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Home My WebLink AboutVII(E) Selection of Acting City Manager City Manager Jim Gleason Agenda 03-02-2004 . . Item VII E CommlSslOners Danny Howell, District 1 Scott Anderson, District 2 Rusty Johnson, District 3 Nancy J. Parker, District 4 Mavor S, Scott Vandergrift STAFF REPORT TO: The Honorable Mayor and City Commissioners FROM: Fran Diedrich, Human Resources Director DATE: March 2,2004 RE: Selection of Acting City Manager ISSUE The City Manager was suspended pending the outcome of a public hearing on March 4, 2002. Staff has begun to prepare for the coming budget year and an Acting City Manager is required to focus on the overall operations needs. BACKGROUNDffiISCUSSION During the Commission meeting on February 17, 2004, the Commission moved to ask ICMA to propose a name for the Commissions consideration as Acting City Manager RECOMMENDATION Discussion was had with Richard G. Simmons who is the area FCCMA Range Rider Coordinator. Mr. Simmons contacted Range Riders and members in transition to obtain a list of applicants that would be interested in assisting the City during this time of transition. Resumes for Charles Saddler, Hugh Williams, James Coleman, David Sallee, and Eugene Williford, interested applicants, are attached. If selected, the Acting City Manager should be compensated at the same salary as the current City Manager and receive reasonable expenses. CHARLES CLARK SADDLER, III RESUME 1810 Sir Henry's Trail Lakeland, Florida 33809-5033 Tel/Fax 863-853-2281 home csaddler@tampabay.rr.com QUALIFICATIONS Almost twenty-five years of progressively more responsible, innovative and diversified experience iu all aspects of local government. Fifteen years city and county management service in four states and five years senior executive administrative service in a large urban county. EDUCATION MASTER OF PUBLIC SERVICE DEGREE IN PUBLIC ADMINISTRATION, Western Kentucky University, Bowling Green, Kentucky; August 1977. Graduate emphasis on urban and regional policy analysis and public sector management. Graduated with a 3,20 GPA. Honors include membership in Alpha Kappa Delta national honor society. BACHELORS OF SCIENCE DEGREE, Union College, Barbourville, Kentucky; August 1976, magna cum laude. Major in social science and minor in business administration and graduated with a 3.57 GPA. Four-year liberal art's program completed in twenty-three months. Honors include Dean's List every semester; memberships in Gamma Beta Phi national honor society and Iota Sigma Nu honorary scholastic fraternity. Offices held include: Student Senate, vice-president of the Student Center Board, vice-president of Sophomore Class, President of Junior Class, EMPLOYMENT COUNTY ADMINISTRATOR Jefferson County Board of County Commissioners, Port Townsend, Washington; March 2000 to April 2002, Responsible for the administration, direction, planning, program monitoring, personnel supervision and fiscal management of all functions, employees, operations, contracts and facilities under control of the Board of County Commissioners. Evaluate and recommend program needs and policy issues to the Commissioners. Develop, interpret and implement procedures and policies to insure compliance with county, state and federal policies, guidelines, rules, regulations and law, Develop and submit a balanced proposed budget to the Commission for their approval. Authorize agenda request, and approve contracts for execution by myself or the Chair. Serve on various boards representing and acting as liaison for the County. Attend County Commission meetings to present, explain, report, and respond to issues, questions, and concerns, Make public speaking engagements and presentations. Departments and agencies under direction of the County Administrator included: Animal Control, Building Inspection, Central Services, Cooperative Extension, Fire Marshal, Planning & Community Development, Public Health & Human Services, Public Safety, and Public Works. INTERIM TOWN MANAGER Town of Polk City, Florida; November 1999 to February 2000, At the request of the Florida League of Cities and the Florida City/County Management Association, I accepted a part-time, 90 day appointment as Interim Manager. The Mayor had requested assistance of the Governor of the State of Florida after the municipality (pop. 1,800) had suffered the resignation of two of the five Council members and the Manager in a one week time period. My specific responsibilities were to assist the Council in filling the vacant governing board positions and the recruitment and selection of a Town Manager. Duties also included contract monitoring and supervision of various contracted municipal services agreements with other governmental agencies. During my short tenure, I wrote a personnel policy for the 5 municipal employees of the Town and administered a USDAlRUS grant and loan program for the construction of a wastewater collection system for the central business district of the community. C, c, saddler, III