new positions, including positions in human resources where he spent the bulk of his 12 years at the city. Hampton said Bennett's "skill set" doesn't match those positions.

Local 10 investigative reporter Bob Norman, whom Bennett came to last year with his city findings, asked Hampton what message Bennett's termination sends to other city workers "who might want to tell the truth about the city."

"It sends a message that the city is looking at ways of cost-streaming and making sure that the positions that are needed here to make sure that services that are rendered to our resident that they are here," Hampton said.

"It might send a message of 'keep your mouth shut,'" Norman said. Natasha Hampton

"I think it sends a message to employees that if you're doing your job and you're making sure that things are getting done then you can rest assured that you don't have to worry about you being fired," Hampton said.

The city's policy -- and state law -- protects whistleblowers and encourages employees to report governmental "misbehavior … without fear of retaliation." Now Bennett, whose last day is Tuesday, is meeting with attorneys and said he intends to bring a whistleblowers lawsuit against the city.

"When you're gone, who is going to watch the city?" Norman asked.

"Nobody, Bob," Bennett answered. "Everybody is scared. They don't want to lose their jobs and if they speak up they are going to lose their jobs."

Candidate 4

Thomas J. Hutka

Contact Information

Address: 1300 South Ocean Boulevard #704 Pompano Beach, Florida 33062 Cell: 954-501-3626 Email: [email protected]

Education

· Master of Public Administration Harvard University, Cambridge, Massachusetts

· Bachelor of Science - Civil Engineering Princeton University, Princeton, New Jersey

Work History

2009 to 2020 Broward County, Florida (population 1.95 million)

Director of Public Works

2006 to 2009 HNTB Corporation, Indianapolis, Indiana

Director of Municipal Program Management

2001 to 2006 City of Port Huron, Michigan (population 29,000)

City Manager

1997 to 2001 Osceola County, Florida (population 376,000)

Deputy County Manager

1994 to 1996 Hennepin County, Minneapolis Minnesota (population 1.22 million)

Associate County Administrator

1992 to 1994 City of Cleveland, Ohio (population 381,000)

Commissioner of Engineering and Construction

Work History – cont’d

1988 to 1992 Hillsborough County, Florida (population 1.47 million)

Capital Program Manager

1987 to 1988 Standard and Poor’s, New York, New York

Bond Rating Specialist

Data Summary:

Candidate: Thomas J. Hutka

Organization: Broward County, Florida

Position: Director of Public Works (former)

Organization Budget: $2 billion

Department Budget: $1 billion

Total Number of Employees in Organization: 4,000

Total Number of Employees in Department: 1,300

Expected Salary: $240,000

Reporting Relationship: Board of County Commissioners

Years of Experience: 33

Professional Affiliations:

· International City/County Management Association

Thomas J. Hutka

1300 S. Ocean Blvd, #704 Pompano Beach, FL. 33062 954-501-3626 [email protected]

September 3, 2020

City Commission City of Lakeland

Dear Mayor Mutz and Commissioners,

After seeing your notice on the ICMA and GovHR websites, I am very interested in the position of City Manager. The challenges described ﬁt extremely well with the skills I’ve built over many years in city government (and county government providing city services). I have worked in literally all areas of city government administration, and developed a track record of proven management skills based on participatory leadership and professional creativity. Having worked my way up through the ranks in Florida, I also have hands-on experience in the day-to-day operations of full-service city governments, focused in support of sound economic redevelopment, attractive downtown reinvestment, and proper growth management.

My portfolio of successful management initiatives has relied on fostering excellent working relationships with elected officials, citizens, employees, the news media, private business and other government agencies. Communication and consensus building are the keys to my implementing many diverse initiatives. Under my watch, complex government operations are run like efficient profitable businesses, but with respect for each individual employee and citizen. In all cases, my results-oriented successes are marked by strict but reasonable financial decisions, operational efficiency, and emphasis on quality customer service for all citizens. As you can see, I am excited about the position and working for the citizens of Lakeland. I look forward to hearing from you.

Sincerely yours,

Tom Hutka THOMAS J. HUTKA (954) 501-3626 [email protected] 1300 South Ocean Blvd. #704, Pompano Beach, FL 33062

EDUCATION:

Harvard University, Master Public Administration (land planning, public finance). Princeton University, BSE Civil Engineering (structural, water/wastewater). Florida State University, Certified Public Manager program.

EXPERIENCE:

Director of Public Works: Broward County, FL Led nine divisions of city services including Capital Projects, Solid Waste & Recycling, Facilities Management, Streets & Bridges, Traffic Engineering, and Water & Wastewater Operations and Finance. Served on Climate Change Task Force, Complete Streets Team, Fort Lauderdale International Airport Expansion Committee, and Convention Center/Hotel Team. All projects LEED Gold, including one of AIA’s Best Ten Buildings in State. Greatly increased staff diversity, efficiencies and service quality, even while implementing ERP and reducing expenditures. 2009 to 2020.

City Manager: Port Huron, MI Championed dynamic public-private partnerships to fully re-energize a great, but recently stagnant community, honored with All America City award. Implemented "Downtown Action Plan" to rebuild streetscapes, attract new investment, and reduce downtown vacancy from 40% to 8%. Innovative economic development program resulted in reducing vacancies in City-owned industrial park from 30% to 5%. Completed — with minimal neighborhood disruption — reconstruction of city's water, sewer, stormwater and street infrastructure (US-EPA's nation-wide excellence award). Enlisted the collaborative efforts of regional governments, corporate sponsors and citizen volunteers as recognized with Municipal League's Greatest Innovations award. Led diverse management team to Thomas Edison Business Award for creating exceptional work environment. 2001 to 2006.

“Hutka Helped Port Huron to Become Better. Hutka is a leader. There is no question Hutka made a difference. He reached out to a variety of community leaders and set a standard of cooperation. The City’s progress was substantial enough to win state and national recognition. On Hutka’s watch . . . he did much to help the city achieve. That type of leadership is hard to find . . . outstanding city manager.” — Port Huron Times Herald

Director of Municipal Program Management: HNTB Corporation, Indianapolis Consultant to local governments, managing capital improvement programs and enhancing funding sources. Clients included South Bend, IN (home of Notre Dame University), Town of Speedway, IN (home of the Indy 500), City of Dallas, Hillsborough County, FL and other municipalities. 2006 to 2009.

Deputy County Manager: Osceola County, FL Directed all elements of growth management: development review, land use planning, public works, capital program, engineering, solid waste, and code enforcement for this diverse, high-growth area which includes Walt Disney World. Implemented concurrency planning and smart growth measures for Disney's Town of Celebration and other nationally-recognized sustainable developments. Many first- time initiatives: personnel management training, one-stop permitting, land development code, long- term financial planning, capital project cost/schedule controls, management information systems, parks/recreation master plan, and inaugural solid waste collection service. Extensive construction program included major league baseball park renovation, rodeo/fair complex, jail, courthouses, offices, libraries, parks and highways. 1997 to 2001. Associate County Administrator: Hennepin County (Minneapolis) Directed IT, purchasing, finance, accounting, investments, budget, facilities and public works programs for one of the county's largest governments. As member of the County’s Executive Team, led one of the nation’s most advanced social service and health care systems. Developed County- wide strategic planning initiatives: performance measurement, employee evaluation and total quality management (NACO Excellence Award winners). Implemented comprehensive cost/benefit priority analysis for all capital expenditures-producing $50 million in cost savings. Maintained one of the few public AAA bond ratings. 1994 to 1996.

Commissioner of Engineering and Construction: City of Cleveland, OH Led capital re-development improvements, public works maintenance, and development review for America's premier economic renaissance. Successfully completed – on time and on budget – City's largest infrastructure program in support of major league sports facilities, Rock and Roll Hall of Fame, State Aquarium, light rail line, waterfront parks, and neighborhood revitalization. Established City's reputation for professionalism and honesty with local private industry. Nationally recognized successes based on award-winning public/private partnerships, regional government partnerships, large state and federal grants, and innovative privatization. 1992 to 1994.

Capital Program Manager: Hillsborough County, FL Completed nation's largest capital improvement program with water, wastewater, solid waste energy facility, stormwater/flood control, highway and vertical projects. Created Management Information System to control schedules and budgets (“Innovations in Government” award finalist). Drafted and negotiated development agreements for high growth area. Member of water rate study team which stabilized wildly increasing utility fees. 1988 to 1992.

Bond Rating Specialist: Standard and Poor's, New York, NY Expert analysis of municipalities' management, budgeting and financial planning. Specialized in operation and management of public water, sewer and solid waste utilities. Experienced with entire range of public finance options. This training has helped increase bond ratings for every agency I led.

LEADERSHIP POSITIONS:

Economic Development Alliance of St. Clair County, Executive Board Member. Downtown Development Authority of Port Huron, Board Member. Blue Water Habitat for Humanity, Jimmy Carter Work Project, Board Chair. Port Huron Neighborhood Housing Corporation, Board Member. Volunteer of the Year Award, MainStreet Port Huron. Rotary Club, Board of Directors, President Elect. United Way of St. Clair County, Annual Campaign Board Member. United Way of Broward County, Broward County (agency) Chair.

PUBLICATIONS & PRESENTATIONS:

"Neighborhood Conservation Policy Alternatives," for Landmarks Commission, City of Boston.

"Marketing Your Downtown for Development Opportunities," International Council of Shopping Centers Conference.

"Local Government Public-Private Partnerships," National Council for Public-Private Partnerships Annual Conference.

"How to Improve Your Capital Bond Rating," Training session for State of Colorado employees.

"Rebuilding Infrastructure with Public/Private Partnerships," American Public Works Association International Exposition. "Cost Requirements of the Safe Water Act for Cities," Credit Week magazine.

"Fundamentals of Public-Private Partnerships," American Water Works Association Annual Conference.

"Finding Funds for New Construction," American Public Works Association International Exposition.

"Twenty-One Tips for Successful Capital Projects," Public Management magazine, International City/ County Management Association.

"Checking for Quality," In-house training.

"Advanced Customer Service Skills," In-house training. Thomas Hutka [email protected] 954-501-3626

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-09

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Thomas

Middle Name: Joseph

Last Name: Hutka

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? ICMA website

Street Address: 1300 S Ocean Blvd #704

City, State, Zip: 33062

Cell Phone: 9545013626

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Master Public Administration

College/University & Location(city): Harvard University, Cambridge MA

Additional Degree Earned: BS Civil Engineering

College/University & Location(City): Princeton University, Princeton NJ

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 4000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 1300 current or most recent department (if applicable):

3. Total budget in your current or most $2 billion recent overall organization (if applicable):

4. Total budget of your department or areas $500 million operating, $1 billion/year capital of responsibility (if applicable):

5. Expected compensation for this position: $240,000

6. Who do you (or did you) report to (title Board of County Commissioners only):

7. Related professional affiliations: ICMA member, Professional Civil Engineering license.

10. At any time in the last seven (7) years, No. have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

11. At any time in the last seven (7) years, No. have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

12. At any time in the last seven (7) years, No. have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

13. At any time in the last seven (7) years, No. has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

14. At any time, have you been asked to Lat off by HNTB due to lack of company work in 2009 during the Great resign, or have you been terminated from Recession. employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

15. At any time, has anyone made a No. complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). Thomas Hutka https://www.yakimaherald.com/news/local/one-of-4-finalists-for-yakima-city-manager-job-withdraws-from- consideration/article_f62afe6f-715e-530e-b6ab-bddbfbf5e588.html One of 4 finalists for Yakima city manager job withdraws from consideration

· Yakima Herald-Republic

· Jul 6, 2020 Updated Jul 10, 2020

From left: Thomas Hutka, Robert Harrison, Alex Meyerhoff and Dick McKinley.

One of the four finalists for Yakima city manager has withdrawn from consideration.

Thomas Hutka, the current Broward County, Florida, public works director, notified the city Monday that he no longer wanted to be considered for the opening, according to a news release.

The other three candidates will be interviewed by staff, community members and the Yakima City Council this week. They are:

• Dick McKinley, Paso Robles, California, public works director.

• Robert Harrison, who most recently served as the chief administrative officer for Renton.

• Alex Meyerhoff, Yakima interim city manager.

The council approved a competitive process in April to find a replacement for former City Manager Cliff Moore, who left for another job in August 2019. Meyerhoff has served in the interim role since Nov. 8.

A total of 39 people applied. The council selected four finalists during a June 22 special meeting.

A panel of seven community members and a panel of seven senior city staff members, chosen by the City Council, will interview the finalists via teleconference at 10 a.m. on Tuesday. The interviews will last about an hour each.

The council will interview finalists via teleconference by the City Council starting at 9 a.m. on Wednesday. The special meeting will be aired live on Y-PAC, Charter Cable channel 194, and livestreamed on the city’s website (www.yakimawa.gov).

Thomas Hutka

https://mynews4.com/news/local/four-candidates-selected-in-search-for-south-lake-tahoe-city-manager Four candidates selected in search for South Lake Tahoe City Manager

By Jordan Hicks

Thursday, March 5th 2020

The search for a city manager in South Lake Tahoe is making progress, with the list of applicants being narrowed down to four candidates.{/p}

SOUTH LAKE TAHOE, Calif. (News 4 & Fox 11) — The search for a city manager in South Lake Tahoe is making progress, with the list of applicants being narrowed down to four candidates.

According to the city, interviews and a public meet and greet are set for next week before the decision.

The four candidates include Thomas Hutka, Joseph Irvin, Robert Richardson, and Ryan Stendell. More information about these candidates is below:

Thomas Hutka

Thomas Hutka has been the Public Works Director for Broward County, Florida, since 2009. He has also served as City Manager for Port Huron, Michigan, for five years, Assistant County Manager for Osceola County, Florida, for four years, Associate County Administrator for Hennepin County, Minnesota, and he was Commissioner of Engineering & Construction for the City of Cleveland, Ohio. Mr. Hutka has a bachelor’s degree in Civil Engineering from Princeton University and a master’s degree in Public Administration from Harvard University.

Joseph Irvin Thomas Hutka

Joseph Irvin has been the Assistant City Manager for Healdsburg, California, since 2018. Prior to that, he was with the City of Sequim, Washington, from 2014-2018, where he was first Assistant to the City Manager, then Assistant City Manager. He also served the city from 2005-2011 as a City Planner. Mr. Irvin was with the City of Marco Island, Florida, from 2011-2014 where he was Zoning Administrator. He has a bachelor’s degree in Environmental Science from California State University Channel Islands and a master’s degree in Public Administration from The Evergreen State College.

Robert Richardson

Robert Richardson has been the City Manager for the City of Auburn, California, since 2017, and he was also their City Manager from 2003-2014. His public service experience in California also includes serving as City Manager for Grass Valley from 2014-2017, and he was with the City of Lemon Grove from 1994-2003, serving first as Assistant City Manager, then City Manager. Early in his career, Mr. Richardson was a Public Information Officer at the City of Escondido. He has a bachelor’s degree in Criminal Justice and a master’s degree in Public Administration, both from California State University Long Beach.

Ryan Stendell

Ryan Stendell has been the Director of Community Development for the City of Palm Desert, California, since 2015. He has served the city since 2002 when he started there as a Planning Technician-Associate Planner. His other positions at the city include Senior Management Analyst Development Services/Planning, and Senior Management-City Manager’s Office/Public Works Department. Mr. Stendell has a Bachelor of Arts & Science degree in Public Administration from San Diego State University.

Next week, the public will have a chance to get to know these candidates at a Meet and Greet. That event will take place on Monday, March 9 from 6 p.m. to 8 p.m. at Idle Hour.

Council is scheduled to be in a closed session next Tuesday to select the candidate to fill the City Manager position.

Thomas Hutka

https://miamiherald.typepad.com/nakedpolitics/2009/08/broward-county-poised-to-boost-a-top-salary-amid- budget-cuts.html Broward County poised to boost a top salary amid budget cuts

While Broward County employees will be taking furloughs to help balance the budget, county commissioners Tuesday are poised to raise the salary range for the director of public works.

The salary range boost coincides with a plan to hire a new public works director who had a mysterious -- and lucrative -- exit from his last public sector job.

County Administrator Bertha Henry proposed lifting the salary range for the job up to $211,000 and paying Thomas Hutka $183,000. He will earn about 10 percent more than the current employee who is filling in on that slot after the last permanent public works director took a job in county administration.

Henry said Hutka will earn less than his counterparts in Miami-Dade and Palm Beach who earn $194,794 and $198,631.

But Will Vargas, a union leader, questions the timing of the pay hike.

"How can they be hiring an employee at a higher rate when we are going to have to lose money on furlough days?''

Broward didn't struggle to fill the slot -- nearly 100 people applied. But unlike in his last government job, Hutka isn't getting a contract that includes severance.

Hutka quit his city manager job in Port Huron, Michigan in 2006 citing personal reasons, according to the Times Herald, and later attributed his exit to a spat with business leaders about development. Though he didn't have the support of several council members, they quietly changed his contract to give him a one-year severance package plus perks, the newspaper reported.

Since then, Hutka has been passed over for at least a handful of government jobs nationwide, according to various newspaper articles. Hutka, who currently works for an engineering firm, could not be reached for comment today.

Broward County didn't give Hutka everything he asked for, Henry said. He won't get a contract or a temporary housing allowance, she said, though the county will pay for moving expenses. He is scheduled to start in Broward Aug. 18.

Posted by Amy Sherman on Monday, Aug. 10, 2009 at 4:28 PM in Broward Politics | Permalink

Thomas Hutka

https://www.palmbeachpost.com/article/20101101/news/812038915 Broward balks at order to stop dumping treated sewage into ocean

The Pompano Beach outfall pipe, where treated sewage is dumped into about 100 feet of water near the Hillsboro Inlet.

By David Fleshler, Brittany Wallman

Posted Nov 1, 2010 at 12:01 AMUpdated Mar 31, 2012 at 7:44 AM

Broward County wants to escape a state mandate to shut down a pipe that discharges treated sewage into the ocean off Pompano Beach, saying the cost would be huge and the environmental payoff negligible.

The pipe is one of six in Broward, Miami-Dade and Palm Beach counties ordered closed by a 2008 state law, after a campaign by environmentalists who argued they were polluting coral reefs and wasting fresh water.

The law, which set a deadline of 2025, requires wastewater authorities to improve treatment systems so the water could be used for purposes such as irrigating golf courses, watering lawns and recharging underground water supplies.

The Broward County Commission learned last month that it would cost about $800 million to construct such systems. Sewage bills for the pipe’s northern Broward County users would more than double, with the average customer’s bill rising from $33.09 to $69.48.

Now the county is aiming for a way around the requirement — either by a change in the law, a waiver, or some other sort of exemption so that it would no longer apply here.

Thomas Hutka, Broward’s public works director, said spending hundreds of millions to pump the water into the Floridan aquifer or to lay pipes to spray it on lawns, “is not a cost-effective use of taxpayer funds.″

“The county will continue to work with the state as we have since the year 2007 so that we can continue using the ocean outfall, which we believe to be both cost effective and environmentally sound,” Hutka said.

Alan Garcia, the county’s water and wastewater director, said the water already is 90 percent clean.

“If you take a jar out of our treatment plant it’s as clear as can be,” he said. “There are no solids in it. It’s not yellow or green.″

Ed Tichenor, director of Palm Beach County Reef Rescue, an environmental group that led the campaign to close the pipes, said the environmental community would put up “quite a fight” to prevent Broward from keeping the pipe in service.

“Solids aren’t the problem,” Tichenor said. “It’s the nutrients, it’s the pharmaceuticals, it’s the pathogens and viruses that survive the initial treatment. And one reason they passed this legislation was a water shortage in southeast Florida, and southeast Florida doesn’t recycle water like the rest of the state.”

The pipe off Delray Beach shut down last year. Boca Raton expects to be reusing 100 percent of its water by 2015, using the pipeline only for occasional seasonal overflows, said Chris Helfrich, the city’s utilities director. Hollywood and Miami-Dade County are exploring options, both saying the change would require a massive investment in new treatment systems. Thomas Hutka

Installed in the mid-1970s, the Broward-operated pipe discharges 32 to 34 million gallons a day of treated sewage from Parkland, Pompano Beach, Deerfield Beach, Coral Springs, Tamarac, Oakland Park, Lauderhill, North Lauderdale, Coconut Creek, Lauderdale Lakes, part of unincorporated Broward and a small part of Fort Lauderdale.

Environmentalists have blamed this and other pipes for discharging nutrients such as ammonia that fertilize the growth of algae that smothers coral reefs. State legislators said the region couldn’t afford to dump that much fresh water at sea at a time when the region is facing permanent water-use restrictions.

Broward County Vice Mayor Sue Gunzburger said “if there’s anything we can do to avoid meeting that standard by 2025,″ Broward wants to do it.

“It’s a very expensive unfunded mandate that I don’t think would make much difference when it comes to the ocean,″ Gunzburger said.

“The most telling fact is that most of the nutrients that go into the sea are not from the wastewater effluent but from storm water discharge.″

Although there have been several swimming advisories in Broward for high bacteria levels over the past year, environmental officials inspected the pipes and plants, finding no malfunctions. Health officials say the more likely sources of contamination were animal waste washed into the water from birds and other wildlife.

Broward County Commissioner Kristin Jacobs, who is known as an environmentalist, said the state mandate was not based on sound science and the alternatives have their own environmental issues.

“It is not the intent of Broward County to slip one past the people,″ said Jacobs, known for her environmental advocacy. “What we’re looking for is a science-based solution.″

But she said she doubts the county will be allowed to keep using the outfall.

“There are politicians who used this in their brochure for their next election: ‘I shut off the ocean outfall.’ They’re going to come back and give us some grace to deal with this issue? I’m skeptical.″ Long-stalled Terra Land deal inches forward

Times Herald

Port Huron's on-again, off-again negotiations with an Oakland County developer appear back on track after being stalled for nearly two years.

"The city has dragged its feet too long," Mayor Brian Moeller said of talks with the Terra Land Group, a Novi company with a plan to build more than 200 studio apartments and condominiums in downtown Port Huron.

Last month, the newly-elected City Council called on city administrators to resume their dealings with Terra Land. The council also set a March 24 deadline for making a decision on how to proceed with the project.

"I can only speak for myself, but my feeling is the council felt that the people voted on this more than two years ago," Moeller said. "The people want it, so let's get it done."

In November 2005, Port Huron voters agreed to sell a city-owned parcel on the Black River to the developers. A month later, the city and Terra Land appeared on the verge of signing a contract.

The reasons why those negotiations collapsed aren't entirely clear, with different people offering different explanations, but the breakdown contributed to Tom Hutka's decision to resign as city manager in April 2006.

Hutka, who now works as an engineer for a private company in Indianapolis, declined to comment for this article.

However, in an earlier statement he clearly was referring to Terra Land and similar situations when he wrote, "After five years of hard work, I resigned in frustration after every success was destroyed, and there remained nothing more to build on."

'Pretty darn nice'

Jim Fisher, who's beginning his seventh year on the City Council, said the Terra Land proposal had its genesis in council goal-setting sessions several years ago.

"We decided as a council we were going to do some downtown development. This was going to be an important thing," he said. "The city had amassed a lot of land in the 1960s. ... We were fortunate to have all this land that we call parking lots that we could use to grow the city, to have something pretty darn nice here."

The city issued an RFP - a request for proposals - in its search for developers willing to build on some of the 18 public parking lots in the downtown area.

Fisher said the best proposal came from Terra Land, a division of DeMaria Building Co., one of Michigan's largest contractors.

"Terra Land has a very good track record," he said. "They're credible, and their product is the right product for our community and downtown."

Times Herald

Tom Hutka, who resigned as Port Huron's city manager more than 15 months ago, has received more money from the cash-strapped city in the past year than he earned during his final year on the job.

Although it took place without publicity or media scrutiny, Hutka received a lucrative severance package last year when he stepped down as city manager. Council members, who approved the package on a 7-0 vote, said they did so to avoid what could have become a grim dispute similar to the firing of Hutka's predecessor in 2000.

"It appeared he had lost the support of council," said Mayor Alan Cutcher, who led the negotiations on the city's behalf. "We decided it would be better for him if we found an agreeable way to separate."

Inadvertently or not, the deal also may have stifled a debate over the course of development in downtown Port Huron.

A year ago, Hutka cited vague "personal reasons" for his resignation. Asked to elaborate on this, he issued a statement last week that blames influential - but unnamed - business leaders for crushing his efforts to bring new investors and developers to Port Huron.

"After five years of hard work, I resigned in frustration after every success was destroyed, and there remained nothing more to build on," he said.

Hutka technically remains on the city's payroll until Aug. 23, although he already has pocketed a lump-sum payment for the money owed him. His car allowance of nearly $100 a week expires at month's end.

Payroll records supplied to the Times Heraldby the city under a Freedom of Information Act request show:

•Hutka was paid $133,551 in the 2006 calendar year, nearly $4,000 more than he received in 2005, even though he resigned his position as of June 30, 2006. In a bit of an oddity, he got a 3% pay raise the day afterhe left the job.

•He received a lump-sum payment of $95,450 earlier this year, shortly before he moved from Port Huron to take an engineering job in Indianapolis.

Other public documents show Hutka sold his house in the Colonial Woods subdivision for about $70,000 more than its apparent market value, a surprising amount given the softness of the local housing market.

'Monopoly businessmen'

Hutka submitted his resignation at the City Council meeting of April 24, 2006, and council members voted unanimously to accept it. Before doing so, however, they also voted to amend the employment contract he had signed with the city on March 26, 2001.

The original contract called for Hutka to receive 12 months of severance pay if he was fired. If he resigned, he was to get nothing. The revised contract changed this clause, allowing him to resign and still collect severance.

Page 39 of 93 © 2020 Factiva, Inc. All rights reserved. Hutka, who has an engineering degree from Princeton and an MBA from Harvard, has taken a job with the Indianapolis office of HNTB Corp., a large architectural and engineering firm. His duties include providing engineering services to the town of Speedway, Ind., an HNTB client and the home of the Indianapolis 500.

In a telephone conversation, he declined comment on the severance package, the sale of his house or related issues.

However, he did agree to provide a brief written statement to clarify his reason for resigning.

"A small group of Port Huron monopoly businessmen have attacked and driven off everyone trying to improve the local economy," he wrote. "They view these development opportunities as opening the doors to outside competition. We've seen investors, developers, retail stores, and even community leaders chased away. After five years of hard work, I resigned in frustration after every success was destroyed, and there remained nothing more to build on."

Cutcher dismissed the idea that an anti-growth cabal controls the city.

"I'm not aware of any formal group," the mayor said. "There are a lot of people in town who are concerned about the future of Port Huron. They don't always agree on how to get there."

No deliberate deception

Among the many questions regarding Hutka's severance package is why it's only coming to light now.

At the meeting where Hutka resigned, council members voted on a resolution that stated, rather vaguely, that council members could "at their sole discretion, grant bonuses and/or benefits to the city manager for performance, excellence or meritorious service."

The resolution also called for "a smooth transition" in city leadership and indicated Hutka would be paid for his unused vacation days. Strikingly, it made no mention of a severance package.

John Ogden, the city's finance director, said Hutka wrote the resolution himself. The mayor and several other council members confirmed this.

Although the severance deal went unreported, council members denied making a deliberate attempt to hide it from the public.

"I don't think there was any deception or anything on that order," Councilman B. Mark Neal said, his comment echoing those made by others.

Some council members said it was their understanding that Hutka, on the evening of his resignation, provided a Times Heraldreporter with a copy of the agreement to amend his contract.

The agreement does mention the severance package. It says, in part: "In the event (Hutka) shall resign his position as city manager, (he) shall receive severance pay ... as provided in paragraph 6A of his employment contract dated March 26, 2001."

Amending his contract

Hutka was hired in 2001, six months after a sharply divided council voted to fire his predecessor, Larry Osborn, and three months after the four council members who did the firing survived a bitterly fought recall effort. The controversy polarized the community.

Given the uncertainties involved with taking a job in a politically-divided community, Hutka negotiated a 12-month severance package to be paid if council fired him for reasons other than malfeasance or a felony conviction. Osborn's contract, by comparison, had awarded him nine months of severance pay.

Hutka's original contract stated "he shall not be entitled to any severance compensation" if he resigned.

By amending the contract, the council let Hutka collect a package that consisted of:

•$121,724 in wages for 12 months, including a 3% pay raise as of July 1, 2006, and vacation days accrued during a year when he did not work.

He also received $4,666 for dependent health care and a $214 reimbursement for an automobile repair.

Because of his unused vacation days, the clock on the one-year severance deal did not begin ticking until nearly two months after he left office. He is being paid through Aug. 23.

Hutka is collecting his severance from a city deeply in debt.

Port Huron's budget for the 2008 fiscal year includes no pay raises and a hiring freeze. The City Council is looking at sharp spending cuts, including possible layoffs, to avoid raising water and sewer fees by as much as 112% by 2012.

Terra Land deal collapses

Hutka has steadfastly insisted the decision to resign was his and his alone, but there is evidence to suggest he was feeling pressure.

In an interview on April 5, 2006 - three weeks before his resignation - Hutka expressed dismay with fierce opposition to his efforts to lock up an agreement with Terra Land Group, a well-regarded Oakland County developer that wanted to build a mix of Victorian-style commercial and residential structures on city-owned property.

"Things are coming to a head, and that's because the development issues are coming to a head," Hutka said at the time. "There are people in Port Huron who don't want it to grow. They don't look at growth as new customers; they look at it as new competition."

He offered no names, but his comments came shortly after a Downtown Development Authority subcommittee publicly objected to Terra Land's plans.

The DDA's influence in Port Huron politics has waxed and waned over the years. A powerful group in its early years, it foundered for at least two decades before regaining influence in the past five years. Its opposition to Terra Land effectively derailed the project just when it appeared that an agreement in principle would go before council.

Casino controversies

Hutka's enthusiasm for a proposed $304 million development of a downtown casino, hotel and water park by Anthony DeFeo also raised eyebrows in council chambers.

DeFeo, who lives in Oakland County, has a well-documented history of proposing projects - Indian-owned hospitals and automotive plants among them - that never gel. A decade ago, he was named in a lawsuit that accused him of defrauding investors in an ambitious deal to build a string of medical imaging centers across the country.

The lawsuit was settled after DeFeo's partners, including former Dallas Cowboys coach Barry Switzer and two prominent Oklahomans - former congressman Dave McCurdy and former attorney general Larry Derryberry - agreed to pay more than $1 million. DeFeo declared bankruptcy on June 11, 2001, two months before the court entered its final judgment in the case.

At about the same time, DeFeo accepted a plea deal after federal prosecutors charged him with conspiracy to deliver marijuana. On April 4, 2002, he was sentenced to time served and three years of probation, according to a clerk with the U.S. District Court in Albany, N.Y.

In December 2005, City Attorney John Livesay sent DeFeo a cease-and-desist letter, complaining a prospectus for his proposed casino resort falsely indicated the company had an agreement with the city to buy 38.5 acres, including the old county jail.

Six weeks before Hutka's resignation, DeFeo's group made a public presentation at a council meeting.

Councilwoman Sally Jacobs described it as amateurish and disturbing in its lack of details. The written presentation, for example, included little original material, but it was padded with 15 pages copied from a McMorran Authority report, six pages of demographic information downloaded from a government Web site and four pages of photographs from an unidentified hotel. Page 41 of 93 © 2020 Factiva, Inc. All rights reserved. Hutka gets mixed job reviews

A-Section; A Hutka gets mixed job reviews Ryan Werbeck Staff 893 words 13 April 2005 Times Herald THMI 2A English (c) Copyright 2005, Times Herald. All Rights Reserved. Port Huron mayor says manager should be fired; others praise work

By RYAN WERBECK

Times Herald

It's become a rite of spring in Port Huron's city government: The City Council produces a wildly divergent slate of opinions on how Tom Hutka is performing as city manager.

This year features Mayor B. Mark Neal, a longtime vocal critic of Hutka, wondering aloud if there are enough votes on the council to fire the city manager.

The annual performance evaluations were made public Tuesday.

Hutka, who's paid $114,000 annually, was hired in 2001 to replace Larry Osborn, who was fired by the council in 2000 during a bitter political struggle within the city government.

With written evaluations in place, Hutka can meet with council members face to face to discuss his job performance and respond in writing, both options he plans to pursue.

Councilmen Alan Cutcher, Jim Fisher, David Haynes and Mark Steinborn support Hutka's performance, while Neal and Councilwomen Sally Jacobs and Kim Prax said improvement is needed.

"It's a shame with the staff working so hard and all of our accomplishments that council members Prax, Jacobs and Neal are attacking the integrity and ability of the city manager," Hutka said. "We're not going to let fighting and aggressive politics stand in the way of getting good things done for the city."

Most evaluations praised Hutka for work dealing with tight city finances and his relationship with the media.

Neal wrote that Hutka struggles in his job and wonders if the best person is doing the job.

"We need to discuss his future," Neal said. "But I don't know if the votes are there to (fire him)."

Councilman Jim Fisher was at the other end of the spectrum in his review of Hutka's work.

"The city manager we have is one of the most honest and honorable men I've come across in my mind," he said.

Among Neal's complaints are not being kept informed of city business and e-mail being used as a means of communication from Hutka to council members. Under Port Huron's form of city government, the mayor is a largely ceremonial position, and the daily administrative power is concentrated in the hands of the city manager - who is hired by the council.

Communication is a hot topic lately because of the trouble plaguing the county government a few blocks from the Municipal Office Center. The county is embroiled with budget overruns for its new jail and accusations ex-county Administrator Troy Feltman did not inform commissioners about major cost changes with the project.

"I'm hearing about things on the street before I'm notified," Neal said. "I just don't want to be part of the same predicament (as the county)."

Page 85 of 93 © 2020 Factiva, Inc. All rights reserved. Hutka said his form of communication is dictated by the importance of the topic; phone calls and face-to-face discussions are used for bigger issues and e-mail for informational-type items.

Lifelong Port Huron resident Marty Marshall was surprised the job review again was divided.

"I think he's doing a good job," he said. "It seems like the city is going in a good direction."

Marshall said the city's work to find more activities for people and rehabilitating neighborhoods - both Hutka priorities - must continue.

Some on the council agree.

Steinborn doesn't agree with Neal's assessment Hutka isn't performing well.

"I don't get the impression he's struggling," Steinborn said. "He inherited a strong staff that's allowed him to address bigger things the council has put on their agenda, like blight."

WHAT THEY SAID

CITY MANAGER'S EVALUATION

Port Huron City Council members rated City Manager Tom Hutka in seven areas. Here's a sampling of what they said:

ALAN CUTCHER: "Tom has continued to be an excellent city manager for Port Huron. He has embraced new ideas and opportunities through the year."

JIM FISHER: "I have always been pleased with Tom's communications with council. His personal integrity ensures his following both the spirit and letter of the city charter."

DAVID HAYNES: "The manager has demonstrated good leadership in his involvement and staffs regarding participating in attracting new investment."

SALLY JACOBS: "I am very concerned that after four years many of my original complaints and concerns regarding Tom's performance have not been addressed."

MARK NEAL: "In my opinion, Mr. Hutka is struggling as city manager. He has lost some respect in the community."

KIM PRAX: "I feel that Tom continues to do an exceptional job in the area of revenues. (But) I have a few areas of great concern. While I have always considered my communication with Tom to be exceptional, several recent events have led me to believe that the council is not informed of issues in a timely manner."

MARK STEINBORN: "In my opinion, the manager is at least satisfactory in every area. That is already enough to exceed expectations."

A CLOSER LOOK

TOM HUTKA, 47

RESIDENCE: Port Huron.

OCCUPATION: Port Huron city manager since May 2001.

EDUCATION: Bachelor's degree in civil engineering from Princeton University in New Jersey; master's degree in public administration from Harvard University, Cambridge, Mass.

FAMILY: Wife, Ashley; and grown daughter, Stacey.

PHOTO CAPTIONS

B. Mark Neal

Document THMI000020050421e14d0001q

Candidate 5

Alex “Ty” Kovach

Contact Information

Address: 6428 Lone Tree Court Gurnee, Illinois 60031 Cell: 847-732-3059 Email: [email protected]

Education

· Bachelor of Science, Industrial Technology Bemidji State University, Bemidji, Minnesota

Work History

2013 to Present Lake County Forest Preserve District, Libertyville, Illinois

Executive Director

2011 to 2013 Cabo Delgado Investment Limited, Cabo Delgado, Mozambique, Africa

Chief Executive Officer

2007 to 2012 Mustique Company Limited, Kingstown, St. Vincent & Grenadines, West Indies

Chief Operations Officer

1991 to 2007 Minnesota Department of Natural Resources, Minnesota

2001 to 2007 Operations Manager

1991 to 2001 Region III Engineering and Facilities Operations Manager

1988 to 1991 Minnesota Department of Corrections, Marshall, Minnesota

Area Supervisor

1986 to 1988 Woods Construction Company, St. Paul, Minnesota

Construction Manager

Work History – cont’d

1984 to 1986 Osmose Company-Osmose Utility Division, Buffalo, New York

District Manager

1983 to 1984 Master and Nelson Construction, Ranchester, Wyoming

Construction Superintendent

Data Summary:

Candidate: Alex “Ty” Kovach

Organization: Lake County Forest Preserve District, Illinois

Position: Executive Director

Organization Budget: $66k

Total Number of Employees in Organization: 265

Expected Salary: $220,000

Reporting Relationship: President of the Board

Years of Experience: 37

Resume for Alex Ty Kovach

Date: 09/21/2020

Alex Ty Kovach 6428 Lone Tree Ct Gurnee, Illinois, 60031 [email protected] Daytime phone: 847 968 3338 Cell phone: 847 732 3059 Cell phone: 847 370 9499

Related Work Experience

Executive Director, Lake County Forest Preserve District 06/13 – Present Lake County Forest Preserves 1899 West Winchester Road, Libertyville, Illinois, 60048

Responsible for developing and executing programs and policies for the Lake County Forest Preserve District in Lake County, Illinois. The Lake County Forest Preserve District is the largest land owner in the Chicago collar county of Lake County owning over 11% of the total land. Responsibilities include, but not limited to land acquisition, property development, water management and flood reduction, culture resources, security and law enforcement, restoration and natural resource management, public access and recreation, golf courses, public safety, construction, operations, maintenance and education. Balance land management with the pressures of various user groups.

Board Member, Lake County Forest Preserve District Preservation Foundation Lake County Forest Preserve Preservation Foundation 1899 West Winchester Road Libertyville, Illinois 60048 · Positioned Foundation for a 350% return on investment · Started endowment for long-term budget relief to the Forest Preserve District · Developed private/public partnerships for support of the District’s mission

Chief Executive Officer, Cabo Delgado Investment Limited 10/11 – 5/13 Cabo Delgado Investment Limited Avenida da Marginal Bairro de Inos, Pemba Cabo Delgado, Mozambique

Provided leadership and management for the goals and objectives of the company. Developed and executed strategies for development in Mozambique for infrastructure to include: power generation and distribution, water production and distribution, international airports and their associated infrastructure, roads and sanitary conditions, commercial development, schools and medical facilities, safety, construction and general operations. Developed and maintained relationships with the highest levels of government. Balanced development against protecting the environment and integrating the local communities into the projects. Took necessary measures to insure security of all actions, personnel and assets. Led the protection and long-term sustainability of natural resources in northern Mozambique and to what is considered to be some of the most important reefs in the world in terms of biodiversity through partnerships with World Wildlife Federation, local tribes and the Mozambique government, while accommodating oil and gas exploration and the necessary supporting infrastructure. Managed over 1,000,000 acres of land for natural resources while supporting oil and gas exploration.

Board Member, Mukoque Construcoes Limitada 1/12 – 5/13 Mukoque Construcoes Limitada Maputo, Mozambique

Provided board direction to Chief Executive Officer of Mukoque Construcoes Limitada for the delivery of design, engineering and construction services for commercial construction across Mozambique. Customers included, but not limited to Oil and Gas companies, power providers, mining, US State Department and various international commercial retailers. Positioned the company to mobilize to provide construction services to oil and gas exploration in East Africa.

Chief Operating Officer, Mustique Company Limited 6/07 – 1/12 Mustique Company Limited Granby Street Kingstown, St Vincent and the Grenadines West Indies

Responsible for the leadership and operation of the Mustique Company and its subsidiaries and to develop and execute program and policies to continually improve service and financial performance. The Mustique Company was diversified and the following subsidiary businesses and programs reported directly to me: Power Generation and distribution, water production and distribution, construction, facilities management, finance, maintenance and operations, human resources, security, public safety, conservation and natural resource management, international airport operations and aviation, development, planning, fleet management, shipping, logistics, telecommunications, waste management, property management, purchasing and contract management.

Operations Manager, Minnesota Department of Natural Resources 10/01 – 05/07 Minnesota Department of Natural Resources Bureau of Management Resources 500 Lafayette Road St. Paul, MN 55155-4040

Managed the operations of the Minnesota Department of Natural Resources, Bureau of Management Resources to include leadership, strategic planning, policy development, budget development and day to day management and administrative support the departments of Waters, Ecological Services, Enforcement, State Parks and Trails, Forestry Fish and Wildlife, Scientific and Natural Areas. Responsible for the operations and maintenance, construction, safety and security for the organization.

Dimensions: contribute $11 billion annually to the gross state product; 5.9 million acres managed; 25 million acres managed for mineral rights; 2440 buildings; 4,000 pieces of Fleet Equipment, 1000 miles of trails, 500 bridges; 600 miles of roads; 1500 water access sites; 300 water control structures; 3 airports; 67 State Parks with 7,753,279 visitors annually; 8 Recreational Areas; 62 State Forest Campgrounds; 244 staffed locations; 6 harbors (Lake Superior) with a facility replacement value of $380,000,000.

Region III Engineering and Facilities Operation Manager, Minnesota Department of Natural Resources 9/91 – 9/01 Minnesota Department of Natural Resources 1601 Minnesota Drive Brainerd, MN 56401

Responsible to manage and administer the following programs for Region III of the Minnesota Department of Natural Resources: Facilities and Engineering, Safety/Health/Environmental/Risk Management Program, Fleet Management, Materials Management, Emergency Preparedness and Operations. Dimensions: 492 buildings, 48 locations, 18 State Parks, 1 tanker base for wilder fires; $15 million-dollar capital improvement budget.

Area Supervisor, Minnesota Department of Corrections 03/88 – 09/91 Department of Corrections Marshall, MN

Organized a new state alternative sentencing program in a 7-county area of Southwest Minnesota. Coordinated the development of the program with municipalities, non-profit organizations, county boards, townships, judges, law enforcement agencies, state and federal agencies. Trained and supervised court assigned workers on various conservation, facility maintenance, repair and improvement projects in the 7-county area.

Construction Manager, Woods Construction Company 11/86 – 03/88 Woods Construction Company St. Paul, MN

Managed commercial construction projects. Responsibilities included, but were not limit to assigning resources, project flow, work assignments, resource utilization, project accounting, expense tracking and sub-contractor management.

District Manager, Osmose Company, Osmose Utility Division 05/84 – 10/86 Osmose Company Osmose Utility Division Buffalo, NY

Manage field operations for inspection contracts with various utility companies. Responsible to determine maximum allowable stress loads for electrical transmission and distribution utility lines and structures. Correspond with corporate office and direct interface with district supervisor and public utility engineers. Maintain high quality and production levels. Represent the company for customer relations, public relations, organization, pre-planning and mobilization from contract to contract.

Construction Superintendent, Master and Nelson Construction 05/83 – 05/84 Master and Nelson Construction Ranchester, WY

Managed all phases of construction for bridges, water control structures and water distribution systems, pipelines, ditches and streets. Contracts for Department of Interior, Bureau of Reclamation and Wyoming Department of Transportation.