resume page 2 DEPARTMENT DIRECTOR Polk County Board of County Commissioners, Bartow, Florida; November 1993 to July 1999. Human Services Director September 1995 to July 1999. Environmental Management Director November 1993 to September 1995. Responsible for the administration, direction, planning, program monitoring, personnel supervision and fiscal management of all functions, employees, operations, contracts and facilities within the department. Evaluate and recommend program needs and policy issues to the County AdministratorlManager and County Commission. Exercise broad personnel responsibilities including interview, select, assign, transfer/promote, evaluate, discipline and terminate staff. Responsible for anticipating and formulating and communicating various options to resolve problems which affect the department's customers, clients, users, patrons, patients or programs. Developing, interpreting and implementing all Departmental procedures and policies to insure compliance with county, state and federal policies, guidelines, rules, regulations and law. Direct and approve program budget submittals, authorize agenda request, and approve contracts for execution by the Board of County Commissioners. Develop and recommend legislative policy positions for the Board of County Commissioners. Plans and coordinates departmental goals and objectives, benchmarks and performance assessment measures. Serve on various boards representing and acting as liaison for the Board of County Commissioners. Attend County Commission meetings to present, explain, report, and respond to issues, questions, and concerns. Makes public speaking engagements and presentations. CITY MANAGER City of Fort Meade, Florida; November 1985 to November 1993. Responsible for the administration, direction, planning, program monitoring, personnel supervIsIon and fiscal management of all functions, employees, operations, contracts and facilities under control of the City, Evaluate and recommend program needs and policy issues to the City Commission. Developing, interpreting and implementing all municipal procedures and policies to insure compliance with city, state and federal policies, guidelines, rules, regulations and law. Develop and submit a balanced proposed budget to the City Commission for their approval. Authorize agenda request, and approve contracts for execution by myself or the Mayor/Commissioner. Develop and recommend legislative policy positions for the City Commission. Serve on various boards representing and acting as liaison for the city. Attend Commission meetings to present, explain, report, and respond to issues, questions, and concerns. Makes public speaking engagements and presentations. During my tenure with the city I was responsible for the administration of the following city operations: Water and Wastewater, Solid Waste Management, Storm water Management, Streets, Police, Fire, Natural Gas, Electric, Library, Building & Code Enforcement, Finance & Administration, Purchasing, Fleet Management, Parks, Recreation, Mobile Home Park, and Airfield. All other municipal services were administered by the county, state, or independent special district or taxing authority. TOWN MANAGER Municipal Corporation of Cape Charles, Virginia; July 1980 to November 1985. Responsible for the administration, direction, planning, program monitoring, personnel supervlSlon and fiscal management of all functions, employees, operations, contracts and facilities under control of the Town Council except schools. Evaluate and recommend program needs and policy issues to the Mayor and Council. Developing, interpreting and implementing all municipal procedures and policies to insure compliance with town, state and federal policies, guidelines, rules, regulations and law. Develop and submit a balanced proposed budget to the Council for their approval. Authorize agenda request, and approve contracts for execution by myself or the Mayor. Serve on various boards representing and acting as liaison for the town, Attend City Council meetings to present, explain, report, and respond to issues, questions, and concerns. Makes public speaking engagements and presentations. c, c. saddler, III resume page 3 Departments and agencies of the town included Water and Wastewater, Public Works, Planning & Community Development, Police, Fire Marshal, Beaches, Harbors and Wharves, Library, and Animal Control. The Public Schools were funded in the municipal budget; however, a governing board appointed by the Town Council provides operational oversight. All other municipal services were administered by the County government. CDBG ADMINISTRATION SPECIALIST Bluegrass Area Development District, Lexington, Kentucky; October 1979 to April 1980. Specific duties included providing: extensive technical assistance in the areas of financial management, environmental planning, housing rehabilitation, housing demolition, property acquisition and relocation, park development, subdivision development; drafting of necessary plans and policies