EDUCATION · Bachelor of Science, Industrial Technology with concentration in Construction Management, Bemidji, MN (July 1984) · Black Belt Six Sigma for Process Improvement and Organizational Development · Certified Safety Professional

Alex "Ty" Kovach [email protected] 847-370-9499

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-23

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Alex

Middle Name: Ty

Last Name: Kovach

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? GovHR website

Street Address: 6428 Lone Tree Ct

City, State, Zip: Gurnee

Cell Phone: 847-732-3059

Email Address: [email protected]

Male or Female (Optional): Male

REFERENCES: Whether you have submitted references previously as part of your original submission or as an attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. Additional Reference Information: Will provide references later

EDUCATION: Highest Degree Earned: BS

College/University & Location(city): Bemidji State University

Additional Degree Earned:

College/University & Location(City):

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 265.18 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your NA current or most recent department (if applicable):

3. Total budget in your current or most $65,767.00 recent overall organization (if applicable):

4. Total budget of your department or areas NA of responsibility (if applicable):

5. Expected compensation for this position: $220,000.00

6. Who do you (or did you) report to (title President of the Board only):

7. Related professional affiliations:

Local News New Forest Preserve head brings international conservation experience BY KATLYN [email protected] | @Katlyn_eSmith 680 words 24 August 2013 Lake County News-Sun NWSUN 7 English Copyright 2013, NewsBank. All Rights Reserved. A fresh face steering the Lake County Forest Preserve has spent nearly a decade managing remote islands, including a Caribbean getaway for royals and rock stars.

Since taking the reins of the second-largest forest preserve district in the state, new Executive Director Alex Ty Kovach has helped kick off a 50-year plan for the agency's future. It's expected to take shape in October, but Kovach, 52, is clear he wants more residents attuned to the district's restoration work.

“We need to be extremely transparent — and not that we haven't been — but even more so going forward,” the Libertyville man said. “People need to understand what we're about and how we're functioning.”

Kovach is known for tapping locals for major projects. In the Minnesota Department of Natural Resources, Kovach created a program that had court-appointed prison inmates taking on conservation.

And in Mustique, the jet-setters retreat for Prince William and Mick Jagger, he reached out to young students for the reforestation of a large field.

Kovach was the chief operations officer of a company charged with providing power, water and other sustainable services to the private island, part of St. Vincent and the Grenadines.

Kids didn't merely plant trees.

They cultivated seeds in a nursery and stabilized soil with an “enormous mulching process,” Kovach said. He even booked lecturers for talks about the long-term impact on the local ecosystem and economy. The goal was to nurture a generation of stewards.

“It was a program that once they grabbed a hold of it, they really ran with it,” he said.

His knack for rallying a community behind sustainability appealed to forest preserve commissioners who hired Kovach in April for the $175,000-a-year post.

Faced with shrinking property tax revenues in recent years, officials say they hope to leverage Kovach's background to attract new users to the district's 30,000 acres, 168 miles of trails and other offerings.

He succeeds Tom Hahn, who retired after 14 years in the district.

Hahn was hired from within the district's staff roster.

As a newcomer, Kovach can “kind of come in with new ideas and nothing preconceived,” Board President Ann Maine said.

One proposal floated for several years is moving the Lake County Discovery Museum from a Wauconda preserve to the district's headquarters in Libertyville.

Kovach says the move would make the museum's archives more accessible.

“It's in a beautiful setting right now,” Kovach said. “But if you look at moving to the general offices on Winchester Road, it really makes it a centralized hub.”

He envisions the museum hosting exhibits that give visitors a behind-the-scenes look at the district's restoration of habitats, for instance, and then takes them to a spot in the county to see the work unfold. Page 4 of 8 © 2020 Factiva, Inc. All rights reserved. In other words, exhibits that blend “cultural with natural,” Kovach said.

“I don't want that separation,” he said. “It's really a good opportunity for us to get people in there and be part of our educational program.”

The Minnesota native joined the state's Department of Natural Resources in the late 1980s and eventually climbed to operations manager.

Then Kovach was a consultant for ethanol production in Brazil for two years and went on to Mustique. Before the forest preserve, he managed a group of private islands off of Mozambique.

In Lake County, one of his first tasks is overseeing a strategic plan that will map out the forest preserve's direction. Kovach says he has his sights on water quality, an issue he battled in islands suffering from “dramatic” beach erosion.

Fact Box: The new Lake County Forest Preserve Executive Director Alex Ty Kovach has spent nearly a decade managing private islands. One of his first tasks is steering a long-term plan for the second largest forest preserve district in the state. | Joe Cyganowski/For Sun-Times Media Joseph Cyganowski Document NWSUN00020130824e98o00008

Ronda E. Perez

Contact Information

Address: 3126 Camino Hermanos Lancaster, California 93536 Cell: 661-209-4534

Email: [email protected]

Education

· Master of Science - Criminal Justice California State University, Long Beach, California

· Bachelor of Arts - Political Science University of California, Irvine, California

· Bachelor of Arts - Criminology, Law and Society University of California, Irvine, California

Work History

2006 to Present City of Lancaster, California (population 180,000)

2018 to Present Assistant City Manager

2012 to 2018 Director – Parks Recreation and Arts

2009 to 2012 Assistant Director – Parks, Recreation and Arts Department

2008 to 2009 Operations Manager/Senior Operation Manager

2006 to 2008 Management Analyst

2003 to 2006 Hire Right, Inc.

Public Research Manager/ Private Investigator

Data Summary:

Candidate: Ronda E. Perez

Organization: City of Lancaster, California

Position: Assistant City Manager

Organization Budget: $210 Million

Department Budget: $185 Million

Total Number of Employees in Organization: 250

Total Number of Employees in Department: 200

Expected Salary: $200,000

Reporting Relationship: City Manager

Years of Experience: 17

Professional Affiliations:

· California City Managers Foundation · International City/County Management Association · Municipal Management Association of Southern California · International Society of Professional Women · League of California Cities Ronda Perez [email protected] 661.209.4534 Local Government Entrepreneur Lancaster, CA

August 24, 2020 linkedin.com/in/RondaPerez

Dear Sir/Madam,

As the current Assistant City Manager at the City of Lancaster, I lead a dynamic and unique team of forward thinking individuals who, when coupled with my own entrepreneurial and creative spirit, CHANGE. THE. WORLD. My time in Lancaster has been anything but ordinary. Throughout the course of my career in local government I have excelled through all levels of the organization, ultimately attaining the title of Assistant City Manager just shy of two years ago. Under the direct supervision of the City Manager, I currently collaborate with all operational departments on how we can most creatively move the city forward in a time where the economic viability of cities is repeatedly at risk, and we have exceeded wildly. Lancaster is located in the heart of Aerospace Valley USA where rocket scientists, engineers and risk takers have made their home for generations. Though I may not be a test pilot or desire to partake in experimental space ﬂight, I share the reach for the stars mentality each day in my work as so many others before me have in this valley.

I possess an unmatched ability to recognize the talent in individuals and as a result have organized teams that have repeatedly found the most creative solutions in the country for issues facing local governments. Challenges such as homelessness, declining revenues, and aging infrastructure are met head on with unique management solutions, often before the problem has become an actual reality. In a world where traditional city operations rely on sales tax, gas tax and property tax as their main sources of revenue, we asked ourselves the question, what if someday the world doesn’t rely on gas powered vehicles, but rather on electric or even hydrogen powered shared transportation options? We answered that question by partnering with emerging think tanks and risk takers already beginning to test the viability of non conventional options, providing the land for their exploration, a bit of capital and an agreement for long term profit sharing upon their incremental success. Similarly, when Southern California Edison continued to raise prices on our citizens and failed to repair infrastructure and provide clean energy options, we started the first community choice aggregate in Southern California and invested in solar energy like no other entity in the United States. We achieved Net Zero status in early 2019, the first city in the US to do so while also creating a permanent and previously untapped revenue stream for the city, saving the environment and lowering costs for our taxpayers.

During the economic downturn of 2008, rather than cut services, we increased event opportunities to accommodate the ’staycation’ population. I, with my team, formed a local partnership program that exposes businesses to a community otherwise untapped by traditional marketing and outreach methods. This sponsorship driven program has grown to gross more than $1.8 million each year in support of community events that attract more than 100,000 attendees annually. More than that, it has created a cohort of businesses that rely on one another, share ideas and have even established partnerships of their own to ensure their future successes together.

Most recently, the City Manager and I envisioned STIR-A vision for Lancaster’s future. Strategic, Technology, Innovation and Resilience is the mantra we operate by daily. We challenge the status quo, look for opportunity, celebrate successes, learn from failure and trust in staff to innovate alongside us. Our focus now is on economic development/redevelopment, specifically in fill and changing our fee structure to attract those willing to invest in our core, our opportunity zones and ultimately our future as a city.

Having served as the Los Angeles County Air Show President for two terms, I called upon my strong personal and professional relationships forged in that capacity with aerospace industry leaders to answer the call for ﬁrst responder assistance, during our current pandemic. What started as a desire by our local Antelope Valley Hospital (AVH) to 3d print small parts and connectors locally for ventilators in anticipation of a shortage, resulted in a 30 person and six entity AV COVID 19 Task Force comprised of Virgin Galactic, NASA, The Spaceship Company, the City, AVH and Antelope Valley College. In record time, the team I assembled from CEOs to garage engineers created PPE on such a scale and of such a quality it was featured at the White House in a recent press brieﬁng and is being deployed to hospitals nationwide.

These examples are merely the tip of the iceberg, and they are not all that define me. I love my family and my community fiercely. I am a hard worker, team player and believer in the human spirit as well as the inherent good in people. I work hard and I play hard. I look forward to speaking with you in further detail about the opportunity to be part of your team and make a difference in your community as you pursue greatness.

Sincerely, Ronda Perez [email protected]

Ronda Perez 661.209.4534

WORK EXPERIENCE

Assistant City Manager City of Lancaster 12/2018 – Present Achievements/Tasks Provide support for development of City's Consolidated Annual Financial Report (CAFR), cost recovery analysis and fee schedule implementation completed biannually, annual city budget preparation and execution including presentation to council, all contract approvals prior to city manager signature and review of annual financials including audit findings Secured $50 million road bond to accelerate City's pavement management rehabilitation program in 2019 Assist in negotiations with union representatives for MOU agreements for 911 Teamsters (Parks Maintenance and Public Works staff include represented classifications) and local Code Enforcement Officers union personnel Transitioned City from out of date employee evaluation system to state of the art goals based merit review system and transitioned from in house payroll to ADP payroll management system 2019-2020

Director-Parks Recreation and Arts City of Lancaster 01/2012 – 12/2018 Achievements/Tasks Directed and provided vision for City’s comprehensive arts, recreation, after school childcare and special events programs Directed capital construction and maintenance of all parks, preserves, landscape maintenance districts, city trees, and perimeter areas Conceptualized and implemented City’s fall community event programming with an annual estimated attendance exceeding 100,000 Oversaw business expansion priorities including City’s small business incubator, development of entertainment venues (including construction of lounge and restaurant), construction of 20,000 sq ft museum and community partnership program (grossing $1.8 million per year in kind and cash combined) Transitioned Performing Arts Center from $1 million annual operating deﬁcit to less than $200,000 per year by reimagining programming and marketing and implementing creative economic development initiatives Secured $15 million lease revenue bond in 2018 for park and infrastructure improvements (including city hall renovation/relocation) Provided support for development of the Consolidated Annual Financial Report (CAFR), cost recovery analysis and fee schedule implementation (biannually), contract approval and union negotiations all speciﬁc to the Parks, Recreation and Arts Department

Assistant Director-Parks, Recreation and Arts Department City of Lancaster 11/2009 – 01/2012 Achievements/Tasks Change of title from Senior Operations Manager to Assistant Director Added responsibility of overseeing bidding process and construction of all Department related capital projects and all special events Represented Department in a senior leadership role with the community

Page 1 of 2 WORK EXPERIENCE

Operations Manager/Senior Operations Manager City of Lancaster 06/2008 – 11/2009 Achievements/Tasks Upon retirement of the tenured Parks, Recreation and Arts Director, promoted from Management Analyst to Operations Manager and shortly thereafter to Senior Operations Manager Supervised Performing and Visual Arts Division, Athletics Division, Aquatics Division, Park Ranger Program and retained responsibility for grants as well as all departmental operating and capital budgets

Management Analyst City of Lancaster 10/2006 – 06/2008 Achievements/Tasks Managed budget for Parks, Recreation and Arts Department totaling $11 million. Tasked in ﬁrst 6 months of employment with reducing operating expenses by $2 million without cutting primary services Department Grant Coordinator-managed the Department’s capital grant portfolio totaling $7 million

Page 2 of 2 [email protected]

Ronda Perez 661.209.4534

Local Government Leader Lancaster, CA

linkedin.com/in/RondaPerez

Dynamic leader with an entrepreneurial spirit, strong follow through, and a hard working heart for my family and community. WORK EXPERIENCE CORE COMPETENCIES

Assistant City Manager Analytical Problem Solver Decision Maker City of Lancaster 10/2006 – Present (Mgmt Analyst-Ops Mgr-Sr Ops Self Starter Adaptable Strategic Ethical Mgr-Parks, Rec & Arts Director) Achievements/Tasks Owner Active Listener Presenter Creative Provide vision for City's operational departments-including Communications, IT, Housing, Community Services, Parks, Customer Focused Professional Collaborator Recreation and Arts, Development Services (Public Works, Planning, Engineering, Capital Construction), City Clerk, Change/Project Manager Organizationally Savvy Code Enforcement and all associated budgets totaling $200 million for a community of 180,000 Conceptualized STIR (Strategic Technology Innovation and Resilience), the future vision for City operations in a world PROFESSIONAL DEVELOPMENT of changing city revenues, as well as IMPACT Initiative, a coordinated eﬀort to rebuild neighborhoods, reduce blight, Licensed private investigator in 18 states address crime, assist struggling homeowners, engage teens and beautify the community Los Angeles County Parks Needs Assessment Steering and Implementation Committee Member Engage in creative business expansion priorities and economic development initiatives grossing millions Six Sigma Green Belt

Municipal Mgmt Assn of Southern California Public Research Manager/Private Investigator HireRight, Inc National Parks and Recreation Association 03/2003 – 10/2006 California Parks and Recreation Society Achievements/Tasks Manager of cross functional criminal record and verification League of California Cities research teams-100 personnel across three states and two countries producing 20,000 transactions/day for the nation's premier pre-employment background screening provider PHILANTHROPIC INVOLVEMENT Reallocated employee workloads resulting in 30 percent increase in productivity; implemented SOPs and workflow Los Angeles County Air Show applications to increase quality and product efficiency using Founding board member 2014, Treasurer 2016, President 2017 & 2018 Six Sigma methodologies Alpha Charter Guild 2nd Vice President 2016, President Elect 2017, President 2018 EDUCATION Antelope Valley Jaycees Founding Board Member 2008, Treasurer 2009 MS Criminal Justice Community wide donor California State University, Long Beach 2008 Summa cum laude; 4.0 GPA RECOGNITION BA Political Science Zonta International University of California, Irvine Athena Award Winner 2018 2002 Edwards Air Force Base BA Criminology, Law and Society Honorary Base Commander, 412th Force Support Squadron 2015 & 2016 University of California, Irvine 2002 The White House-George W Bush-43rd President Office of Presidential Personnel 2002-Established President's Council on Service and Civic Participation Ronda Perez [email protected] 661.209.4534

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Ronda

Middle Name: Elizabeth

Last Name: Perez

Preferred Pronoun (ex. He/She/They etc.) She

How did you learn about this position? governmentjobs.com

Street Address: 3126 Camino Hermanos

City, State, Zip: Lancaster, California 93536

Cell Phone: 661-209-4534

Email Address: [email protected]

Male or Female (Optional): Female

EDUCATION: Highest Degree Earned: Master of Science-Criminal Justice

College/University & Location(city): California State University-Long Beach

Additional Degree Earned: Bachelor of Arts-Political Science

College/University & Location(City): University of California, Irvine

Additional Degree Earned: Bachelor of Arts-Criminology, Law and Society

College/University & Location (City): University of California-Irvine

CURRENT EMPLOYMENT 250 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 200 current or most recent department (if applicable):

3. Total budget in your current or most $210 million recent overall organization (if applicable):

4. Total budget of your department or areas $185 million of responsibility (if applicable):

5. Expected compensation for this position: $200,000

6. Who do you (or did you) report to (title City Manager only):

7. Related professional affiliations: California City Managers Foundation ICMA Municipal Managers Association of Southern California International Society of Female Professionals

Richard J. Reade

Contact Information

Address: 3285 Ridge Lane Boynton Beach, Florida 33823 Cell: 863-412-7767

Email: [email protected]

Education

· Master of Public Administration Florida State University, Tallahassee, Florida

· Bachelor of Business Administration - Finance Florida Atlantic University, Boca Raton, Florida

Work History

2013 to Present Village of Palm Springs, Florida (population 23,560)

Village Manager/Palm Springs CRA Executive Director

2009 to 2013 City of Delray Beach, Florida (population 60,831)

Assistant City Manager - Sustainability Officer/PIO

2007 to 2008 City of Port Richey, Florida (population 3,165)

City Manager - Finance Director - Utilities Director

2004 to 2007 Entitlements, LLC

President - Managing Member

2003 to 2004 City of Davenport, Florida (population 2,059)

City Manager

1999 to 2003 City of Auburndale, Florida (population 11,167)

2002 to 2003 Assistant City Manager

1999 to 2002 Assistant to the City Manager

Data Summary:

Candidate: Richard J. Reade

Organization: Village of Palm Springs, Florida

Position: Village Manager/ Palm Springs CRA Executive Director

Organization Budget: $56 Million

Total Number of Employees in Organization: 173

Expected Salary: $200k - $215k

Reporting Relationship: Mayor & Village Council

Years of Experience: 21

Professional Affiliations:

· Florida City and County Management Association · International City/County Management Association · Palm Beach County City Management Association · Palm Beach County League of Cities · Florida Redevelopment Association RICHARD J. READE 3285 Ridge Lane Boynton Beach, Florida 33823 Cell Phone: (863) 412-7767 E-Mail: [email protected]

September 4, 2020

The Honorable William “Bill” Mutz Mayor City of Lakeland 228 South Massachusetts Avenue Lakeland, Florida 33801

Dear Mayor Mutz:

I would like to respectfully submit for your, and the City Commission’s, consideration my application for the position of City Manager with the City of Lakeland, Florida. I have spent the past twenty-four (24) years building a career in local government management and believe that my government and private development experience along with my education has prepared me to be exceptionally well qualified to serve as City of Lakeland’s next City Manager.

Presently, I hold the position of Village Manager with the Village of Palm Springs, Florida. This opportunity has allowed me to work on high level, publicly visible projects for the Village, serve as the Village Council’s and our community’s representative to various federal, state and local agencies, assist with the City’s Economic Development and Legislative programs, establish a unified direction for the City’s financial and purchasing initiatives and direct all work activities related to overcoming challenges and change for the Village that has resulted in an improved quality of life as well as new growth along our commercial corridors and within our residential neighborhoods.

Additionally, as the Village of Palm Springs’ Village Manager, it is my primary focus to ensure that the Village remains a vibrant community filled with diverse neighborhoods that fosters a “small town feel” and values our various cultures and our natural environment. Our diverse community is made up of approximately 97% workforce housing (which includes 22% of residents living at the poverty rate and 40% to 60% of all residents are considered low- and moderate-income), thus, I maintain a daily priority and commitment in ensuring affordable housing opportunities are readily available while working to promote/create new, local jobs, ensuring that our neighborhoods are “clean and safe,” assisting to improve our local schools and reduce the “digital divide” (which the Village currently maintains the largest disparity within our County) and enhancing retail/commercial opportunities throughout our Village.

Further, I am always looking to increase and redefine organizational responsibilities and structure to ensure that the highest levels of productivity are achieved. Every day, I strive to encourage our staff to provide customer service that is second to none, while at the same time, working to provide facilities, services, programs, events, activities and projects to our community that support a high quality of life. The Honorable William “Bill” Mutz September 4, 2020 Mayor City of Lakeland, Florida ______

My experience in local government management, particularly within the areas of administration, finance/budget, human resources, information technology, public utilities, public works, solid waste, economic development/redevelopment and strategic planning has provided me with the responsibilities and excellent knowledge, which I believe, will translate from a municipality in Palm Beach County (one of the largest and diverse counties in Florida) to the City of Lakeland (which maintains many of the urban and cultural characteristics that are also provided within Palm Beach County). Additionally, I believe that my extensive experience and knowledge would enable me to immediately contribute to the City of Lakeland’s continued success in the management of the City’s planning, policy formulation, operations, capital projects/infrastructure and economic development/redevelopment, including:

. Administration, daily oversight and management of municipal operations, including: Finance/Budget, Water, Wastewater, Solid Waste, Stormwater, Parks and Recreation, Environmental/Sustainability, Police, Fire, Library, Planning, Building and Zoning, Public Works, City Clerk, Legal and Personnel

. Finance/Budget, responsible for working with the elected officials, staff, community members and neighborhood groups, etc., in developing and presenting a balanced annual budget. During my tenure in Palm Springs, we utilized a lower total ad-valorem (property) tax rate each of the past eight (8) years (reduced from 4.6117 mills to current property tax rate of 3.8104 mills – 20% decrease) while increasing/improving service levels and completing significant capital projects to benefit our community’s residents, businesses, customers and stakeholders (All currently filled positions are proposed to remained filled within the FY 2021 Budget due to strong/conservative financial planning and sustainability – No job loss or reduced customer service due to COVID-19 pandemic)

. Labor Negotiations, served as the Lead Negotiator and established the strategic direction in bargaining/negotiating various labor contracts, including the Palm Beach County Police Benevolent Association (PBA), Service Employees International Union (SEIU), West Central Florida Police Benevolent Association & the Communications Workers of America (CWA) labor agreements

. Planning, Zoning & Building, re-organized Port Richey’s Building Department (renamed “Growth Management/Economic Development”) to encourage planning, (re-)development, Community Grants, Building & Code Enforcement that resulted in reduced redundancy, increased citizens/customers service levels, higher employee quality of work life and $50,000 in savings annually

. Information Technology, Established the Village’s first Information Technology (IT) department to protect the Village’s data files, customer information and E- mail networks and to ensure the best possible security/protections from cyber attacks to ensure continued staff productivity and customer data protection

Page 2

The Honorable William “Bill” Mutz September 4, 2020 Mayor City of Lakeland, Florida ______

. Intergovernmental Relations, re-established working relationships and communications with surrounding local governments and state agencies (i.e., Palm Beach County, City of Lake Worth Beach, City of Greenacres, Florida Department of Transportation (FDOT), Lake Worth Drainage District (LWDD), School District of Palm Beach County, Pasco County, etc.) to develop and enhance economic development partnership opportunities as well as to assist in reducing costs, promoting safety and increasing service delivery

. Strategic Planning & Community Outreach, assisted in managing Delray Beach’s annual Strategic Planning process to define the City’s vision, mission and values statements as well as to develop goals, objectives and action plans and analyze organizational inefficiencies. Organized, planned and implemented various public relations and outreach efforts, including public meetings (i.e., Citizen’s Roundtable Discussion, Strategic Planning), community surveys, press conferences and events to ensure increased resident involvement in City government

In addition, I have negotiated and executed various contracts for services (“closed deals”), resolved customer complaints, both internal and external, conducted in-depth research on various financial and management issues and presented reports, with recommended actions, to the organization’s executive and elected leadership. These achievements have provided me with excellent knowledge and experience that are necessary in becoming a successful City Manager for the City of Lakeland.

During my professional career I have demonstrated my ability to quickly understand, analyze and resolve (“think outside the box”) challenging and complex operational issues. My ethics (subscribe to ICMA’s Code of Ethics), communication and presentation skills have allowed me to work effectively with local, state and federal elected and appointed officials and staff, developers, financial institutions and the general public.

Therefore, I am sending you a copy of my resume for your review. Please do not hesitate to contact me if you have any questions and/or require additional information.

Thank you in advance for your time and consideration of my qualifications and experience.

Enclosure

Page 3

RICHARD J. READE 3285 Ridge Lane Boynton Beach, Florida 33823 Cell Phone: (863) 412-7767 E-Mail: [email protected]

SUMMARY

An innovative leader with proven experience in achieving sustainable results (i.e., higher service levels, revenue increases and/or expenditure reduction). Strong communication, negotiation, organizational and analytical skills and consistently strives for excellence by actively practicing/promoting the ICMA Code of Ethics principles. Loyal and enthusiastic team player who is able to work independently within the organizational framework. Twenty-four (24) years of local government management and private development experience with expertise in the following areas:

* Local Government Operations & Project Management * Economic (Re-)Development & Sustainability * Financial Leadership & Budget Management * Strategic Planning & Operations Analysis * Innovation & Leading Practices * Community Outreach, Customer Service & Support * Promote Affordable Housing & Workforce Development * Collaborate/Partner Locally, Regionally & Statewide

PROFESSIONAL EXPERIENCE

Village of Palm Springs, Florida Village Manager/Palm Springs CRA Executive Director 2013 to Present

Population 23,560 173 Employees $56 Million Annual Budget

⋅ Oversee and manage the daily operations of all Village departments, including: Personnel, Planning & Economic Development, Building, Information Technology, Library, Finance/Budget, Police, Utilities (Water & Wastewater), Public Works, Stormwater, Parks and Recreation, Village Clerk and Legal ⋅ Responsible for developing & presenting the Village’s balanced annual budget utilizing a lower total ad-valorem (property) tax rate each of the past eight (8) years (reduced from 4.6117 mills to current property tax rate of 3.8104 mills – 20% decrease) while increasing/improving service levels to our community’s residents, businesses, customers and stakeholders (All currently filled positions are proposed to remained filled within the FY 2021 Budget due to strong/conservative financial planning and sustainability – No job loss or reduced customer service due to COVID-19 pandemic) ⋅ Reorganized various departments and implemented numerous operational process changes (including the implementation of new software and technology prior to recommending/hiring new staff) to ensure increased productivity and improve service delivery (remove the culture that “we have always done it that way” and promote a process of innovation and opportunity to overcome challenges/issues) ⋅ Established the Village’s first Information Technology (IT) department to protect the Village’s data files, customer information and E-mail networks and to ensure the best possible security/protections from cyber attacks to ensure continued staff productivity and customer data protection ⋅ Served as the Village’s Lead Negotiator & established the strategic direction during negotiations/bargaining with the Palm Beach County Police Benevolent Association (PBA) & the Service Employees International Union (SEIU) labor agreements (3-year contracts with annual re-openers) that resulted in higher staff morale while also ensuring fair and comparable wages, benefits and improved operational equipment and staff training to assist with staff growth (increased productivity and knowledge), retention and recruitment ⋅ Responsible for overseeing all aspects of the Village’s Economic Development programs/activities that has resulted in in the 7th consecutive increase in Village-wide property valuations [or more than $500 million in new property valuation (investment)], the creation of more than 600 new jobs and improved the livability within the Village – Voluntary and Involuntary Annexation of approximately 200 acres (commercial and residential properties), Installed water and wastewater infrastructure, Created a clean and safe community utilizing a comprehensive effort by the our sworn police officers, code enforcement officers & our building official/Village Code, Implemented the Property RICHARD J. READE PAGE TWO

Improvement Program to provide matching grant funding to support residential & commercial property improvements to enhance the Village’s appearance, Developed relationships/partnerships with local businesses, property owners & business development organizations, Promoted a business friendly atmosphere within the Village (i.e., favorable land use & zoning amendments and land development code changes, Improved plan review, inspection & permitting processes, etc.) ⋅ Worked to create an improved quality of life for all Village residents - ensure that our working class community maintains increased opportunities to work closer to their homes and children (schools) while also improving our Village’s affordable housing opportunities and promoting increased retail/commercial opportunities to shop and eat locally while continuing to ensure active lifestyles (i.e., access to parks, events and recreational activities) ⋅ Established the Palm Springs Community Redevelopment Agency (CRA), which is expected to generate more than $58 million dollars in Tax Increment Financing revenues over the next 30 years to support/promote new investment, job creation, commercial & retail/shopping opportunities, installation of utilities infrastructure & improved public safety ⋅ Developed six (6) new community parks throughout the Village (i.e., new ADA-compliant fitness park and a new 6.7 mile interactive walking/fitness trail) as well as the revitalization of all existing park facilities [i.e., acceptance of an existing community park from Palm Beach County to support annexed residential areas, redevelopment of an existing playing field (i.e., re-turf, irrigation, fencing and bathroom facility) to support community “pick-up” athletic activities and a comprehensive renovation of the Village’s primary athletic fields/complex (i.e., re-turf, irrigation and security fencing)] to improve our community’s quality of life while also utilizing our parks as an economic development opportunity to grow the Village ⋅ Transitioned all solid waste services (i.e., garbage, recycling, vegetation and bulk) to a new vendor/hauler due to the sale of all service territories within Palm Beach County by the Village’s previous vendor, which also included negotiating a new agreement that provides for performance penalties and ensuring the highest levels of service to all residents and businesses ⋅ Completed utility-related master plans [i.e., Water Treatment Facilities (Master) Plan, Wastewater Infiltration & Inflow Study, Septic to Sewer Study and Stormwater Master Plan] and various capital projects to improve the Village’s aging water production, treatment and distribution system (i.e., revitalization/upgrade of the Village’s two (2) MIEX Regeneration Water Treatment plants, replacement/rehabilitation of various water production wells, installation of new AMI metering system) as well as the Village’s wastewater collection system to ensure proper operation and safety of wastewater collection and treatment process [i.e., installation of System Control & Data Acquisition (SCADA) system, annual Lift Station Rehabilitation program, safety improvements within Village’s vacuum wastewater station, relining manholes and sewer pipes throughout the utility service area (to prevent/reduce infiltration/inflow into the Village’s collection system and save costs), etc.] ⋅ Improved the roadway system throughout the Village to contribute to a safer environment [i.e., invested more than $1.46 million to resurface Village roadways, partnered with the FDOT, the Palm Beach Transportation Planning Agency (TPA) and surrounding communities and other local and state organizations (Palm Beach State College, Palm Tran, Treasure Coast Regional Planning Council, etc.) for the planned construction/implementation of safe streets principles and infrastructure improvements (i.e., streetscaping, pedestrian crosswalks, roadway striping, stormwater and alternative transportation opportunities – bike lanes, wider sidewalks, etc.) – approximately $6 million in state road funding – on Lake Worth Road (a.k.a. “Corridor of Death”) to promote road safety (24 traffic related deaths over the past 5 years) ⋅ Recommended and established the Village’s Stormwater Utility generating more than $540,000 annually to support needed infrastructure improvements throughout the Village to ensure community/property safety within the Village ⋅ Developed improved relationships and communication with surrounding local governments and state agencies to develop partnerships and enhance the sustainability of the Village by lowering costs and increasing service delivery ⋅ Re-established the Village’s Capital Improvement Plan (CIP) in more than 10 years (funding/purchasing, design/engineering & construction) for capital projects & equipment (i.e., Police Department $2.6 million expansion, redevelopment/construction of Village parks, redevelopment of Village Library from a place to check out books to a place where the community can come together & learn, stormwater and water & wastewater utility infrastructure, replacement of vehicles and equipment, installation of data security technology/software & training, etc.) ⋅ Supported Palm Beach County and the School Board of Palm Beach County to ensure the successful one-cent infrastructure surtax (sales tax) voter referendum (56.63% of voters approved) that is expected to provide the Village with approximately $14.839 million over a 10-year period for capital improvement projects and equipment RICHARD J. READE PAGE THREE

⋅ Oversaw all aspects of disaster relief & emergency operations during various storms (i.e., hurricanes, health pandemics – COVID-19, significant rainfall events, etc.), including emergency purchases, establishing community curfew, senior & medical wellness checks, re-establishment of community electric, debris removal, Federal Emergency Management Agency (FEMA) and State of Florida funding reimbursement ⋅ Obtained approximately $10 million in federal, state and local grants, reimbursements and legislative appropriations/awards (i.e., FEMA, FDOT, CDBG, Local Mitigation Strategy (LMS), FRDAP, Library Cooperative, etc.) ⋅ Developed a new organizational culture that our staff is our greatest resource and that we should look to treat and value Village employees as customers – implemented an Employee Recognition program & Leadership Team to promote group learning, improved training & education opportunities for all employees, established the Employee Roundtable to provide non-supervisory staff with the opportunity to meet with the Village Manager & Human Resources in a private, group setting to discuss operational issues and how we can better serve our customers, re- established the Employee Christmas Party, enhanced employee benefits while lowering Village costs/premiums, etc.)

City of Delray Beach, Florida Assistant City Manager – Sustainability Officer/PIO 2009 to 2013

Population 60,831 765 Employees $144.2 Million Annual Budget

⋅ Organized, planned and implemented various community outreach and public relations efforts, including public meetings (i.e., Town Hall & Youth Town Hall Meetings, Citizen’s Roundtables, Strategic Planning), press conferences and public events to ensure stakeholder engagement ⋅ Responsible for developing and implementing the City’s annual strategic plan, which included development of the City’s Vision, Mission and values statements, developing tactical goals and action plans over the next year, five (5) years, fifteen (15) years and beyond, analyzing organizational inefficiencies and producing various materials for inclusion in the City’s Strategic Business Plan ⋅ Assigned, by the City Commission and City Manager, to “take over,” resolve and complete a publicly observed effort to extensively review the City’s Solid Waste Management (i.e., Commercial, Residential & Recycling) programs that resulted in the reimbursement of almost $80,000 and improved cross-departmental communication & business management processes ⋅ Implemented City’s 1st cross departmental green & sustainability program resulting in significant savings (more than $150,000 annually), operational efficiency & City recognition as an innovative leader in green and sustainability practices - Developed over 75 departmental sustainability recommendations to reduce City’s annual expenditures ⋅ Developed the City’s new website (www.mydelraybeach.com) and mobile application to create branding opportunities and provide easier navigation to locate City information ⋅ Served as the staff liaison to various Commission appointed volunteer resident/stakeholder boards (i.e., Financial Review Board, Green Implementation Advancement Board, Sister Cities, etc.) ⋅ Worked directly with the City Manager, Elected Officials, City Staff, consultants, regulatory agencies, vendors, community organizations, outside agencies, the media and the public to coordinate work activities, oversee and monitor special programs/activities, exchange information, resolve problems and/or give/receive advice/direction ⋅ Established the City’s Priority Based Budgeting process to evaluate existing programs and services to ensure that they meet the City’s Strategic Goals and Objectives and are included/excluded from the City’s $144 million annual budget ⋅ Developed the City’s Economic Development programs to create jobs & increase tax base, including the Delray Beach Economic Development Fund – $1 million to fund State & County local match requirements and the Delray Beach Innovation Corridor & Delray Beach Innovation Park, Economic Development Media Marketing & Promotion, creation of the Delray Beach Economic Development Action Team (staff team to provide quick response to potential business opportunities), PACE (Property Assessed Clean Energy) micro-loan program, Economic Development Self Assessment Survey (analysis of City’s ability to retain, grow & attract new businesses) and legislation to create an Enterprise Zone ⋅ Coordinated the City’s State & Federal legislative agenda & advocated the City’s position regarding Home Rule, economic (re-)development, pensions, revenues, public safety, planning and environmental (i.e., beach renourishment) priorities ⋅ Assisted the City’s Bargaining Team in negotiating labor agreements between the City and the Police Benevolent Association (PBA) and the Service Employees International Union (SEIU) RICHARD J. READE PAGE FOUR

⋅ Worked across departments to secure $3 million in federal, state and local grant funding, including Edward Byrne Memorial Justice Assistance Grant (JAG), $289,582; Cops Hiring Recovery Program (CHRP), $1,360,164; Community Development Block Grant (CDBG), $156,617 Energy Efficiency and Conservation Block Grant (EECBG), $638,500; Local Energy Assurance Planning (LEAP) - $130,000, Public Housing Capital Funds, $393,600

City of Port Richey, Florida City Manager – Finance Director – Utilities Director 2007 to 2008

Population 3,165 52 Employees $10.7 Million Annual Budget

⋅ Managed the daily operations of all City departments, including: Fire, Police, Finance/Budget, Water, Wastewater, Stormwater, Parks and Recreation, Planning & Economic Development, Building, Public Works, Legal and Personnel ⋅ Developed the FY 2009 $10.7 million budget utilizing a 3.90% Millage Rate for a second, consecutive year that accounted for the effects of Amendment 1 (2nd Homestead Property Tax Exemption) and the slumping economy ⋅ Served as the Port Richey Community Redevelopment Agency’s (PRCRA) Executive Director and oversaw and directed all operations of the PRCRA, including preparing the PRCRA’s 2009, $1.4 million budget request, economic development/redevelopment, project management & collection of Tax Increment Financing (TIF) funding ⋅ Responsible for all operations and capital improvements within the City’s utility department, including permitting and implementation of four (4) new shallow water production wells to provide the City with approximately 400,000 gallons of potable water per day (reduced the City’s dependence on its neighboring communities and led to reduced expenditures), replacement of a damaged water distribution main/pipe (submerged under a river with significant waterway traffic) to stop an 11 million gallon per month potable water loss, restructured the utility from a vendor- based managed facility to a staff-managed utility system – Hired multiple “A” licensed water operators and implemented a multi-year capital project and equipment improvement plan – to ensure consistency, loyalty, proper utility operation, maintenance and planning ⋅ Oversaw the City’s multi-million dollar dredging project (30 canals) to ensure safe waterways, promote tourism & economic development and improve City property valuations. Included obtaining state & federal permits, approval of temporary & permanent spoil sites and protection of sensitive environmental lands as well as surrounding residential & commercial properties ⋅ Recommended and implemented the City’s first (1st) Strategic Planning process in ten years, which included determining the City’s vision, mission and values statements, developing tactical goals and action plans over the next year, five (5) years, fifteen (15) years and beyond and analyzing organizational inefficiencies and producing various materials for inclusion in the City’s Strategic Business Plan ⋅ Re-established working relationships with Pasco County and surrounding municipalities to enhance economic development partnership opportunities as well as to assist in reducing costs and increasing service delivery ⋅ Completed the City’s Five (5) Year Capital Improvement Project (CIP) Budget, which included the PRCRA and required by the City’s Charter & Comprehensive Plan ⋅ Re-organized the Building Department (renamed “Growth Management/Economic Development”) to encourage planning, (re-)development, Community Grants, Building & Code Enforcement that resulted in reduced redundancy, increased citizens/customers service levels, higher employee quality of work life and $50,000 in savings annually ⋅ Developed and recommended five (5) Community (i.e., residential and business) Grant Programs utilizing PRCRA funding to encourage development/redevelopment that resulted in a $3 increase in taxable value for each grant dollar awarded ⋅ Worked with various private and public entities to ensure development within the City and its Utility Service Area during a slumping economy – 2 new hotels, 1 new car dealership, 1 miniature golf course, 1 new car wash, New Entrance into the State of Florida’s Werner Boyce State Park & a multi-story residential developments condo project ⋅ Addressed numerous long-term foreclosure and code enforcement issues (i.e., demolition of the Port Richey Mobile Home Park) to assist with community (resident & business) safety as well as enhancing future property development ⋅ Redeveloped a dilapidated community waterfront park (reconstruction of deteriorated sea wall, installation of a gazebo, walkways and Florida friendly landscaping and irrigation and restoration of bathroom facilities, playground equipment and parking area)

RICHARD J. READE PAGE FIVE

⋅ Served as the City’s Management Representative in bargaining the West Central Florida Police Benevolent Association & the Communications Workers of America labor contracts ⋅ Prepared and awarded various federal and state grant funding applications, including: Florida Department of Transportation (FDOT) Highway Landscape Reimbursement and Maintenance program, $150,000, Community Development Block Grant Proposal (CDBG), $32,000 per year; Florida Department of Community Affairs (FDCA) - Division of Emergency Management Flood Mitigation Residential Grant Program, $731,634

Entitlements, LLC President – Managing Member 2004 to 2007

⋅ Private land use & development consultant responsible for the property entitlement process for twenty (20) residential and mixed-use development projects (over 5,500 residential dwelling units and more than 600,000 sq.ft. of office/commercial/hotel/retail space) throughout Florida for Sun Holdings, LLC, Savona Holdings, LLC and Orlando CityPlace I & II resulting in an estimated increased total valuation of $4.5 billion for all properties ⋅ Assessed site viability based on concurrency (i.e., schools, utilities, roads, recreation, etc.) and environmental standards & presented findings with recommended actions to Principal(s) ⋅ Assisted in identifying, targeting, negotiating and finalizing land acquisition opportunities through a strong working knowledge of property purchase contracts and legal issues associated with the acquisition and development of raw and entitled properties ⋅ Coordinated with local, county, state and federal governmental entities as required to secure all regulatory approvals necessary for site development, including annexation, land use and zoning designations, school capacity agreements, Preliminary Site Plan (PSP) and Final Engineering approvals ⋅ Managed all contracted activities by civil, transportation and geological engineers, landscape planners, environmentalists, surveyors, architects and general contractors in the development of acquired properties ⋅ Networked and built excellent relations with numerous City/County Elected and Appointed Officials and staff, developers, financial institutions and builders to develop contacts, maintain market awareness and provide information necessary to remain a strong competitor in within Florida’s rapidly growing development markets ⋅ Monitored the development and growth activities of outside developers to prepare for the appropriate mobilization of resources and the company’s long-term building program

City of Davenport, Florida City Manager 2003 to 2004

Population 2,059 22 Employees $3.5 Million Annual Budget

⋅ Responsible for the daily oversight of all municipal operations, including: Fire, Police, Finance/Budget, Water, Wastewater, Parks and Recreation, Planning and Building, Public Works, Legal and Personnel ⋅ Developed and implemented a professional City Council Agenda process (i.e., agenda, comprehensive agenda item summaries that provides the City Council, the public and the media with information on issues prior to taking action) ⋅ Implemented plan to provide wastewater services to meet new growth demands and existing population demands by end of 2004, including the development and construction of more than 2.5 miles of wastewater force main, 2.9 miles of wastewater gravity lines, lift stations and a temporary Tubular Extended Aeration “Blue Tube” Facility with an expected permanent concrete Double Oxidation Ditch facility to be established within five (5) years ⋅ Purchased ±30 acres of property to support the future development of City’s wastewater treatment facility, third water well and new Public Works Administration offices ⋅ Created and implemented plan to establish Impact Fees to assist in funding capital purchases ensuring increased service levels due to expected population boom (e.g., more than 1,000 homes over two years) ⋅ Oversaw the City’s $500,000 Stormwater Improvement Project – Phase I, which included the installation of in-line filtration devices, obtaining drainage easements and replacement of antiquated collection system ⋅ Established new recreation programs and ensured public safety at the City various recreation facilities (i.e., Gene Carroll Complex & Adair Field)

RICHARD J. READE PAGE SIX

⋅ Annexed more than 1,000 acres into City Limits (i.e., Voluntary & Involuntary Annexation process) that resulted in more than doubling the size of the City’s boundaries ⋅ Successfully negotiated an annexation and utility services agreement with a neighboring City ensuring the City’s future residential, commercial and industrial growth potential ⋅ Oversaw all aspects of Disaster Relief and Emergency Operations and Assistance during Hurricane Charley and Hurricane Frances, including relocation of devastated Police Station and other public facilities, food, water and ice distribution, debris removal, Federal Emergency Management Agency (FEMA) and State of Florida funding reimbursement ⋅ Reorganized various City Departments to reduce redundancy, promote and provide higher levels of services to citizens and customers and increase employee quality of work life ⋅ Established and implemented a Personnel Policy Handbook, which included Drug Free Workplace, Family Medical Leave, Safety and Commercial Motor Vehicle policies ⋅ Prepared and awarded various federal and state grant funding applications, including: United States Environmental Protection Agency State and Tribal Assistance Grant (STAG) program, $336,800, Community Development Block Grant Proposal (CDBG), $44,496 per year; United States Department of Agriculture (USDA) Loan & Grant, $2,113,000

City of Auburndale, Florida Assistant City Manager 2002 to 2003 Assistant to the City Manager 1999 to 2002

Population 11,167 184 Employees $15.9 Million Annual Budget

⋅ Worked directly with the City Manager in directing and overseeing all municipal operations, including: Fire, Police, Finance/Budget, Water, Wastewater, Parks and Recreation, Building and Zoning, Public Works, City Clerk and Library ⋅ Responsible for preparing the City’s annual 2002/2003, $15.9 million budget request, including payroll, expenditures, revenues and capital improvements [Five (5) Year Capital Improvement Program] ⋅ Promoted and created economic development activities within City to increase taxable values, create jobs and enhance financial benefits to existing commercial and residential industries, including the siting of a Coca-Cola Manufacturing Plant (660,000 sq.ft. with 300 new jobs located in the CRA district), Calpine Osprey Energy Center (Merchant Power Plant providing additional taxable value equal to ½ of City’s current total taxable value) and Wal- Mart Super Center (400 new jobs and clean-up of existing Brownfield site) ⋅ Oversaw and directed all operations of the Community Redevelopment Agency (CRA), including preparing the CRA’s 2002/2003, $356,921 budget request, economic development, project management & collection of Tax Increment Financing (TIF) funding from Polk County and the City of Auburndale ⋅ Responsible for all aspects of Personnel operations, including employee benefits (i.e., health, dental and life insurance), hiring, salary studies, termination, discipline, worker’s compensation, CDL License Random Drug and Breath Alcohol Screening, Drug Free Workplace program, Employee Assistance Program, COBRA, FMLA, Restricted/Light Duty ⋅ Lead negotiator in successfully bargaining the City’s annual labor agreements with the West Central Florida Police Benevolent Association

EDUCATION

Master of Public Administration, 1995 Florida State University Reubin O'D. Askew School of Public Administration and Policy

Bachelor of Business Administration, Finance, 1993 Florida Atlantic University

RICHARD J. READE PAGE SEVEN

PROFESSIONAL INVOLVEMENT

⋅ Florida City and County Management Association (FCCMA), 1996 to present ⋅ Florida City and County Management Association Board of Director, 2012 to present, 2000 to 2004 and 2017 ⋅ Florida City and County Management Association Communications Chair, 2012 to present ⋅ Florida City and County Management Association Legislative Chair, 2012 to 2013 ⋅ Florida City and County Management Association Membership Chair, 2012 to 2013 ⋅ International City/County Management Association (ICMA), 1996 to 2013 ⋅ ICMA Credentialed Manager Candidate, 2003 ⋅ Palm Beach County City Management Association (PBCCMA), 2009 to present ⋅ Florida League of Cities Legislative Policy Committee, 2013 to present ⋅ Palm Beach County League of Cities, 2013 to present ⋅ Florida Redevelopment Association (FRA), 2019 to present ⋅ National Incident Management System (NIMS) – Various Certificates of Achievement, 2009

CIVIC INVOLVEMENT

⋅ Schulz Soccer Academy Soccer Volunteer Coach, 2020 ⋅ AC Delray Children’s Soccer Volunteer Coach, 2012 to 2020 ⋅ Delray Beach Sister Cities Board of Director, 2013 ⋅ Delray Beach Municipal Beach Volunteer Clean-Up, 2013 ⋅ Curb Appeal by the Block (Community Revitalization Program) Volunteer, 2012 & 2013 ⋅ Caring Kitchen Homeless Volunteer Weekly Food Server, 2009 to 2012 ⋅ Seminole County Industrial Development Authority Member (Seminole County Commission Appointed), 2007 to 2010 ⋅ Auburndale Rotary Club Member, 1999 to 2003 ⋅ Auburndale Rotary Club Board of Director, 2000 to 2001 ⋅ Employee Charitable Giving Campaign Coordinator (United Way, American Heart Association and the American Cancer Society), 1996 to 2003 ⋅ United Way of Central Florida Section Chair - Public Services, 2001 to 2003 ⋅ Literacy Volunteer Tutor, 1996 to 1997 ⋅ Big Brothers/Big Sisters of Palm Beach County, 1997

Richard Reade [email protected] 863.412.7767

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-12

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Richard

Middle Name: Julius

Last Name: Reade

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? Florida City and County Management Association (FCCMA)

Street Address: 3285 Ridge Lane

City, State, Zip: Boynton Beach, Florida 33435

Cell Phone: 863.412.7767

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Master of Public Administration

College/University & Location(city): Florida State University - Tallahassee, Florida

Additional Degree Earned: Bachelor of Business Administration - Finance

College/University & Location(City): Florida Atlantic University - Boca Raton, Florida

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 173 Employees INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your current or most recent department (if applicable):

3. Total budget in your current or most $56 Million Annual Budget recent overall organization (if applicable):

4. Total budget of your department or areas of responsibility (if applicable):

5. Expected compensation for this position: $200,000 to $215,000 annually

6. Who do you (or did you) report to (title Mayor and Village Council only):

7. Related professional affiliations: Florida City and County Management Association (FCCMA), 1996 to present International City/County Management Association (ICMA), 1996 to 2013 Palm Beach County City Management Association (PBCCMA), 2009 to present Palm Beach County League of Cities, 2013 to present Florida Redevelopment Association (FRA), 2019 to present

14. At any time, have you been asked to No. resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

15. At any time, has anyone made a No. complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). Richard Reade https://www.wpbf.com/article/crash-in-palm-beach-county-on-i-95-north-near-gateway-blvd/34140306 Longtime Palm Springs employee accused of taking kickbacks

William Davis Jr. arrested on Tuesday

Updated: 2:46 PM EST Dec 1, 2016

Jimmie Johnson

Reporter

PALM SPRINGS, Fla. —

A longtime Village of Palm Springs employees was arrested Tuesday on several charges including unlawful compensation for official behavior and organized scheme to defraud.

An arrest reports shows William Davis Jr., the former Public Services director, received nearly $20,000 in kickbacks.

A few months into taking over as Palm Springs Village, Manager Richard Reade said the town’s finances were not adding up.

“During the summer of 2014, we started noticing the number of irregularities and concerns,” said Reade. “At that point, with the full support of my mayor and my council we brought it to the (Office of Inspector General) and to the state attorney’s office.”

The investigation uncovered, Davis, a 25-year-employee received money under the table from two contracting companies doing work.

The arrest report said Davis told the contractors they could get paid faster, if they paid him cash for his efforts.

The contractors said they wrote out checks for cash and put the money in envelopes, and placed them into Davis’ truck.

Since Davis was terminated, Reade said The Village of Palm Springs has made several changes including: implementing electronic work order systems, purchased cameras, and installed a new fueling software.

Reade wants residents to know their top concern is maintaining public trust and being transparent when issues like these come about.

Davis has since bonded out of jail. IG calls for changes in public service department

Local & Business IG calls for changes in public service department By Alexandra Seltzer Palm Beach Post Staff Writer 424 words 4 November 2015 The Palm Beach Post PMBP Final 3B English Copyright 2015. The Palm Beach Post, All Rights Reserved. Credit card receipts were properly recorded and approved each month, but about $18,445 worth of them lacked necessary details.

Maintenance tasks were reported monthly, but the costs and what was performed weren't properly documented.

There was a vendor history file, but about $1 million in services didn't have contracts.

Those are some of the examples that were given in the Inspector General's audit of the Palm Springs' Public Service Department, released Tuesday. The audit identified about $1.1 million in questioned costs made by the department and about $84,000 in potential avoidable costs.

The audit was requested by the village -- which has an annual budget of about $32 million with about $16.7 million of that going to public service. In December, the village contacted Inspector General John Carey's office and the State Attorney's office regarding allegations made about the department such as staff members doing "inappropriate activities."

The IG audited department activities from Oct. 1, 2013 to Dec. 31, 2014, mainly regarding fuel purchasing, credit-card use, maintenance management, scrapping, and general physical security.

Overall, the IG listed nine findings and gave 16 recommendations. The village has already implemented six of them, the report said.

In a letter to Carey, Richard Reade, the village manager, said once the changes are made "we believe that a culture change" will take place.

Credit cards were issued to 13 public service employees, and 115 out of 383 receipts, totalling about $18,445, didn't have necessary information such as the vehicle ID number or equipment description.

As far as the village's fuel operation, the IG found weaknesses in the controls over and recording of transactions by employees, which the IG said could increase the risk of theft.

The IG selected a sample of 96 payments, totaling $2.3 million, from 24 vendors used by the department and found that payments to five vendors, worth about $1.1 million, didn't have written contracts. And, the IG found that the village didn't have policies or procedures for material being scrapped. A policy was created by the village in April, the report said.

Another change came after the IG found that the village didn't have a maintenance work-order system, and tasks performed and the cost for them wasn't being "captured." The village bought an automated work-order system in August. [email protected] Twitter: @alexseltzer

Document PMBP000020151104ebb40002i

CommNews CITY APPLIES FOR SAFETY GRANTS By David DiPino Staff writer 362 words 3 May 2009 South Florida Sun-Sentinel FLSS Palm Beach Central 1 English Copyright 2009, South Florida Sun-Sentinel. All Rights Reserved. Delray Beach has applied for more than $1.8 million in combined federal stimulus and formula-based grants geared to boost police presence.

A grants team made up of city services, including Public Works, Public Utilities, Community Improvement, Information Technology, Finance, and Planning and Zoning, meet on a weekly basis with Langton Associates, a public affairs consulting firm hired by the city to assist with obtaining stimulus funding.

The grants team was established March 12 to identify and apply for federal economic stimulus funding that was recently approved and may be available to the city.

"We're aggressively pursuing every grant opportunity for the city," said Rich Reade, a member of the grants team and city spokesman.

The city is applying for two federal stimulus grants: a $289,582 Byrne Memorial Justice Assistance Grant and a $1.4 million COPS Hiring Recovery Program grant.

The Byrne grant will provide funding for the Delray Beach Police Department's Holiday Robbery Task Force.

"The Holiday Robbery Task Force is an ongoing initiative that has been funded through grant money for years," said Jeffrey Messer, police spokesman. "It provides security to residents and guests at popular shopping destinations in Delray Beach during the holiday season."

The COPS Hiring Recovery Program grant would provide funding for six police officer positions for three years.

"With the already frozen positions from a few years back and an inability to fill recently vacated positions, this grant might really help us get back to an acceptable staffing level," Messer said.

The city applied for a $73,097 Florida Department of Transportation grant to implement an aggressive driving/speed enforcement program, and a grant for $88,822 that would help staff a DUI enforcement officer.

"The DUI officer, that position has been funded by FDOT for many years; this is a renewal request for that money," Messer said.

City Manager David Harden said once the grants are approved, the money will be available from the federal government within two months.

For more information about city grants, visit www.mydelraybeach. com.

David DiPino can be reached at [email protected].

Document FLSS000020090503e5530002p

Candidate 8

Michael “Shawn” Sherrouse

Contact Information

Address: 724 Success Avenue Lakeland, Florida 33801 Cell: 863-412-0267

Email: [email protected]

Education

· Master of Public Administration University of South Florida, Tampa, Florida

· Bachelor of Arts – Organizational Management Warner University, Lake Wales, Florida

Work History

2016 to Present City of Lakeland, Florida (population 112,000)

Deputy City Manager

2006 to 2016 City of Auburndale, Florida (population 14,832)

2012 to 2016 Assistant City Manager

2006 to 2012 Community Development Director

1995 to 2006 Polk County Property Appraisers Office, Winter Haven, Florida

Branch Office Manager/Residential Appraisal Supervisor

1989 to 1997 United States Marine Corps

Sergeant (Gulf War Veteran)

Landing Support Battalion Operations Non-Commissioned Officer in Charge (NCOIC)

Marksmanship Training Instructor

Data Summary:

Candidate: Michael “Shawn” Sherrouse

Organization: City of Lakeland, Florida

Position: Deputy City Manager

Organization Budget: $626 million

Total Number of Employees in Organization: 2,300

Expected Salary: $196,000

Reporting Relationship: City Manager

Years of Experience: 31

Professional Affiliations:

· International City/County Management Association · Florida City/County Management Association · National Public Employer Labor Relations Association · Florida Public Employer Labor Relations Association September 2, 2020

Ms. Heidi Voorhees President GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062

(Via Electronic Submission)

Mayor and City Commissioners (c/o Heidi Voorhees):

It is with great enthusiasm that I submit my qualifications for the position of City Manager for the City of Lakeland, Florida. During my more than twenty-five years of public service experience, I have progressively gained the requisite knowledge, skills and abilities to successfully serve in this highly responsible capacity. As the current Deputy City Manager for the City of Lakeland, my intimate knowledge of City operations, coupled with my lifelong history in the Lakeland community, uniquely positions me for immediate collaboration with our elected officials and community partners to continue Lakeland’s positive momentum into our future.

As a skilled manager and an effective negotiator, my record of achieving positive outcomes, when dealing with competing interests, is proven. During my tenure with the City of Lakeland, I have administered executive-level management for every City department, including the City’s major enterprise departments (airport, electric, solid waste, water utilities). To provide for more effective and efficient operations, I directed the reorganizations of the Information Technology and Human Resources Departments. I have successfully served as the City’s lead negotiator for several collective bargaining agreements and have effectively negotiated a successor Outside Protection Area (OPA) contract with the Polk County Fire Department that resulted in increased revenue for the City. I served on the selection committee that negotiated for the redevelopment of a 10-acre blighted property, located in the downtown core, to the ongoing new construction of over 350,000 square feet of multifamily residential development (Mirrorton).

I am an experienced growth management professional. While serving as the City of Auburndale’s Community Development Director, I independently managed a state mandated two-year evaluation and appraisal of the City’s Comprehensive Plan. The growth-related elements of the Plan included Future Land Use, Transportation, Housing, Conservation, Recreation and Open Space, Intergovernmental Coordination, and Public Schools. This process resulted in the creation of policies to aid the City in meeting growth management related goals and objectives. I also worked collaboratively with Polk County and the Central Florida Regional Planning Council to develop a Joint Planning Agreement to guide both the City and Polk County in making future interrelated growth management decisions.

My professional accomplishments reveal my willingness to explore innovative ideas that require strategic coalitions to seize community opportunities. While serving Auburndale, I prepared and presented to the City Commission an opinion of value and negotiated the $6.6 million purchase of land that was a planned 88-acre residential subdivision. This purchase led, instead, to the development of the Lake Myrtle Sports Park, a 250-acre park that is the headquarters of the Florida Youth Soccer Association, RussMatt Collegiate Baseball Invitational and the Polk County Tourism and Sports Marketing organization. An average of 190 events are hosted at the park annually, generating an estimated annual economic impact of $46.5 million for the local economy, closely matching the economic impact generated by Detroit Tigers Spring Training baseball. To fund and develop this opportunity, I leveraged partnerships with the County, several athletic associations, and sports and tourism organizations. This strategy was successful, as the community not only benefits from the annual economic impact, but also enjoys year-round use of the park for community events and recreational activities.

My experiences in budgetary administration are diverse. The breadth and depth of my experiences range from budgeting at a departmental level to assisting in formulating Lakeland’s citywide budget at a robust $626 million. I have prepared departmental budget requests for submission to executive administrators and, subsequently, managed these budgets to ensure compliance with fiscal constraints. In the executive positions as Auburndale’s Assistant City Manager and Lakeland’s Deputy City Manager, I have reviewed departmental requests, forecasted revenues and expenses and assisted in developing balanced budgets. I managed the Auburndale Community Redevelopment Agency (CRA) budget during an economic recession that reduced the budget from $963,000 to $640,000, with recovery to $1.1 million, with no reduction in services and no accrued debt. Recently, as part of Lakeland’s executive management team, I assisted in providing guidance and oversight for the de-appropriation of $9.6 million from the FY’20 budget to offset COVID-19 related revenue loss projections for the FY’21 – FY’23 budgets.

On a personal note, I am a native of Lakeland. Other than during my time of service in the United States Marine Corps, I have lived my entire life in the Lakeland/Auburndale/Polk County area. My family was recognized by former Governor Lawton Chiles as a “Pioneer Family” for establishing a homestead in north Lakeland in 1834. This heritage has instilled in me a deep sense of pride for the Lakeland community and has fueled my passion to serve the citizens of Lakeland and Polk County throughout my twenty-five years of work in local government. It is for these reasons, coupled with my level of knowledge and experience, that make me the right fit to serve as City Manager for the City of Lakeland.

I appreciate the opportunity to apply for this position and thank you for your consideration.

Sincerely,

Michael “Shawn” Sherrouse

MICHAEL “SHAWN” SHERROUSE 724 Success Avenue ▪ Lakeland, Florida 33801 ▪ 863-412-0267 ▪ [email protected]

Professional Experience

CITY OF LAKELAND, FLORIDA (POPULATION 112,000) 2016 to Present

Deputy City Manager ▪ Provide executive-level general management for 16 City departments (2,300 public employees), including major enterprise departments (airport, electric, solid waste, water utilities) ▪ Serve as Acting City Manager, when assigned by the City Manager, due to his absence ▪ Assist in preparing the annual City Budget and Capital Improvements Program (FY2020 - $626 million) ▪ Serve as the City’s lead negotiator with the City’s four collective bargaining unions (IAFF, IBEW, PBA, UWUA) ▪ Direct an executive-level management team to review annual departmental program, operating and capital modification requests and provide formal recommendations to the City Manager ▪ Lead the City’s Broadband Committee, twice presenting options and proposals to the City Commission during Public Hearings ▪ Liaison with the City’s contracted lobbyist to develop an annual Legislative Policy Statement and communicate with State Legislators to advocate on the City’s behalf ▪ Review and respond to all procurement activities requiring City Management authority, including purchase orders, change orders, task authorizations and contracts ▪ Preside as hearing officer for collective bargaining grievances, general employee grievances and disciplinary due process hearings ▪ Evaluate and respond to departmental requests for exceptions to the City’s hiring and pay policies ▪ Participate in individual monthly one-on-one meetings with the Mayor and each City Commissioner to lead discussions and provide detailed information regarding City projects and initiatives ▪ Represent the City at various public events and speaking engagements

Notable Achievements: ▪ Directed revisions to the FY’20 Strategic Planning Process to better identify target areas for the development of action plans and strategies that focus resources on achieving goals and objectives ▪ Increased the City’s succession planning and staff training efforts by directing the addition of four developmental programs to the Human Resources platforms (New to Supervision Leadership Development, Talent Management Profiles, LinkedIn Learning courses, “48 Hours: Invest in You” Leadership Immersion Program) ▪ Achieved certification as a Florida Public Sector Labor Relations Professional ▪ Successfully negotiated successor collective bargaining agreements with the IAFF and the UWUA ▪ Served as Chairman of the task force that created the Retiree Pension Subsidy program to provide financial assistance to retired pension plan members who were not eligible for the DROP program and are receiving less than the local median annual income threshold ▪ Negotiated a renewed contract with Polk County for the City of Lakeland Fire Department to provide Outside Protection Area (OPA) and Automatic Aide fire and EMS response services. The terms of the renewed contract increased the City of Lakeland’s revenue for these services form 50% of Polk County’s associated fire tax fee to 68% over a five-year term ▪ Administered and participated in a Request for Qualifications (RFQ) process for redevelopment of the North Lake Mirror CRA redevelopment site. This resulted in a negotiated contract with a development company to redevelop the 10-acre site with a minimum of 306 multifamily residential units (Mirrorton), consisting of approximately 350,000 square feet of new construction in this blighted area ▪ Developed and managed an Implementation Action Plan that enacted operational changes to provide more efficient operations and improved services. This two-year process was in response to a previously contracted Benchmarking Study

CITY OF AUBURNDALE, FLORIDA (POPULATION 14,832) 2006 to 2016

Assistant City Manager (Mar 2012 – Sept 2016) ▪ Assisted in preparing the annual City Budget and Capital Improvements Program (FY2016 - $42 million) ▪ Responded to customer service needs, coordinating with city departments to provide solutions ▪ Prepared and administered a $1.1 million annual budget for the City’s Community Redevelopment Agency (CRA), including a Capital Improvements Program ▪ Responsible for project management oversight on all CRA projects to ensure cost savings, quality controls, and completion ▪ Managed a Community Development Block Grant (CDBG) program, including public input, grant application, solicitation of bids, construction management, and budget compliance ▪ Responsible for human resources management for 173 employees, including recruitment, orientation, retention and benefits administration ▪ Administered all aspects of worker’s compensation benefits, including injury reports, wage statements, restricted duty assignments, and acted as liaison with the City’s insurance provider ▪ Reviewed disciplinary actions to ensure compliance with personnel policies ▪ Facilitated City Commission participation in official functions, civic organizations and social engagements

Notable Achievements: ▪ Managed the CRA annual budget during an economic recession that reduced the budget from $963,000 to $640,000, with recovery to $1.1 million, with no reduction in services and no accrued debt ▪ Designed and administered a $100,000 annual CRA redevelopment incentive program ▪ Directed the City’s CDBG program with over $400,000 invested in community improvements and $3 million invested in property acquisition and construction of a community center/gymnasium ▪ Managed the procurement, development and implementation of the My Auburndale App to provide a mobile application, allowing citizens to request city services using their mobile devices ▪ Designed an employee wellness program including annual health screening and immunization clinics ▪ Served as Interim Parks and Recreation Director (Nov-Dec 2014) – Directed several community events including the annual Christmas Parade, inaugural Christmas Tree Lighting ceremony, Breakfast with Santa and the inaugural CityCon convention Community Development Director (May 2006 – Mar 2012) ▪ Managed the City’s Community Development Department including the Construction Services Division and Planning Division ▪ Assisted the City Manager in preparing and administering a $600,000 annual revenue budget and a $335,000 annual expenditure budget for the Community Development Department ▪ Directed the development and implementation of amendments to the City’s Comprehensive Plan and Land Development Regulations to ensure compliance with State law ▪ Reviewed subdivision plats, site plans, and permit applications to ensure compliance with the City’s Comprehensive Plan and Land Development Regulations ▪ Coordinated and conducted meetings of the Planning Commission and Historic Preservation Commission ▪ Managed all customer service activities of the Community Development Department ▪ Prepared public notices, ordinances and resolutions for action by the City Commission ▪ Maintained GIS mapping for essential City services ▪ Represented the City on the Transportation Planning Authority Technical Advisory Committee

Shawn Sherrouse Resume Page 2 Notable Achievements: ▪ Developed a Joint Planning Agreement to assist the City and Polk County in making future interrelated growth management decisions ▪ Managed a State mandated, two-year evaluation and appraisal (EAR Report) of the City’s Comprehensive Plan and created policies to aid the City in meeting growth management related goals and objectives ▪ Directed the annexation of 2,040 acres of land into the city limits and processed Future Land Use and Zoning classifications ▪ Prepared and presented an opinion of value and negotiated the $6.6 million purchase of a planned 88- acre residential subdivision. This purchase led to the development of the Lake Myrtle Sports Park, a 250- acre park consisting of 11 soccer/multiuse fields, 9 collegiate baseball fields, a multiuse trail, a dog park and various amenities. Lake Myrtle Sports Park is the headquarters of the Florida Youth Soccer Association, RussMatt Collegiate Baseball Invitational and the Polk County Sports Marketing/Tourism organization. An average of 190 events are hosted at the park annually, generating an estimated annual economic impact of $46.5 million for the local Polk County economy ▪ Created a historic preservation marker program that placed cast-aluminum signage at various locations registered on local, state and national historic registries

POLK COUNTY PROPERTY APPRAISERS OFFICE – FLORIDA 1995 to 2006

Branch Office Manager/Residential Appraisal Supervisor ▪ Managed the operational requirements of a governmental branch office ▪ Assisted in the preparation and administration of a $536,000 annual budget ▪ Utilized statistical measurements to determine market values for over 80,000 residential properties ▪ Managed the assessment of over $5.6 billion of taxable value ▪ Supervised the residential appraisal staff consisting of 10 real estate appraisers ▪ Determined annual goals and objectives for the Residential Appraisal Department ▪ Developed a system of performing proficiency and accuracy evaluations of appraisal staff members ▪ Provided training for the residential appraisal staff ▪ Reviewed appraisal reports, sales edits, architectural drawings, valuation petitions, building permits and correspondence to ensure accuracy ▪ Enforced and adhered to Florida Statutes Title XIV pertaining to taxation and finance ▪ Performed informative speaking engagements at public and private venues ▪ Executed customer service through correspondence, telephone communication and personal interaction

UNITED STATES MARINE CORPS 1989 to 1997

Sergeant ▪ Gulf War Veteran (Saudi Arabia/Iraq/Kuwait) Landing Support Battalion Operations Non-Commissioned Officer in Charge (NCOIC) ▪ Managed the battalion’s operational demands by scheduling training exercises for 800 Marines ▪ Processed orders for helicopter support missions across the United States ▪ Assigned support teams of 8 to 12 Marines to aid in conducting helicopter support missions ▪ Scheduled all logistical necessities to support each deployment (equipment, travel, food and lodging) ▪ Supervised training missions and prepared status reports for the battalion’s Commanding Officer ▪ Acted as liaison with officers of supported units to ensure their operational requirements were met Marksmanship Training Instructor ▪ Instructed Marines in safety, weapons handling and accuracy with firearms

Shawn Sherrouse Resume Page 3 Education

UNIVERSITY OF SOUTH FLORIDA – TAMPA, FLORIDA

Master of Public Administration, 2016 ▪ USF International City/County Management Association Student Chapter President – 2014, Co-Founder and first full-term President

WARNER UNIVERSITY – LAKE WALES, FLORIDA Bachelor of Arts in Organizational Management, 2002 ▪ Graduated Magna Cum Laude

Awards Received ▪ 2013 Florida City/County Management Association B. Harold Farmer Scholarship ▪ Inducted into the Phi Theta Kappa International Honor Society for academic excellence - 1999 ▪ Awarded the Navy Achievement Medal for superior performance while serving as the Operational Director for Landing Support Battalion, United States Marine Corps, from May 1990 to September 1993

Community Service ▪ Polk Vision - Leadership Polk Alumni Association Treasurer 2020, Past-Secretary & Alumni Team Member-at- large / Leadership Polk Class XII Chairman / Leadership Polk Selection Committee ▪ Camp Fire Sunshine Youth Development Central Florida, Board of Directors 2019-2020 ▪ Polk Pre-Collegiate Academy Board of Directors 2017-2019 ▪ Former Commissioner, Polk Commerce Center Community Redevelopment Agency ▪ Served on the City of Auburndale Planning Commission ▪ President, Auburndale Little League Baseball, Inc. 2005 – 2008 & 2010 ▪ United Way of Central Florida Reading Pals Program Volunteer 2015-2016

Professional Affiliations ▪ Certified Public Sector Labor Relations Professional, Florida Public Employer Labor Relations Association ▪ International City/County Management Association – Student Member 2013-2016, Full Member since 2016 ▪ University of South Florida International City/County Management Association – Co-founder, Past-President & Student Chapter Mentor ▪ Florida City/County Management Association – Full Member since 2012 / Board of Directors 2018-20 / Awards & Scholarships Committee 2018-20 / Board of Directors Nominating Committee 2013-16 / Professional Development Committee 2014-16 / Conference Planning & Winter Institute Committee 2015 / Student Council Co-Chair 2015-16 ▪ Leadership Lakeland – Class XXXVII Graduate - 2020 ▪ Leadership Polk County – Class IV Graduate – 2011

Shawn Sherrouse Resume Page 4 Michael "Shawn" Sherrouse [email protected] (863) 412-0267

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-11

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Michael

Middle Name: Shawn

Last Name: Sherrouse

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? I am the current City of Lakeland Deputy City Manager

Street Address: 724 Success Ave.

City, State, Zip: Lakeland, FL, 33801

Cell Phone: 863-412-0267

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Master of Public Administration

College/University & Location(city): University of South Florida

Additional Degree Earned:

College/University & Location(City):

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 2,300 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your current or most recent department (if applicable):

3. Total budget in your current or most $626 million recent overall organization (if applicable):

4. Total budget of your department or areas of responsibility (if applicable):

5. Expected compensation for this position: $196,000

6. Who do you (or did you) report to (title City Manager only):

7. Related professional affiliations: ICMA Full Member, FCCMA Full Member, Certified Public Sector Labor Relations Professional - Florida Public Labor Relations Association

9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 10. At any time in the last seven (7) years, Dissolution of Marriage, July 2014, Circuit Court of the Tenth Judicial have you been a party to a lawsuit in any Circuit in Polk County, FL court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

Additional Candidates Interviewed Candidate 9

Caryn Gardner-Young

Contact Information

Address: 10874 Jefferson Way Home: 561-740-3286 Boynton Beach, Florida 33437 Cell: 561-891-9799

Email: [email protected]

Education

· Master of Public Administration Florida Atlantic University, Boca Raton, Florida

· Juris Doctorate DePaul University, Chicago, Illinois

· Bachelor of Arts – Environmental Studies and Geography The State University of New York, Binghamton, New York

Work History

3/2020 to Present Florida Department of Transportation (FDOT)

Planning Supervisor

2017 to 2019 City of Delray Beach, Florida (population 69,000)

Assistant City Manager

2005 to 2016 City of Parkland, Florida (population 34,000)

2007 to 2016 City Manager

2006 to 2007 Assistant City Manager

8/2005 to 1/2006 Development Services Director

2/2005 to 8/2005 Planning and Zoning Director

11/2004 to 2/2005 Kilday & Associates, West Palm Beach, Florida

Planner

Work History – cont’d

2000 to 2004 Village of Wellington, Florida (population 65,000)

2002 to 2004 Planning & Zoning Director

2001 to 2002 Planning & Zoning Manager

8/2000 to 1/2001 Principal Planner

1998 to 2000 City of Greenacres, Florida (population 41,000)

1999 to 2000 Zoning Administrator

1998 to 1999 Senior Planner

1992 to 1998 Bickley, Hart and Gardner

Attorney

Data Summary:

Candidate: Caryn Gardner-Young

Organization: Florida Department of Transportation (FDOT)

Position: Planning Supervisor

Total Number of Employees in Organization: 6,500

Total Number of Employees in Department: 30

Expected Salary: as advertised

Reporting Relationship: Transportation Planning Supervisor

Years of Experience: 28

Professional Affiliations:

· American Planning Association · American Planning Association Florida Chapter · International City/County Management Association · Florida City/County Management Association · Palm Beach City/County Managers Association · Florida Recreation and Parks Association · Florida Government Finance Officers Association · Society for Human Resource Management August 3, 2020

Heidi Voorhees, President GovHR USA 630 Dundee Road, Suite 130 Northbrook, Il 60062

Re: Lakeland City Manager position

Dear Ms. Voorhees:

Please consider this correspondence as my application for the City Manager’s position for the City of Lakeland. I am interested in this position because I desire to work for a City which has a reputation for being progressive, caring, forward thinking and stable. As I reflect on the experiences I have had in local government and my understanding of the needs of a successful city, I am a natural fit for the position.

First, I exceed the education and experience requirements listed in the recruitment brochure since I have over fifteen years of progressively more responsible local municipal management and I am a Certified City Manager with a master’s degree in Public Administration as well as possessing a Juris Doctorate. My career started out as a Zoning Administrator to almost ten years as the City Manager of Parkland. As Assistant City Manager of Delray Beach, which position I specifically took for experience with a larger municipality than Parkland, I learned oversight of functions of considerable size and complexity.

Lakeland needs a strong, passionate leader with executive skills in interpersonal communications, data driven decision making, results driven initiatives and strategic planning. I am that person. I am extremely interested in the City Manager’s position and I am committed to making Lakeland the best it can be. First, I understand that there is a need to keep the city’s feel while growth is occurring. While in Parkland, the City increased its population by over 6,000 residents but we maintained our level of service despite the growth impacts. The same was true in the Village of Wellington. We even worked with developers to obtain monies or equipment (fire rescue for assisted living facility) to deal with the impacts of a development. I also possess experience in Economic Development. In Delray Beach we were successful in implementing a Tax Opportunity Zone as well as the construction of multiple hotels and Kaufman Lynn’s corporate HQ.

I am not afraid to handle capital projects. As Acting Public Works and Utilities Director for over six months in Delray Beach, I was responsible for the $79 million Capital Improvement Budget. This required me to determine which projects to include based upon needs and when monies are available, which funds will pay for the project, assist with solicitations and ensuring that the projects are completed on time and in budget. I excel in capital projects because of my strong intergovernmental skills. In Parkland I was able to convince two County Administrators, two County Elected Bodies, multiple transportation experts, property owners in both Counties and even State Legislators that 1900 acres should be incorporated in Broward County from Palm Beach County. Although it took over two years, as City Manager of Parkland I was able to move the County line which did not happen in Florida for over sixty years. Also, in Broward County I worked to create a countywide communications system and started discussions on a possible northwest Fire District and a northwest health clinic to be shared by four municipalities.

Although a Planner and attorney in background, I have earned high marks for my financial acumen and I am fiscally conservative. I was the City Manager of Parkland during the economic rescission in 2000s. I learned to be lean and mean and to make sure that I monitored the budget carefully so we could live within our means. I was even successful every year in Parkland in reducing or maintaining its mileage rate. I also have experience with grants to pay for infrastructure including obtaining FRDAP and Historic Preservation grants as well as receiving a $300,000 line item from the State of Florida for modifications to one of our parks along the beach. As desired in the next City Manager, I possess strong communication skills. I have completed multiple presentations in front of various advisory boards, City Commissions as well as having been a speaker at professional conferences. Public speaking comes nature to me. I do not sit behind a desk. When I am in the office, I have an open-door policy, which has allowed me to create a strong relationship with the public in municipalities where I worked. I learned that effectively leveraging relationships with external stakeholders is extremely important. Thus, I am on the Board of Trustees for Northwest Medical Center and work closely with Chambers of Commerce and various not-for-profit organizations. I also connect with the community I work in by being involved in community events. For example, I have painted houses for Habitat for Humanity, sent care packages to soldiers overseas, and obtained building and grounds improvements for the Boys and Girls Club this year and a public-school last year with Office Depot. Over the years, I have developed strong relationships with County representatives making joint regional projects possible and was actively involved in the Broward County City Managers’ Association where I developed strong connections with other City Managers.

In addition, throughout my career I have been successful in building a high-performance customer friendly organization which can only be accomplished by developing and mentoring employees, which are a city’s most important asset and by not settling for second best. I believe in creating a culture of servant leadership that will result in talented professionals working collaboratively to create partnerships with community stakeholders. I created working groups including a purchasing group so information can be disseminated within a department rather than through the Purchasing Department as well created interdepartmental groups such as a Placemaking and Livability Group which included members from Public Works, Development Services, Economic Development, CRA, and Downtown Development Agency. My style encourages continuous improvements such as procurement changes that I implemented in Delray Beach that reduced our solicitation timeframe by three weeks.

Most of all, I understand the need to establish a strong relationship with the City Council. The City Manager must take policy direction from the Electeds and ensure that their vision is achieved. I know I can accomplish this with Lakeland. By using strategic planning, I have been able to incorporate and implement Parkland’s and Delray Beach’s City Commission goals and objectives as well as communicate to the residents how successful each city has been. In addition, I create strong lasting relationships with my Electeds. Although I left Parkland over three (3) years ago, I still meet with two of my former Commissioners once a month for lunch and have been invited to several of their family celebrations.

If selected, I will work diligently, tirelessly, and even more importantly work with and uphold the collective vision and direction that the City Council have adopted. I am confident that I possess the managerial, communication and interpersonal skills to proudly serve as Lakeland’s next City Manager. As I look ahead to my next chapter in my career, I am open minded about going wherever I need to go in order to find the right opportunity, I want to find a position where I can utilize my extensive experience and do an incredible job. I believe the Lakeland’s City Manager position is that job. Thank you for your consideration and I look forward to hearing from you.

Sincerely,

Caryn Gardner-Young 10874 Jefferson Way Boynton Beach, Fl 33437 (561) 891-9788/[email protected] CARYN GARDNER-YOUNG, ICMA-CM, AICP, JD 10874 Jefferson Way Boynton Beach, Florida 33437 E-mail: [email protected] Phone (561) 740-3286

QUALIFICATION SUMMARY A seasoned manager with more than fifteen (15) years of innovative leadership expertise in public administration. Achievement-oriented, outcome focused and accountability driven, with proven communications, organizational and analytical skills. Demonstrated proficiency in successfully managing staff and professionals of all levels. Profound knowledge of government policies pertaining to budgeting, city planning and development, transparency, forecasting and municipal elections. Additional expertise in the following areas:

• Leadership and Organizational Management • Researching complex topics • Customer Service • Fiscal Analysis and Budgeting • Strategic Planning and Performance Measures • Community Relations • Personnel Selection and Team Building • Planning and Zoning

RELEVANT PROFESSIONAL EXPERIENCE:

Planning Supervisor, FDOT District 4, Ft Lauderdale, Florida March 2020 to Present

Florida Department of Transportation is a state agency responsible for coordinating the planning and development of a safe, viable, and balanced state transportation system serving all regions of the state, and to assure the compatibility of all components, including multimodal facilities. District 4 covers the counties of Broward, Palm Beach, Martin, Indian River and St. Lucie which is approximately 5,000 square miles, with 3,615,400 residents and includes vehicles which travel more than 52.4 million miles daily. I manage a team of three Planners and my responsibilities include mentoring staff, intergovernmental coordination, assist with amendments to the Florida Transportation Plan and SIS Plan, review of Comprehensive Plans for compliance with FDOT goals and objectives, develop and coordinate planning studies such as but not limited to corridor, connectivity, access management, and resiliency studies and review and improve processes and procedures.

Assistant City Manager, City of Delray Beach, Florida March 2017 to Sept. 2019

City of Delray Beach is a municipality located in the southern end of Palm Beach County with a population of over 65,000 residents. It covers approximately sixteen and a half (16.5) square miles which borders are Unincorporated Palm Beach County to the west, the Atlantic Ocean to the east, City of Boynton Beach to the north and the City of Boca Raton to the south. Full service municipal organization comprised of 847 employees with three (3) collective bargaining units. The Adopted Fiscal Year 2018-2019 Budget was over $293 million including a $133 million General Fund, $79 million Capital Improvements Fund and $56 million in Enterprise Funds including Water and

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Sewer, Stormwater Utility, Sanitation, City Marina located on the Intercoastal Waterway, and two (2) Municipal Golf Courses (Executive and 18 hole). During my time with the City, my duties and responsibilities included oversight for almost all the City’s Departments including internal support Departments of Finance, Purchasing, and Human Resources Departments, Clerk’s Office and Information Technology Department, community engagement Departments of Parks and Recreation and Neighborhood Services as well as Livability and Placemaking Departments of Economic Development, Development Services (Planning and Building Departments, Utilities and Public Works Departments).

ACCOMPLISHMENTS

· Successfully worked with the City’s Lobbyist and obtained $300,000 grant from the State of Florida for construction of a pavilion along the City’s beach front · Assisted with the reduction of the operating millage rate .1000 each year in order to achieve an overall millage rate reduction of one mill over ten years · Coordinated the City’s funding agreements with not-for profit organizations to ensure all performance measures were being met and created a better working relationship with the not-for profit organizations · Developed and implemented new lien form and procedures to include electronic filing of liens and retrieval of lien information · Reduced the time for completion of solicitations by amending the City’s Purchasing Manual to address gray areas and inconsistencies and creating and standardizing solicitation templates · Proactively represented the City on the Board of the Delray Beach Marketing Cooperative by watching expenses resulting in the organization dissolving to avoid duplicate services · Assisted City Manager in implementation of a Strategic Planning process including hiring Strategic Planner, coordination of day and a half session with City Commission and drafting of final report · Substantially reduced the fees imposed in the City’s ICMA plans to provide savings to the City’s employees · Citywide data was successfully replicated from Delray Beach server room to offsite Disaster Recovery Data Center in Tallahassee to allow continued service in time of emergency · Assisted in updating of City’s Investment Policy to maximize investment returns · Developed and implemented a City Warehouse Policy to create effective controls and efficient operations · Successfully implemented a downtown parking program

CITY AWARDS RECEIVED

• The City was awarded the All American City Award • The City was awarded the Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association of the United States and Canada

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City Manager, City of Parkland, Florida June 2007 to Nov. 2016 Interim City Manager Feb. 2007 to June 2007

City of Parkland is the most northwestern municipality in Broward County with a population of over 28,000 residents. It covers approximately twenty-one (21) square miles which borders are the Everglades to the west, State Road 7 to the east, Palm Beach County line to the north and the Sawgrass Expressway to the south. My duties and responsibilities included operating as the City’s Chief Executive Officer with 139 part-time and full-time employees and a $46 million budget. Oversight responsibility for the following functions: law enforcement, fire/EMS services, parks and recreation, planning and zoning, finance, public works, library, engineering, building, and human resources.

ACCOMPLISHMENTS

• Maintained or decreased the City’s millage rate every year as City Manager without impacting resident level of service • Improved the Fire/Rescue services within Parkland to a level that supported an enhanced ISO insurance rating of Class 3 from a 4/9 rating • Participated in Annexation effort (successful) to increase the physical size of City by over 1000 acres and lead successful transfer of 1900 acres from Palm Beach County to Broward County • Represented the City in a successful collaborative effort of four entities (Broward County, MPO, City and FDOT) to form a joint effort in reconstruction of Lox Road • Received no audit comments for four years in a row from the City’s independent auditors (2 different firms) evaluating the City’s financial records • First Broward County municipality to initiate and deploy 65 gallon residential roll-out carts throughout the City for single stream recycling and the first Broward County municipality to have clean burning “CGN” (compressed natural gas) solid waste Collection trucks deployed in their community with Waste Management • Completed re-write of City of Parkland’s Rules and Regulations in-house • Finalized real estate transactions for purchase of Beaty and 12 acre sites • Negotiated five (5) year contracts with both Broward County Sheriff’s Office and Coral Springs Fire Department to provide law enforcement and fire/EMS services • Achieved the completion of two Fire Stations (over $2 million each), the completion of the City’s regional park including 2 synthetic fields, 2 playgrounds, a baseball diamond, 4 multi-use fields and 2 bathrooms (over $7 million), and the completion of a new clay court Tennis Center (over $4 million) • Created an employee wellness program including participation in lunch and learns, physical activity and healthy snacks/lunches • Improved Parkland’s web page (www.cityofparkland.org) by a complete makeover four years ago and in the process of completing another one • Launched a biannual resident survey to measure the effectiveness of city services and integrated this survey into the budget and the performance monitoring process • Implemented quarterly operational and financial reporting that is tied to the City Commission's strategic objectives • Implemented for the first time an investment policy for the City’s monies

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• Guided a complete revamp of organizational performance measures to those that are outcome focused and results oriented • Instituted control measures during the recession including but not limited to hiring freeze, layoffs, budget reductions to ensure that City financial condition and outlook was good. • Directed the development of the City’s first long term capital replacement fund, infrastructure replacement fund, insurance deductible reserve and 10 year financial forecast to better predict future impacts on revenue streams so there is no need for a huge hike in the millage rate • Established a comprehensive employee development, training and recognition program Focused on Department heads providing consistent and in-year performance recognition culminating in annual employee recognition awards • Competitively contracted city services – median maintenance, tree trimming, right of way mowing, planning services, and fleet maintenance permitting the cost-efficient reallocation of employees to more productive assignments • Completed in three months the transfer of the City’s Community Center operations and programming from a private provider • Implemented an across the board communications program that focused on internal and external resources. Utilized low cost high volume communication measures to inform citizens of city activities and issues. These included effective utilization of the City’s Pipeline, E-mail Blasts, E-Newsletters, Facebook, message boards and banners • Directed implementation of the City’s Geographic Information System roll-out including resident access to City maps

CITY AWARDS RECEIVED • Since 2007, the City was awarded Playful City USA designation by KaBoom! • Since 2007, the City was awarded the Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association of the United States and Canada • Since 2009, the City has received the lowest or second lowest crime rate in Broward County pursuant to the Florida Department of Law Enforcement • 2010 – Awarded 5 Stars from Grey House Publishing for America’s Top Rated Small Towns and Cities. • 2012 – One of a limited number of local government organizations to receive Special Performance Measures Recognition from the G.F.O.A. in a budget document • 2014 – the City was awarded the Florida League of Cities Municipal Achievement Award (City Spirit) for the City’s Passport to Parkland event • 2014 – the City was awarded the Healthy Weight Champion Award from the Florida Department of Health • 2015 – the City was awarded the one of the top 10 places to Live in Florida from Telegraph Today • 2015 – the City was awarded the 14th Best City for Young Families in Florida from NerdWallet • 2015 – the City was awarded a Platinum Permitting City from the Greater Fort Lauderdale Alliance • 2015 – the City was awarded the 5th Best Small City in the Nation for Families from NerdWallet • 2016 – the City was awarded the 4th Most Successful City in Florida from Zippia

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Assistant City Manager, Parkland Florida Jan. 2006 to Feb. 2007 Partnered with the City Manager in administering the day to day operations of the City, in establishing and implementing long range planning, development of goals and objectives, preparation of the proposed budget document, project management, needs analysis, mentoring and development of subordinates. Departmental areas of responsibility included all city departments at various times with continued oversight in Development Services (Building, Engineering and Planning and Zoning) throughout my tenure.

ACCOMPLISHMENTS

• Implemented Code Red system which is an emergency notification system to residents. • Created a city wide Communities for a Lifetime program which encourages communities to inventory the needs and current services available to its older population and identify needed improvements in the community. Participating communities use existing resources and state technical assistance to make crucial civic improvements in such areas as housing, health care, transportation, accessibility, business partnerships, community education, and efficient use of natural resources, volunteer opportunities, and recreation. • Implemented an online resident request, report and complaint system that could be used by residents 24/7 • Coordinated with Broward County and all municipalities the implementation of a countywide school concurrency program

Development Services Director, Parkland Florida Aug. 2005 to Jan. 2006 Supervised a thirteen (13) employee Department including Building, Planning and Zoning and Engineering Divisions for a municipality that was experiencing accelerated growth. According to Broward County, the City of Parkland, based upon the percentage of average annual growth (17.1%), was ranked number 1 as the fastest growing municipality from 2000 to 2010. My duties and responsibilities included: providing staff support to the Planning and Zoning Board, responding to and resolved difficult and sensitive citizen inquiries and complaints, preparation of agenda items for the City Commission and other committees, commissions and boards involved in planning and zoning, building safety, code compliance and housing and grants activities, directing the evaluation, selection and administration of outside consulting contracts for planning and development related services; representing the City on numerous regional organizations and boards, ensuring the City’s interests were represented in a regional context on issues including transportation and emergency management and preparing and presenting the Development Services Department’s budget to the City Commission.

ACCOMPLISHMENTS

• Implemented a new Community Bus Services in cooperation with Broward County

Planning and Zoning Director, Parkland Florida Feb. 2005 to Aug. 2005 Supervised a two person Planning and Zoning Department for a municipality that had a population of 9,000 in 1990 to a population of 22,000 in 2005. In 2005 calendar year, there were over four hundred dwelling units constructed with an average cost of $395,900. My duties and

5 | Page responsibilities included: planning, directing, supervising, and coordinating current and advanced land use planning for the City, supervising and participating in the preparation, revision and implementation of the City’s Comprehensive Plan, preparing draft ordinances and resolutions relating to zoning, subdivisions, annexations, environmental review and related planning and zoning matters, including the preparation and presentation of reports and recommendations, conferring with architects, engineers, developers, and the general public on planning and zoning matters, making authoritative interpretations of applicable laws, regulations and policies, supervising and participating in the more complex and technical planning studies, attending meetings to represent the City and make presentations and coordinating planning activities with other City offices and departments and with outside agencies.

ACCOMPLISHMENTS

• Implemented a new Community Bus Services in cooperation with Broward County • Implemented a new Development Petition Review process to streamline development issues and create a one-stop process for landowners and developers for proposed projects • Implemented a new Special Events Permit Review process

Additional previous experience

• Nov. 2004 to Feb. 2005 Planner Kilday & Assoc West Palm Beach, FL • Aug. 2002 to Nov. 2004 Planning & Zoning Director Village of Wellington, FL • Jan. 2001 to Aug. 2002 Planning & Zoning Manager Village of Wellington, FL • Aug. 2000 to Jan. 2001 Principal Planner Village of Wellington, FL • April 1999 to Aug. 2000 Zoning Administrator City of Greenacres, FL • April 1998 to April 1999 Senior Planner, City of Greenacres, Fl • Aug. 1992 to Aug. 1998 Attorney/Bickley, Hart and Gardner

EDUCATION: Master of Public Administration Degree, Florida Atlantic University, Boca Raton, Florida 2002 Juris Doctorate DePaul University, Chicago, Illinois 1985 Bachelor of Arts Degree in Environmental Studies and Geography SUNY @ Binghamton, Binghamton, New York 1982.

PROFESSIONAL CERTIFICATIONS • International City Management Association (ICMA) Credentialed Manager • American Planning Association (APA) Certified Planner (AICP)

PROFESSIONAL AFFILIATIONS • International City Management Association (ICMA) - member • Florida City/County Management Association (FCCMA) - member • Broward City/County Managers Association (BCCMA) - President served two terms; Secretary /Treasurer served one term and two terms as Vice President (2011-2016)

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• Palm Beach City/County Managers Association (PBCCMA) - member • American Planning Association (APA) - member • American Planning Association Florida Chapter (FAPA) - member • Florida Recreation and Parks Association (FRPA) – member • Florida Government Finance Officers Association (FGFOA) - member

COMMUNITY AFFILLATIONS: • Board of Trustees, Northwest Medical Center since 2015

REFERENCES AVAILABLE UPON REQUEST

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Caryn Gardner-Young [email protected] 15618919788

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Caryn

Middle Name: Sue

Last Name: Gardner-Young

Preferred Pronoun (ex. He/She/They etc.)

How did you learn about this position? ICMA job site

Street Address: 10874 Jefferson Way

City, State, Zip: Boynton Beach, Florida 33437

Cell Phone: 561 891-9799

Email Address: [email protected]

Male or Female (Optional): Female

REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now PLEASE DO NOT CONTACT CURRENT EMPLOYER contact without jeopardizing your present employment. Additional Reference Information:

EDUCATION: Highest Degree Earned: Public Administration

College/University & Location(city): Florida Atlantic University, Boca Raton, Fl

Additional Degree Earned: Juries Doctorate

College/University & Location(City): DePaul University, Chicago, Il

Additional Degree Earned: Bachelor of Arts

College/University & Location (City): SUNY@Binghamton, Binghamton, NY

CURRENT EMPLOYMENT FDOT - 6,500 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your PLEMBO Department - approx 30 current or most recent department (if applicable):

3. Total budget in your current or most Not applicable recent overall organization (if applicable):

4. Total budget of your department or areas Not applicable of responsibility (if applicable):

5. Expected compensation for this position: Within starting salary range

6. Who do you (or did you) report to (title Transportation Planning Supervisor only):

7. Related professional affiliations: APA, ICMA, FCCMA, PBCCA, SHRM, FGFOA

10. At any time in the last seven (7) years, Yes. I was sued personally by a resident while City Manager of Parkland have you been a party to a lawsuit in any For allegedly preventing him from receiving a job with a water provider. court or administrative proceeding, He was a landscaping contractor. Both myself and the Executive personally or professionally? If yes, please Director of the water company were prepared to defend vigorously but provide general information and applicable the City Commission provided my defense and settled this lawsuit along dates. Additionally, please identify the with 2 other lawsuits that were filed against the City and the City applicable venue or jurisdiction of any Commissioners. It was in County court in Broward County. applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

12. At any time in the last seven (7) years, Yes. An anonymous complaint was submitted to the Palm Beach County have you been investigated by a professional Commission on Ethics that I used city services for personal use. During association or other organization, including Hurricane Dorian the Building Official asked me if I need assistance for but not limited to a governmental entity with hurricane preparation. I live with a handicapped husband. The Interim investigative authority, for any reason? If City Manager asked all Directors the same thing and this practice was yes, please provide all information and done in previous years. At lunch time 2 unknown employees showed up applicable dates. Yes or No (If yes, please for less than20 minutes to brace my garage which is a two person job. I explain). did not know who was coming nor threatened or directed them to come to my house. All was done by the Building Official. The complaint against me was dismissed with a letter of instruction not to do again because of how it looked. I paid back the City for the employees’ time.

15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). Caryn Gardener-Young https://delraynewspaper.com/delray-assistant-city-manager-resigns-after-allegation-she-used-city- resources-to-prep-home-before-hurricane-28750 Delray assistant city manager resigns after allegation she used city resources to prep home before hurricane

By delraynews

September 13, 2019

By: Marisa Herman

Associate Editor

Delray Beach assistant city manager Caryn Gardner-Young submitted her resignation several days after an anonymous complaint was filed alleging she used city staff to prepare her home for Hurricane Dorian.

Her resignation submitted on Sept. 9 was effective immediately. She served in the role for about two and one-half years.

Interim city manager Neal de Jesus said he directed human resources to “immediately begin an internal investigation” when he was made aware of the anonymous complaint.

As of Sept. 12, he said that internal investigation is still open.

The complaint was also submitted to the Palm Beach County Office of the Inspector General, which is a watchdog agency for the county.

The anonymous complaint states city employees were sent to Gardner-Young’s residence during business hours to “ensure her property was safe for the arrival of Hurricane Dorian.” Caryn Gardener-Young

In her resignation letter, Gardner-Young addresses the situation. Her letter states: “In the run-up to Hurricane Dorian I was approached by a colleague offering to help me with any last-minute storm preparations that I could not handle on my own given the physical limitations of my husband.”

She writes her husband is disabled and uses a wheelchair.

“I deeply appreciated this thoughtful offer, and accepted it and two men wearing city shirts arrived at lunchtime to help me secure the brace in my garage and my shutters. I assumed that these men, who were there for approximately 45 minutes, were helping me on their lunch break. With hindsight being 20/20, I should have confirmed this fact, but in the chaos of the moment and out of sincere appreciation for their kind assistance, I did not, which is a decision I now regret.”

She states, she would “never abuse my position in any way, nor would I divert or utilize city resources for my own personal benefit, I still feel that it is in the best interest of the city for me to step down to avoid even the appearance of any impropriety.”

Caryn Gardener-Young https://www.sun-sentinel.com/local/broward/fl-parkland-city-manager-leaving-20161020-story.html Parkland city manager announces plans to leave, asks for separation deal

By LISA J. HURIASH

SUN SENTINEL |

OCT 20, 2016 AT 1:46 PM

(Photo courtesy of Parkland City Hall)

PARKLAND — — Rather than resign, Parkland's city manager paved the way to keep working and collecting a paycheck while she begins a search for a new job.

Under an agreement expected to be drafted by the city attorney, City Manager Caryn Gardner-Young will work as a consultant. Her annual salary is $203,643.96.

"I am not suggesting a resignation at this time but a separation agreement, assuming an agreement can be reached," Gardner-Young read from a prepared statement Wednesday night. "This would provide an opportunity for me and the city to transition to a new phase."

City commissioners suggested the agreement not be more generous than the severance package built into her contract. If she were fired, her severance package would have been nine months' salary and benefits. The new agreement is expected to come back to the commission in November.

On Wednesday night, Gardner-Young listed some of her accomplishments as CEO: building a new fire station, creating a dog park and overseeing land annexation, which led to the construction of homes as the city became larger.

[Popular on SunSentinel.com] Election 'Day’ begins in Florida with millions of ballots heading out to voter mailboxes » Caryn Gardener-Young

"Our success is evident in that since I became city manager. Parkland is more livable, more sustainable, more family-oriented, safer and more vibrant," she said. "Although it is not easy to consider leaving the city manager's position and the city I love, it may be time for me to take my experience, knowledge and skills and apply them to new opportunities outside Parkland."

Gardner-Young originally was hired as Parkland's planning director in February 2005.

At the time, she had been working as planning director in Wellington. She was promoted to development services director in November 2005, and the additional responsibilities of assistant city manager were added in January 2006. She became manager in 2007.

"I have been thinking about this for a while," Gardner-Young said. "It may be time for me to consider discovering new challenges."

Parkland will now not only have a new CEO in charge of daily operations, but the five-member commission will be a majority of new faces as well after the November election. Mayor Michael Udine is stepping down to run for a county commissioner seat, another commissioner is leaving because of term limits, and a third who was scheduled to leave because of term limits left early because he moved out of the city.

Gardner-Young's supporters credited her "continuity in leadership."

"Caryn has been an integral part of that leadership team and has helped make Parkland the premier city [in] South Florida," said Udine.

City Attorney Andy Maurodis said Gardner-Young wants to "leave on top when things are going great."

"If this is what she wants," said Commissioner Christine Hunschofsky at the commission meeting.

Caryn Gardener-Young https://www.sun-sentinel.com/news/fl-xpm-2010-07-09-fl-cspf-enforcement-0701-20100709- story.html Lawsuit against Parkland city manager sparks debate

ARUN

A lawsuit filed by a resident against Parkland City Manager Caryn Gardner-Young has triggered a debate among city officials on the extent to which they could interact with residents on controversial issues, including ones that involve lawsuits.

Mike Squillace, who has been embroiled in a series of legal tussles with the city on various issues, alleges that Gardner-Young interfered to get North Springs Improvement District, with which his company All Terrain Landscaping had a contract, to cancel the deal. Gardner-Young is contesting the claim in court. At a City Commission meeting, Squillace asked Commissioner Jared Moskowitz, who represents people in the Ranches, to interfere and ensure that he gets justice.

"I don't appreciate the lies and deceit. It is your responsibility to confront them," Squillace said. "She had no business in interfering in my contract with North Springs. It hurts people's business, especially in this economy."

Commissioner Mark Weissman was not pleased with Moskowitz's interaction with Squillace on the topic. "I am displeased to hear that communication continues between individuals on the Commission and residents in spite of the fact that the Commission took a policy decision [on how to deal with such issues]," he said.

"The Commission is telling me that if a resident in my district calls me, I can't talk," Moskowitz said. "If an issue comes up before the Commission, am I allowed to vote on it?"

"So I can ask him how the weather is," Moskowitz said, after City Attorney Andrew Maurodis had intervened to say that city officials weren't allowed to discuss issues in litigation with residents. "I talk to Mike pretty often. There are several issues going on with Squillace. I'd like to settle a lot of those issues but I don't have Commission support for that."

"There is an ongoing litigation," Moskowitz said, referring to the lawsuit against the city manager. "That issue is going to go to a judge. They are going to do an investigation. I understand Mike wants to get to the truth faster. I am happy to do an investigation if the Commission is willing to let me do that. I want to help a resident who believes he has been wronged. But I believe people are innocent until proven guilty."

"I have spoken to Mike about a lot of issues," Mayor Michael Udine said. "There is a lawsuit filed against our city manager. It's public record. There have been affidavits filed. It's not a city lawsuit, it's a third party lawsuit. If it is proven that the city manager interfered, then there are going to be different actions that need to be taken."

Caryn Gardener-Young https://www.yoursun.com/puntagorda/news/5-finalists-in-line-for-city-manager-spot-in-puntagorda/article_e32757f8-b4a4-11ea-9385-8761a45af9de.html 5 finalists in line for city manager spot in Punta Gorda

· By DANIEL SUTPHIN Staff Writer

· Jun 23, 2020 Updated Jun 23, 2020

PUNTA GORDA — Interviews are underway with the five finalists for the new city manager position in Punta Gorda.

Current manager Howard Kunik has served the city since April 2005 and aims to retire in October of this year.

The city manager serves as chief administrative officer of the city and is appointed by the city council.

A special meeting will be held at 9 a.m. today for the city council to conduct their final interviews with each candidate.

The meeting is open to the public at the City Council Chambers, 326 W. Marion Ave. in Punta Gorda and is being broadcast live on the city’s YouTube page or at bit.ly/2YiCqnY.

Due to attendance limitations, city staff is accepting written citizen comments through the city manager’s email (citymgr@cityofpunta gordafl.com) to be read during the meeting.

Leading up to the meeting, candidates are meeting with each council member individually as well as with a group of community members appointed by the city council.

The city council members will rank and select their finalist at today’s meeting; however, they do have an option to continue their deliberations at 9 a.m. Thursday at Council Chambers.

THE FINALISTS

In the application process, the city asked candidates to list their employment history for the last 10 years.

10 a.m. interview: Gregory Murray, of Smithsburg, Maryland

From February 2007 to July 2017: County administrator for Washington County, Maryland.

10:30 a.m. interview: Caryn Gardner-Young, of Boynton Beach, Florida

From March 2017 to September 2019: Assistant city manager in the city of Delray Beach.

From December 2016 to June 2017: Management consultant in the city of Parkland.

From February 2007 to November 2016: Interim city manager and city manager in the city of Parkland.

11 a.m. interview: Michael Morrow, of Lake Worth, Florida

From July 2001 to February 2020: Operations director/public works director in the city of Palm Beach Gardens. Caryn Gardener-Young

From January 2010 to February 2020: Adjunct instructor (upon request) at Brenau University in Gainesville, Georgia.

11:30 a.m. interview: David Condit, of Colorado Springs, Colorado

From January 2017 to March 2020: Deputy forest and grassland supervisor for the United States Forest Service.

From January 2016 to January 2017: Wing commander for the U.S. Air Force out of Montgomery, Alabama, until retiring from the military.

From July 2013 to January 2016: Operations commander, Hurricane Hunters, for the U.S. Air Force out of Biloxi, Mississippi.

From December 2006 to July 2013: Director of operations, Aerial Firefighting & Safety, for the U.S. Air Force out Colorado Springs.

Noon interview: James Drumm, of Brunswick, Georgia

From August 2015 to January 2020: City manager for the city of Brunswick.

From May 2011 to April 2014: City manager for the city of Zephyrhills.

From March 2004 to October 2010: City manager for the city of High Springs.

Caryn Gardener-Young https://www.bocamag.com/buying-the-strand/ A Complicated Proposal to Buy Ocean Strand, and Delray’s City Manager Search Continues

By Randy Schultz

September 17, 2019

Ocean Strand

A developer is back with an offer for the Ocean Strand property in Boca Raton. This version has a twist.

An entity of Boca-based Compson Associates proposes what it calls a $67.5 million deal with the Greater Boca Beach and Park District. The district owns the 15.5-acre property. Most of it lies on the Intracoastal Waterway side of North Ocean Boulevard. The rest is beachfront.

The deal would bring the beach and park district $51.5 million in cash, which would solve the agency’s money problems with the proposed Boca National golf course and Gumbo Limbo Nature Center. Compson would build the golf course—presumably using the design that the district prefers—and the district would get about $25 million for the makeover/expansion of Gumbo Limbo. The district also would get $2.5 million for Spanish River Park.

On the western portion of Ocean Strand, Compson would build a luxury hotel, condos and villas with hotel privileges and a marina. The contract states that if the city approved fewer than 171 hotel rooms, 110 condos, 30 villas and 35 boat slips, Compson would pay less. The price would drop by $125,000 per hotel room, $580,000 per condo, $118,000 per villa and $120,000 per boat slip.

When Compson made a pitch for Ocean Strand six months ago, the proposal was similar. Now, however, Compson also claims that it “holds or will soon hold” contracts to buy the properties at 2500 and 2600 Caryn Gardener-Young

N. Ocean Blvd., just north of Ocean Strand. The owners have applied to build, respectively, a duplex and a large home. City council members have resisted.

They rejected the duplex on the grounds that it would be too close to the ocean and would damage the environment. There has been no action on the proposed home. Each would need a variance from the city.

Under the deal, Compson would convey those properties to the district, bring what the company calls the total benefit to that $67.5 million figures. Those lots would remain undeveloped, serving only as beach access for hotel guests and condo owners. That’s the arrangement at other condos on the west side of Ocean Boulevard that own property across the road on the oceanfront.

From one standpoint, this would deal solves many problems. The district and the city can’t agree on a design for Boca National. The district may not have the money to finance the design its board members like, but the city council won’t agree to pay part of the cost unless the design changes. The deal would pay for the course.

Gumbo Limbo Nature Center (Courtesy City of Boca Raton)

Neither the city nor the district has money budgeted for the Gumbo Limbo makeover. The deal would pay for it. The city faces a lawsuit over its denial of the project at 2600 N. Ocean Blvd. The deal makes that lawsuit —which the city believes it will win—go away and removes any threat of a lawsuit over what could be a denial for the project at 2500 N. Ocean Blvd.

The district bought Ocean Strand in 1994 for about $12 million. It has gone unused for a quarter- century, and the district obviously has no money for Ocean Strand.

But. . .

The city would have to rezone the property and approve Compson’s plan. Neighbors would howl, even if they live in condos similar to what Compson would build.

Even before that, the district board would have to agree to sell Ocean Strand. Commissioner Steven Engel remains “unalterably opposed” to any sale. Engel also notes that the district would have to advertise for bids for any sale. Simply taking Compson’s offer would be illegal. Caryn Gardener-Young

Board chairman Susan Vogelgesang called the offer “very generous,” but added that she and her colleagues have not been able to discuss it in public. The offer came just last week. Vogelgesang said, “We have to know that the community agrees with it as well as the city.” Craig Ehrnst also noted the need for “community input.” Ehrnst sees “no need to rush into anything.”

Erin Wright said, “I don’t think the board would sell” Ocean Strand. She noted that the district’s mission includes “preserving green space.” But she added, “It’s an awful lot of money. I don’t think it’s something we can just dismiss.”

Based on the timing of the offer, Compson seeks to exploit the dispute between the city and the district over Boca National by offering something very tempting to each side. It becomes one more element in the dispute that at last week’s joint meeting showed no sign of subsiding.

Last week, the council refused the district’s request to approve the Boca National site plan. The district’s meeting Monday, at which commissioners will discuss their response, began after deadline for this post. I’ll have an update on Boca National—and relations between the city and district—on Thursday.

City Manager search

Delray Beach City Hall (Photo by Christiana Lilly)

I’m told that two potential city manager candidates from out of state have told Delray Beach that they aren’t interested. With city commissioners set to meet this afternoon, they must choose from one of the remaining finalists or start over.

Those finalists are Homestead City Manager George Gretsas and Miami Deputy City Manager Joseph Napoli. The commission’s first choice was Tamarac City Manager Michael Cernech, but Mayor Shelly Petrolia—apparently acting on her own authority—ended negotiations with Cernech 11 days ago.

Adam Frankel said last week that he wanted to hold a new search. There might not be three votes for that. Petrolia ranked Gretsas first, and he likely would have more support than Napoli, whom Shirley Johnson ranked first. I could not learn whether Gretsas or Napoli still wants the job. Caryn Gardener-Young

Gardner-Young resignation

Caryn Gardner-Young

Former Delray Beach Assistant City Manager Caryn Gardner-Young said she resigned this month because of an issue related to Hurricane Dorian.

Gardner-Young’s husband is confined to a wheelchair. As the storm approached, Gardner-Young said in a letter to Interim City Manager Neal de Jesus, “a colleague” offered “help with any last-minute storm preparations that I could not handle on my own given the physical limitations of my husband.” Knowing that her home west of Boynton Beach would be secure “was an important element in ensuring I was fully available to fulfill my duties. . .before, during and after the hurricane.”

She accepted the offer. Two men “wearing city shirts” put up her shutters and secured her garage door. Gardner-Young said the work took 45 minutes. She assumed that the men had come on their lunch break.

“With hindsight being 20/20, I should have confirmed this fact.” Because of the “chaos of the moment,” she didn’t —“a decision I now regret.” Gardner-Young said, “While I never and would never abuse my position. . .I still feel that it is in the best interest of the city for me to step down to avoid even the appearance of impropriety.”

Behind the scenes

Commissioner Adam Frankel Caryn Gardener-Young

When Delray Beach held a public meet-and-greet on Aug. 19 for what then were three city manager candidates, each commissioner got to invite several people.

On Commissioner Adam Frankel’s list: Mary McCarty.

One wonders how many of the candidates knew that the invitees included a former county commissioner who pleaded guilty in 2009 to misusing her office. Frankel also invited Andre Fladell, a longtime McCarty political ally.

For McCarty, Frankel’s invitation was one more victory in her attempt to restore credibility after serving two years in federal prison. That campaign probably started in December 2012, when McCarty—who served on the city commission before winning the county spot in 1990—accepted an invitation to speak before the Delray Beach Chamber of Commerce.

Not long after McCarty’s release, candidates for city office began seeking her advice. Now McCarty is a registered lobbyist in Palm Beach County. Her listed clients are iPic and Delray Place LLC, both of which have major business before the city commission.

Delray advisory board?

Factional politics caused the Delray Beach City Commission to create the Northwest/Southwest Advisory Board. Some commissioners had criticized actions of the West Atlantic Redevelopment Coalition and urged formation of the board as a counterweight.

That plan doesn’t seem to be working. According to a staff memo, the city has not received enough applications from people who would be eligible to serve on the board, which only has five members. At today’s meeting, the commission will “determine how to move forward.”

Candidate 10

Robert R. Miracle

Contact Information

Address: 4011 Pinecrest Drive, NE Hickory, North Carolina 28601 Cell: 843-810-7365

Email: [email protected]

Education

• Bachelor of Science in Business Administration - Accounting The Ohio State University, Columbus, Ohio

Work History

2016 to 2020 Catawba County, North Carolina (population 160,000)

Assistant County Manager/Chief Financial Officer

2013 to 2016 Broward County, Florida (population 1.95 million)

Chief Financial Officer/Deputy CFO-Director of Finance and Administrative Services Department (FASD)

2003 to 2013 City of Charleston, South Carolina (population 138,000)

Deputy Chief Financial Officer

1998 to 2003 Columbus Regional Airport Authority, Columbus, Ohio

Accounting Manager

1991 to 1998 The Ohio State University, Columbus, Ohio

1996 to 1998 Business Manager – The Fawcett Center for Tomorrow

1991 to 1996 Senior Accountant – Real Estate and Property Management

Data Summary:

Candidate: Robert R. Miracle

Organization: Catawba County, North Carolina

Position: Assistant County Manager/Chief Financial Officer (Former)

Organization Budget: $200 million

Department Budget: $2 million

Total Number of Employees in Organization: 1,200

Total Number of Employees in Department: 30

Expected Salary: $175k - $150k

Reporting Relationship: County Manager

Years of Experience: 29

Professional Affiliations:

· Government Finance Officers Association · International City/County Management Association · North Carolina City/County Management Association · North Carolina Government Finance Officers Association

Robert R. Miracle, CPA 4011 Pinecrest Dr. Hickory, NC 28601 [email protected] (843) 810-7365

August 26, 2020

Ms. Heidi Voorhees President GovHR USA

Dear Ms. Voorhees,

I recently noticed the City Manager position posted for the City of Lakeland on the Florida league of cities website. I feel that my experience and qualifications would be a benefit to this dynamic organization. I know Lakeland is one of the fastest growing cities in the United States. My wife and I have stayed in the Central Florida area numerous times. We have discussed buying a condo there because of how much we enjoy the area. Our goal is to retire in Florida.

I’ve had a variety of experience in my career such as working at a University to an airport authority to municipal and county government. I have also worked in small, medium and large organizations and understand how they function in their capacities. In addition, I have Florida governmental experience and have a diversity of experience from the financial to facilities to convention center experience.

In my position at Catawba County, I had county management oversight of EMS, Dept. of Social Services, Public Health and Finance. This represented over half of all the county employee population. I had the responsibility of the oversight of the completion of the new 131,000 sq ft Justice Center that houses the District Attorney, administrative offices for the judges, five new courtrooms, Clerk of Court, Probation plus the Emergency Management Department. I also had oversight of the construction of a 320 bed expansion at our detention center. This experience plus management of the Facilities and Fleet divisions has given me a unique perspective of operations outside of Finance.

I was involved with a variety of projects at Broward County. They included the implementation of a new $60+M ERP database, lease negotiations of an amended agreement between the parent company of the NHL team (Florida Panthers) and was on the team for the County’s selection of a developer to expand our convention center and to build a flagship hotel. These types of projects require communicating the issues to County Commissioners, community leaders and its citizens.

At the City of Charleston, we received the first “AAA” bond rating for a municipality in the State of South Carolina by Standard and Poor’s in 2009 during the height of the fiscal crisis. We were also one of only three hundred state, county, or municipal governments (as of 2010) to concurrently hold both the Government Finance Officers Association’s (GFOA) Excellence in Comprehensive Annual Financial Reporting Award (CAFR) and the Budget Excellence Award.

I am a leader who shows humility. I enjoy coming to work and being part of a team striving to make the organization better. I am also a big believer in providing the best customer service to other co-workers and citizens of the city. This is how an organization defines their attitude and truly shows their commitment to excellence. I try to lead by example, by listening and treating others with respect and honesty.

I welcome the occasion to learn more about the position and to participate in the interview process. I have recently resigned from Catawba County for personal reasons and I am excited to begin my next career opportunity. I have enclosed my resume for your consideration. I may be reached at the residence and telephone number listed on my resume. Thank you for your consideration.

Respectfully submitted, Bob Miracle

Robert R. Miracle, CPA 4011 Pinecrest Dr., NE Hickory, NC 28601 [email protected] (843) 810-7365

EDUCATION Education: The Ohio State University BS in Business Administration Major in Accounting

Professional Certifications: Certified Public Accountant Central Association of College and University Business Officers (CACUBO), 1995

PROFESSIONAL HISTORY Assistant County Manager/Chief Financial Officer Catawba County, North Carolina April 2016 to August 2020  Served as Assistant County Manager since September 2019  County Management Office oversight of County EMS, Department of Social Services, Public Health Department and Library Department  Served as the Department Head for Accounting, Purchasing, Facilities, Fleet and Capital Project Construction divisions (four division heads and over 30 employees)  Participated in debt financing, bond issuance, and debt management activities; address preliminary bond surveillance issues and deal with underwriters and financial advisors  Member of the senior management team responsible for the construction of the County’s new Justice Center, Jail Expansion and Old Justice Center renovations  Responsible for the County’s investment portfolio of over 200 million dollars  Lead team member in the County’s upgrade to “AA” from Standard and Poors for its limited obligation bonds in 2018

Chief Financial Officer/Deputy CFO - Director of Finance and Administrative Services Department (FASD) Broward County, Florida 2013 to 2016  Served as the Department Head for Accounting, Enterprise Technology Services, Human Resources, Purchasing, Records Taxes and Treasury and Risk Management divisions (six division heads and over 500 employees)  Participated in debt financing, bond issuance, and debt management activities; address preliminary bond surveillance issues and deal with underwriters and financial advisors; received a bond upgrade with water/sewer bonds  Oversaw the preparation of the proposed and final budgets for the Department (approx. 250 million dollars) to the Budget Committee, the County Administrator, and the County Commission  Oversaw the Enterprise Resource Project (ERP) for the implementation of a new financial management system for the County  Worked on special projects such as arena tenant negotiations, convention center development and other projects at the recommendation of the County Administrator and/or County Commission  Oversaw and helped revise Emergency Management functions for FASD  Managed new Chief Negotiator position and help determine scope and responsibilities for that position  Oversaw the County’s investment portfolio of over 2.2 billion dollars

Deputy Chief Financial Officer City of Charleston, South Carolina 2003 to 2013  Oversaw and directed the Budget/Grant Administration, Revenue Collections, Minority Business and Procurement divisions (4 direct reports and over 20 subordinate employees,) including treasury, audit, tax, accounting, purchasing, budget, payroll, long-range forecasting, and insurance activities for the City  Served as Deputy Department Head for Finance, Municipal Court Administration, Safety and Performance Management, Real Estate/ Risk Management, Parking Enforcement and Special Facilities divisions (nine division heads and over 150 employees)  Represented Department at City Council, Mayor’s Department Head meetings, Committee and Community meetings  Assisted in helping Charleston to become first municipality in the history of South Carolina to receive an “AAA’ bond rating in 2009 from Standard and Poor’s  Oversaw and directed the preparation and issuance of the City’s Comprehensive Annual Financial Report (CAFR) and Budget  Assisted the Chief Financial Officer in directing the organization’s financial planning and policies, as well as its relationship with lending institutions and the financial community  Served as the CFO, in his absence

Accounting Manager Columbus Regional Airport Authority Columbus, Ohio 1998 to 2003  Prepared and reviewed month and year-end financial closing statements for the Authority and Community Improvement Corporation  Supervised two accountants and one Foreign Trade Zone operator  Attended Board and Finance Committee meetings to provide information and support for the Chief Financial Officer  Served as the Foreign Trade Zone (FTZ) administrator, acted as the liaison between the US Customs Office and activated FTZ companies with their import/ export of inventory  Oversaw the Federal Aviation Authority Grant compliance, monitoring, and reporting for the Authority

Business Manager The Fawcett Center for Tomorrow The Ohio State University 1996 to 1998  Planned and prepared department’s $4 million operating budget, recommended and implemented new budget procedures  Oversaw Business Operations for the department; recommended and implemented new operating procedures for service areas  Prepared financial analysis on service operations and equipment purchases on lease/ buy options

Senior Accountant Real Estate and Property Management The Ohio State University 1991 to 1996  Planned and prepared department’s $6 million operating budget, recommended and implemented new budget procedures  Maintained financial preparation and monitoring of more than 65 auxiliary accounts, 20 capital fund accounts, nine balance sheets, and one development account  Prepared and analyzed property pro-formas, depreciation schedules, maintenance charges

SKILLS

Microsoft applications Purchasing training SunGard Bi-Tech Financial software Cyborg Navision Financials and others Advantage EasyPay AgendaQuick Contract Central FEMA Certified

PRESENTATIONS AND SPECIAL SERVICE

Treasurer, North Carolina Health Investment Pool, 2018 to 2020

Board Member, Catawba Valley United Way, 2016 to present

Board Trustee, SC Other Retirement Benefits Employer Trust, 2013

VITA advisory committee member for the Trident United Way, 2011 to 2013

General Session speaker, SunGard Bi-Tech National Conference, October 2005

Chairperson, City of Charleston, United Way Campaign in 2004, 2005 & 2007; set an all-time record for City contributions (40% dollar increase over the prior years’ contribution)

Instructor, Financial Training & Documentation, The Ohio State University, 1992 to 1998; Trained University employees and administrators; courses included FAS for General Budget Units & How to Use FAS forms

MEMBERSHIPS

National Government Finance Officers Association North Carolina Government Finance Officers Association International City/County Management Association North Carolina City and County Management Association Robert Miracle [email protected] 8438107365

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-09

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Robert

Middle Name: Rubin

Last Name: Miracle

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? Florida Association of Counties

Street Address: 4011 Pinecrest Dr NE

City, State, Zip: Hickory

Cell Phone: 8438107365

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Bachelor

College/University & Location(city): The Ohio State University

Additional Degree Earned:

College/University & Location(City):

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 1200 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 30 current or most recent department (if applicable):

3. Total budget in your current or most $200M General Fund recent overall organization (if applicable):

4. Total budget of your department or areas $2M of responsibility (if applicable):

5. Expected compensation for this position: $175,000 - $150,000

6. Who do you (or did you) report to (title County Manager only):

7. Related professional affiliations: GFOA, ICMA, NC County/City Manager's Association, NC GFOA

9. At any time in the last seven (7) years, I've had 2 speeding tickets. My license has not been suspended. have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).

Michael R. Moore

Contact Information

Address: 1878 Powhatan Street Norfolk, Virginia 23511 Cell: 757-581-1294

Email: [email protected]

Education

· Master of Science – Accounting and Financial Management University of Maryland Global Campus, Adelphi, Maryland

· Master of Science – Aviation Systems University of Tennessee Space Institute, Tullahoma, Tennessee

· Bachelor of Science – General Engineering United States Naval Academy, Annapolis, Maryland

Work History

5/2020 to 8/2020 City of Chesapeake, Virginia (population 245,000)

ICMA Veterans Local Government Management Fellowship

2016 to 4/2020 Commander Navy Region Mid-Atlantic, Norfolk, Virginia

Chief of Staff (Deputy Region Administrator/Chief Operating Officer)

2014 to 2016 Naval Support Activity Souda Bay, Crete, Greece

Commanding Officer (City Manager/Chief Operating Officer)

2011 to 2014 Commander Carrier Strike Group FIVE, Yokosuka, Japan

Director of Operations and Plans

2010 to 2011 Office of Navy Legislative Affairs, Washington, D.C.

Legislative Fellow

2007 to 2010 Joint Chiefs of Staff (JCS), J8 Pentagon Washington, D.C.

Deputy Division Director (Program Director) Work History – cont’d

2005 to 2007 Helicopter Anti-Submarine Squadron THREE, Jacksonville, Florida

Commanding Officer (Director/Chief Operating Officer)

2003 to 2005 Commander Naval Air Forces Atlantic Fleet, Norfolk, Virginia

United States Navy Helicopter Requirements Program Manager

2001 to 2003 Helicopter Anti-Submarine Squadron FIVE, Jacksonville, Florida

Operations and Safety Program Director

1999 to 2001 Commander Carrier Air Wing SEVEN, Jacksonville, Florida

Operations Program Manager

1997 to 1999 Helicopter Test Squadron TWENTY-ONE, Patuxent River, Maryland

Helicopter Development Test Program Manager

1992 to 1996 Helicopter Antisubmarine Squadron FIVE, Jacksonville, FL

Logistics Program Manager

Data Summary:

Candidate: Michael R. Moore

Organization: City of Chesapeake, Virginia

Position: ICMA Veterans Local Government Management Fellowship (former)

Organization Budget: $1.1 billion

Total Number of Employees in Organization: 4,000

Total Number of Employees in Department: 450

Expected Salary: $196,000

Reporting Relationship: Rear Admiral

Years of Experience: 28

Professional Affiliations:

· International City/County Management Association · Virginia Local Government Management Association · Civic Leadership Institute September 4, 2020

GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062 Attn: Ms. Heidi Voorhees

Dear Recruiting Team:

I am responding to the advertisement for the City Manager, City of Lakeland, FL position, which appeared on the ICMA Careers Website. I am transitioning from a successful and rewarding career in the U.S. Navy and am looking forward to continuing in public service through local government management.

The most recent part of my career was spent in the Navy’s Shore Installation Enterprise, leading an overseas installation and administering a headquarters staff of over 500 employees in the delivery of municipal services and functions. This experience included building and maintaining close partnerships with local and regional government leadership to solve common problems and serve the public. The citizens of Lakeland will greatly benefit from my leadership experiences in supervising and overseeing the day to day delivery of municipal services including public utilities, public works, fire and emergency services, police, emergency management, financial management and general administration services.

Through these experiences, I discovered a passion for serving the public through local government management. I recently completed the International City/County Management Association (ICMA) Veterans Local Government Management Fellowship (VLGMF) program, with an opportunity to serve as an assistant to the City Manager of the City of Chesapeake, VA. I interfaced directly with the city council members, participated in weekly city council meetings and work sessions and led a project effort to align the Capital Improvement Program (CIP) (FY 21-25 $584M) to the Comprehensive Plan in an effort to improve engagement and transparency. I have extensive experience working with elected public officials while serving in the Washington D.C. office of a U.S. Senator, on the Hampton Roads Transportation and Planning Organization and on the staffs of multiple flag and general military officers.

As the following shows, my experience and background match well with the position requirements.

POSITION REQUIREMENTS MY QUALIFICATIONS Bachelor’s Degree Bachelor of Science, General Engineering Master of Science (M.S.), Aviation Systems M.S, Accounting and Financial Management

Seven years of experience in a full-service Six (6+) years executive leadership of multi- city of similar size or larger and complexity disciplinary cross-functional teams delivering to Lakeland municipal functions and services in the most austere and demanding environments. Ten (10+) years progressively responsible experience with local, state, federal and international stakeholders. Fifteen (15+) years public sector managerial experience

Throughout my Navy career, I have upheld the highest standards of integrity and ethical behavior. My highest priority will be to build and maintain trust with the city council, city staff and the citizens of Lakeland.

I am currently on retirement leave and will officially retire from the U.S. Navy on November 1st, 2020. I would be available to start work on or after October 5, 2020. I look forward to advancing in the application process and speaking with you further regarding this exciting opportunity

Sincerely,

Michael Moore; (c) 757-581-1294; email: [email protected] Enclosure: Resume

Michael R. Moore https://www.linkedin.com/in/michael-r-moore90/ Cell: (757) 581-1294 1878 Powhatan St. Norfolk, VA 23511 [email protected]

Transitioning to a new career of public service in local government management. Seeking opportunities to apply my 20+ years of award-winning leadership, supervisory and program management experience in the U.S. Navy. Seven years’ recent experience in comparable local government management service; six years in Navy Shore Installation Management and one year on Washington D.C. staff of a U.S. Senator.

RELEVANT WORK EXPERIENCE ICMA VETERANS LOCAL GOVERNMENT MANAGEMENT FELLOWSHIP City of Chesapeake, VA 05/20-08/20 Located in South Hampton Roads, Population 245,000; Operating budget, $1.1 billion; 3,900 Full-Time Employees (FTEs). Direct report to the City Manager as assistant city manager. Interacted with the city council and participated in weekly city council meetings and work sessions. Participated in weekly deputy city manager, city staff and council agenda staffing meetings. Project team lead for developing strategy to link Capital Improvement Program ($584M–FY21-25) to Comprehensive Plan. Completed ICMA Local Government 101 Certificate with focus on the structure and function of local governments.

CHIEF OF STAFF (Deputy Region Administrator/Chief Operating Officer) Commander Navy Region Mid-Atlantic, Norfolk, VA 08/16-04/20 Largest of ten Navy regions worldwide; 72 installations and facilities in 20 states in the Northeastern U.S. Customer base 405,000; Operating Budget $1.2 billion; over 5,000 FTEs. Direct oversight of staff operations and programs including: Naval Security Forces, Fire and Emergency Services, region dispatch, airfield and port operations, engineer, Information Technology (IT), resource management, headquarters administration, public affairs, operations center, and fleet and family readiness. Supervised 30 senior program directors and 450 region staff FTEs. * Crisis Management: Directed region planning and response efforts supporting man-made and natural disasters, threat and security responses, and multiple storms in coordination with interagency partners. Coordinated media and crisis communications. * Outreach: Liaison to Hampton Roads Transportation Planning Organization, regional chair of the Combined Federal Campaign open season fundraising drive. * Change Management: Oversaw recruitment following retirement of the executive director and the departure of four program directors. Coordinated two major staff realignments. Streamlined administrative awards and evaluation processing, improving error rates and timelines by 15%. * Customer Service: Ensured prompt and accurate responses to customer inquiries and concerns. * Program Management: Coordinated the staffing, review, prioritization and submission of multi-year region military construction projects, including a $2.34 billion submission for fiscal year 2022 and 2023.

Commanding Officer (City Manager/Chief Operating Officer) Naval Support Activity Souda Bay, Crete, Greece 01/14-08/16 Overseas navy installation. Customer base: 1,200; Operating Budget $17 million; plant and property assets $350 million; 300 FTEs. Supported 13 permanent national and international stakeholder organizations and deployed U.S. Department of Defense (DoD) afloat and shore-based units. Oversight of ten senior program directors and 300 FTEs providing: Naval Security Forces, Fire and Emergency Services, dispatch, airfield and port operations, public works, IT, resource management, administration, public affairs, emergency operations center and fleet and family readiness. * Labor Relations: Improved labor-management relations with both U.S. and foreign national employees. Mitigated financial crisis through innovative cash flow and payroll measures. * Project Management: Oversaw $20M in capital construction projects: major aircraft parking ramp and combat aircraft loading area expansion and new emergency and maritime operations centers. Moore, Pg. 2

* Community Outreach: Senior U.S. Navy representative of the installation mission and personnel to Hellenic Republic national, regional, local government and military leadership as well as the business community and citizens.

DIRECTOR OF OPERATIONS AND PLANS Commander Carrier Strike Group FIVE, Yokosuka, Japan 12/11-01/14 Directed training, readiness and employment of 20 maritime ships and squadrons; over 7,000 FTEs. Supervised a staff of 40 FTEs. Chaired an integrated operations planning cell, comprised of 12 senior program managers including planning, training, intelligence, IT, and logistics. * Process Improvement: Implemented enhanced daily operational planning and exercise products. * Crisis Management: Led relief efforts following Super Typhoon Haiyan strike in the Philippines.

Legislative Fellow Office of Navy Legislative Affairs, Washington D.C. 11/10-12/11 Served on the Washington D.C. staff of a U.S. Senator on the Senate Armed Services Committee. Addressed constituent concerns and provided defense, space and foreign affairs advice.

DEPUTY DIVISION DIRECTOR (Program Director) Joint Chiefs of Staff (JCS), J8 Pentagon Washington DC 10/07-10/10 Provided support to Chairman, JCS for evaluating and developing DoD force structure requirements. Supervised twenty senior military, civilian and contractor personnel supporting DoD deliberate and urgent military requirements management. * Program management: Managed five support contracts totaling $2.5M. Led the development of two new IT workflow tools for processing capability documents. Harmonized military requirements between the U.S. and the U.K., Australia and Sweden. Presented senior-level update briefings. * Resource management: Ensured the rapid analysis and validation of over 140 new urgent military requirements. Coordinated nearly $2B in DoD resource realignment to support procurement.

Commanding Officer (Director/Chief Operating Officer) Helicopter Anti-Submarine Squadron THREE, Jacksonville, FL 04/05-09/07 Operated and maintained seven helicopters; 225 FTEs, $1.3M non-labor budget. Provided supervisory oversight to six senior program directors in the daily direction, oversight and coordination of plans, operations, training, safety and logistics during a combat deployment cycle.

OTHER PROFESSIONAL EXPERIENCE U.S. Navy Helicopter Requirements Program Manager Commander Naval Air Forces Atlantic Fleet, Norfolk, VA 03/03-04/05 Program manager and requirements analyst for all U.S. Navy H-60 helicopter programs.

Operations and Safety Program Director Helicopter Anti-Submarine Squadron FIVE, Jacksonville, FL 04/01-03/03 Operations and Safety program director; supervised 75 FTE pilots and aircrew in plans/operations.

Operations Program Manager Commander Carrier Air Wing SEVEN, Jacksonville, FL 03/99-04/01 Program manager for two primary warfare missions during a deployment cycle.

Helicopter Developmental Test Program Manager Helicopter Test Squadron TWENTY-ONE, Patuxent River, MD 06/97-03/99 Program manager and project officer for five major developmental flight test programs.

Graduate Student United States Naval Test Pilot School, Patuxent River, MD 03/96-06/97 Moore, Pg. 3

Logistics Program Manager Helicopter Antisubmarine Squadron FIVE, Jacksonville, FL 11/92-03/96 Quality Assurance and Aircraft Division Program Manager, supervised 75 FTEs.

Graduate Student Undergraduate and Graduate U.S. Navy Flight Training 06/90-11/92

EDUCATION Graduate, Navy Senior Leader Seminar: Naval Postgraduate School, Center for Executive Education, Monterey, CA Master of Science, Accounting and Financial Management: University of Maryland Global Campus, Adelphia, MD Master of Science, Aviation Systems: University of Tennessee Space Institute, Tullahoma, TN Bachelor of Science, General Engineering: United States Naval Academy, Annapolis, MD

AFFILIATIONS International City/County Management Association (ICMA) – Affiliate (2020-present) Virginia Local Government Management Association (VLGMA)—Affiliate (2020-present) Combined Federal Campaign (CFC)—Local Federal Coordinating Committee Acting Chair (2016- 2020) Hampton Roads Transportation Planning Organization (HRTPO) – Navy liaison (2016-2020) CIVIC Leadership Institute—Affiliate (2017-present) Michael Moore [email protected] 7575811294

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Michael

Middle Name: Renick

Last Name: Moore

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? ICMA Careers Website

Street Address: 1878 Powhatan St

City, State, Zip: Norfolk

Cell Phone: 7575811294

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Masters Degree

College/University & Location(city): University of Maryland Global Campus (Adelphi, MD)

Additional Degree Earned: Masters of Science

College/University & Location(City): University of Tennessee, Space Institute (Tullahoma, TN)

Additional Degree Earned: Bachelors of Science

College/University & Location (City): U.S. Naval Academy (Annapolis, MD)

CURRENT EMPLOYMENT Over 4,000 FTEs across entirety of Navy Region Mid-Atlantic staff, INFORMATION: 1. Total # of full time installations and facilities employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your Over 450 FTEs assigned to Commander, Navy Region Mid-Atlantic current or most recent department (if staff applicable):

3. Total budget in your current or most $1.1 Billion operating budget across Navy Region Mid-Atlantic recent overall organization (if applicable):

4. Total budget of your department or areas $1.1 Billion operating budget across Navy Region Mid-Atlantic of responsibility (if applicable):

5. Expected compensation for this position: $196,000

6. Who do you (or did you) report to (title Rear Admiral Charles W. Rock, U. S. Navy only):

7. Related professional affiliations: Member, International City/County Management Association (ICMA)

12. At any time in the last seven (7) years, Yes, routine investigation in 2013 by Department of the Navy Central have you been investigated by a professional Adjudication Facility (DONCAF) for Top Secret/SCI security clearance. association or other organization, including Clearance subsequently granted. Investigated by Navy Inspector but not limited to a governmental entity with General for allegation of allowing misuse of government vehicle for investigative authority, for any reason? If other than official government business in June 2016 as Commanding yes, please provide all information and Officer, Naval Support Activity Souda Bay. Allegation was applicable dates. Yes or No (If yes, please substantiated as an isolated violation of regulations and was forwarded explain). to supervisor, Rear Admiral Jack Scorby, USN Retired for disposition. Following supervisory review, incident was deemed to be a one-time incident, not a purposeful violation or motivated by personal gain. No disciplinary action was deemed warranted or taken by supervisor.

Terrence R. Moore

Contact Information

Address: 1886 John Calvin Avenue College Park, Atlanta, Georgia 30337 Home: 678-974-7365 Cell: 404-973-5976 Email: [email protected]

Education

· Master of Public Administration University of Illinois, Chicago, Illinois

· Bachelor of Art - Economics University of Illinois, Chicago, Illinois

Work History

2013 to Present City of College Park, Georgia (population 20,000)

City Manager

2010 to 2013 City of Morgantown, West Virginia (population 31,000)

City Manager

2005 to 2010 City of Las Cruces, New Mexico (population 101,000)

City Manager

1999 to 2005 City of Sebastian, Florida (population 22,000)

City Manager

1995 to 1999 City of Deerfield Beach, Florida (population 80,000)

Assistant City Manager

1994 to 1995 City of Peoria, Illinois (population 339,000)

Management Analyst – City Manager’s Office

Work History – cont’d

1991 to 1993 City of Chicago, Illinois (population 2.705 million)

Analyst/Auditor – Office of the Mayor

Data Summary:

Candidate: Terrence R. Moore

Organization: City of College Park, Georgia

Position: City Manager

Organization Budget: $140 million

Total Number of Employees in Organization: 500

Total Number of Employees in Department: 17

Expected Salary: as advertised

Reporting Relationship: Mayor & City Council

Years of Experience: 29

Professional Affiliations:

· International City/County Management Association · Alliance for Innovation · Georgia Municipal Association · Georgia City/County Management Association · National Forum for Black Public Administrators Terrence R. Moore, ICMA-CM 1886 John Calvin Avenue College Park, Atlanta, Georgia Home: 678-974-7365 Cellular: 404-973-5976 [email protected]

September 3, 2020

Ms. Heidi Voorhees, President GovHR USA 630 Dundee Road, #130 Northbrook, Illinois 60062

Re: Lakeland, Florida City Manager Recruitment Effort

Dear Ms. Voorhees:

I am writing to express my interest in candidacy for the position of Lakeland, Florida City Manager. After reviewing both my professional and educational background, I am confident that your organization will find me to be worthy of consideration.

My career in local government spans over 28 years, with over the past 21 years as a city manager in growth oriented, university and major metropolitan communities in Florida, New Mexico, West Virginia and Georgia.

My present employment capacity involves over seven years of extremely productive service as City Manager, College Park, Georgia, a full service, inner suburb of Atlanta, Georgia. Also known as Georgia’s Global City/Air Transportation Gateway, College Park is home to Hartsfield-Jackson Atlanta International Airport, the world’s busiest airport, Chick-fil-A Corporate Headquarters, the Southeast United States Regional Headquarters of the Federal Aviation Administration, as well as numerous other aspects that significantly contribute to Metropolitan Atlanta’s socio-economic well-being and vitality.

My accomplishments and contributions to date via public service are numerous - all related to directing and cultivating high performance organizations passionately via a collaborative approach to leadership and management. Additionally, much success has been achieved utilizing various fiscally responsible approaches, including no tax increases while steadily and efficiently expanding services to both residents and the business community alike.

I look forward to your favorable review and a possible discussion relative to this fantastic opportunity. Should interest exist in pursuing a dialogue respectively, please feel free to contact me via either of the above referenced telephone numbers. Meanwhile, all the best to the City of Lakeland with this very importance process.

Sincerely, Terrence R. Moore, ICMA-CM College Park, Atlanta, Georgia

Terrence R. Moore, ICMA-CM Home: (678) 974-7365 1886 John Calvin Avenue Cell: (404) 973-5976 College Park, Atlanta, Georgia 30337 Email: [email protected]

Professional Positions

City Manager: College Park, Atlanta, Georgia 2013 to Present

A full service, urban, inner suburb of Atlanta, Georgia, College Park, also known as Georgia’s Global City/Air Transportation Gateway, is home of Hartsfield-Jackson Atlanta International Airport, the world’s busiest airport, Chick-fil-A Corporate Headquarters, two of the United States top yielding Coca-Cola Bottling Company’s production and distribution plants, Sysco Foods Atlanta, and 36 hotel and motel facilities, all to help support a daily daytime population of 300,000, and 20,000 permanent residents. Additional notable aspects of the community include the Southeast United States Regional Headquarters of the Federal Aviation Administration, and Woodward Academy, the largest independent preparatory school in the continental United States. Chief executive officer responsible for preparation and oversight of a $140 million total operating budget, as well as leadership, supervision, and involvement of operating line departments of police, fire, public works, engineering, airport affairs, finance and accounting, economic development (including the College Park Business and Industrial Development Authority), inspections, recreation, communications, human resources and risk management, and municipal court. Other municipal operations include the Georgia International Convention Center (GICC), the newest and second largest convention facility in the State, as well as multiple service utilities, including College Park Power, the City’s electricity distribution system.

Key Achievements:

Lead negotiations to secure both the Women’s National Basketball Association’s Atlanta Dream and the National Basketball Association’s Atlanta Hawks Developmental League Team, the College Park Skyhawks, as a long-term tenant at the Georgia International Convention Center Complex’s (GICC) Multipurpose Arena;

Lead property transaction and incentive negotiations to result in development and construction of the new Southeast United States BMW Training Facility at the Gateway Center adjacent to GICC;

Lead negotiations to secure 30 year Car Rental Tax Cooperative Agreement with the City of Atlanta, enabling long-term revenue bond financing for infrastructure improvements at Phillips Arena to support continuous home games and operations for the Atlanta Hawks;

Lead renegotiations on Federal Aviation Administration (FAA) lease agreements with the United States General Services Administration, yielding net user square foot rates increasing 32%, as well as financing and implementation for facility modifications to expand operations by nearly 400 additional federal positions;

Direction to engage Google leadership to consider College Park as one of nine municipalities in Metropolitan Atlanta as a Google Fiber Community. Formal selection to this effect announced January 27, 2015;

Directed various bond refinancing activities that yielded a total savings of nearly $20 million during the remaining periods for existing loans;

Terrence R. Moore, ICMA-CM Page 2

Reduced municipal expenditures by 20% via various managed reduction practices and efficiencies in operations strategies, including continuous process improvement programming via principles adopted from Lean Six Sigma;

Elevated the City’s Standard and Poor’s municipal bond rating from A+ to AA; Increased total fund balance reserves by 100%;

Directed various business and industry incorporation and retention efforts, resulting in Chick-fil-A Corporate Headquarters and Sysco Foods Atlanta expanding its facilities and operations presence in College Park; as well as the annexation of Naturally Fresh, Inc., Tree House Foods, Inc. and other adjacent properties in the Buffington Road vicinity of the South Fulton Industrial Corridor;

Resolved various matters with the City of Atlanta, including a multi-million dollar occupational tax settlement resulting from additional net sales revenues at Hartsfield Jackson Atlanta International Airport, as well as acquisition of excess land to help support current and future redevelopment activity in the recently designated College Park Tax Allocation District.

City Manager: Morgantown, West Virginia 2010 to 2013

Growth oriented, full service community that serves as the regional hub of North Central West Virginia. Morgantown is the county seat of Monongalia County and is home of West Virginia University, the largest institution of higher education in the State, with an annual enrollment of over 30,000 students; and is the medical, cultural, and commercial hub of the region, with a daytime population of over 70,000, 31,000 permanent residents, and a metropolitan statistical area of nearly 140,000. Chief executive officer responsible for preparation and oversight of a $160 million total fund operating budget for city council review and approval, as well as leadership, supervision, and involvement of operating line departments including police, fire, public works and engineering, Morgantown Utility Board (water, wastewater and storm water services provided to over 90,000 residents throughout both Morgantown and Monongalia County), finance, Morgantown Municipal Airport (including commercial air service operations provided by United Airlines), legal, development services, Board of Parks and Recreation, and Morgantown Parking Authority. Management and guidance of day-to-day affairs also involves directing projects, programs and services in a community with a high level of citizen participation with expanding expectations. Chairman of police, fire and general/utility employee pension funds. Recognized by various trade and business periodicals as being one of America’s best cities to conduct business (currently ranked third best performing small metro area in the United States by the Milken Institute), as well as one of the smartest places to live (Forbes and Kiplinger’s Personal Finance).

Key Achievements:

Secured approval of intergovernmental and real estate purchase agreements involving both the Federal Aviation Administration (FAA) and the Monongalia County Development Authority; necessary to finance and implement infrastructure improvements to support both the recently initiated West Virginia National Guard Readiness Center and Morgantown Municipal Airport Business and Technology Park. Other economic development outcomes include various partnerships with West Virginia University, including the Square at Falling Run commercial development, Evansdale Campus Redevelopment Program, and expansion of West Virginia University Hospital System, yielding significant additional job growth in the community;

Terrence R. Moore, ICMA-CM Page 3

Secured and administered grants, as well as state and federal appropriations totaling nearly $10,000,000. Funding includes support for various infrastructure improvements at Morgantown Municipal Airport, and Downtown Morgantown Streetscape Improvement Program;

Expanded citywide annual street/roadway resurfacing and reconstruction program;

Initiated fund balance policy that yielded an increase in municipal reserves by 90%;

Initiated five year capital improvement planning and programming so as to effectively identify capital projects and equipment purchases, as well as to strategically provide a schedule and identify options for financing;

Instituted organization-wide performance based budgeting model, enabling the identification of goals and objectives of departments and sections to be achieved, with the application of measurement tools to report effectiveness, as well as support funding commitments.

City Manager: Las Cruces, New Mexico 2005 - 2010

Growth oriented, full service community that serves as the regional hub of Southern New Mexico. The second largest city in New Mexico, home to over 101,000 permanent residents, Las Cruces is the county seat of Dona Ana County with many municipal services being provided to various unincorporated areas as well (the Las Cruces Metropolitan Statistical Area population exceeding 200,000). Home of New Mexico State University and is the principal community serving and supporting White Sands Missile Range, one of the largest military installations in the United States. Chief executive officer responsible for preparation and oversight of a $314 million full service operating budget for city council review and approval, as well as direction, supervision and management of operating line departments including police, fire, public works, joint utilities (water, wastewater, natural gas and solid waste), public services (museums, public bus transit system, seniors services, library and convention and visitors bureau), facilities (including parks and recreation and Las Cruces International Airport), legal, community development and information technology. Leadership and guidance of day-to-day affairs also involves directing projects, programs and services in a community with a high level of citizen participation with expanding expectations. Recognized by various trade and relocation periodicals and journals as being one of the best cities in America to live, retire and conduct business.

Key achievements:

Secured approval of six revenue bond issues totaling $75 million to respectively finance and implement development and construction of New Las Cruces City Hall, the Las Cruces Convention Center, the Joint Utilities Water and Waterwaster Treatment Plant, New Laabs Swimming Pool, the East Mesa Bataan Memorial Pool, the Waterfalls Regional Pond and other neighborhood enhancements and infrastructure improvement projects;

Successfully secured grants and state and federal appropriations totaling over $50 million. Funding includes for the Downtown Main Street Plaza Revitalization Program, various capital infrastructure improvements, runway infrastructure/economic development expansion at Las Cruces International Airport, new and existing parks and recreation improvements, new active and passive park construction, historic preservation and various crime prevention/law enforcement expansion initiatives;

Terrence R. Moore, ICMA-CM Page 4

Established Las Cruces Downtown Tax Increment Development District, including financing to implement the three phase Downtown/Main Street Plaza Revitalization Program;

Successfully annexed 22 additional squares miles of unincorporated land resulting in substantive and revenue positive commercial and residential development, as well as assurance of future “growth elasticity” and management;

Secured approval of Vision 2040 Plan – regional comprehensive plan; via partnership with both Dona Ana County and New Mexico State University;

Implemented citywide annual street/roadway resurfacing and reconstruction program;

Implemented additional managed reductions resulting in reduced operational expenses by 25%.

City Manager: Sebastian, Florida 1999 - 2005

Rapidly growing, suburban, waterfront community situated along East Central Florida’s Treasure Coast. Encompassing nearly 15 square miles with a build out rate currently at 60%, with a permanent resident population exceeding 22,000 that anchors a metropolitan statistical area of nearly 140,000. Known nationally as ‘Home of Pelican Island’, America’s First National Wildlife Refuge. Chief executive officer responsible for preparation and oversight of a $30 million full service operating budget for city council review and approval, as well as direction, supervision and management of 10 operating line departments including police, public works, stormwater utility, municipal airport and golf course, while concurrently directing projects, programs and services in a community with a high level of citizen involvement and expectations. Recognized by Money Magazine as being one of the best communities to live on the Southeast United States.

Key achievements:

Secured approval of three revenue bond issues totaling $20 million to respectively finance the 2001 Sebastian Municipal Golf Course Renovation Program; Sebastian Municipal Complex to include construction of the City’s first fully functional city hall facility, police station expansion and municipal complex park; and implementation of the Sebastian Stormwater Utility Master Plan – encompassing various citywide stormwater related capital improvements;

Successfully secured various federal and state grants totaling over $10 million. Funding includes first blighted neighborhood revitalization program, capital infrastructure improvements, airport facility rehabilitation/economic development expansion, new and existing parks and recreation improvements, new park construction, historic preservation and various crime prevention initiatives;

Secured approval to establish various alternative revenue sources while concurrently reducing millage (property) tax rates by 29.4% in three-year period;

Secured adoption of Sebastian Municipal Airport Master Plan, resulting in tremendous public and private sector capital investment, as well as initiation of a corporate park resulting from respective improvements;

Terrence R. Moore, ICMA-CM Page 5

Funded and expanded Community Redevelopment Agency, including updates to respective master plan and financing of respective improvements in the Sebastian Waterfront Overlay District;

Successfully annexed 3.5 additional square miles of unincorporated land resulting in substantive and revenue positive commercial and residential development;

Secured approvals of various growth management policies designed to effectively and efficiently manage and direct future commercial and residential development citywide;

including adoption of a revised Sebastian Land Development Code and visioning “charette” community planning exercise performed in conjunction with the Treasure Coast Regional Planning Council;

Established the Sebastian Stormwater Utility Division, responsible for directing and implementing citywide stormwater infrastructure improvements and annual maintenance program;

Concluded Sebastian Water Expansion Program – in conjunction with the Indian River County Department of Utilities and via private development and investment.

Assistant City Manager: Deerfield Beach, Florida 1995-1999

Full Service, waterfront community situated along Southeast Florida’s Atlantic Ocean Gold Coast, located in Northeast Broward County, the state’s second largest county. Primary responsibilities included ancillary support for preparation and oversight of a $63 million full service operating budget for city commission review and approval, as well as Federal, State and County grant procurement and administration. Duties also included interviewing and selecting personnel for employment and executive appointment, writing and administering the City’s Capital Improvement Program, assisting in the direction of 10 operating line departments, serving as management representative in labor negotiations and disputes, monitoring and responding to citizen complaints as received by the City Manager’s Office.

Key achievements:

Successfully secured various federal, state and county grants totaling over $6.4 million. Funding includes the City’s first redevelopment initiative along the beach, the Federal Emergency Management Agency’s Showcase Community Program (Deerfield Beach as one of seven municipalities nationwide selected to participate, 1997), capital infrastructure improvements, recreational/open space improvements, historic preservation, affordable housing, summer youth employment, public facility restoration, transportation services, waterway accessibility and enhanced law enforcement/crime prevention;

Designation of Community Development Block Grant (CDBG) Entitlement Community; Began Fiscal Year, 2000;

Secured approval for the construction of a Boys & Girls Club facility via the acquisition of vacant commercial and residential property by way of good faith negotiations with absentee landlords;

Reduced municipal expenditures 9% in real dollars over two years and reduced workforce 4% without service cuts; Terrence R. Moore, ICMA-CM Page 6

Increased undesignated fund balance from $2,946,000 to $3,950,000 while maintaining a constant millage (tax) rate;

Received Government Finance Officers Association Annual Award for Best Budget Presentation;

Received “best practice” recognition two consecutive years from the National League of Cities Livability Awards Program;

Implemented Total Quality Management (TQM) and customer service training programs throughout all departments.

Management Analyst: City Manager’s Office Peoria, Illinois 1994 – 1995

Community located in Central Illinois serving as the commercial, industrial and cultural center for the 339,000 population of Peoria, Woodford and Tazwell tri-county area. Responsibilities included serving as budget analyst performing field evaluations of departmental operations, estimating current and future year revenues and expenditures and responding to complaints as received by the City Manager. Recruited to become assistant city manager of Deerfield Beach, Florida.

Initiated budget cut recommendations for Fire and Emergency Services Departments;

Developed and initiated five-year capital improvement program;

Provided and initiated recommendations for cost reduction in the municipal warehouse, resulting in annual savings of over $200,000;

Implemented policy addressing purchasing and solicitation to bids for citywide projects;

Participant in the development of the Human Resource Department’s Workplace Diversity Program, which guided hiring practices into the 21st century.

Analyst/Auditor: Office of the Mayor, City of Chicago, Illinois 1991-1993

Primary responsibilities included auditing financial interest and campaign contribution reports for over 5,000 city employees and all 53 elected officials; as enforced by the City’s Governmental Ethics Ordinance and Campaign Financing Ordinance. Performed research and provided inquiries pertaining to various issues city wide as directed by Mayor Richard M. Daley and Dorothy Eng, Executive Director of the Board of Ethics. Left Mayor’s Office to accept full graduate assistantship towards completion of the University of Illinois MPA Program - from where ultimately recruited to serve as Management Analyst for Peoria, Illinois City Manager Peter A. Korn. Key Achievements:

Provided and implemented recommendations to the Board of Ethics for Campaign Financing Ordinance violations in excess of $500,000;

Updated over 600 case summaries pertaining to violations of noted ordinances.

Terrence R. Moore, ICMA-CM Page 7

Professional Affiliations and Community Service

National Board of Directors, Alliance for Innovation.

Credentialed Manager, International City/County Management Association (ICMA).

ICMA Advisory Board of Graduate Education and Knowledge Network Advisory Board.

Practitioner in Residence, Georgia State University Andrew Young School/Policy Studies.

Guest Lecturer, West Virginia University Division of Public Administration (2011 to 2013).

Community Board, Health South Mountain View Rehabilitation Hospital (2011 to 2013).

Director, West Virginia University National Youth Sports Program (2011 to 2013).

Community Relations Board, Federal Corrections Institute – Morgantown (2011 to 2013).

Fall 2008 United States Department of Defense Joint Civilian Orientation Conference.

Board of Trustees, Memorial Medical Center, Las Cruces, New Mexico (2006 to 2010).

Board of Supervisors, Las Cruces Metropolitan Narcotics Agency (2005 to 2010).

Life Member, University of Illinois Presidents Council.

Board of Directors, Las Cruces Public Schools Foundation (2005 to 2010).

Adjunct Instructor, New Mexico State University Master of Public Administration Program.

Board of Directors, Florida City/County Management Association (2002 to 2005).

Education

1988 to1991 Bachelor of Arts, Economics, University of Illinois. Illinois Scholar Awarded.

1992 to 1994 Master of Public Administration, University of Illinois. Graduate College of Urban Planning and Public Affairs. Full graduate assistantship with placement in the City of Chicago’s Cooperative Education Program and the Office of Student Affairs. Areas of interests in city management and public finance/budgeting. Elected Vice President of the University of Illinois Chapter of Pi Alpha Alpha, the National Honor Society for Public Affairs and Administration.

1996 to 1997 Certificate, Community and Economic Development, Florida Atlantic University. Graduate College of Urban and Public Affairs. Post graduate certificate program for agents responsible for developing and administering community and economic development initiatives in municipalities.

1997 Certificate, Senior Executive Institute, University of Virginia. Management program for senior level executives in local government. Program provided annually via faculty and resources from the Colgate Darden Graduate School of Business Administration and the Weldon Cooper Center for Public Service. Terrence R. Moore, ICMA-CM Page 8

Nationally Recognized Lectures and Speaking Engagements

The Cornell University Lab of Ornithology: “Urban Farming as a Function of Sustainability in Cities”. March 2017 Urban Farm of Metropolitan Atlanta, College Park, Georgia.

International City/County Management Association 101st Annual Conference: “The Phantom Menace: Addressing E-Hostility in Your Community”. September 2015, Seattle, Washington.

International City/County Management Association 93rd Annual Conference: “Results Oriented Performance Measurements and Indicators”. September 2007, Pittsburgh, Pennsylvania.

Florida Government Finance Officers Association 2004 Annual Conference: Communication, Staying Connected, “Capital Planning – A Necessary Tool and Process”, May 2004, Tampa, Florida.

University of Illinois Graduate College of Urban Planning and Public Affairs 2003-2004 Public Administration Lecture Series: “Municipal Finance Practice Via the Council-Manager Plan”, October 2003, Chicago, Illinois.

Florida League of Cities 74th Annual Conference: Evolve Emerge Imagine, “Council- Manager Relations”, August 2000, Fort Lauderdale, Florida.

United States Office of Science and Technology 1998 Conference: Public-Private Partnership 2000, “Disaster Recovery Business Alliances”, June 1998, Washington, DC.

United States Economic Development Administration 1998 Conference: Building Sustainable Communities, “Disasters: Opportunities for Sustainable Development”, May, 1998, New Orleans, Louisiana.

Terrence Moore [email protected] 4049735976

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-09

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Terrence

Middle Name: Raenale

Last Name: Moore

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? ICMA Newsletter Advertisement.

Street Address: 1886 John Calvin Avenue

City, State, Zip: College Park

Cell Phone: 4049735976

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Master of Public Administration. Public Finance and City Management.

College/University & Location(city): University of Illinois College of Urban Planning and Public Affairs. Chicago, Illinois.

Additional Degree Earned: Bachelor of Arts. Economics.

College/University & Location(City): University of Illinois. Chicago/Urbana-Champaign.

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 500 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 17 department directors and executive team members that report to the current or most recent department (if Office of the City Manager applicable):

3. Total budget in your current or most $140 million. recent overall organization (if applicable):

4. Total budget of your department or areas $140 million total fund operating budget. of responsibility (if applicable):

5. Expected compensation for this position: Open as noted in the advertised range.

6. Who do you (or did you) report to (title Mayor and City Council. only):

7. Related professional affiliations: ICMA. Alliance for Innovation. Georgia Municipal Association. Georgia City/County Management Association.

9. At any time in the last seven (7) years, No. have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 10. At any time in the last seven (7) years, No. have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).

https://theeagle.com/news/local/college-stations-city-manager-search-down-to-4-finalists/article_e5342c70- cbfe-5678-9c4b- 7d25d77115ee.html#:~:text=Terrence%20Moore%20is%20the%20only,Virgina%2C%20from%202010%20to%202013

College Station's city manager search down to 4 finalists

· By CAITLIN CLARK · Oct 6, 2018

College Station is a step closer to naming its new city manager.

On Friday, the city announced four finalists for the job overseeing day-to-day operations of the city, which has a $360 million budget and more than 1,000 full-time-equivalent employees. The position has been vacant since March 30, when former city manager Kelly Templin resigned to take a position at the Texas A&M University System's RELLIS Campus. Among the finalists is Jeff Capps, the assistant city manager and former police chief who has been serving in the interim since April.

After a six-month nationwide search with help from Affion Public, a strategic consulting and advisory services firm, the College Station City Council selected the finalists from a pool of more than 100 applicants. City officials hope to announce a hire by the end of the month.

Positions have been shuffled in the city manager's office since the departure of Templin, who had served in the position since 2013. Former deputy city manager Chuck Gilman was first appointed to the interim position, but he left the city in April for a job at the San Jacinto River Authority. Capps has been in the post since then.

A longtime city employee, Capps joined the College Station Police department in 1993. He served in numerous positions in the department before being named police chief in December 2009. He held that position until June 2014, when he was named assistant city manager. Capps' duties have included leading department directors and the police and fire chiefs, and as interim city manager he was responsible for overseeing the preparation and submission of the annual city budget for the council's approval.

Before joining the city, Capps worked for the Texas A&M University Police Department and the Brazos County Attorney's Office. He received his bachelor's degree in criminal justice and law enforcement and master's degree in leadership and management from Sam Houston State University.

Another finalist, Robert Goode, has been an assistant city manager for the city of Austin since March 2008. Goode previously served as the transportation and public works director in Fort Worth from 2002 to 2008, as public works director of Austin-based Bury+Partners, Inc. from 2001 to 2002 and as planning and engineering services director for Travis County from 2000 to 2001.

Goode has a bachelor's degree in civil engineering from the University of Idaho. He has also held engineering jobs in Idaho, Austin and the city of Olympia, Washington, and worked as a floodplain administrator and hydrologist for Travis County. In his current role, Goode's résumé states that he provides executive leadership for all of the city's functions and supports the city manager in overseeing Austin's $4 billion budget and 14,000 employees.

The third in-state finalist, Bryan Woods, is the assistant city manager for the city of New Braunfels. He's held that position in the city of roughly 80,000 since June 2017. He previously served as the capital programs manager for three years. Before entering city administration, Woods was vice president of Coyle-SDA, Inc., a San Antonio-area professional engineering firm. He also worked as a construction manager in San Antonio. Terrence Moore

Woods received a bachelor's degree in construction engineering technology from the University of Southern Mississippi before going to the University of Missouri for his master's in public affairs. In New Braunfels, Woods directs management of more than 170 employees and an annual budget of $85 million.

Terrence Moore is the only out-of-state finalist. Moore is the city manager of College Park, Georgia, which is a suburb of Atlanta. Moore has held that position since 2013 and before that served as the city manager of Morgantown, West Virgina, from 2010 to 2013. From 2005 to 2010 he was city manager of Las Cruces, New Mexico, and held the same role in Sebastian, Florida. from 1999 to 2005.

After earning a bachelor's degree in economics and a master's in public administration from the University of Illinois -- during which time he worked as an analyst/auditor in the Chicago mayor's office -- Moore began his career in 1994 as a management analyst for the city of Peoria, Illinois. He then was an assistant city manager in Deerfield Beach, Florida. In his current position, Moore oversees a $125 million budget and leadership of city departments.

The four finalists will be in College Station for interviews Oct. 15 and 16, and will attend a community meet-and- greet Oct. 15 from 5:30 to 7 p.m at City Hall.

Terrence Moore

https://www.kbtx.com/content/news/College-Station-city-manager-candidate-responds-to-accusations- of-wrongdoing-497654371.html

Local city manager candidate explains past accusations of wrongdoing

(KBTX)

By Rusty Surette

Published: Oct. 15, 2018 at 11:37 PM CDT

A finalist for the city manager spot in College Station is responding to personal and professional accusations of wrongdoing leveled against him while working in New Mexico.

News 3's Rusty Surette spoke with Terrence Moore on Monday at College Station City Hall during a community meet-and-greet with three finalist candidates for the job.

Moore, who is currently a city manager in College Park, Georgia, says he was unfairly targeted during his time in Las Cruces, New Mexico and was the target of a "witch hunt."

"I think that's the term I used to describe it, but frankly it was very unfair and unjust and unfortunately during my time in that community, I did experience some unfair and unjust treatment along the way," Moore told Surette.

In 2010, Moore reimbursed the city of Las Cruces for some costs associated with two business trips he took in 2009— after a complaint was filed over one trip and an attorney requested documentation about the other.

According to NMPolitics.net, city administrators said a trip to Chicago was "inconsistent with the city managers’ direction to city staff to be frugal about travel." The committee also found that Moore hadn’t provided some required documentation related to the trip.

Click here to read the full story from NMPolitics.net.

"My employment agreement with the city of Las Cruces provided travel and training opportunities, and one of them took me to Chicago," Moore said. "I grew up in Chicago, so someone anonymously made an issue of the fact that I participated in a professional development opportunity there."

Moore was also criticized for having his administrative assistant babysit his children – while she was on the clock and being paid with public money – so he could attend a city council meeting. Terrence Moore

Around the same time, Moore was the target of a police investigation involving allegations of domestic violence involving his ex-wife, but no charges were ever filed because the District Attorney said there was insufficient evidence to proceed.

Click here to read more about the investigation.

The other two men up for the job in College Station is Jeff Capps- the city's current interim city manager.

There's also Bryan Woods, the current city manager in New Braunfels.

We learned Monday, Woods is also named as a finalist for the same job title in Greenville, South Carolina. Woods said city leaders in College

Station were aware of his other interest.

Interviews will wrap up this week, and the city council could announce a new city manager by the end of the month.

Terrence Moore

https://nmpolitics.net/index/2010/06/city-manager-won%E2%80%99t-face-criminal-charges/

City manager won’t face criminal charges By Heath Haussamen, NMPolitics.net | June 25, 2010

Las Cruces City Manager Terrence Moore (Photo by Heath Haussamen)

Las Cruces City Manager Terrence Moore won’t be charged in a probe into two incidents involving him and his ex-wife, the Las Cruces Sun-News is reporting.

The district attorney’s office confirmed for the newspaper that it had completed a review of the investigation by the Doña Ana County Sheriff’s Department into injuries Moore’s then-wife suffered in late 2008 and questions surrounding a police report the city manager filed over a prescription-drug incident in January 2009.

“There was insufficient evidence to proceed,” Deputy District Attorney Nelson Goodin was quoted by the newspaper as saying. “What our case would be based on is hearsay.”

That’s because, according to sheriff’s investigator Robyn Gojkovich, Moore’s ex-wife refused to cooperate with the probe.

“If you don’t have a victim, you don’t have a crime,” the Sun-News quoted Gojkovich as saying. Earlier this year, the sheriff’s department took over what was originally an Las Cruces Police Department probe after the district attorney raised concerns about LCPD investigating a case involving its own boss and urged the transfer. Moore oversees the police chief and, by extension, the police department.

Last year, Las Cruces police closed the case without filing charges. Former Interim Police Chief Pete Bradley said earlier this year that the case was dropped because no one, including Moore’s ex-wife, alleged a crime, and police didn’t have probable cause to proceed.

But LCPD never interviewed Moore, which the sheriff’s department did in its investigation. The result, apparently, was the same: No victim, no crime. Moore called the investigation nothing more than “a witch hunt – an attempt to discredit me.” The Sun-News quoted him as saying there was “absolutely nothing there.”

The city manager, who has been dogged in recent months by the law enforcement probe and media and city council scrutiny of other situations, announced last week that he will resign at the end of the year. The Sun- News quoted him as saying the law enforcement probe had nothing to do with his decision.

Terrence Moore

https://www.youtube.com/watch?v=a6q2Tq6IHiU

Video Interview with Moore

https://nmpolitics.net/index/2010/03/sheriff-takes-over-case-involving-las-cruces-city-manager/

Sheriff takes over case involving Las Cruces city manager By Heath Haussamen, NMPolitics.net | March 1, 2010

The Las Cruces Police Department building (Photo by Heath Haussamen)

DA says Las Cruces police had a conflict because Terrence Moore is the police chief’s boss; LCPD disputes that but hands over case ‘to remove this potential of perceived cloud of impropriety’

The Doña Ana County Sheriff’s Department is taking over a Las Cruces Police Department investigation into two incidents involving City Manager Terrence Moore and his ex-wife.

The case transfer took place Friday afternoon after Doña Ana County District Attorney Susana Martinez raised concerns about the way LCPD handled the case and urged the transfer to the sheriff’s department. It also followed weeks of inquiries from this reporter that included reviews of police documents and audio recordings.

Last year, Las Cruces police looked into injuries Moore’s then-wife suffered in late 2008 and questions surrounding a police report the city manager filed over a prescription-drug incident in January 2009, treating the two incidents as a single case. Las Cruces police closed the case without filing charges.

Martinez said LCPD should not have been investigating a case involving its own boss and should have turned the case over to an outside agency at the start. Moore oversees the police chief and, by extension, the police department.

“This sort of an investigation should have been conflicted out (from the beginning). It should have been transferred to another law enforcement agency so there wasn’t even the appearance of impropriety,” Martinez said in an interview.

Martinez’s urging of the transfer came after she reviewed police reports and talked with Interim LCPD Chief Pete Bradley. She said the investigation was not thorough, which, given Moore’s position over the police department, creates an appearance of impropriety. Terrence Moore

Among her concerns: Police interviewed Moore’s then-wife but, though there was reason to suspect that she might have been the victim of domestic violence, they didn’t interview Moore.

Moore: ‘I haven’t even been accused of anything’

Las Cruces City Manager Terrence Moore (Photo by Heath Haussamen)

Bradley told this reporter Friday that he believed LCPD handled the situation appropriately. He said he was going to have a certified domestic violence instructor who works for LCPD review the case to make sure nothing was missed and would contact the district attorney for a possible transfer if the instructor found something.

Less than three hours after making that statement, Bradley handed the case over to Sheriff Todd Garrison.

Bradley said Sunday he changed his mind “to remove this potential of perceived cloud of impropriety.” He still maintains that LCPD handled the case appropriately and that there was no impropriety. He said he doesn’t expect the sheriff to find anything LCPD did not.

“Nothing changed about my belief of what occurred or anything else, it’s just there’s so much interest in this, and so many fingers pointing out impropriety and conflict of interest,” he said.

Bradley wasn’t chief at the time of the investigation. He was a deputy chief, and he took over as interim chief when Harry Romero retired from the top job at LCPD on Nov. 31. Romero could not be reached for comment for this article.

Contacted Saturday, Moore said that no one has alleged “that I’ve done anything wrong.”

“I haven’t even been accused of anything,” Moore said. “So how could this even be an issue?… I haven’t done anything. There’s nothing there. There never was, to begin with.”

He declined to comment further.

Moore’s then-wife did not allege a crime

Last year, Las Cruces police looked into two incidents: injuries Moore’s then-wife suffered in late 2008, and a police report Mr. Moore filed over a prescription-drug incident in January 2009. Terrence Moore

Moore’s ex-wife has not alleged that Moore or anyone else committed crimes against her. But injuries to her head, and the police report Moore filed, caught the attention of LCPD Officer Maurice Hernandez in March 2009.

Hernandez is stationed at the school at which Moore’s ex-wife teaches, and on March 5, 2009 – a day after Moore filed for divorce – his then-wife approached Hernandez at the school. According to the police report Hernandez filed that day, Mrs. Moore told Hernandez that Mr. Moore had “pushed” his way into the house, having come to “pick up some of his things,” and refused to leave until she threatened to call police.

The report also states that Moore’s then-wife expressed concern about Moore getting “nasty” with her at their son’s soccer practice and taking her copy of their will when he moved out of the house.

Hernandez filed a second report on March 6 in which she states that Moore’s then-wife “apologized for getting me involved and said that she didn’t want to cause me any trouble.”

“She then went on to tell me that her husband, Mr. Moore had called and left some messages and had named me by name stating that I’d been told by my bosses that the situation was being handled, or something like that,” Hernandez wrote in her report.

Neither Hernandez nor Moore’s ex-wife would comment for this report.

Bradley confirmed that, over the course of the next several days, Hernandez had some off-the-record conversations with Mrs. Moore, whose divorce from Mr. Moore was finalized on Nov. 30 of last year. On March 12, Hernandez conducted a formal interview with Moore’s then-wife at the school.

Hernandez questioned Mrs. Moore at length about two incidents, according to an audio recording of that interview that was obtained by this reporter in response to a public records request.

Head injuries required three stitches

In late 2008, Mrs. Moore sustained a black eye and a cut on the back of her head. She was examined by a neighbor – a retired physician who told her she needed to go to the hospital, she told Hernandez during the interview.

The cut required three stitches, Mrs. Moore told Hernandez. She refused to tell Hernandez how she sustained the injuries, according to the recording of the interview.

“But it did get physical?” Hernandez asked.

“I didn’t say that,” Mrs. Moore answered.

Mrs. Moore also explained to Hernandez why she wouldn’t tell her certain things, including what caused the injuries.

“I’m trying to keep most of it as quiet as possible. … I’m thinking about my future now… because I’m worried about his ability to pay child support, and my alimony,” she said to Hernandez during the interview.

She did tell Hernandez that, when she sustained the injuries, Mr. Moore “wanted the paperwork to say I fainted. That was so important to him.”

She didn’t say during the interview whether she actually did faint. Terrence Moore

Mr. Moore declined to answer, or even be asked, specific questions about his ex-wife’s statements made during the recorded interview with Hernandez, or about other aspects of the police probe.

Moore, ex-wife told different stories about prescription situation

In January 2009, Mr. Moore filed a report with LCPD about an incident involving a prescription drug for his wife that was picked up from Walgreens Pharmacy. He claimed, according to the report, that his wife picked up her prescription, realized it was the wrong medication, returned it to Walgreens and got the right prescription.

“It did not appear to Mr. Moore or his wife that anything amiss occurred that this was just an error,” the report states.

But that’s not what Mrs. Moore said happened when asked about the situation during the March 12 interview with Hernandez.

She told Hernandez that Mr. Moore picked up the prescription from Walgreens and brought it home to her. When she opened the bag, she told Hernandez, she found unmarked pills that didn’t look like her normal medication in a bottle that had Wite-Out over the description of the pills inside it.

In addition, the part of the bottle’s label that described the pills “was torn off,” Moore’s then-wife told Hernandez during the interview.

Mrs. Moore and Hernandez discussed whether Mr. Moore, or someone else such as a pharmacy employee, might have tampered with the prescription medication. Mrs. Moore told Hernandez she didn’t want to think about the possibility of Moore being involved.

“Not like he would try to kill me. Come on, let’s – I’m too, I’m young, I’m healthy, they’d have to do an autopsy. Come on,” Mrs. Moore said after Hernandez told her she was glad she didn’t take any of the pills.

“And maybe we’re just thinking too far into it,” Hernandez replied.

Chief says police didn’t have probable cause

Chief Bradley defends his department’s decision to close the case.

Moore’s then-wife “bumps right up to the edge” of alleging crimes in her conversations with Hernandez, but didn’t go far enough to trigger further police action, Bradley said during his interview with this reporter.

“OK, do we have any indication that there was an intentional act to poison anybody or anything else? No we do not. Do we have any supporting documentation or evidence that says one is telling the truth over the other? No we do not,” Bradley said. “… Now if we have one person step up to say, ‘I think he intentionally tried to poison me,’ boom, I mean, flags go off and everything else occurs.”

There’s no indication that police did anything further to investigate after Hernandez’s March 12 interview with Moore’s then-wife.

This reporter obtained police reports, and related audio recordings, through a records request. They were public because the case had been closed, and police said that was all there was to the case file.

There’s nothing in the police file to indicate that the case was ever assigned to a detective. There’s nothing to suggest that police looked for evidence of whether Moore or his wife picked up the prescription at Walgreens, Terrence Moore

such as a receipt or security camera video; the case file does not contain either. It also appears that police did not interview the neighbor who examined Mrs. Moore the night she suffered her injuries in 2008.

And there’s nothing in the file to indicate that police ever interviewed or attempted to interview Mr. Moore about either incident.

Police flagged report and kept some details from the public

There’s also evidence that police treated the report Mr. Moore filed related to the prescription drugs as a sensitive matter.

Hernandez, while telling Moore’s then-wife during the March 12 interview how she could obtain a copy of the report Moore filed, said police were “handling this like it’s just an, everybody off the street, anybody off the street, not a special person, not no special privileges or anything like that.”

“You might have to go through some little red tape because, because, like I said, it is a secured report,” Hernandez said.

A secured report is one that has been flagged by someone at LCPD as sensitive for some reason, LCPD spokesman Dan Trujillo told this reporter. When that happens, the section of the report containing a narrative of the incident is not available to the public, he said.

Reasons to secure a report could include that the incident involves juveniles, Trujillo said. That was not the case with this report, but in this reporter’s experience, it’s not unusual for LCPD to flag reports involving public officials.

“Why would it be secured if they’re treating it like anyone off the street?” Mrs. Moore asked Hernandez during the March 12 interview about the report Mr. Moore filed.

“I don’t, I don’t ask those questions because I’m not going to get those answers, so I just don’t ask,” Hernandez replied. “Some things are better left unsaid.”

Reached by phone by this reporter, Hernandez said she could not talk about the situation because doing so would probably violate LCPD policy.

Moore’s ex-wife did not respond to phone messages seeking comment. And when this reporter sent a message to a Facebook account that appears to belong to her, Mr. Moore called to say his ex-wife contacted him about the message, and that she didn’t want to talk. Again, Mr. Moore refused to answer specific questions.

Martinez questions thoroughness of police inquiry

Martinez said the “standard method of investigating” a possible domestic violence incident includes “all possible suspects being interviewed, and all possible victims being interviewed.” Police should have interviewed Mr. Moore about the injuries Mrs. Moore suffered, she said.

“All possibly involved individuals are interviewed because it is necessary to make sure you are getting the whole story and the truth,” Martinez said.

Bradley said there wasn’t probable cause to justify interviewing Moore about either incident. And there was no attempt to obtain evidence from Walgreens because police can’t access pharmacy records “without probable cause that a crime has been committed,” he said. Terrence Moore

Bradley said the department closed the case because no one, including Moore’s then-wife, was alleging that a crime had occurred, and police had no other evidence to prove a crime.

“It would be safe to say that we suspected something occurred, that we were not getting the whole story, that we were unable to get the whole story,” Bradley said.

But suspecting that something occurred, Bradley said, isn’t the same as suspecting that a crime had been committed.

“We didn’t suspect a crime occurred. We wanted to make sure a crime hadn’t occurred,” he said. “… it’s a subtle difference.”

Bradley said LCPD went beyond what it normally would have done in such a case – through attempts to build a relationship with Moore’s then-wife and get her to open up – “for the simple reason that it would appear to be improper had we not.”

‘Because her husband is the boss of the police department’

Martinez said interaction between Bradley and this reporter illustrates why the Las Cruces police should have turned over the case to an outside agency from the start.

Over the course of seven weeks, Bradley rejected, through the police spokesman, two requests from this reporter for an interview, and he did not return a message left with the police administration receptionist. It was only on Friday, when Mr. Moore called him and asked him to talk with this reporter, that Bradley agreed to an interview.

Martinez said the fact that Moore was able to change Bradley’s mind reinforces her point about Moore’s influence over LCPD.

“When there is an appearance of impropriety doesn’t necessarily mean there is impropriety,” Martinez said. “The concern is if the victim – if there is a victim – believes he has some kind of authority over the investigating agency and that makes her feel intimidated. The conflict of interest is where she does not feel comfortable giving information – if there’s information to give – because her husband is the boss of the police department.”

“Certainly, that was something she said she was concerned about when speaking to the LCPD officer,” Martinez said about Moore’s then-wife.

Bradley said the LCPD investigation never reached the point at which police would have considered whether a conflict of interest existed.

“Had there been any indication of criminal activity, allegations of criminal activity, we would have made the decision whether or not to handle it ourselves or farm it out,” Bradley said.

Bradley also said he has “no knowledge of any pressure” being applied by Moore in an attempt to steer the investigation.

“I saw absolutely no indication,” Bradley said.

“And I can tell you, up front, that if there would have been an arrest to be made, my former boss would have been waving the handcuffs,” Bradley said of Romero. Terrence Moore

‘Get it dealt with as quickly as possible’

Sheriff Garrison expressed no opinion on whether LCPD should have given the case to the sheriff’s department or another agency in the first place, but said he’s happy to honor Bradley’s request to investigate.

He said the department will utilize what LCPD has already done and do its own investigation beyond that.

“The intent is to get it dealt with as quickly as possible,” he said.

Terrence Moore

https://www.fox5atlanta.com/news/audit-confirms-i-team-investigation-college-park-secret-bank-accounts- misappropriated-money

Audit confirms I-Team Investigation: College Park secret bank accounts misappropriated money By Dale Russell Published June 4 I-Team FOX 5 Atlanta College Park secret bank audit The audit confirms I-Team Investigation: College Park secret bank accounts misappropriated money ATLANTA - An independent audit of two secret bank accounts in the city of College Park confirmed the findings of a recent I-Team investigation.

Auditors found mishandling and misappropriation of hundreds of thousands of dollars from an account opened in 2010 and shut down six years later.

Senior I-Team reporter Dale Russell says those findings turned over to the FBI College Park city manager Terrence Moore's disappointment came after reviewing this outside audit of two secret city bank accounts that found mishandled and misappropriated funds.

The facts were uncovered during a FOX 5 I-Team investigation that found between 2010 and 2016 hundreds of thousands of dollars flowed through two College Park Tracey Wyatt Recreation Center accounts, with more than a third of the money withdrawn as cash.

The account was discovered under former longtime Mayor Jack Longino by an interim finance director. The account was immediately shut down. But, no investigation was done until the I-Team requested the bank records.

We tried to get answers from then city councilman Tracey Wyatt, whose district included the Rec Center named after him. He had no comment.

When our report aired, newly elected Mayor Bianca Motely Broom ordered an immediate outside audit. The audit, which was completed right before the COVID19 shelter in place order from the Governor, confirmed the FOX 5 findings and found even more questionable spending. Auditors concluded the money was mishandled, misappropriated, and created conflicts of interest.

Auditors found during a six-year period beginning in 2010 $350,189 flowed through two rec center bank accounts. And 36% of all that money - $124,858 - was cash withdrawals. Including $44,455 dollars withdrawn from ATMs.

Auditors found those employees - then Director of Recreation Emmanuel Rainey and Supervisor of the Tracey Wyatt Rec Center Cresit Dowdell - opened the two accounts. Both have since been fired.

Auditors found the accounts were funded by and spent on AAU basketball events...as well as other community events. There were no tax dollars involved.

Terrence Moore believes the problems of the past accounts are now behind the city. He says they have adopted 15 recommendations by auditors, including no more cash withdrawals from any accounts. Moore turned the findings over to the FBI. Terrence Moore

https://www.thedaonline.com/moore-resigns-as-city-manager/article_a18b3d3e-16c3-58c4-b840- 60a533c41548.html

Moore resigns as city manager · Summer Ratcliff · Jan 29, 2013

Morgantown city manager Terrence Moore announced Monday afternoon he will relinquish his roles with the city of Morgantown effective Friday and become the city manager of College Park, Ga. Moore said he was drawn to the city of College Park because of the level of service the city embodies and the opportunities the position will provide.

"It is an opportunity to make contributions in a large, metropolitan area, which is very attractive. It's also an opportunity to grow professionally," he said. "There are very genuine and sincere reasons behind my decision."

College Park is a suburb of Atlanta and is home to Hartsfield-Jackson International Airport, one of the world's busiest airports. The city has approximately 15,000 permanent residents, and businesses such as Chick-fil-A and ExpressJet Airlines are headquartered there.

Like Morgantown, the city operates under a council-manager form of government.

Prior to becoming the Morgantown city manager in 2010, Moore held similar positions in Sebastian, Fla. and Las Cruces, N.M. He said he feels his past experiences will prove beneficial in his endeavors to expand his career.

"Given the experiences and achievements that I have as a city manager over the past 14 years - that's where I have essentially been - I truly believe that to continue making contributions at that level is appropriate," he said.

Moore said during his time in Morgantown, one of the things he appreciated most and will take with him in his next role is the relationship between the city and West Virginia University.

"The fact that many of the issues that are relevant to the city of Morgantown are relevant to the University as well - they all go hand-in-hand," he said.

"Something that I have tried to express throughout my tenure is that there is no case of two different organizations - the campus of West Virginia University is the city of Morgantown."

In his closing remarks, Moore said he enjoyed his time in Morgantown and will remember it fondly. "I really appreciate the time and involvement I've had here in the city of Morgantown, W.Va.," he said. "I love the community. It's a very good place, and therefore, I'll always be fond of its citizenry."

Morgantown Mayor Jim Manilla said city council appreciates the efforts that Terrence Moore contributed during his time in Morgantown.

"City manager Moore had a very good connection with the neighborhoods; hopefully the Council will want to keep that going in the future," Manilla said. "We wish him all the best in his new role."

City Council will convene Tuesday evening to discuss the future of the Morgantown city manager role. Deputy city manager Jeff Mikorski will serve as the Interim City Manager until a final decision is reached.

Candidate 13

Edward P. Phillips

Contact Information

Address: 7703 South Fitzgerald Street Tampa, Florida 33616 Cell: 803-883-6144 Email: [email protected]

Education

· Master of Military Operational Art and Science - History and Leadership Air Command Staff College, Montgomery, Alabama

· Master of Science - Engineering and Environmental Management Air Force Institute of Technology, Dayton, Ohio

· Bachelor of Science - Civil Engineering United States Air Force Academy, Colorado Springs, Colorado

Work History

2018 to Present United States Air Force, Tampa Florida

Chief Operating Officer/City Manager, MacDill Air Force Base

2015 to 2018 United States Air Force, San Antonio, Texas

2017 to 2018 Senior Construction Program Manager

2015 to 2017 Executive Director, Facilities and Engineering Policy

2013 to 2015 United States Air Force, Grand Forks, North Dakota

Director, Department of Public Works

2010 to 2013 United States Air Force, Washington DC

Executive Director, Facilities and Engineering Policy

2005 to 2009 United State Air Force, Sumter, South Carolina

Supervisory Planner, Facility Maintenance and Construction Project Manager with duties abroad

Data Summary:

Candidate: Edward P. Phillips

Organization: MacDill Air Force Base, Tampa Florida

Position: Chief Operating Officer/City Manager

Organization Budget: $153 billion

Department Budget: $263 million

Total Number of Employees in Organization: 460,000

Total Number of Employees in Department: 2,200

Expected Salary: $200,000

Reporting Relationship: Wing Commander (Governor/President)

Years of Experience: 15

EDWARD P. PHILLIPS (803) 883-6144 [email protected] linkedin.com/in/edwardpphillips

24 August 2020

Heidi Voorhees, President GovHR USA 630 Dundee Road,#130 Northbrook IL 60062 847-902-4110

Dear Ms. Vorhees,

Please accept this letter and resume in consideration for the City of Lakeland City Manager position. I have recently competed 24 years of service with the Air Force and this position will allow me to continue to serve the people of Lakeland. I have managed cities, Department of Defense installations, through times of conflict and fiscally austere budget years. I assure you my resume may look different from the other applicants, but I possess all the skills and experience needed to run a city.

I internalize the Air Force Core values of Integrity First, Service before self and excellence in all we do. You will find this ethos along with my diverse strategic leadership experience will meet many of your ideal candidate qualifications. My passion is to care for people by building teams and developing leaders.

Currently I manage MacDill Air Force base, providing similar services for 20,000 employees and support a population of 300,000 families and veterans across Central Florida. I have brought innovative solutions to increase energy resilience through partnerships with TECO, and built relationships with small business to solve MacDill’s problem sets.

I would love to be interviewed for Lakeland City Manager and appreciate your support. Thanks for reading this letter and my resume.

Sincerely,

Edward P. Phillips

EDWARD P. PHILLIPS (803) 883-6144  [email protected]  www.linkedin.com/in/edwardpphillips

CITY MANAGER / EXECUTIVE DIRECTOR  Air Force Veteran with 24 years of experience primarily in city management. Trusted to plan, build, operate and maintain airport, academic, industrial, residential and commercial activities worldwide. Career supported by bachelors and masters in civil engineering and engineering management.  Extensive background in facilities and infrastructure planning, management and construction. Responsibilities included supporting small city sized government and civilian stakeholders, by maintaining existing infrastructure, and designing/constructing new to meet growth or modernization. Also experienced in emergency planning, management and response as Emergency Operations Center (EOC) director.  Demonstrated success building highly effective teams to solve complex problems. Selected to build and lead teams, including the largest Air Force reorganization in 20 years centralizing installation support. Leads Complex organizations Budget Development/Execution Developing Leaders/Competence Programs/Policy development Facilities Management Strategy/Execution Environmental stewardship Emergency Operations Land Use and Facility Planning Business Acumen

PROFESSIONAL EXPERIENCE

US AIR FORCE — Tampa, FL 2018 to Present Leads large multi-disciplined organization providing operations support to 300K employees, families and veterans. Chief Operating Officer / City Manager, MacDill Air Force Base Leads a team of 2,200 delivering mission support to all stakeholders on MacDill Air Force Base, encompassing 5.7K acres, 595 facilities, 24 aircraft, including 35 separate organizations and 52 coalition nations. Responsible for communications, engineering, fire/security/law enforcement, logistics, contract acquisitions, recreation/retail, and human resource/social service activities. Sets inclusive culture and operational priorities and executes in to directly support Service/Department of Defense policy, codes and law. Resolves conflicts with labor force, customers or stakeholders. Responsible for $91M operating budget, and a $172M planning, design and construction program. RESULTS DRIVEN: Implemented counter-drone and water-side security capability to protect aircraft and stakeholders from emerging aerial and waterborne threats by building multi-functional team and incorporating cutting edge technology. VISION: Developed plans for tough land use issues including aircraft clear zones, burial sites, and education facility development. Partnered with city, state, and federal agencies. BUILDING PARTNERSHIPS: Recognized nationally as best partnership between Hillsborough Schools and MacDill Air Force Base to meet needs of Military students.

US AIR FORCE — San Antonio, TX 2017 to 2018 Led a global design and construction organization supporting Air Force, Army and Navy requirements worldwide. Senior Construction Program Manager Led a team of 133 responsible for a $3.3B planning, design and construction portfolio supporting large scale construction/repair/modernization projects predominately supporting airfield operations/pavements, airport fuel storage and infrastructure, logistics and protection/security functions. Successful in delivering quality results in austere environments concurrently with operations across 4 continents.

E DWARD P HILLIPS Phone: (803) 883-6144  Page 2

PROFESSIONAL EXPERIENCE (CONTINUED)

US AIR FORCE — San Antonio, TX and Washington DC 2015 to 2017, 2010 to 2013 Responsible for policy development supporting engineer, energy, housing, and environmental operations. Executive Director, Facilities and Engineering policy Developed policy to advocate and determine level of service across a $2.5B portfolio with scalable metrics that validated and prioritized risk in support of 181 operating locations holding $297B in assets. Directed and planned policy and budgets associated with energy use, savings and resiliency in addition to $323M in cyber and communications infrastructure. Analyzed investments to balance efficiency with organizational goals.

US AIR FORCE — Grand Forks, ND 2013 to 2015 Led team of 331 to operate, maintain and protect 864 facilities worth $2.2B on 5.2K acres. Director, Department of Public Works Successful in supporting aircraft operations including control tower and ground services in extreme cold environment while posturing for the future. Leveraged Air Force downsizing to stand up state-of-the-art drone training and research and Development Park to integrate public and private interests. Responsible for all engineering, emergency services, and environmental services with a $60M operating budget, and a $124M design and construction program.

US AIR FORCE — Sumter, SC with duties abroad 2005 to 2009 Responsible for engineering duties in planning, designing, and construction management of facilities and infrastructure. Provides technical advice to managerial personnel regarding land use, design, construction, program modifications emergency response and environmental compliance.

Supervisory Planner, Facility Maintenance and Construction Project Manager Responsible for leading engineers to design construct and maintain installations. Built a 5-year land use and capital improvement plan containing 572 projects valued at $652M required to support 120 aircraft and 35K stakeholders and service providers. Projects included aircraft shelters/hangars, airfield pavements, hospitals, and infrastructure. INNOVATION: Due to a ground mishap aircraft were grounded worldwide. Personally designed a solution for new aircraft that allowed for engine testing before flight and implemented in less than one day.

EDUCATION

2013 Air War College, Senior Executive Professional Education, Montgomery, AL, 2010 Master of Military Operational Art and Science, Air Command Staff College, Montgomery, AL 2002 Master of Science, Engineering and Environmental Management, AFIT, Dayton, OH 1996 Bachelor of Science, Civil Engineering, US Air Force Academy, Colorado Springs, CO

ADDITIONAL INFORMATION

 Leadership Tampa class of 2020, Tampa Bay Chamber. Military Advisory Committee  Top Secret security clearance (TS-SCI). Retired Air Force Colonel  Eagle Scout and outdoor enthusiast who enjoys hiking, camping and fishing

August 24, 2020 Edward Phillips [email protected] 803-883-6144

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Edward

Middle Name: Paul

Last Name: Phillips

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? Linkedin

Street Address: 7703 S Fitzgerald St

City, State, Zip: Tampa FL 33616

Cell Phone: 803-883-6144

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Masters of Science, Engineering and Environmental Managment

College/University & Location(city): Air Force Institute of Technology, Dayton OH

Additional Degree Earned: Masters of Military Operational Art and Science (History and Leadership)

College/University & Location(City): Air University, Montgomery AL

Additional Degree Earned: Bachelours of Science in Civil Engineering

College/University & Location (City): US Air Force Academy, Colorado Springs CO

CURRENT EMPLOYMENT 460,000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your 2,200 current or most recent department (if applicable):

3. Total budget in your current or most $153B recent overall organization (if applicable):

4. Total budget of your department or areas $263M plus $1.2B in contract support of responsibility (if applicable):

5. Expected compensation for this position: $200,000

6. Who do you (or did you) report to (title Wing Commander (MacDill AFB Governor/President) only):

7. Related professional affiliations: Chamber of Commerce

Candidate 14

Jane K. Shang

Contact Information

Address: 771 Mountain Ash Way Deltona, Florida 32725 Cell: 386-259-5624

Email: [email protected]

Education

· Juris Doctor Suffolk Law School, Boston, Massachusetts

· Bachelor of Arts – Organizational Behavior/Business Brown University, Providence, Rhode Island

Work History

2015 to 2020 City of Deltona, Florida (population 100,000)

City Manager

2008 to 2015 City of El Paso, Texas (population 700,000)

Deputy City Manager

2004 to 2008 HART, Tampa, Florida

Director, Engineering and Development

1996 to 2004 Logan Airport, Boston, Massachusetts

Manager

1990 to 1996 MBTA, Boston, Massachusetts

Assistant Director

1987 to 1990 Massachusetts Water Resources Authority, Charlestown Navy Yard, Massachusetts

Senior Real Estate and Contracts Attorney

Work History – cont’d

1986 to 1987 City of Boston, Massachusetts (population 693,000)

Assistant Corporation Counsel

Data Summary:

Candidate: Jane K. Shang

Organization: City of Deltona, Florida

Position: City Manager (former)

Organization Budget: $170 million

Total Number of Employees in Organization: 400

Total Number of Employees in Department: 1,400

Expected Salary: $200,000

Reporting Relationship: City Commission

Years of Experience: 34

Professional Affiliations:

· International City/County Management Association August 24, 2020

Dear Ms. Voorhees,

Please find attached my resume for consideration for the position of City Manager –Lakeland, Florida.

You will note in my resume that for the past approximately five years as City Manager in Deltona, I worked closely with the community and City Commission to develop its first useable strategic plan. Prior to my arrival, there was no process to identify goals to be achieved and how to reach consensus. The City staff constantly drifted from project to project without completion. Inertia was prevalent because when you try to do everything you end up doing nothing. Once the strategic plan (which can be short as well as long term) was adopted both the Commission and staff had clear direction on what projects were a priority, required staff time and funding. Deltona has an all funds budget of $170M and approx. 400 employees, excluding 83 contracted Sheriff’s Department personnel. More has been accomplished in my tenure than under previous City Managers. In 2016 and with less than a year as City Manager, I received the City Manager of the Year award for Volusia County. My reputation is a “game changer” because I achieve results. For example, under my direction Amazon will build a 1.4M square foot distribution center in Deltona. Deltona is the envy of numerous municipalities across the nation. Deltona is now well on its way in transforming from a retirement/bedroom community (over 80% residential) to a more diversified property tax base. Prior to my arrival this goal was discussed for over a decade with no results.

Before Deltona, I was the Deputy City Manager for Transportation and Public Works for El Paso, Texas. The City of El Paso is a border community of approximately 700,000 located adjacent to Juarez, Mexico (2.3M metropolitan area). Major issues facing the City of El Paso, similar to other communities, are ensuring reliable revenue estimates, providing excellent services to citizens in every area despite budget constraints, finding new revenue sources to address unfunded liabilities, maintaining/improving the community’s quality of life, guiding economic development, job creation, environmental sustainability, public safety and increased health and human service needs. As the Deputy City Manager, I managed the City’s airport and bus systems, $1B capital improvement program, engineering department, facilities and land management, international bridges, streets and traffic program. My portfolio had an operating budget of approximately $160M, a capital budget of approximately $1B and approximately 1600 employees. I also worked closely with the arts, public safety and human services departments regarding downtown revitalization and targeting investment in underserved areas.

If I am selected as the City Manager for Lakeland, I will continue to foster this spirit of teamwork and collaboration with the City administration. I am a “can do” leader who can facilitate and guide individuals/entities to achieve consensus and to achieve a common vision.

I have the ability to carry out government initiatives and to make strategic decisions pertaining to land development, increasing property values and creating a business friendly environment. I have experience with smart growth and understand the value to building a vibrant community where residents can live, work and play, as well as promoting walkability and bike trails. I have the ability to set the tone and vision for staff. I can find ways to gain efficiencies in service delivery and provide a new vision for how staff provides quality services to the community to promote social equity. I will strive to improve the quality of life for the community while still being environment and business friendly. I value partnerships with other communities on regional issues and resource sharing. I am a critical decision maker, am able to process information strategically and can implement decisions into reality. I have the ability to be “big picture” oriented while maintaining an acceptable level for details. I am highly accountable, diplomatic, dynamic, ethical, innovative, professional and self-confident. I also have the confidence to acknowledge my mistakes and to be held accountable.

My rebuilding of the Sun Metro bus system in El Paso from the verge of a meltdown into the Outstanding Transit Agency of the Year serves as an example of my ability to carry out a vision, to be focused on customer service and to transform a low performing department to a high performing department. My prior experience with the clean-up of the Boston Harbor, the “Big Dig” and 9/11 shows that I have the knowledge to deliver and come up with improved policies and procedures and innovative solutions to ensure economic results and to resolve problems. My extensive Boston experience gives me an excellent and progressive background in economic development. During that time period I also managed to maintain Airport operations in the black despite the downturn in air travel and growing safety mandates. I have strong negotiation skills that can find a way to turn disputes into consensus and to be the City’s ambassador, especially with collective bargaining agreements.

I have a diverse background which includes experience in community consensus building, construction, contract negotiations, economic development, environmental processes, fiscal management, growth management, historical preservation, project development and management, operations, public private partnerships, real estate, strategic planning/implementation and tourism. I have worked and partnered with many organizations, including federal, state and local entities. I am a high performer, customer-focused, creative and dedicated individual. I will set a positive example of accountability, competence, hard work ethics, leadership and professionalism to the organization and community. I will make your goals a reality as proven in my accomplishments. Fiscal innovation and experience are crucial given the downturn in revenues due to COVID-19.

My past experience and accomplishments in Deltona/El Paso/Tampa/Boston make me a strong candidate and an excellent fit to be the City Manager for Lakeland, Florida. Thank you for considering my application.

Sincerely,

Jane K. Shang [email protected] 386-259-5624

Jane K. Shang 771 Mountain Ash Way, Deltona, Florida 32725 (386) 259-5624, email: [email protected]

SUMMARY

More than 30 years of experience in government operations with expertise in the following areas: -municipal, state and federal law -customer service and organizational change -community consensus building -fiscal and labor management -strategic planning and implementation -public sector administration and operations -economic development -private public partnerships -project development and management

RELEVANT GOVERNMENT EXPERIENCE

City Manager, City of Deltona, Florida June 2015-January 2020 Deltona, the largest City in Volusia County (approx. 100,000), is located between Orlando and Daytona Beach. Deltona was incorporated as a City on December 31, 1995 and began as a retirement community. Being equidistance from Orlando and Daytona Beach, Deltona is now a bedroom community (85%). The current vision is to transition to a diversified tax base and recruit businesses, restaurants and employment.

Duties and Responsibilities as City Manager: . Oversee day to day operations with approx. $170M annual budget and approx. 400 employees, excluding 83 contracted personnel from Volusia County Sheriff’s Office. Departments include City Manager’s Office, City Clerk, Finance, Information Technology, Planning and Development (including CBDG and SHIP funds), Building and Enforcement Services, Human Resources, Law Enforcement, Fire/Rescue, Public Works/Deltona Water, Parks and Recreation, and The Center at Deltona (new $8.9M events/venue facility for rent).

. Prepare and submit the annual budget, budget message and capital programs to the City Commission.

. Coordinate/direct federal, county and municipal officials, City departments and the public to optimize service and sound fiscal delivery.

. Coordinate with Volusia County Emergency Management staff during hurricane season and maintain healthy reserves ($8.1M, increased annually for inflation) for natural disaster relief.

Achievements: . Awards: -City Manager of the Year 2016: Volusia League of Cities. -Deltona Citizen of the Year 2017: Deltona Dream Keepers -Deltona City Manager Recognition: Guitars for Veterans, Deltona, Florida -Game Changer Award to City Manager 2020: Deltona Dream Keepers *11th City Manager in City’s 24 year history.

. Economic Development: -Amazon fulfillment center: 1.4M square foot/$100M facility to open in September 2020. 500 new jobs. -Halifax Hospital: $160M state of the art facility opened February 2020 plus 20,000 square foot medical office building to open in March 2020. Hundreds of new jobs. -Two new emergency care facilities (Halifax and Advent Health) valued at approximately $25M. -Hundred million $ of commercial development in the queue/completed, such as Wawa, RaceTrac, Hardee’s, Burger King, Dunkin Donuts, McDonalds, Honest-1, and so on. -1000 new homes in various stages of rezoning, design and construction. -Manpower Group (Jan. 4, 2019) ranks Deltona as “#1 for net employment growth (37%)” compared to Tampa at 31% and Miami at 22%. -Negotiated new solid waste contract which includes residential and commercial hauling. Contract supports new City Beautification Program. -Built $8.9M events facility to allow City to hold large entertaining and speaking events (ex. Ron DeSantis and Andrew Gillum, Governor’s Election). -Initiated on-line permitting and plans review for commercial and residential projects. -Coined the phrase “Deltona…A City on the Move” for brand recognition and marketing.

. Fiscal: -Developed first five year Strategic Plan which provides clear direction on City priorities. -Aa2 Moody’s Bond rating. -Provided resources to protect City IT system from being “hacked” by outsiders. No data breach and no payment to outsiders. -Obtained approximately $15M in new grant funding from state legislature, Transportation Planning Organization and Volusia County for transportation and ecological/parks projects. -Lowered and maintained millage rate while providing new services, hiring additional staff, maintaining excellent employee health, adding employee education benefits, providing employee raises and maintaining a balanced budget. -Brought diversity into the hiring practices as the NAACP was on the verge of filing a lawsuit.

. Public Safety: -Crime is down by double digits. -Successfully negotiated two collective bargaining agreements with the Fire Department Union. -Successfully negotiated medical transport agreement with Volusia County. -Budgeted adequate reserves for hurricane disaster relief whereas some municipalities had to borrow funds to address need. -Lowered City’s ISO (Insurance Service Office) rating to bring insurance rates down.

Deputy City Manager, El Paso, Texas 2008-2015 El Paso is a border municipality located adjacent to Juarez, Mexico. El Paso’s population is approximately 700,000 and the metropolitan area, including Juarez, Mexico, is approximately 2.2 million.

Duties and Responsibilities as Deputy City Manager:  Oversight responsibility for the following functions: building maintenance, bus operations, engineering and construction, international bridges and trade development, parks management, streets and roadways, traffic management, economic development, finance, project planning and implementation, and service delivery.

 Development and oversight of $160M operating budget and $1B Capital Improvement Program (“CIP”) to support economic development, street infrastructure and quality of life policy goals established by the Mayor/City Council. Deliver projects on time and within budget.

Achievements:  Transformed the Sun Metro bus system from a near meltdown to the Outstanding Transit Agency of the Year. Obtained federal funding for the City’s $145M Bus Rapid Transit ("BRT") program under the New Starts Program.  Within the $1B CIP, approximately $500M is devoted to Quality of Life projects related to libraries, museum and cultural affairs, parks and zoo improvements. Projects include the siting, design and construction of a children’s museum, cultural center, downtown revitalization, library facilities, multi-purpose area, regional parks, Olympic size and competition swimming pool and zoo facilities. Initiated first three years of Quality of Life program.

 Initiated smart growth zoning and development at El Paso Airport, which has approximately 5000 acres available for development.  Negotiated and implemented the P3/560 Program to reduce border wait times at the City owned ports of entry. This program is one of five programs approved nationwide by the Department of Homeland Security. Worked with Economic Development to look at the City's international bridges as an economic asset for the City rather than for only transportation purposes.  Secured funding at the Metropolitan Planning Organization to develop a CIP for International Bridges and the City’s bus system.  Gained the respect of the ADA community by championing accessibility issues. I chaired the Accessibility and Transition Committee previously chaired by the Mayor.

Director, Engineering and Development. HART, Tampa, FL 2004-2008 Duties and Responsibilities as Director:  Directed the overall development and construction functions of the authority including New Starts projects, development of regional impact projects, transit centers, roadway improvements, land use reviews, and facility planning and development related to a bus and streetcar system.  Developed and oversaw budget planning, federal and state grant applications/reporting, environmental site assessment and NEPA compliance, site review, community outreach, alternatives analysis, travel forecasting/modeling, preliminary engineering and design, ADA compliance, cost forecasting and reporting, procurement through Requests for Proposals, value engineering studies, design and construction award, and budget/contract administration in accordance with generally accepted accounting principles.

Achievements:  Planned, funded and implemented the Capital Improvement Program within budget and on time, including facilities to support the organization's growth.  Worked with marketing to promote the revitalization of historic Ybor City.  Saved the organization several millions of dollars by negotiating an agreement with FTA to grandfather work completed according to the New Starts program.

Manager. Logan Airport, Boston, MA. 1996-2004 Duties and Responsibilities as Manager:

 Responsible for legal, property and fiscal management of approximately 40 airline accounts at Logan International Airport consisting of approximately 700,000 rentable square feet of space and generating approximately $110M-$120M in annual revenues. Also responsible for the portfolio management of non-tenant air carriers and airline related entities such as Federal Aviation Administration/Transportation Security Administration (35+ leases), flight kitchens (2), aviation service operators (6) and commercial service operators (35) which generate approximately $11M in annual revenues. Essential tasks include:

(a) Economic oversight of Massport’s commercial real estate development function; (b) Participation in processes to bring new air carrier tenants and business to Logan Airport; and (c) Participation in the development of capital improvement and rehabilitation budgets for airport facilities and long term economic development.

Achievements:  Kept Logan Airport in the black fiscally during a period when most airlines were not paying tenant fees due to the down turn in the aviation industry as a result of 9/11. Maintained a revenue stream of approximately $130M.  Dramatically improved airline relationships between large and small carriers operating at Logan Airport. Airlines worked as a team during difficult financial times.  Successfully negotiated concession agreements to improve customer satisfaction and to improve airport revenues.  Earned the respect of the airline community.

Assistant Director. MBTA, Boston, MA 1990-1996 Duties and Responsibilities as Assistant Director:

 The MBTA operates a multi-modal transit system, including bus, BRT, commuter boat, commuter rail, light rail and subway. I was responsible for negotiating financial agreements and obtaining all necessary property rights for transportation. Types of acquisitions include easements, partial takings within downtown Boston buildings, a sand and gravel operation, commercial/industrial land with ongoing businesses-various types of acquisitions necessary to create a new railroad right of way corridor, to build or expand station sites/layover facilities, to provide handicap accessibility, to build bridges, etc.

Achievements:  Negotiated and acquired property rights vital to construction projects ranging from $0.5M to $600M, including for the Central Artery Interfacing – “Big Dig”.  Developed excellent relationships with the public and public officials during all negotiations.  Possess extensive business, construction, real estate and transportation experience as well as knowledge of public sector, administrative, contract, environmental and eminent domain law.

Senior Real Estate and Contracts Attorney. 1987-1990 Massachusetts Water Resources Authority, Charlestown Navy Yard, MA Duties and Responsibilities as Senior Attorney:

 Chief legal counsel/coordinator for eminent domain and relocation projects for the MWRA. Responsible for negotiating/resolving property acquisitions (water/sewer projects, office space, landfill location) with private and public (federal, state and municipal) entities and compliance with federal and state regulations for the clean-up of the Boston Harbor.

Achievements:  Achieved over a 75% negotiation rate earning me a reputation for being fair and understanding. This was very difficult because very expensive homes (Boston suburbs) and pristine backyards were impacted. Saved the organization several hundreds of thousands of dollars in litigation costs.  Participated in siting the location to build a facility to turn sludge into dry fertilization pellets.  Successfully defended the organization against lawsuits aimed to stop construction of necessary infrastructure to clean-up the Boston Harbor.  Earned high respects for my work despite the organization being the subject of numerous lawsuits and disliked for rising sewer and water rates.

Assistant Corporation Counsel. City of Boston, MA 1986-1987 Duties and Responsibilities as Assistant Corporation Counsel:

 Responsible for defending the City of Boston in court and before administrative bodies; researching and advising the Mayor and City Council as to policy making objectives; drafting legislation for passage; and acting as in-house counsel to City departments. Knowledge of federal and state procurement laws.

Achievements:  Provided sound legal advice to the City of Boston.

EDUCATION/MEMBERSHIPS:

Brown University, A.B. 1980. Organizational Behavior/Business. Suffolk Law School, J.D. 1985. Admitted to Massachusetts Bar in December 1985. CNU-A certified, 2011-2015 ICMA member and previously on Awards Committee

REFERENCES: furnished upon request

Jane Shang [email protected] 3862595624

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Jane

Middle Name: Kai

Last Name: Shang

Preferred Pronoun (ex. He/She/They etc.) She

How did you learn about this position? ICMA website

Street Address: 771 Mountain Ash Way

City, State, Zip: Deltona, Florida 32725

Cell Phone: 386-259-5624

Email Address: [email protected]

Male or Female (Optional): Female

EDUCATION: Highest Degree Earned: J.D.

College/University & Location(city): Brown University, Providence

Additional Degree Earned: J.D.

College/University & Location(City): Suffolk Law School, Boston

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 400+ INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your current or most recent department (if applicable):

3. Total budget in your current or most $170M recent overall organization (if applicable):

4. Total budget of your department or areas of responsibility (if applicable):

5. Expected compensation for this position: $200K or higher

6. Who do you (or did you) report to (title City Commission only):

7. Related professional affiliations: ICMA

10. At any time in the last seven (7) years, Yes. I have been named as a defendant in lawsuits against the City of have you been a party to a lawsuit in any Deltona in my capacity as the City Manager. I recall three cases court or administrative proceeding, involving slip and fall, animal cruelty and wrongful termination. They personally or professionally? If yes, please have been resolved. Also, a former City Commissioner from Deltona provide general information and applicable filed an ethics complaint against the then City Attorney and one against dates. Additionally, please identify the me. The complaints state that the City Attorney committed theft of City applicable venue or jurisdiction of any property and that I exceeded my authority as City Manager by allowing applicable court or administrative the City Attorney to take City property home. The complaints were proceeding, and if known, the current status reviewed by the Ethics Commission. The findings were that the City and/or disposition of such court or Attorney and I did not violate any ethical conduct. I was shocked by the administrative proceeding. Yes or No (If yes, complaint because throughout my career I have been known for my high please list and briefly explain). ethics and integrity. Prior to Deltona I have never had any complaint filed against me. My word is binding because I remember and follow through with my commitments. Unfortunately, ethics complaints can be filed easily in Florida and hence, fairly common. They are a way a disgruntled resident can initiate an investigation relatively easily, without spending any money so they do.

12. At any time in the last seven (7) years, Yes. I have a long history of accomplishments and a long list of valuable have you been investigated by a professional strengths. Being human I did commit an oversight regarding my voter association or other organization, including registration in Deltona dating back to 2015. I was living in a hotel for but not limited to a governmental entity with the first two months of my employment with the City and had to register investigative authority, for any reason? If my car. State law allows me to utilize City Hall as my address on my yes, please provide all information and driver’s license. Inadvertently the information on my driver’s license applicable dates. Yes or No (If yes, please was used for voter registration. I did not catch this oversight due to early explain). voting. The Supervisor of Elections also did not catch this oversight as they normally send out letters when a business address comes up in their review. In late 2018 an anonymous call was made to report that I committed voter fraud. Once I realized this oversight I immediately acknowledged the oversight and corrected the form. The initial investigation found no wrong doing under the statute which requires deliberate intent. A small group of anonymous individuals kept pursuing this matter and alleged a cover up because I voted with the wrong ballot. The local newspaper sensationalized this oversight. The State Attorney’s office offered an agreement whereby I acknowledge my oversight, pay court costs, perform volunteer work and have no issues for a year. I was never charged with a crime so there is no criminal record when performing a background check. However, there exists an internet trail. Many believe politics came into play because a male in another nearby City also listed City Hall on his voter registration and no action was taken. Generally, the Supervisor of Elections encounters thousands of cases with incorrect addresses and no action is taken. Publicly, I have been transparent and from the very beginning acknowledged my oversight.

13. At any time in the last seven (7) years, Yes. An anonymous complaint was filed with ICMA regarding ethical has anyone made a complaint against you to violations for having voted in the wrong district. The ICMA Board a professional association regarding your reviewed the issue, found no ethical violations and closed the case. professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 14. At any time, have you been asked to Yes. In 2008 my position as Director of Engineering and Development resign, or have you been terminated from was eliminated for downsizing and fiscal reasons. There was no employment? If yes, please provide severance and I was not asked to execute a release. applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

https://www.beacononlinenews.com/news/deltona-shang-is-manager-no-more/article_b5e8d5f0-42df-11ea- 85bd-e73845d020e7.html Deltona: Shang is manager no more

Departing manager will get thousands in severance pay; residents demand to know exactly how much

· Al Everson Jan 29, 2020 Updated Jan 30, 2020

WHERE’S JANE? — City Manager Jane Shang is noticeably absent from her place on the dais of the Deltona City Commission, whose members vote unanimously to accept her resignation. From left, City Commissioners Chris Nabicht and Anita Bradford listen as City Attorney Skip Fowler reviews her resignation, which includes a request for a nondisparagement agreement. The commission refused to promise to say nothing adverse about Shang and her tenure in Deltona.

It is official: Jane Shang is no longer Deltona’s city manager.

In a special meeting called Jan. 28 to act on Shang’s intention to resign, the City Commission voted unanimously in favor of her exit.

“What we’re looking at here is a resignation with 20 weeks of severance,” Mayor Heidi Herzberg told her colleagues and the audience.

Exactly how much of a payout Shang stands to receive is not clear.

“I think everybody in this room wants to know the dollar amount,” resident Elbert Bryan said during the public- comment portion of the meeting. “It would be nice to know. ... We need to move forward with a clean slate.”

The crowd at Deltona's Jan. 28 special meeting called to act on City Manager Jane Shang’s resignation.

Shang’s annual salary is about $175,000, and 20 weeks of severance pay equals approximately $67,300.

Commissioner Anita Bradford said Shang had “given herself raises without commission approval.”

“This to me is a breach of contract,” Bradford noted, after Herzberg said Shang’s salary for her first year as Deltona’s city manager was $165,000.

Shang may also be entitled to convert unused vacation and sick leave into cash.

“Tell the people how much!” someone in the audience called out. Jane Shang

It took a little less than an hour — punctuated by reactions, outbursts and catcalls from the audience — for the City Commission to part with Shang.

It was work that originated the week before when commissioners voted 4-3 to express “no confidence” in Shang. They also had voted 4-3 to fire Shang, but that vote didn’t meet the threshold of a supermajority — at least five of the seven — required to fire or hire a city manager or city attorney.

Shang had survived previous votes to fire or suspend her, notably after an investigation by the Florida Department of Law Enforcement had concluded she had violated state election laws.

From left, Deltona City Commissioners Chris Nabicht and Anita Bradford with City Manager Jane Shang at the body's Jan. 21 meeting.

Shang illegally voted in Deltona municipal elections in 2016 and 2018, according to the FDLE, because she used Deltona City Hall as her home address on her voter records.

Each of the four counts of voter fraud was a third-degree felony punishable by five years imprisonment, but Shang avoided trial on the charges by entering into a deferred-prosecution agreement with the State Attorney’s Office.

She admitted wrongdoing and paid about $6,000 in charges and fees related to the investigation. She also had to meet a host of conditions, including a year of drug testing and monitoring.

Shang finally lost support from commissioners who had previously supported her, because she was blamed for low morale among city employees.

Bradford accused Shang of creating a “toxic” work environment that drove many workers away. Herzberg said she had heard complaints of “micromanagement” by the manager.

The mayor had been a staunch ally of the manager, but said she had become concerned about Shang’s job performance “about September” and had spent “sleepless nights” worrying about the city government.

NEW HOSPITAL — Lights are on at the new Halifax Health | University of Florida Health Medical Center of Deltona on a recent night. City Manager Jane Shang's departure comes just as the hospital is preparing to open.

Not all the news is bad in Deltona

The upheaval at City Hall comes as Deltona begins celebrating the 25th anniversary of its incorporation. Deltona became an incorporated city Dec. 31, 1995, after a majority of the residents voted in October to establish a municipal government.

For more than three decades, Deltona had been an unincorporated settlement governed by Volusia County. Two previous referendums on incorporation, one in 1987 and the other in 1990, had failed.

Jane Shang’s exit also follows the announcement that Amazon is building a huge distribution center between North Normandy Boulevard and Interstate 4 on Deltona’s north side, and the completion of the 90-bed Halifax Health hospital near the interchange of I-4 and State Road 472.

The hospital, which morphed from a free-standing emergency department that opened in 2017, is set to welcome its first overnight patients Tuesday, Feb. 4. Jane Shang

— Al Everson

Commissioners also complained about a lack of communication from Shang about issues affecting them and their constituents.

“The vote of no confidence in the city manager was long overdue,” resident Jennifer Chasteen told the City Commission. “She should have been terminated with cause.”

Shang was conspicuous by her absence from the meeting. Her place on the dais was vacant, and not even her nameplate was to be seen. Shang also did not attend a City Commission workshop the previous evening.

The commission rejected Shang’s demand for a nondisparagement agreement, whereby the commissioners and Shang would refrain from saying anything adverse or negative about each other, especially in future conversations.

“Essentially, the nondisparagement agreement is a gag order on the city,” Herzberg said. “If you’re not guilty, why do you need a gag order?”

Commissioner Loren King agreed.

“I’m also not in favor of a nondisparagement agreement,” he said. “If we don’t tell the truth, we might as well tell a lie. I’m totally against a nondisparagement agreement.”

King’s remarks drew hearty applause from the audience.

Most of the spectators attending the meeting vocally — at times out of order — approved of Shang’s departure, but they didn’t approve of the largesse from City Hall she takes with her.

“Don’t pay her one red cent!” former Deltona City Commissioner Brian Soukup told the elected body.

Soukup, who now lives in DeLand, resigned in 2017 from the Deltona District 5 seat. He recalled he had voted against hiring Shang in 2015.

Not everyone in the City Commission Chambers was against Shang.

“This is a sad day. I have supported Ms. Shang. I still support her. I think many of her mistakes were of a personal nature,” Doug MacDonald said. “I don’t feel the city suffered any economic loss.”

MacDonald’s words evoked boos and catcalls.

Following the unanimous vote to accept Shang’s resignation, the City Commission unanimously voted to name Assistant City Manager Dr. Marc-Antonie Cooper the interim city manager. Shang hired Cooper last year.

Assistant Deltona City Manager — now interim city manager — Dr. Marc-Antonie Cooper speaks at the city's Dr. Martin Luther King, Jr. memorial breakfast.

Jane Shang https://www.beacononlinenews.com/news/deltona-mayor-now-favors-firing-jane-shang/article_0cea1340- 3d5a-11ea-ae29-bfaa22034a1b.html Deltona mayor now favors firing Jane Shang

· Al Everson Jan 22, 2020 Updated Jan 22, 2020

CAN WE TALK? — Deltona Mayor Heidi Herzberg, left, speaks with City Manager Jane Shang, at right, following the City Commission’s discussion and action at a recent meeting on the mayor’s call for Shang to be fired. The City Commission voted 4-3 to terminate Shang, but Deltona’s charter requires a supermajority — meaning at least five of the seven members — to hire or fire the city manager.

BEACON PHOTOS/AL EVERSON

There was shock and awe at Deltona City Hall, as a new rift in leadership surfaced. Another attempt to fire Deltona City Manager Jane Shang has failed, but this time it was supported by Deltona’s mayor.

For the second time in less than a year, Shang remains chief executive officer of the Deltona city government, despite opposition from some of her bosses.

The bombshell came just before the City Commission was set to adjourn Jan. 21, when two members who had previously steadfastly supported Shang voted to dismiss her.

“I make a motion to terminate Jane Shang,” Mayor Heidi Herzberg said unexpectedly, capping a litany of complaints against the city manager.

Herzberg’s motion was supported by a 4-3 vote, but Deltona’s charter requires a supermajority to fire the manager — at least five of the seven members of the City Commission must vote yes.

In the run up to her motion to fire Shang, Herzberg told her colleagues she had experienced “sleepless nights” and “soul-searching” over reports of low morale among city employees and the departure of some longtime personnel.

The mayor was previously one of Shang’s supporters, siding with her last summer amid calls from fellow commissioners and residents for Shang to be sacked for violating state election laws.

Following an investigation by the Florida Department of Law Enforcement, Shang entered Into a pretrial agreement with the State Attorney’s Office after illegally voting in a district where she did not reside, and for listing Deltona City Hall as her home address on voter records. Jane Shang

The mayor said there is “a toxic atmosphere” in the municipal workplace. She blamed the situation on low pay and reports of “micromanagement” of employees.

“We have had a major turnover in staff,” Commissioner Anita Bradford said, in support of Herzberg’s call to fire Shang.

Commissioner Loren King also aligned with Herzberg.

The new majority against Shang also includes Vice Mayor Victor Ramos, who said he had not been informed about details of economic-development initiatives, including the decision by Amazon to build a warehouse and trucking center along North Normandy Boulevard.

“Not sharing information has to change,” Herzberg said.

After the vote failed to topple Shang, Herzberg offered an alternative: a motion of “no confidence in the city manager.”

That motion resulted in an identical split vote: Herzberg, Ramos, Bradford and King voted “no confidence,” while Commissioners Maritza Avila-Vazquez, Robert McFall and Chris Nabicht declined to support the motion.

Shang left the chambers without commenting on the commission’s actions. Reached by phone the next day, she asked for “the time and space to reflect.”

The latest effort to fire Shang comes amid positive developments in the city, including the decision by Amazon to build a distribution center and create at least 500 higher-paying jobs; the imminent opening of Halifax Health, Deltona's first hospital; and continuing efforts to build upon those economic-development successes and bring additional businesses and employers to the city.

Not least, for Shang personally, the call for her termination came after the Deltona Martin Luther King Day Celebration Committee honored her with its Change Maker award at the group’s annual breakfast Saturday, June 18, at The Center at Deltona.

“It’s the first one. It’s the inaugural one,” Mike Williams, the committee’s chair, said, regarding the award. “She’s made some good changes in the city.”

Williams was not happy about the abortive attempt to fire Shang.

“I feel terrible,” Herzberg said afterward. “I value our staff. You have to take your rose-colored glasses off and look at what’s happening.”

Shang has been Deltona’s city manager since 2015.

1 Comment

Charlene Ken Frye

Jane Shang has been an albatross for the city of Deltona.. She has bankrupted every City she has worked and definitely NOT worth the $165,000 she's paid, the $600 month car allowance. She and the Commission need to remember WHO they work for and it sure the HELL isn't to line their pockets NOR for the east side of Volusia County. They all work for WE the Peon People of Deltona

Jane Shang

https://www.mynews13.com/fl/orlando/news/2020/01/27/deltona-city-manager-jane-shang Deltona City Manager Jane Shang to Resign

By Nicole Griffin Volusia County

PUBLISHED 6:00 PM ET Jan. 27, 2020

DELTONA, Fla. -- The City of Deltona will host a special meeting Tuesday night to discuss the resignation of City Manager Jane Shang.

· Deltona city manager Jane Shang to resign

· City leaders to hold special meeting on Tuesday

· Shang received a 4-3 vote of no confidence at a previous meeting

Shang, who has held the position since June 2015, has been surrounded by controversies including voter fraud and needing officers to escort her to her car after meetings, according to city commissioners.

Commissioners have tried to vote her out a handful of times, but have failed. However in last week’s meeting, there was a 4-3 vote of no confidence.

“Contrary to popular belief, the morale of city staff is frankly in the toilet water that we flush down our practically non-existent sewer system, going to our septic tanks,” Mayor Heidi Herzberg said at that meeting.

Commissioner Anita Bradford believes this vote of no confidence leaves Shang with two options— resign or be fired. Bradford wants to see Shang go as she says she has created a toxic environment and kept elected officials in the dark— leading to this breaking point.

“There is a miscommunication, there is the lack of communication,” Bradford said. “Decisions are made without commission input and they are critical decisions, and they are not just affecting staff, they are affecting residents, they are affecting businesses and we have to have communication to in order for us to move the city forward the way it needs to be moving and make educated decisions.“

According to Bradford, if Shang does resign Tuesday, her contract gives her 22 months of benefits and pay.

We reached out to Shang and she chose not to comment.

Jane Shang

https://www.thebrightonblade.com/content/bumpy-city-manager-selection-process-again-smooth-ending A bumpy city manager selection process again but a smooth ending

Emails between city council, staff and recruiter reveal flaws in the selection process, similar to last time

By Liam Adams

Thursday, August 6, 2020 at 10:25 am (Updated: August 6, 4:11 pm)

From the get-go, city council members said they wanted to do a better job this time with selecting a city manager.

Photo by Belen Ward

The city manager's office in Brighton City Hall.

Last time, the city hired a city manager with a controversial past and who ended up leaving Brighton after council voted 5-4 to dismiss him. This time, a candidate who caused some councilors to feel extremely concerned became a finalist.

Ultimately, council didn’t select that candidate and, instead, appointed someone members considered a better fit, Jane Bais-DiSessa. Council approved Bais-DiSessa’s contract last week. There were moments, though, when councilors felt they were experiencing déjà vu.

It remains somewhat a mystery. But on Sept. 19, 2013, the Fate, Texas, city council voted 6-1 in favor of a separation agreement with then-City Manager Philip Rodriguez.

Though council gave Rodriguez a raise six months prior, Fate’s mayor pro tem at the time—who voted for Rodriguez’s separation agreement—told the Dallas Morning News that several council members wanted Rodriguez gone and had the votes to make it possible. Rodriguez left with a $116,000 severance package.

Rodriguez became city manager in Athens, Texas, in 2015. Articles reported by the Athens Daily Review chronicle controversies or disputes involving Rodriguez. On many occasions, Rodriguez butted heads with then- Councilman Monte Montgomery. Eventually, Athens residents elected Montgomery as mayor May 6, 2017.

Before Montgomery’s election, though, city council (Montgomery wasn’t a member because he was running for mayor) approved a resolution that wouldn’t allow a termination of Rodriguez within six months after the election of a city official, according to minutes from a special city council session April 11, 2017.

Termination wasn’t a problem, though. Rodriguez resigned July 21, 2017, after Brighton City Council appointed him city manager. Council selected him from 64 applicants, according to a city press release, after the city hired Jane Shang

KRW Associates to recruit candidates. Brighton paid KRW more than $24,000 for its services, according to the city’s contract with the firm.

Less than two years later, city council voted 5-4 to dismiss Rodriguez for conflicts with city staff. Rodriguez, as well as his allies on council and in the community, still claim he was fired for other reasons. Rodriguez left with a $142,000 severance package.

Tasked with selecting a new city manager in Rodriguez’s absence, “Everybody on council didn’t want a repeat of that,” Councilman Adam Cushing said in reference to the former city manager’s rocky history. “I think that everybody on council was wanting someone who wasn’t going to have a controversial past.”

Yet one of the four finalists, Jane Shang, had a noticeably controversial past. While serving as city manager in Deltona, Florida, Shang received criticism for approving a retirement deal with a firefighter accused of sexual harassment and for conflict with city staff that resulted in high turnover of department directors, according to the Daytona Beach News-Journal.

In 2019, a Florida state attorney charged Shang with two felonies related to voter fraud and agreed to a deferred prosecution, according to court records. If Shang met certain conditions for a year, the state attorney would drop the charges.

The city provided the court document and a series of other records, including communications between city council, city staff and the recruiting firm hired to help select a city manager, through an open records request.

Recruiter Colin Baenziger of Colin Baenziger & Associates told city staff and members of council in an email dated July 17 that the charges would likely be dismissed, because it had been a year since the agreement was signed and Shang appeared to have met the conditions.

Shang’s questionable past isn’t confined to these incidents, according to articles in a candidate report Baenziger compiled for council. The report, which Baenziger and his team created for every finalist, also included a cover letter and resume. Of the 55 articles in Shang’s candidate report, 21 stories mentioned controversies involving Shang at different cities where she worked.

However, of 73 people who applied for the job this time, Shang was one of the top four. One reason is that many candidates withdrew their names, a fact confirmed by Cushing and communications between Baenziger and city council. After that, Baenziger and his team recommended about a dozen candidates. Shang was on that list, according to an email attachment.

For that, Cushing said, “I think that the recruiting firm did us a disservice by selecting her as a finalist.” The city agreed to a $25,000 contract with Baenziger & Associates.

Cushing explained each councilor then voted for their top four to five picks from Baenziger’s list. The candidates with the most votes ended up as the finalists. While Cushing said he didn’t vote for Shang, enough councilors did to ensure her becoming a finalist.

Councilman Clint Blackhurst said he voted for Shang because her resume and cover letter seemed impressive. He admitted he didn’t read every article about her, because each candidate report was more than 100 pages. However, he also wishes that Baenziger “raised the red flag prior to her being in the final four.” Councilman Mark Humbert echoed Blackhurst’s thoughts.

At a city manager finalist meet-and-greet July 15, YouTubers commonly called “First Amendment auditors” ambushed Shang while she was talking with residents, pressing her about the voter fraud charges. The Jane Shang

auditors said they showed up to hold a corrupt individual accountable. After causing a scene inside the Armory Performing Arts Center where the event took place, one of the auditors, Eric Brandt, yelled a chant at Shang in the parking lot afterwards.

After council finished the first of a two-day interview process the next day, Cushing emailed Baenziger, Mayor Greg Mills and Karen Borkowski Surine, the city’s human resources director, with the subject line, “Jane Shang should be Disqualified immediately.”

“I’m disappointed that this was one of our finalists,” Cushing wrote around 10 p.m. He expressed particular concern about the voter fraud charges against Shang. “This is embarrassing and calls into question the entire process,” the email concluded.

In response, Baenziger didn’t directly address Cushing’s overall concern that Shang was a finalist. Rather, the recruiter offered the councilman clarification on technical matters related to Shang’s deferred prosecution agreement. In one email, Baenziger said, “If you decide to offer the job to her, I would make it conditional that the charges are all dismissed.”

***

Reflecting on the whirlwind that was the city manager selection process, Cushing isn’t regretful. He was frustrated over how the recruiting firm handled certain matters. However, he said, “It’s our (council’s) job to make sure that we don’t screw it up. Ultimately, we picked a really strong candidate (Jane Bais-DiSessa) that everyone unanimously agreed to. She’s an amazing person.”

Councilors Ann Taddeo and Tim Watts offered similar comments.

Blackhurst, who was interim city manager before the city hired Rodriguez and was elected to council shortly thereafter, said he will remain vigilant. When Rodriguez came aboard, the councilman remembers saying only positive things about the new city manager. Towards the end of Rodriguez’s tenure, though, the two clashed on several occasions. Blackhurst was one of the five councilors who voted to fire the city manager.

Blackhurst trusts the decision he and the rest of council made this time. At the same time, he recognizes the difference between interviewing for a job and actually doing the job. He said, “I am very satisfied and, like I said, very optimistic that Ms. Bais-DiSessa will be an excellent city manager. But talk to me a year from now.”

Photos: 1) Former City Manager Philip Rodriguez; 2) Brighton City Councilman Adam Cushing; 3) YouTubers Abade Irizarrry of the YouTube show "Liberty Freak" (left) and Eric Brandt of the "Eric Brandt Show" (right) live stream their interaction with city manager finalist Jane Shang; 4) Jane Bais-DiSessa, who council recently appointed Brighton's next city manager, speaks with residents at a city manager finalist meet-and-greet. Photos courtesy of city of Brighton and by Liam Adams

https://www.youtube.com/watch?v=y6_i1SHpry8

Video - Deltona residents react angrily to failed vote to oust City Manager Jane Shang

Jane Shang https://www.wftv.com/news/local/volusia-county/deltona-city-manager-resigns-after-accusations-creating- toxic-atmosphere/J6M372CEL5ESDN2NWEE5CRLAAE/ Deltona city manager resigns after accusations of creating ‘toxic atmosphere’

By: Ken Tyndall and Adam Poulisse Updated: January 28, 2020 - 11:19 PM

The Deltona City Commission voted unanimously on Tuesday to accept City Manager Jane Shang’s resignation.

Previous commission votes to terminate her contract, which happened last year and even last week fell short of forcing her out.

Shang offered to resign after a “no confidence” vote among city leaders.

City officials said the atmosphere Shang created at City Hall led to a large turnover rate by employees.

“We have to move this city forward,” Deltona City Commissioner Anita Bradford said. “At this point, the most critical thing is to remove the toxic atmosphere from staff.”

Shang was investigated by the state for voter fraud last year.

Shang was hired from El Paso, Texas, in 2015 with a base salary of $175,000. According to her contract, she is entitled to all accrued leave and benefits, and 20 weeks of severance pay.

Read: Deltona city manager to resign, leaders to hold special meeting

Commissioners also voted to unanimously move the deputy city manager to interim city manager. https://www.newsbreak.com/news/1398190870809/deltona-city-manager-jane-shang-accused-of-voter-fraud- does-community-service-in-lake-helen?s=oldSite&ss=fb.city.1740670022856379

Deltona City Manager Jane Shang had a variety of options when it came to ways she could fulfill the community service requirement of her deferred prosecution agreement, stemming from a charge of voter fraud. Jane Shang

https://www.prdistribution.com/news/DELTONA-CITY-MANAGER-JANE-SHANG-RECEIVES-CITIZEN-OF-THE- YEAR-HONOR.html DELTONA CITY MANAGER JANE SHANG RECEIVES CITIZEN OF THE YEAR HONOR

2017-03-17 20:27:58 - DELTONA, FL - (PR Distribution™)

Deltona City Manager Jane Shang was recognized for her work with the City by the Deltona Dreamkeepers during the 2017 Dr. Martin Luther King Weekend. Ms. Shang received the Citizen of the Year Award, at the January 14th Annual Breakfast Celebration, for her outstanding work and contributions to the community in 2016. Additionally, the Volusia League of Cities selected Ms. Jane Shang to receive the group’s 2016 City Manager of the Year Award. The League of Cities determines the recipient based upon outstanding leadership that makes their city and Volusia County a better place to live.

Ms. Shang was hired as the City Manager in June 2015, and launched the City’s beautification campaign, encouraging residents to improve their property by landscaping and following the City’s trash ordinances. Additionally, Ms. Shang has been instrumental in the progress of the City’s new Community Center, with the ground-breaking scheduled for January 26th, and a planned ribbon-cutting in December 2017.

Jane Shang https://fccma.org/2016/06/congratulations-to-fccma-member-jane-shang/ Congratulations to FCCMA Member Jane Shang

Jane Shang, city manager of Deltona was selected by the Volusia League of Cities to receive the 2016 City Manager of the Year Award. The Volusia League of Cities determines the recipient based upon outstanding leadership that makes their city and Volusia County a better place to live.

In her first year as city manager, Shang has implemented the “Beautify Deltona” campaign, to clean up the neighborhoods and commercial areas. The campaign includes revising and enforcing the City’s solid waste ordinance, litter prevention and demolition of unsafe houses. She has moved forward with plans to build a new Community Center for Deltona, as well as initiating major road improvement projects throughout the City. These varied programs are part of the overall goal to reenergize community pride in Volusia County’s largest city. Renewed pride makes Deltona more attractive to economic development and job growth. Projects of this magnitude are only possible when working as a team. Shang is proud to be part of a team led by Deltona’s City Commission. She is also grateful for the support she has received from the community.

The award was presented to Shang at the Annual Distringuished Services Awards Banquet in DeLand on May 26th.

Category: FCCMA NewsBy SiteMGRJune 22, 2016

Jane Shang https://www.beacononlinenews.com/news/deltona-critic-threatens-to-sue-city-over-criminal- charge/article_a945335c-66e4-11e9-a732-03d9b8909dbe.html?fbclid=IwAR3VNqeVzMudIpPn7ZCEHY4gh_7oW- SnC_Bmkam5PfZLy_L52sH-cy8_BcE Deltona critic threatens to sue city over criminal charge

· Al Everson Apr 24, 2019 Updated Apr 24, 2019

GETTING SERVED — This still frame from a Volusia County Sheriff’s Office body-worn camera shows Deltona City Manager Jane Shang getting into her car, while Deltona resident Brandy White follows close behind with a notice of a lawsuit. White ultimately threw the notice into the vehicle as Shang got in, but Shang opened the door and threw the notice on the ground as she drove away.

COURTESY VOLUSIA COUNTY SHERIFF’S OFFICE

Controversy again is rocking Deltona, as a vocal critic of the city manager has put officials on notice she is ready to go to court to clear her name of what she says is a false criminal charge.

Brandy White has formally notified City Manager Jane Shang and City Attorney Marsha Segal-George she intends to file a lawsuit demanding the city government acknowledge its responsibility for having her charged with illegally recording an incident in a public area of Deltona City Hall last year.

White is also seeking unspecified monetary damages.

“What I want is accountability,” White told The Beacon.

At press time, Shang had not responded to The Beacon’s requests for comment.

Shang and White have been at odds since early 2018.

White videotaped a confrontation she had with city employees over a request for public records, and Shang and Deltona Finance Director Camille Hooper objected.

Recording or videotaping a person in a nonpublic setting without the other party’s consent is a third-degree felony in Florida. White’s videotaping occurred in an area of Deltona City Hall that is open to the public.

Although White was never arrested, jailed or stripped of her civil rights in connection with the April 18, 2018, incident, the complaint against her was referred to the State Attorney’s Office.

The State Attorney’s Office, after some delay, declined to prosecute White. Even though the case is labeled “closed,” White said the mention of the charge in the state’s criminal database is a stigma that remains on her background and her character.

“It’s a false charge,” she said. Jane Shang

White feared the state’s write-up of the charge and the incident involving her could derail her adoption of a small child last year, but the adoption went forward.

Nevertheless, she added, the blot on her past has affected her health.

“I could not sleep. I was not eating,” White said.

Fast-forward a year.

On April 17 — almost a year to the day after the video incident — there was another dust-up, as White officially put Shang and Segal-George on notice of pending legal action.

White said she went to Deltona City Hall at about noon to see the two women, but they did not come to the lobby to talk with her.

White had a long wait.

As the workday at City Hall drew toward an end, White and City Commissioner Loren King said, Shang called the Volusia County Sheriff’s Office to ask for a safety escort from the building to her car.

“She knew why I was there, and she was just trying to avoid my hand-delivering her that notice,” White said.

The law requires anyone who intends to sue a city government to notify the government in advance.

White denied any intention of intimidating or threatening Shang or anyone else at City Hall.

“She was never in any fear. Everybody knows why I was there,” White added.

When deputies arrived at City Hall, White said, she talked with them.

“They were very nice,” she said.

Body-camera video released by the Sheriff’s Office shows the deputies inside City Hall talking and walking with Shang and other employees.

City Hall closes at 5 p.m. When Shang and Segal-George finally exited about 6 p.m., White was waiting outside.

White approached Shang and Segal-George to give them copies of a “notice of claims” arising from the 2018 incident.

“I gave Jane her copy. I gave Marsha her copy, and I gave the legal department their copy,” White said.

She said Shang and Segal-George refused to accept the documents.

Shang, White said, threw the notice out of her car onto the parking lot before driving away.

White said she has asked to meet with Shang, but was told she should first work with King, her elected representative on the City Commission.

White said she met with King April 23. King confirmed he may raise White’s concerns at the City Commission’s next regular meeting, scheduled for 6:30 p.m. Monday, May 6.

Meanwhile, White said, she is waiting to see if a lawsuit over possible defamation can be avoided.

“I can’t do anything for 180 days. They have 180 days to talk with their insurance company to see if they will take the claim,” White said. Jane Shang https://epn.xyz/2017/02/16/you-all-remember-jane-shang/ You All Remember Jane Shang?

(CORRECTION: This post was updated on 26, Feb, 2017 at 10:50ET to correct a mistake about the fireman. The commissioner’s son was approved for a SHIP program that has been alleged should not have been approved.)

You all remember Jane Shang, right? If you don’t, that’s ok, let me give you a quick reminder. On June 1, 2014, former Deputy Manager Jane Shang was put on administrative leave by Joyce Wilson. On January 1, 2015, after her paid administrative leave had ended, Wilson, through the City of El Paso, put Shang on paid vacation leave through April 14, 2015. Shang was paid by the city for ten months to stay home. Yes, you read that right, Shang was paid with your tax dollars to stay home.

It all came about because on April 22, 2014, Shang publicly contradicted Joyce Wilson during an open session of city council. That same day, Wilson ordered the human resources department to come up with an exit strategy for Shang. Shang was paid to remain quiet about Joyce Wilson.

You can read more details about this by reading these two posts on her from 2014. Link 1 and Link 2.

Why do I bring her up again today?

Well, it seems that Jane Shang is embroiled in a controversy very much like Joyce Wilson’s one, but this time in her new job as city manager of Deltona, Florida.

A few months ago, I started receiving inquiries about Jane Shang about my writings about her from several people in Deltona. They were looking for the details as to what happened to her in El Paso.

On June 1, 2015, Jane Shang started as Deltona’s new city manager. Her starting salary was $150,000. Although her paid leave from El Paso was an item of concern, Deltona, nonetheless, appointed her as their city manager. In September of 2016, there was some controversy involving a $93,000 payout to a fireman. (Correction: The fireman is the son of one of the commissioners of Deltona.) The payout was ordered by Shang. From there, things have deteriorated at Deltona.

Like in El Paso, those opposed to the public policy agenda of the community are subjected to various attempts to silence them and or to intimidate them. On February 7, 2017, a Deltona commissioner asked the sheriff’s deputy in attendance to intervene after Brandy Lee White went over her allotted four minutes of addressing the commission. As per video of the meeting posted on Facebook, Ms. White had apparently been allowed to speak on behalf of a group for longer than four minutes on previous occasions. On this occasion, a member of the commission asked the sheriff’s deputy present to remove her from the podium. Apparently, Ms. White has become somewhat of a thorn on the side of the Deltona commission and its city manager, Shang.

New, and apparently onerous trash pickup rules seems to be the flashpoint for the latest controversy. It seems Deltona moved to an automated trash pickup system, much like El Paso’s a few years ago. Along with it came rules of how the trash was going to be put on the driveways and the amount of trash pickups. Those in Deltona opposed to Shang and the trash debacle complain that Jane Shang is following the “El Paso model” for the trash pickup and for using city services to generate income for the municipality.

Sound familiar? It should because the same debates and problems with trash pickup in El Paso are playing out again in Deltona. More important, note the narrative of using city services as revenue sources for the city. Jane Shang

The controversies have now morphed into an issue of the lack of transparency by Deltona officials, especially in how open records requests are handled. As the controversy festered on social media, Shang issued a directive that all open records requests must now be funneled through the city attorney’s office, just like in El Paso. This directive was ordered by Jane Shang.

Unfortunately, the controversies keep getting deeper and deeper, just like in El Paso. There are allegations that Jane Shang’s boyfriend is now benefitting from Deltona’s largess as well investigations into Deltona’s affairs from other governmental bodies.

Like, El Paso the issues are complex and require a lot of background knowledge. I have just glossed over the broad strokes for you. But, I’m keeping an eye on the issues as it seems that it is only the tip of the iceberg.

It seems that El Paso has now began to export its impressive repertoire of corruption to other communities. I’ve written before that El Paso should embark on exporting products and services to bring new monies into the community to alleviate some of the pressures on the taxpayers.

I never thought exporting corruption would be the first thing the community would embark upon. But, unfortunately for El Paso, corruption only takes and gives nothing back to the community. Obviously, it is the wrong thing to export.

Jane Shang

https://insurancenewsnet.com/oarticle/El-Paso-City-Council-City-releases-documents-on-Deputy-City-Manager- Jane-Shang-a-531091#

July 16, 2014 El Paso City Council: City releases documents on Deputy City Manager Jane Shang’s paid leave

By Cindy Ramirez, El Paso Times, Texas

McClatchy-Tribune Information Services

July 16--Documents show former City Manager Joyce Wilson authorized that a deputy city manager be paid for seven months administrative leave in lieu of six months of severance pay -- possibly qualifying her for a slightly higher pension.

The seven months' paid leave exceeded what Deputy City Manager Jane Shang would be entitled to under the severance provision of her original offer letter, according to a May 19 email from the City Attorney's Office to the Human Resources director.

"However, this is a decision within the city manager's discretion," Assistant City Attorney Elizabeth M. Ruhmann tells Human Resources Director Linda Ball Thomas in the email.

Shang could not be reached for comment, and Wilson did not return calls.

Feeling pressure by the media and some council members on the issue, the city on Tuesday released some documents summarizing the exit strategy set up for Shang, including the email.

"Yes, I put it on (the agenda) to put a little pressure for answers. I think we got satisfactory answers," said city Rep. Dr. Michiel Noe.

He added that a discussion on possibly limiting a city manager's powers toward the end of an employment contract may come up during a future council meeting.

The documents state that Wilson in late April proposed a an exit strategy for Shang, who is on paid administrative leave from June 1 through Dec. 31, and then vacation leave through April 2015. She had been assigned to an unidentified "special project" from May 19 to May 31, and her duties overseeing several departments were farmed out to other deputy city managers.

Shang had been criticized for her work on several major transportation projects, though the reason for her being put on leave remains unknown as it's considered a personnel issue.

Shang was first employed in April 2008, and her offer letter included a clause that the city would pay six months severance at termination as well as a separate 401K account if she were terminated. Shang is not considered to have been fired, Thomas said. Under her employee classification, Shang is considered to have resigned, she said.

The documents show there were three changes to Shang's offer letter between April 28 to the final agreement signed May 19 to account for paid leave and vacation time as well as her city pension. A pension payout is determined by years of service, age and which payoff option is chosen by the participant. Jane Shang

Under the final agreement, Shang continues to be paid her nearly $175,000 annual salary, health insurance, life insurance and holidays, as well as her $350 a month car allowance.

Severance clauses are typical in many contracts for top administrators -- including the contract council recently unanimously approved for City Manager Tomas "Tommy" Gonzalez. His five-year contract includes a severance clause that would pay him up to a year's pay if he were terminated without good cause. The city would not pay if he voluntarily resigns. The documents related to Shang were released after Noe posted an item on Tuesday's agenda calling for an explanation of her employment changes as well as for a discussion of the powers of a city manager. That also followed an Open Records Requests from the El Paso Times and other media for records of Shang's employment changes.

During an agenda review meeting Monday, Noe asked that the item be deleted from the agenda. He said his questions had been answered and was satisfied that there was no wrongdoing when it came to Shang's paid leave after talking with Wilson, Gonzalez and Human Resources staff.

On Tuesday, just as the item was about to be deleted, city Rep. Eddie Holguin said he still had unanswered questions. Council entered into executive session, and then reconvened and voted to delete the item from the agenda.

City staff then provided the media with a copy of a memo from Human Resources, through Gonzalez, to the mayor and council outlining the timeline of the changes.

Noe said that he still hopes to discuss -- in a more thought-out process -- the powers of a city manager within a certain window of leaving the job.

"I don't want to strip all powers of a city manager, but want to consider having some protection so that major changes to contracts or other major projects are not made by a city manager as they're walking out the door," Noe told the El Paso Times.

The powers of the city manager are outlined in the City Charter, and includes authority to "take all personnel actions regarding employees" except as provided by law or in the charter. The charter also states the council shall deal with city employees who are subject to the direction and supervision of the city manager solely through the city manager and that council can neither control or demand the appointment or removal of any city employee. The council "may express its views and fully and freely discuss with the city manager anything pertaining to appointment and removal of such employees," the charter states.

The charter can only be changed by voters in an election every two years. The last charter election was in 2013.

Cindy Ramirez may be reached at 546-6151.

___

Jane Shang

https://kvia.com/news/2014/12/02/el-paso-deputy-city-manager-shang-says-politics-being-truthful-are-why- shes-on-administrative-leave/

News By KVIA ABC-7 Published December 2, 2014 8:15 pm El Paso Deputy City Manager Shang says politics, being truthful are why she’s on administrative leave El Paso Deputy City Manager Jane Shang tells a little bit why she’s been put on administrative leave.

Shang visited Des Moines, Iowa this week where she is one of four candidates for the city’s vacant city manager position.

The Des Moines Register asked why Shang took a 10-month paid administrative leave option in El Paso.

“There are some political issues…I will always be honest and be truthful. I’ll tell people what I think whether you want to hear it or not. And sometimes people don’t want to hear it and people take some action,” Shang told the newspaper.

Former El Paso city manager Joyce Wilson told the Des Moines Register that Shang was not removed for cause but due to politics and “relationship issues” with some City Council members.

City of El Paso officials won’t disclose why Shang has been placed on administrative leave, saying only it is a “personnel matter.”

According to an investigation by our news partners at El Paso Inc., Shang went on a European vacation at the end of April and returned to find out outgoing city manager Joyce Wilson had placed her on leave with pay through December.

After that, Shang is expected to exhaust her vacation, which would take her to April 2015.

Shang’s annual salary is $175,000, the Inc. Reported.

As deputy city manager of the city’s Mobility Portfolio in El Paso, Shang oversees the departments of transportation, international bridges, mass transit, engineering & construction management, general services and coordinates with the Public Service Board.

Candidate 15

Harold L. Stewart II

Contact Information

Address: 200 South College Avenue Warrensburg, Missouri 64093 Cell: 641-820-1842

Email: [email protected]

Education

· Master of Public Administration University of Kansas, Lawrence, Kansas

· Bachelor of Arts - Political Science University of Kansas, Lawrence, Kansas

Work History

2015 to Present City of Warrensburg, Missouri (population 20,168)

City Manager

2011 to 2015 City of Knoxville, Iowa (population 7,400)

City Manager

2008 to 2011 City of Ogallala, Nebraska (population 5,107)

City Manager

2007 to 2008 City of Yuma, Arizona (population 92,000)

Assistant to the Administrator/Neighborhood Services Director

Interim Human Resources Director

Management Intern

2005 to 2006 Douglas County, Kansas (population 102,000)

County Administrator Intern

Data Summary:

Candidate: Harold L. Stewart II

Organization: City of Warrensburg, Missouri

Position: City Manager

Organization Budget: $20 million

Total Number of Employees in Organization: 140

Expected Salary: $200,000

Reporting Relationship: City Council

Years of Experience: 15

Professional Affiliations:

· International City/County Management Association · Missouri City/County Management Association · International Council of Shopping Centers

HAROLD L. STEWART II 200 South College Avenue Warrensburg, Missouri 64093 (641) 820-1842

August 30, 2020

To Whom It May Concern:

I would like to submit my name in application for the position of City Manager for Lakeland, FL. After reviewing the qualifications Lakeland is seeking for this position, I am confident that my education, experience, and abilities are uniquely suited to your needs.

I currently work as the city manager for the City of Warrensburg, Missouri. Warrensburg is near Kansas City and is the home of Whiteman AFB and the University of Central Missouri.

As city manager I serve as a link between the Council, city staff, and the members of the community. This requires me to be able to communicate clearly and effectively, be willing to consider all aspects of an issue, collect and share accurate facts, and in the end help make tough decisions. These qualities enable me to be a change agent, and I offer my abilities to Minot.

I have provided references for many elected officials and staff I have worked with throughout my career. If selected as a finalist I would be happy to provide references including Council members, staff, and local community leaders who will verify the tremendous success we have had together over the last several years. I have served the community of Warrensburg for five years and have enjoyed leading the community, as well as learning and growing professionally.

While I am not actively seeking new employment, the opportunity to work for Lakeland would provide ways for me to further develop professionally that Warrensburg does not currently offer. My wife and I recognize the benefits of living in a community committed to education and small town values. We also appreciate the close proximity to the many parks and other outdoor opportunities in your area. Our oldest daughter recently married and now lives in Jacksonville, FL. For these reasons I decided to apply for the position.

As a city manager I feel I am able to relate to and gain the confidence and trust of most people, no matter their culture or personality. I can work with senior staff as well as front line employees. I respect all opinions whether I agree with them or not. I keep my emotions in check and treat others with patience. I am firm but flexible when appropriate. This has enabled me to lead people effectively. In Warrensburg I am well respected for my ability as a leader and as a communicator. The Council has also appreciated my personnel management, financial and economic development skills. As is evident by my resume together the Council, staff, community and I have been able to accomplish many positive things in the last three years. I would like the opportunity to come do the same for Lakeland.

I feel my unique combination of abilities and experiences will enable me to be a contributing member of the Lakeland staff and community, and to further the city’s reputation as a highly professional and innovative local governmental entity.

I realize that it is difficult to get an indication of a person’s qualifications and personality from a resume or cover letter. Please do not hesitate to contact me if you would like any further information regarding myself or my credentials. In the event that you choose not to consider me further, I hope that you find the quality of person you seek to help Lakeland achieve its vision. Thank you for your time and consideration.

Sincerely,

Harold L. Stewart II

HAROLD L. STEWART II

200 S COLLEGE AVE, WARRENSBURG, MO 64093 ▪ [email protected] (641) 820-1842 CELL

WORK EXPERIENCE

City Manager of the City of Warrensburg, Missouri (population 20,168): August 2015 to present. Warrensburg is home of University of Central Missouri and Whiteman AFB. The City has 140 full-time employees, 130 part-time employees, and an annual operating budget of approximately $20 million. This position serves five Council members. City services include police, fire, streets, sewer (two treatment plants), sewer billing, community development, IT, finance, cemetery, human resources, municipal court, and administration. While in this position, my key successes and accomplishments include the following:

Economic Development § Worked with property owner and community ED partners to create a new Commerce/Industrial Park; Recruited and now operating: Dollar Tree Distribution Center--1.2 million square foot facility on 120 acres and now employs 500 employees (first development in the new Park); Breaktime Gas Station- -generates $100,000/year in sales tax and fuel tax revenues (second development in the new Park). § Successfully recruited several new retail businesses to Warrensburg. § Annually attend ICSC conferences in Las Vegas, Chicago, and Fort Worth Texas; Contracted with Retail Coach for economic data analysis and retail recruitment consulting. § Sit on boards for Johnson County Economic Development Corporation, Warrensburg Convention and Visitors Bureau, and Warrensburg Main Street; Lead the rejuvenation and reorganization of the community Economic Coordinating Board. Police § Hired police chief after a national search, first external chief in over 40 years; Began the CALEA Certification process; Purchased and implemented body cameras and TASERS. Fire § Improved ISO Rating from a 4 to a 2; Replaced pumper truck with General Fund Budgeting; Successfully passed a ballot measure increasing property tax to purchase a new ladder truck and additional pumper truck; Planning for third fire station; Negotiated renewal Fire Union Contract twice. Community Development § Updated and passed 2017 Comprehensive Plan; Updated permitting processes and fees; City Hall now seen as a partner in development as opposed to a barrier; Completed purchase and implementation of GIS system. Waste Water Treatment (Sewer) § Developed a Capital Improvement Plan to update/replace aging infrastructure at the two treatment facilities, including replacing proprietary equipment; Completed analysis and implementation of Sewer Rates every year, resulting in improved stability of actual revenues and forecasts; Explored contracting of plant operation and maintenance. Public Works § Proposed and passed the first Road Infrastructure Ballot issue in City history; Constructed two new roads to serve the newly created Industrial Park, and to complete the first east to west road in the community north of Highway 50 for future residential, commercial and industrial growth; Upgraded all traffic signals inside City limits with radar and WiFi technology for improved traffic flow. § Completed Maguire Corridor Plan and Concept Engineering for Phase 1, which includes rebuilding the Maguire Bridge over Highway 50 into a converging diamond bridge to improve safety and increase capacity; Phase IV of Downtown Revitalization Plan completed; Roundabout designed, bid and under construction for highly congested intersection. Administration § Completed first Community Survey in 2017. Second completed in 2019 allowing for comparison. § Completed and implemented a Wage and Benefit Study in 2018; Converted Vacation and Sick Leave Policies into a Paid Time-Off Policy that stabilizes future financial liabilities of the City; Created and began implementation of Employee Wellness Program; Have significantly improved relations and trust between employees and management. § Developed and instituted a plan to prepare the City to be fully self-insured for health care benefits. § Restructured and revitalized the Diversity and Inclusion Commission; Created and assist with the Energy and Sustainability Task Force; Converted budgeting process to a priority-based process, and more management team oriented than siloed departments. § Marketed and found buyers/developers for City-owned property that represented a significant financial liability to the City’s future; Have begun discussions with Council, developers and local realtors regarding how to encourage affordable housing development. Other Community Relationships § University of Central Missouri--Have regular meetings with the university president to discuss mutual efforts and needs, resulting in improved relations. § Whiteman AFB--Board member of Whiteman Area Leadership Council; Have traveled as a representative to American Defensive Communities Conferences; Served as a representative to the Pentagon to meet with decision makers of the Air Force regarding Installation matters and missions; Member of the Base Community Council; Attend the Warrensburg Chambers Military Affairs Committee. § Johnson County--Monthly communication meeting with the Commissioners to discuss collaboration and joint projects.

City Manager of the City of Knoxville, Iowa (population 7,400): June 2011 to August 2015. At that time Knoxville had 46 full-time, 40 part-time employees, 25 volunteer fire fighters and an annual operating budget of $15.6 million. This position serves five Council members. City services include combination paid and volunteer fire/ambulance department, police, streets, sewer, parks, recreation, cemetery, library, airport, planning/zoning, economic development, and administration. My key successes and accomplishments include the following:

Economic Development § Recruited new Cobblestone Hotel development and negotiated financial incentives; Negotiated financial incentives for two separate expansions of Weiler, Inc. (the manufacturing and office space grew from 80 employees to 200). § Worked with Knoxville leadership to create the Knoxville Economic Development Corporation and successfully applied for funding for a Railroad Port Feasibility Study. Housing § Identified and recruited a developer to build 19 new housing lots; Secured a developer to apply for and build 52 Section 42 Housing Units, mixed development of 2 bedroom apartments and 3-4 bedroom duplexes. Police § Added two police officer positions, one of which is a School Resource Officer position federally- funded and joint-funded with the School District; Renegotiated Dispatch funding agreement with Marion County Sheriff’s Office. Fire/EMS § Recruited and hired a new Fire Chief; Transitioned all paramedic shifts from volunteer to paid 24/7 shifts; Outsourced EMS billing resulting in increased revenues. Planning & Zoning § Updated Comprehensive Plan as well as Building, Plumbing, and Electrical Codes; Code enforcement increased due to being a Council priority; Several nuisance/abandoned properties demolished; Improved the Permitting and Site Plan review process; most permits are now issued within days, and site plans are reviewed within a couple of weeks and go before P&Z and Council for approvals. City Hall now seen as a partner in development as opposed to a barrier. Water Reclamation (Sewer) § Determined sufficient efficiencies in the budget to cancel previously approved 5% increase in rates, and no raise the following year; Maintained Moody’s Bond Rating while many were downgraded;

Negotiated Infiltration and Inflow requirements with the Iowa Department of Natural Resources potentially saving Knoxville millions of dollars in system upgrade costs. City is ahead of schedule on negotiated requirements and all improvements are funded without additional debt. Recreation Center § Constructed new soccer fields; Worked with local Kiwanis Club for the construction of the Miracle Handicap Accessible Playground; Implemented a Feasibility Study to assess needs and expansion of the facility. Library § Completed Needs Assessment and Conceptual Design of a Library Expansion project. Public Works § Implemented $3.3 million Downtown infrastructure project that included replacement of sewer, storm sewer, streets, sidewalks, and aesthetic elements; Commissioned a Pavement Condition Study; Began phasing in GIS data collection. Administration § Restructured City Hall administrative staff resulting in lower costs, increased production, improved citizen satisfaction, and higher employee morale; Rewrote the employee handbook; Negotiated two- year union contract. § Redesigned City’s website to be simple to maintain and keep up to date; Implemented two remodel projects of City Hall; Worked with the Department of Veteran Affairs, federal elected officials, and staff to repurpose 160-acre former VA Hospital Campus; Improved City’s fiscal health with added revenues, more efficient expenditures and growing reserve balances; Redesigned the City’s Vehicle Equipment Replacement Fund. Helped Recruit and Organize Community Events § Annual Knoxville Sprint Car Nationals § 2013 RAGBRAI Overnight Host Community § 2012 RVTV Tailgate Stop Other § Involved in Noon Rotary, Iowa City/County Managers Association, South Central City Manager Group, Young Professional Managers Group, Iowa League of Cities, Central Iowa Regional Transportation Planning Association, Greater Des Moines Partnership, Local Church Leader/Representative (volunteer), local Boy Scout Troop and Cub Scout Pack.

City Manager of the City of Ogallala, Nebraska (population 5,107): May 2008 to May 2011. Ogallala had 43 full- time, 30 part-time employees, 34 volunteer fire fighters and an annual operating budget of $7.5 million with a CIP budget of $1.7 million. This position serves five council members. City services include volunteer fire/ambulance department, police, streets, water, sewer, parks, recreation, cemetery, library, airport, planning/zoning, economic development, public transit, Retired Senior Volunteer Program and administration. While in this position, my key successes and accomplishments include the following:

Economic Development § Created position, hired, and supervised Economic Development Coordinator; Helped coordinate between local economic development entities to avoid duplication of efforts. § Negotiated relocation and/or installation of water/sewer infrastructure for new businesses; Negotiated installation of fiber network and franchise agreement with a private company to provide state of the art data transfer capabilities to the community; Assisted in community presentations during potential business site visits. § Worked with Mid-Plains Community College to have a stronger presence in Ogallala, including partnering for the creation of a Business Incubator, Center for Enterprise, and providing specific trade skill training needed by local employers. § Assisted in the successful application for grant funding from the Nebraska Department of Economic Development for a Downtown Revitalization Grant. Budget

§ Renegotiated service contracts to save the City 10-25% per contract. Changed health care, vision, and dental plan provider to minimize cost increases. Also recommended budget cuts including downsizing of personnel without reducing services. § Implemented cell phone tax to provide a new revenue stream as well as a hotel room occupation tax and improved the city’s financial condition by increasing net assets. Airport § Acquired grants and financing to construct a six-place T-Hangar. This was a $620,000 project of which 95% of the funding was provided by the FAA and 5% by the City of Ogallala. Library/Recreation § Proposed the construction of a combined library/recreation/aquatics center to replace outdated and dilapidated facilities in a more sustainable and efficient manner. Applied for grants and private funding to lessen financial impact on community. Hired architect to perform concept design, community survey and cost estimates. § Worked with local citizen committee to complete a $550,000 expansion of the current recreation center; Created and filled a Recreation Facilities Manager position; Relocated the local skate park and negotiated with local contractors to accomplish the $10,000 project for $3,500. Fire/Ambulance § Created and implemented 20-year rotation plan for replacement of the department’s fleet of vehicles; Applied for Federal funding for purchase of a pumper; Negotiated with Rural Fire District for the sharing of costs of equipment and revenues, including the purchase of a new Rescue Truck. § Implemented a billing process for rescue/fire calls to insurance companies. Water § Implemented infrastructure efficiencies to deal with well influence issues; Collaborated with the State of Nebraska DNR for the replacement of a well after contamination issues resulted in the well being taken off-line from the system; Adjusted rates to ensure revenues met operational costs; Explored option of contracting the service to a private company. Sewer § Demolished old waste water treatment plant; Installed UV system to comply with State mandate; Adjusted rates to increase reserves; Explored option of contracting this service to a private company. State legislature § Served as a member of the Nebraska League of Municipalities Legislative Committee; Collaborated and testified with State Senator to pass legislation allowing City to maintain its First Class City designation. Other § Sensitively addressed on-going conflict between the fire department and Council; Organized retreat to facilitate creation of Council goals and priorities for the community and city organization. § Served as a board member of Nebraska League of Municipalities CHAMP Board to help direct healthcare benefits offered to the participating municipalities; Was a KUCIMAT Board member for the alumni program of the KU Masters of Public Administration Program. § Involved in the following Community organizations: President Elect of the Ogallala Rotary Club, Kiwanis, Keith County Crimestoppers, Ogallala Youth Committee, Teammates Mentoring program, Sponsor of High School Interact Club, Ogallala Revitalization Committee.

Multiple positions for the City of Yuma, Arizona (population 92,000): November 2007 to April 2008. Yuma at that time had 1,312 full time and part time employees and an annual operating budget of $142 million with a CIP budget of $285 million. This community has a significant Hispanic population and was experiencing rapid growth. Served in the following positions:

§ Assistant to the Administrator/Neighborhood Services Director § Interim Human Resources Director § Management Intern

County Administrator Intern for Douglas County, Kansas (population 102,000): June 2005 to May 2006. Douglas County is home of the University of Kansas, Baker University, and Haskell Indian Nations University. At the time the Douglas County government had 379 employees with an annual budget of $55 million.

EDUCATION

2005-2007 University of Kansas Lawrence, Kansas Master of Public Administration Degree § 3.7 GPA (four-point scale) § Buford M. Watson Scholar § Member National Honor Society for Public Affairs & Administration

2001-2005 University of Kansas Lawrence, Kansas Bachelor of Arts Degree § Ethan Allan Scholar and Member National Collegiate Honor Society § Global Awareness Program Completion § Major in Political Science with a Minor in Latin American Studies

COMMITMENT TO CONTINUING EDUCATION § International City/County Management Association (ICMA): Member since 2005, Credentialed Manager since April 2019 § Member of State City/County Manager Associations in Kansas, Iowa, Arizona, Nebraska, and Missouri § Professional Developers of Iowa: Member § Community Development Block Grant Training, 2007 (not certified) § Certified Edward de Bono Master Thinker, 2007

AWARDS

§ Panhandle Library System Advocacy Award, 2010, Ogallala, Nebraska § City Administrator’s Award, 2007, Yuma, Arizona § City Administrator’s Award of Appreciation, 2007, Yuma, Arizona § Citizen of the Year, 2000, Eudora, Kansas § Outstanding Community Marketing Leader and Turnaround Operator of the Year Runner-up, 2000, Sonic Drive-In Briley Group § Business Person of the Year, 2000, Future Business Leaders of America, Kansas Chapter

PERSONAL INFORMATION

§ I am 42 and married to my wife, Andrea. We have six children, ranging in age from seven to nineteen years old. I am of excellent health. Andrea has a degree in secondary math education and for the past three years has volunteered in a teaching position with our church. § I gained fluency in Spanish as a volunteer church representative for two years in Los Angeles, California. I am an Eagle Scout and a member of the Order of the Arrow in the Boy Scouts of America. My interests include hunting, fishing, camping, sports, reading, and cooking.

Harold Stewart [email protected] 641-820-1842

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-10

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Harold

Middle Name: Leroy

Last Name: Stewart

Preferred Pronoun (ex. He/She/They etc.)

How did you learn about this position? ICMA Website

Street Address: 200 S College Ave

City, State, Zip: Warrensburg, MO 64093

Cell Phone: 641-820-1842

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: Master of Public Administration

College/University & Location(city): University of Kansas, Lawrence, KS

Additional Degree Earned:

College/University & Location(City):

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT 140 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your current or most recent department (if applicable):

3. Total budget in your current or most $20 Million recent overall organization (if applicable):

4. Total budget of your department or areas of responsibility (if applicable):

5. Expected compensation for this position: $200,000

6. Who do you (or did you) report to (title City Council only):

7. Related professional affiliations: International City/County Management Association, Missouri City/County Management Association, International Council of Shopping Centers (ICSC)

https://www.kniakrls.com/2015/06/30/knoxville-city-manager-stewart-resigns-2/ KNOXVILLE CITY MANAGER STEWART RESIGNS

· Posted By: adminknia

· June 30, 2015 @ 6:00 am

Knoxville City Manager Harold Stewart has resigned his position.

Stewart interviewed for same position in Warrensburg, MO, on Monday. He submitted his letter of resignation upon returning. Stewart has been city manager since June 2011. He’s previously held similar positions in Ogallala, NE, and Yuma, AZ.

Since Stewart’s arrival, Knoxville has undertaken numerous projects, including downtown Streetscape, the building of Section 42 housing, and the renovations of Hardees and McDonald’s, among others. He’s also helped the city gain financial stability that led to an excellent sewer bond rating from Moody’s, allowing bonds to be refinanced at a lower interest rate and saving Knoxville hundreds of thousands of dollars in the process.

The search for a new Knoxville City Manager will begin immediately. Below is a copy of his letter of resignation:

June 29, 2015 Dear Mayor and Council,

As you are all aware I was recently recruited to consider serving as the city manager of Warrensburg, MO and have participated in the interview process. Upon the conclusion of their recruitment process the Mayor and City Council of Warrensburg have asked me to be the city manager of their community and staff. Today, after much discussion with my wife and children, I met with the Warrensburg Council and accepted their offer. As such I am tendering my two month notice of resignation as is required by my contract with the City of Knoxville. My last day of employment with the City of Knoxville will be August 28, 2015. Harold Stewart

This was not an easy decision for me. I have enjoyed working under your leadership for the last four years, and we have had great success together. Your support and willingness to help make Knoxville better has been refreshing and invigorating. The staff has been a pleasure to work with, and I am proud of the personal commitment and hard work they put in every day to serve Knoxville. Finally, my family and I have enjoyed the friendships we have developed in the community and the surrounding area. Knoxville is a wonderful community to raise a family and, I believe, has a very bright future in store.

As I look back over the last four years, I am amazed at what we have been able to accomplish together. The City is in better financial health. The Downtown Infrastructure Replacement and Streetscape project will be completed soon, on time. There has been significant reinvestment into the community with the rebuild of McDonalds, Hardees, and Casey’s. Businesses such as Weiler, Spahn & Rose, and the hospital have expanded. New growth has occurred with the additions of the Cobblestone Hotel, Section 42 Housing, and new lots being added in Westridge. Finally, significant planning has occurred to improve Knoxville’s future with an update of codes and the comprehensive plan, a road improvement plan, Recreation Center expansion study, and the Library expansion study. In addition the Red Rock Industrial Park Feasibility Study, Public Safety Building study, Trails Master Plan, and Young’s Park Master Plan are soon to be completed also. This, in my opinion, is a significant amount of work and progress that could only be accomplished with a visionary Council and wonderful, dedicated staff.

I cannot understate what a pleasure it has been to work with you and serve as your city manager. I am proud of the significant progress we have had in moving the community forward so significantly and so positively. It is my sincere hope that you, the staff, and the community will take pride that because of what we have accomplished together, another quality community such as Warrensburg has asked me to come and help them do the same.

With sincerity and appreciation, Harold Stewart

Candidate 16

Robert S. Stowe

Contact Information

Address: 14226 46th Avenue SE Snohomish, Washington 98296 Cell: 206-999-1099

Email: [email protected]

Education

· Master of Business Administration – Executive Leadership Seattle University, Seattle, Washington

· Bachelor of Arts - Urban and Regional Planning Eastern Washington University, Cheney, Washington

Work History

2016 to Present Stowe Development & Strategies, Snohomish, Washington

Principal & Founder

2005 to 2016 City of Bothell, Washington (population 47,000)

City Manager

1995 to 2005 City of Mill Creek, Washington (population 21,000)

City Manager

1989 to 1995 City of Lake Stevens, Washington (population 34,000)

City Administrator

1986 to 1989 City of Dayton, Washington (population 2,500)

1988 to 1989 Interim City Administrator

1986 to 1989 Planning and Economic Development Director

1987 to 1989 Dayton Development Task Force, Dayton, Washington

Main Street Coordinator

Data Summary:

Candidate: Robert S. Stowe

Organization: City of Bothell, Washington

Position: City Manager (former)

Organization Budget: $200 million

Total Number of Employees in Organization: 325

Total Number of Employees in Department: 12

Expected Salary: $225,000

Reporting Relationship: City Council

Years of Experience: 34

Professional Affiliations:

· International City/County Management Association · Washington City/County Management Association · Urban Land Institute

ROBERTSTOWE 14226 46th Avenue, SE Snohomish, WA 98296 [email protected] September 2, 2020

Heidi Voorhees, President, GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062. Office

Sent Via: www.GovHRjobs.com

Dear Heidi,

Please accept this letter and resume as my application and interest in becoming the City of Lakeland’s City Manager. I am enthusiastic about the opportunity and what can be accomplished working with the Council, staff and community of Lakeland.

I have been serving local government for over 33 years, mostly in the capacity as CEO of four different cities, all in Washington State. I have always been a city manager that has been engaged in the community and loyal to the council and city as demonstrated in part by my long service record of almost 22 years in my last two cities of Mill Creek and Bothell. During my career, I have served over 75 different elected officials. I have enjoyed great success as a city manager in each of the cities I have served.

In mid 2016, the Bothell City Council, which had changed in members and direction following the 2015 election, decided that a change was desired and my service as their City Manager was terminated in accordance with my employment agreement. The termination was the result of the new Council wanting to distance itself from the prior councils of the previous ten years and by association, my position. I have always received outstanding performance evaluations from each of the cities I have served up through my service with the City of Bothell.

For the ensuing 4 years, my focus has been on creating a successful consulting business helping cities, higher education, and tribal governments achieve their planning and economic development visions and developments. One of my assignments during this time was serving as a part-time, interim city manager for a former city that I had previously served as city manager for 10 years in the mid/late 90-‘s. This assignment was only expected to last 2 months but extended to almost 10 months. During this time, I was reminded how I miss serving local government and thrive on its challenges as a city manager. I would like to return to this honorable profession.

Looking back at my career, I recognize that I have learned a lot working together with so many dedicated elected officials and talented staff among the four cities I have served. Together we have achieved some amazing initiatives and projects and our work created a better community in each case to raise a family, do business, make investments, and visit. I want to leverage all that I have gained over the last 33 years of local government service and be part of taking Lakeland to the next and higher level. I am excited to help achieve Lakeland’s top goals and major initiatives such as Envision Downtown Lakeland along with growth management, economic development, infrastructure investment, affordable housing, and delivering municipal services that promote and fulfill Lakeland vision as a vibrant, innovative, culturally inclusive world-class community and model for local government. I welcome the opportunity to serve as the City Manager for Lakeland and accomplishing its big ideas and dreams.

ROBERTSTOWE Page 2

I recognize that an out of state candidate may not intuitively be the Council’s first choice. However, I have devoted 30 plus years to my profession and am confident in my abilities to quickly transition and gain knowledge related to specific laws or the nuances of similar regulations that exist between the two states. I am a visionary leader that pays attention to details as well as the big picture and a talented manager that knows how to access information, support and empower employees, and carry-out the vision and direction of a city council. Finally, my family’s desire to relocate to warmer climate with high quality of life, including a good school system and recreational opportunities has made the opportunity to become Lakeland’s City Manager the perfect fit.

I have a proven track record in successful and progressive municipal leadership and management. I have an extremely strong background in budget, finance, growth management, and economic development. As my career has progressed, I have developed a reputation as a leader with great consensus building, communication, negotiation, and problem solving skills.

I am also known for my ability to pursue and apply creative, innovative, and entrepreneurial approaches to providing quality services that have a strong customer focus with limited resources. I have been a part of every major aspect of redeveloping three distinctly different cities over my career, in addition to my economic development consultant business providing an extended reach and assistance to other cities. I would very much enjoy helping achieve the economic development goals for Lakeland.

I understand how to navigate the political process, provide leadership without getting out in front or becoming misaligned with the council I am serving, and build broad community support for a project, initiative, or issue. I am a results-oriented leader that thrives on challenges.

These skills and experiences coupled with my enthusiasm, dedication for public service, and ability to successfully interact and understand the needs of both elected officials and the general public alike, will provide an excellent framework in meeting the high expectations of the next long term City Manager for Lakeland.

Thank you for this opportunity.

Sincerely,

Robert S. Stowe

ROBERTSTOWE 14226 46th Avenue, SE Snohomish, WA 98296 [email protected] September 9, 2020

Heidi Voorhees, President, GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062. Office

Dear Heidi,

Thank you for the interview opportunity related to my application for the Lakeland City Manager position.

I want to up-front with you and the Lakeland City Council about a very personal and private matter for my family. In 2018 my wife and I were involved in a domestic dispute – oral argument only. This argument received some media coverage. I was arrested. My name was cleared as no charges were filed. My wife expressed that this was simply an argument that got out of hand and an arrest should never had been made. Nonetheless, it occurred and should not have occurred. This was an impactful family event. We have taken steps to ensure that we never engage in such arguments again and our marriage is strong and we are committed to each other. This was a very embarrassing incident and not something we will ever repeat. We are both happy to discuss the matter privately with individual Council members if they have any concerns or questions about this incident.

The other media issue regarding my career involves my separation from the City of Bothell as it’s City Manager following nearly twelve years of successful service and significant achievement of Council goals. As stated in my cover letter, in mid 2016, the Bothell City Council, which had changed in members and direction following the 2015 election, decided that a change was desired and my service as their City Manager was terminated in accordance with my employment agreement. The termination was the result of the new Council wanting to distance itself from the prior councils of the previous ten years and by association, my position. I have always received outstanding performance evaluations from each of the cities I have served up through my service with the City of Bothell. My termination was an amicable separation of employment in accordance with the employment agreement. Media attention was heightened because the termination occured while I was out of the country on vacation, my long term service as City Manager, and strong support in the community and among staff.

I am extremely proud of my accomplishments in each city I have served. My long and successful career as a city manager has constantly reflected a keen sense of professional, ethical, and social responsibility in the conduct of all business activities.

I look forward to my upcoming time with you during our virtual meeting next week.

Sincerely,

Robert S. Stowe

ROBERTSTOWE

Highly qualified executive with over thirty years of leadership, local government management, and re al estate experience with a focus on creating well designed and environmentally sustainable places wher e people want to live, work, and celebrate.

Skills, Abilities, and Experience

● Ability to create lasting, positive, and effective partnerships with Council, organization and community; ● Ability to commit organization to knife- edge focus on project goals and deliverables; ● Not afraid to make the tough decisions – For example, in Bothell’s case from reducing labor expenses to investing over $150 million in strategic infrastructure improvements designed to achieve the community’s goals and planned return on investment over $650M – redeveloping a downtown in the worst economic recession since the Great Depression is not for the faint of heart and required financial discipline and commitment to the long-term vision and goals of the community; ● Ability to transform dreams to reality; making believers out of non-believers; ● Responsible for developing and managing budgets of over $250 million; ● Directing a workforce of over 300 employees; ● Experience with leading multi-million dollar environmental clean-up activities; ● The ability to transcend functional boundaries, synthesizing and integrating information to make complex, short-term decisions with limited information, as well as conduct the research, competitive analysis, and environmental scanning necessary for long-term strategic decisions; ● The ability to utilize and bridge the knowledge and skills I have obtained in the public sector to work and create partnerships within the private sector; ● Implementation of proven practices and exercise financial discipline to create long-term sustainability for each organization I have served as CEO; ● Successful in recruiting anchor tenants to activate new or revitalized downtowns; ● Clear focus on customer needs and experience; ● Skill in leading community and project visioning processes; ● Effective written, oral and presentation skills; ● The interpersonal and team leadership skills needed to build an organizational environment that is effective and conducive to collaboration; ● Skilled negotiator responsible for over $60 million in real estate acquisitions and sales; ● Knowledgeable and experience in planning and land development; ● Started Development Services Initiative in Bothell improving predictability and reliability of its land use entitlement process; ● Development of award winning Capital Facilities Plan; ● A keen sense of professional, ethical, and social responsibility in the conduct of all business activities.

ROBERTSTOWE Employment History

OWNER, Stowe Development & Strategies, June 2016 to Present. Website: www.stoweds.com

Results: ● Formation of a very successful company providing strategic real estate and community development advice and services primarily to cities in Washington State and higher education institutions in Washington, Florida, Missouri and internationally. Specific results have included:

● Strategic advice to create development agreement and joint venture between private university and mix-use developer in Missouri. ● Served as project term strategic real estate advisor for public university in Washington. ● Negotiation of letter of intent, leases, and sub-leases for several private university campuses in Florida. ● Strategic development advice and creation of RFQ/RFP for campus expansion and development for a private university in Geneva, Switzerland. ● Review of existing real estate contracts and advice on student housing options for private university in Vienna, Austria. ● Provided strategic advice to multiple cities and agencies regarding implementation measures associated with downtown revitalization, affordable housing, transit oriented development, and improving economic environment conditions to attract desired development. ● Identification of catalyst projects for cities designed to stimulate development consistent with community goals and vision. ● Development of processes for cities wanting to assemble properties for redevelopment consistent with their community vision. ● Management reports for cities desiring to improve private sector predictability and reliability of their development services or for those departments responsible for public development and infrastructure. ● Renegotiated Long-Term Fire Services Agreement between City of Mill Creek, WA and its local Fire District (January – July, 2017). ● Served as Interim City Manager for the City of Mill Creek, WA (July 2018 to April 2019).

CITY MANAGER, City of Bothell, WA. – January 2005 to June 2016. Biennial Budget: $200 million Employees: 300 to 325

Results: ● Initiated Downtown revitalization; Providing strategic leadership to develop and manage the City’s aggressive downtown revitalization plan (largest municipally led revitalization in the State of Washington) including planned investments of over $150 million and approximately $50 million of property acquisition needed for public investments to stimulate $650 million in private sector investment; activate the plan; and, provide for a sustainable quality of life for Bothell residents and businesses. ● Developed and founded Bothell’s Public-Private Partnership (P3) – bringing together public and private C- level executives for the purpose of enhancing collaboration and forming partnerships that advance business growth and support the community.

ROBERTSTOWE

● Directed the development of a comprehensive Capital Facilities Plan providing for over $230 million in public sector investments – this plan received the Governors Smart Communities award in 2007. ● Established a Carbon Reduction and Energy Independence Plan called Bothell CO2OL. ● Enhanced City communication efforts through an annual State of the City Address; video segments and, increased City attendance at a variety of community events and meetings. ● Established beneficial relationships within Bothell’s residential neighborhoods, business community, community groups and regional organizations. ● Developed financial strategies and policies that align the City’s on-going and one-time expenditures with its ongoing and one-time revenues and, created a healthy General Fund Reserve that has allowed the City to withstand the Great Recession while maintaining service levels. ● Increased customer service awareness and improved teamwork among executive staff and council members through a series of retreats, ongoing training, and development of customer service values and expectations.

CITY MANAGER, City of Mill Creek, WA. - 1995 to January 2005. Biennial Budget: $60 million (Note: Budget 2019-2020) Employees: 60-75 (plus contract for fire and library services)

Results: ● Provided leadership and focus to create a new Town Center for the Mill Creek community that has received great praise and is a vibrant and desirable downtown. ● Successfully led effort to develop/implement Biennial and Expenditure Control Budget System to primarily better reflect long-term policy priorities, provide for additional staff time in the “off-year” and create incentives for expenditure reductions through flexibility and innovation. ● Directed development of long-range financial plan in concert with budget used to evaluate various revenue and expense scenarios as well as future policy actions. ● Renegotiated Fire Services Agreement creating a long-term partnership between the City and the Fire District saving in excess of one million dollars for the City over a five-year period by including innovative cost containment measures in the agreement. ● Increased customer service awareness and improved teamwork among executive staff and council members through a series of retreats, ongoing training, and development of customer service values and expectations. ● Successful negotiation of a number of labor agreements, interlocal agreements, and real-estate purchase and sale agreements. ● Renegotiated Library Services Agreement on behalf of Mill Creek and seven other cities with regional library district, saving millions of dollars. ● Led effort to create the Mill Creek Business Association that has built a stronger partnership with the business community. ● Instrumental in developing a total variable/merit pay system for all non-represented employees, eliminating COLA’s and including various bonus pay opportunities and 360-degree reviews for all employees. ● Chair (1996-2005) of the Snohomish County Managers responsible for the development of regional governance policies to guide the transition of regional services to the County and urban services to the cities in order to facilitate the State’s growth management legislation.

ROBERTSTOWE

CITY ADMINISTRATOR, City of Lake Stevens, WA. - 1989 to 1995.

Results: ● Developed plan for future civic center improvements including the negotiation/purchase of several downtown properties for the construction of a new library, police station, and park. ● Served as the City's Personnel Director - recruited and hired all department director positions. ● Led the development and implementation of new City budget system (ECB/Performance Based). ● Acquired and managed state and federal grants totaling over $3 million dollars in capital improvements. ● Developed employee position descriptions, personnel procedures, performance standards, classification/salary programs. ● Implemented solid waste/recycling program.

INTERIM CITY ADMINISTRATOR, City of Dayton, WA. - 1988 to 1989.

MAIN STREET COORDINATOR, Dayton Development Task Force. Dayton, WA. - 1987 to 1989.

PLANNING & ECONOMIC DEVELOPMENT DIRECTOR, City of Dayton, WA. - 1986 to 1989.

Results: ● Developed and managed downtown revitalization project in which grant applications were written and awarded for approximately $2.5 million dollars, leading to the revitalization of Downtown. ● Developed new comprehensive plan and zoning ordinance. ● Created new system for updating City maps on CAD system. ● Performed all building inspections and plan check reviews. ● Identified appropriate private, state, and federal grants necessary for Main Street program implementation. ● Served as liaison between citizens, development groups, and the City administration in matters relating to economic development. ● Directed project video aimed at gaining financial and community support for Downtown.

Education

● Leadership Executive MBA, Albers School of Business & Economics, 2012; Seattle University; Seattle, Washington - Graduated with Beta Gamma Sigma Academic Honors ● Cascade Public Executive Program, Evans School of Public Affairs, 1991; University of Washington; Seattle, Washington ● Bachelor of Arts, Urban and Regional Planning, 1986; Eastern Washington University; Cheney, Washington.

ROBERTSTOWE

Current and Former Professional Associations

● International Council of Shopping Centers ● Urban Land Institute – Public-Private Partnership Council ● International City/County Management Association. ● Washington City/County Management Association. ▪ President 2002-2003 ▪ Vice-President 2001-2002 ▪ Board of Directors 1999-2000 ● Snohomish County Managers/Administrators. ▪ Chair from 1996 to 2004 ● King County Managers/Administrators 2005-2016

Honors and Awards

● 2011 Washington City/County Management Association – Award for Excellence ● 2011 Governors Smart Communities Award ● 2011 Association of Washington Cities Municipal Excellence in Economic Development ● 2011 Puget Sound Regional Council Vision 2040 Award ● 2007 Governors Smart Communities Award ● 2006 Washington City/County Management Association – Program Excellence Award for Innovations in Local Government ● 2003 Washington City/County Management Association – Award for Skill in Intergovernmental Cooperation ● 1998 Washington City/County Management Association – Award for Skill in Intergovernmental Cooperation ● 1997 Washington City/County Management Association – Program Excellence Award for Innovations in Local Government

14226 46th Avenue SE, Snohomish, WA 98296 206.999.1099 • [email protected]

Robert Stowe

[email protected] 206.999.1099

Questionnaire name: Release of Information Candidate Questionnaire - Lakeland, FL City Manager 9-2020

Questionnaire taken on: 2020-09-09

Job applied for: Lakeland, FL - City Manager (September 4, 2020) - Lakeland, FL

Question Answer

First Name: Robert

Middle Name: Scott

Last Name: Stowe

Preferred Pronoun (ex. He/She/They etc.) He

How did you learn about this position? ICMA

Street Address: 14226 46th Avenue SE

City, State, Zip: Snohomish, WA 98296

Cell Phone: 206.999.1099

Email Address: [email protected]

Male or Female (Optional): Male

EDUCATION: Highest Degree Earned: MBA

College/University & Location(city): Seattle University, Seattle, Washington

Additional Degree Earned: BA, Urban and Regional Planning

College/University & Location(City): Eastern Washington University, Cheney, Washington

Additional Degree Earned:

College/University & Location (City):

CURRENT EMPLOYMENT City of Bothell 300 to 325 Employees - See Resume INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):

2. Total # of full time employees in your I have directly supervised between 6 and 12 report's as part of CM office current or most recent department (if applicable):

3. Total budget in your current or most City of Bothell - $200M - See Resume recent overall organization (if applicable):

4. Total budget of your department or areas See above of responsibility (if applicable):

5. Expected compensation for this position: Above $225K for base salary.

6. Who do you (or did you) report to (title City Council for last 22 years as CM. Mayor for first 10 years of career only): as City Administrator

7. Related professional affiliations: ICMA, WCMA (Washington Chapter), ULI, and number of local organizations.

14. At any time, have you been asked to Yes. See Cover Letter. Employment Agreement with City of Bothell resign, or have you been terminated from covered severance with release of claims. employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.

15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). Robert Stowe https://www.rgj.com/story/news/2020/08/12/reno-city-council-interview-three-finalists-city- manager-job/3362004001/ Reno City Council to interview three finalists for city manager position Anjeanette Damon Reno Gazette Journal

The Reno City Council narrowed down a list of 52 applicants for the city manager job to three finalists and plan to interview them Monday. Earlier this month, council members were provided a packet with resumes for each of the 52 candidates who met the minimum qualifications for the job. They then selected their top choices. At the meeting Wednesday, the council decided to interview only the top three vote-getters from the council selection process. The finalists include: Sparks Assistant City Manager Doug Thornley, who was nominated by six of the seven council members. Only Councilwoman Jenny Brekhus did not select Thornley as a finalist. Thornley has been assistant city manager in Sparks for 14 months. Prior to that he was a lawyer with Holland & Hart who represented land development companies. He is still listed as a lobbyist for NAIOP, a commercial development association, on the Reno City Clerk's website. Thornley's experience also includes 10 years as assistant city attorney in Sparks. Susan Stanton, whose decades-long experience includes managing cities in Florida, Kentucky and California, was nominated by three council members: Brekhus, Naomi Duerr and Neoma Jardon. Stanton left her last city manager job in 2016 amid an exodus of city leadership that followed a recall effort of the city's mayor. She has spent the past several years completing her master of divinity degree. Robert Stowe

In 2007, Stanton was fired from her position as city manager in Largo, Florida, shortly after the St. Petersburg Times outted her gender transition plans after she had discussed it with a small group of city leaders. Her termination garnered national media attention and sparked a nationwide debate over the transgender experience. Stanton also was terminated from her job as city manager of Lake Worth, Florida, after a new majority was elected to the city council. Robert Stowe, former city manager of Bothell, Washington, was also nominated by Brekhus, Duerr and Jardon. Since 2016, Stowe has worked as a land development consultant, mostly advising cities and universities, according to his resume. Prior to that, he served for 11 years as Bothell city manager. Shortly after a new majority was elected to the Bothell City Council, Stowe was terminated. According to the Seattle Times, Stowe was recognized for his work redeveloping the downtown core, but was criticized for ignoring other priorities and being "dismissive" of the new council. The council settled on interviewing only three candidates after a short, but contentious debate on whether to include a fourth and fifth finalist from a list of applicants who were nominated by only two council members each. Councilwoman Bonnie Weber wanted to hire someone Wednesday night without interviews based only on their resumes. The suggestions surprised her colleagues. "Without having them talk to us?" an incredulous Brekhus asked. "I think we know a lot about them from their resumes," Weber responded. Although the council will interview three people Monday, Jardon said it could always go back to the list of applicants for additional interviews if none of the three finalists seem right for the job. Correction: This story was edited to correct the spelling of the town Robert Stowe worked in. Anjeanette Damon is the government watchdog reporter for the RGJ. You can reach her at [email protected] or follow her on Twitter @AnjeanetteDamon. If you care about shining a bright light on decisions made by your elected officials, please consider subscribing to the Reno Gazette Journal.

Robert Stowe https://thisisreno.com/2020/08/reno-names-new-city-manager/ Reno names new city manager

By Carla O'Day August 18, 2020

Reno City Hall.

The Reno City Council on Monday named a new city manager after a series of interviews that took several hours.

Douglas Thornley, an assistant city manager in Sparks, emerged as the best of three finalists.

Douglas Thornley

Thornley currently focuses on collective bargaining, human resources and government affairs. He has also served the Rail City as senior assistant city attorney. Additionally, he’s worked for local private sector law firms handling land-use and property issues.

During his interview, Thornley told council members that Reno needs to restore its collaborative approach to regional problem solving, which includes issues such as homelessness, sewer and transportation. Robert Stowe

“In terms of economic development, we need to target advanced manufacturing and logistics companies and green energy where the opportunity presents itself,” Thornley said.

Although he hadn’t planned on becoming a city manager, Thornley said he saw this position as an opportunity to be part of a team that builds a foundation of opportunity for everyone who chooses to call Reno home.

“I live here and I don’t plan to leave,” said Thornley, who moved to the area with his wife in 2006. “If given the opportunity to contribute to the team, I think I can do more good for more people in this position than I can in Sparks.”

Other candidates were Susan Stanton, who has been a city manager in Greenfield, California; Lake Worth, Florida; and Largo, Florida; along with Robert Stowe, who’s served as city manager in Mill Creek and Bothell, Washington. Stowe was also a city administrator in Lake Stevens.

The council voted 6-1 to hire Thornley, with the dissenting vote coming from Councilwoman Jenny Brekhus.

Reno Police Chief Jason Soto has been acting as city manager. Citing personal reasons, former manager Sabra Newby announced in February that she’d step down after approximately 3 years.

Council members will vote on an employment contract for Thornley at an upcoming meeting.

The city paid $30,000 to Sacramento-based CPS HR Consulting to conduct a national search. There were 66 initial applicants.

Domestic charges dropped against interim Mill Creek manager; Bob Stowe remains the city's top administrator until the City Council chooses a...

Local News Domestic charges dropped against interim Mill Creek manager; Bob Stowe remains the city's top administrator until the City Council chooses a permanent replacement. 430 words 18 January 2019 The Daily Herald DLYHLDWA English Copyright 2019, Sound Publishing Inc. All Rights Reserved. Distributed by NewsBank, Inc. MILL CREEK — Snohomish County prosecutors have declined to file charges against Mill Creek's interim city manager after a domestic disturbance this past fall.

Bob Stowe had been under investigation for domestic violence unlawful imprisonment.

"Bob is glad that his name has been cleared and that the county has declined all charges related to his family situation," said Stowe's attorney, Anna Goykhman of Everett. "He is grateful for all the support received during this time."

Sheriff's deputies arrested Stowe on the morning of Oct. 12 after responding to his home in the Bothell area. Stowe's wife reported they had argued and that he prevented her from leaving a closet as she was trying to get ready for work, authorities said at the time.

Deputy prosecutor Michael Boska reached his decision in late December. Available evidence would have made it challenging to prove the charge and the alleged victim was not interested in prosecution, Boska said.

Stowe has run day-to-day operations in Mill Creek under contract since mid-2018, as the city looked into complaints about then-city manager Rebecca Polizzotto. The city and Polizzotto agreed to part ways Oct. 2, after receiving the results of outside investigations that looked into her treatment of staff and questionable spending on city credit cards.

The City Council hired an executive head-hunting firm out of California to find a permanent city manager.

Peckham & McKenney, which is based near Sacramento, expects to have a list of recommended candidates by March 12. The schedule calls for interviews with finalists in late March with a decision by the end of the month.

Advertisements list a yearly salary of $160,000 to $195,000. The city, founded in 1983, grew up around a golf course and now has a population of more than 20,000. The city government has more about 60 full-time employees.

Stowe's contract runs through March.

Throughout 2018, Mill Creek City Council meetings were often filled with locals and former city staff who were outraged about Polizzotto's management at City Hall. They were impatient with the council for not addressing complaints sooner.

This year's elections could show whether there are any repercussions for last year's tumult. Five of seven spots on the City Council are up for election in November.

Noah Haglund: 425-339-3465; [email protected]. Twitter: @NWhaglund.

Bob Stowe (City of Mill Creek) Document DLYHLDWA20190119ef1i0000d

Local News Mill Creek interim manager arrested after domestic incident; Bob Stowe has been filling in for another city manager, who was terminated earlier this month. 451 words 17 October 2018 The Daily Herald DLYHLDWA English Copyright 2018, Sound Publishing Inc. All Rights Reserved. Distributed by NewsBank, Inc. MILL CREEK — The consultant running Mill Creek's day-to-day operations since June was arrested after a domestic violence complaint from his wife last week, but denies wrongdoing and will continue to perform his job on an interim basis.

Bob Stowe, a former city manager in Mill Creek and Bothell, has been working for the city since June. The City Council hired Stowe on a temporary contract during an internal investigation into city manager Rebecca Polizzotto, who was terminated from her job this month after months of paid leave.

Stowe's attorney, Anna Goykhman, said the facts have not been fully documented.

"My client did not commit any act of domestic violence," Goykhman said. "Unfortunately, I believe that the responding officer may have misunderstood what was happening, and erred on the side of caution. Mr. Stowe adamantly denies any criminal wrongdoing. Mrs. Stowe spoke in court and clarified the situation at her first opportunity, which is why the judge released Mr. Stowe without setting any bail. We look forward to clearing his name as soon as possible."

Mill Creek issued a statement that city officials were "continuing to monitor Mr. Stowe's situation. However, his relationship with the city of Mill Creek currently has not changed."

The Snohomish County Sheriff's Office released a short description of the incident.

Deputies were called to a house on 38th Avenue SE in Bothell around 8:50 a.m. Thursday for a report of domestic violence, spokeswoman Courtney O'Keefe said. Stowe's wife told deputies they had argued. She said he later stood in front of a closet as she tried to get ready for work and refused to let her leave for several minutes. She said he pushed her back when she tried to exit the closet.

Stowe, 54, was arrested for investigation of domestic violence unlawful imprisonment. He left jail Monday on his own recognizance.

Stowe's arrival in Mill Creek earlier this year was welcomed by many city employees, who had filed complaints that led to Polizzotto's departure.

Stowe's contract with the city pays him a retainer of $5,500 per week. He's expected to put in at least 20 hours per week. Under the agreement, he is owed $275 per hour "at a minimum rate" beyond that.

The City Council last week agreed to extend his contract until March, at the longest, as a search continues for a permanent city manager.

Noah Haglund: 425-339-3465; [email protected]. Twitter: @NWhaglund.

Bob Stowe (City of Mill Creek) Document DLYHLDWA20181017eeah0000l

Local News Bothell council hires ethics officer to probe recent complaints Aaron Kunkler; Bothell Reporter 373 words 21 June 2016 The Daily Herald DLYHLDWA English Copyright 2016, Sound Publishing Inc. All Rights Reserved. Distributed by NewsBank, Inc. BOTHELL — The Bothell City Council voted to implement an ethics code late last year as well as created the position of ethics officer to investigate complaints.

At a recent City Council meeting, Wayne Tanaka, of the Seattle law firm Ogden, Murphy and Wallace, was selected to fill that position.

"I'm hoping to be able to fulfill the duties of the ethics officer, and so I intend to follow the guidelines and the law and to reach a conclusion as best I can based on the facts I have in front of me," Tanaka said.

The ethics officer position and ethics code were approved late last year. They stemmed from the City Council's dissatisfaction with an investigation they had commissioned. It involved allegations of improper conduct related to former Mayor Joshua Freed's actions in connection with the Wayne Golf Course purchase.

Freed was ultimately cleared of any wrongdoing by the investigation conducted by the city's insurance pool.

Tanaka is an independent investigator who is contracted by the city for a minimum of one year.

Current Mayor Andy Rheaume said having an ethics officer from outside the city is important for transparency.

"There's some separation there from city staff and city government which I think is a positive thing, so the person has free rein," he said. "It's an independent review."

Council member Del Spivey, who recently filed an ethics complaint against four other members of the Council, echoed Rheaume's sentiments.

He has full confidence in Tanaka to investigate the complaints, he said.

"I think having someone independent and outside is always a good thing," he said. "If you're going to have an ethics policy and officer, it shouldn't be somebody within the city."

Another ethics complaint filed against the city deals with similar issues as Spivey's, concerning alleged breach of open meetings laws. In particular, they allege multiple city council members decided to fire former city manager Bob Stowe as early as January, without public discussion.

Neither Rheaume, who was named in both complaints, nor Spivey would discuss the ethics complaints, saying they were waiting on Tanaka's investigation.

Document DLYHLDWA20160622ec6l0000b

Local Bothell City Council fires manager accused of downtown-heavy focus Lynn Thompson; Seattle Times staff reporter 617 words 5 May 2016 The Seattle Times SETL B2 English Copyright 2016, The Seattle Times Company. All Rights Reserved. Distributed by NewsBank Inc. The Bothell City Council has fired longtime City Manager Bob Stowe, who is credited with guiding downtown redevelopment efforts over the past decade but criticized by some for slighting other city priorities, including neighborhoods and roads.

Stowe was on vacation Tuesday night and not present for the 5-2 vote, but Mayor Andy Rheaume, a critic of Stowe's, said he'd talked with the city manager over the past few months and the firing should not have come as a surprise.

“We think it's time for new leadership, for fresh perspectives for the city," Rheaume said Wednesday.

Stowe's contract allows him to be fired without cause. He will receive up to a year's salary, depending on whether he finds a new job in that time, said city spokeswoman Barbara Ramey. She said he was not available for comment Wednesday.

Stowe, who took over as city manager in 2005, was earning $188,000 a year.

Assistant City Manager Peter Troedsson will manage the city until a replacement for Stowe is hired.

Former Mayor Joshua Freed and Councilmember Del Spivey cast the “no" votes Tuesday. A vote on Stowe's job was not on the agenda, and Freed and Spivey objected to the lack of public notice.

Freed called Stowe a “phenomenal leader" and noted that the downtown redevelopment attracted $300 million in private investment, including new hotels, apartment buildings and the restoration of the old Anderson School into a McMenamins restaurant and entertainment complex.

Stowe is also credited with helping recruit McMenamins, which opened in October, and with steering the city's oversight of the company's $26 million restoration of the school.

Ann Aagaard, a 40-year Bothell resident and environmental activist, said Stowe's focus on the downtown meant that other city priorities suffered, including roads and environmental protection. She also said the city manager showed little respect for council members who questioned his plans.

“He has been highly dismissive of even the new council majority," she said.

Two new members elected in November, James McNeal and Davina Duerr, joined Rheaume and Tris Samberg to form a new majority. The upheaval was set in motion by the city's decision in 2014 not to buy the back nine of the Wayne Golf Course, long sought by residents for parkland.

The controversy was inflamed when then-Mayor Freed, a developer of high-end housing, bought the property a fter the city's purchase option expired. At the time, Stowe defended the city's action, saying the city already owned conservation rights to the front nine and if parkland was to be purchased, it should be in the Snohomish County portion of the city.

An ethics investigation cleared Freed of any conflict and he later agreed to sell the land to the conservation group Forterra.

Page 10 of 19 © 2020 Factiva, Inc. All rights reserved. But Stowe remained closely identified with Freed and former Councilmember Mark Lamb, Freed's real-estate attorney. Freed and Lamb made up two of the council's three-member Economic Development Committee, which worked with Stowe on downtown redevelopment.

Stowe also pushed a controversial funding plan for a $47 million City Hall that opened last year. The plan involved a lease-and-development agreement with a private developer, Vulcan, and a cost of almost $1,000 per square foot for the four-story office building and three-story underground parking garage. That plan wasn't sent to voters, but was approved by the previous council.

Information from The Seattle Times archives was included in this report.; Lynn Thompson: [email protected] or 206-464-8305. On Twitter @lthompsontimes Bob Stowe Document SETL000020160506ec5500014

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