to execute the above cited activities; and preparing and submitting Grantee Performance Reports and Grant Closeout Requirements. CITY COORDINATOR City ofCumberIand, Kentucky; March 1978 to October 1979. Responsible to the Mayor for planning, organizing and directing the following activities: budget preparation and financial management; administrative fiscal research; long and short range planning in the areas of housing, economic and commercial development, and public service expansion; administration of state and federal grant-in- aid programs including all activities relating to two U.S. Department of Housing and Urban Development Community Development Block Grants; and drafting of ordinances and resolutions; performed other duties as assigned by the Mayor and City Council. EXPERIENCE X Community Services - building & code enforcement, land use & zoning, acquisition & relocation, neighborhood redevelopment, economic development. X Environmental Services - aquatic weed & mosquito control, aquifer protection, air & water quality, wetlands & coastal zone protection, preservation lands management. X Financial Services - ad valorem & special assessments, amusements' & tobacco tax collection, real estate & personal property tax collection, utility rate making & collections, investment & pensions administration, collective bargaining & contract negotiations. X Human Services - children, youth & elderly care, veterans services, housing & special assistance. X Leisure Services - parks, recreation, libraries, beaches. X Public Facilities - harbors & wharfs, buildings & grounds, street construction & maintenance, mobile home park, public schools, industrial parks, airport. X Public Health - community health, medical clinics, indigent health care. X Public Safety - police, fire, inspections, probation, animal control, emergency management. X Public Services - transit system, motor vehicle license & registration, elections. X Public Utilities - water, sewer, gas, electric, storm water, telecommunications. X Refuse Services - waste collection, landfills, recycling, incinerator, hazardous waste. X Support Services - engineering, flight operations, fleet management, purchasing, personnel MEMBERSHIP International City/County Management Association National Association of County Administrators Florida City/County Management Association REFERENCES References will be furnished upon request REFERENCES Additional references will be furnished upon request. Richard Wojt, Former Commissioner & Chair Jefferson County Board of County Commissioners 1641 Hastings Avenue West Port Townsend, Washington 98368 Phone No. 360-385-0058 Dan Harpole, Former Commissioner & Chair Jefferson County Board of County Commissioners 2800 Tartan Place Boise, Idaho 83702 Phone No, 208-424-8779 Janet L. Shearer, Former Commission & Chair Polk County Board of County Commissioner 528 Laurel Lane Lakeland, Florida 33813 Phone No. 941-644-3376 Jessie Wallick 1870 S. Margaret Avenue Bartow, Florida 33830 Phone No, 941-533-6201 Mary Tillery, Former Mayor Town of Polk City 132 Commonwealth Avenue Polk City, Florida 33868 Phone No. 941-984-8812 Garrett V. Cagiano, Former Commissioner & Mayor City of Fort Meade 313 North Oak Avenue Fort Meade, Florida 33841 Phone No. 941-285-8749 Richard G. Simmons (Past Pres, Florida City/County Managers Assoc.) ICMA Range Rider 806 Hastings Drive Kissimmee, Florida 34744 Phone No, 407-933-5727 Marlene Young, Former Commissioner & Chair (Past Pres. Florida Assoc. Of Counties) Polk County Board of County Commissioners 301 Lake Pansy Drive, N.W. Winter Haven, Florida 33883 Phone No. 941-956-2957 Hugh David Williams 515 West Gateway Court Merritt Island, Florida 32952 Telephone: 321-453-3215 E-mail: Hughlindawms@AOL.com Qualifications for MUNICIPAL MANAGEMENT PROFESSIONAL SUMMARY High profile professional with 37 years of proven municipal executive experience, encompassing the management of every aspect of municipal, public safety, and public works operations: budgeting, stormwater utility administration, personnel, grant administration, public relations, public administration, building, planning and zoning, and municipal accounting. High-energy decisive leader with exemplary analytical skills and the ability to manage problems efficiently and effectively. Dedicated and hardworking individual who continually strives for and will except only the highest level of achievement as well as the highest level of professional conduct. PROFESSIONAL HISTORY FLORIDA Barefoot Bay Recreation District, Brevard County, Florida Community Manager April, 1999 - December, 2001 (Retired) City of Edgewater, Volusia County, FL Public Works Director May, 1993 - October, 1997 (Retired) City of Cape Canaveral, Brevard County, FL Public Works Director March, 1991 -December, 1991 City of Cocoa, Brevard County, FL Assistant City Manager March, 1988 - March, 1991 Town of Highland Beach, Palm Beach County, FL Town Manager January, 1985 - December, 1987 City of Oldsmar, Pinellas County, Florida City Manager March, 1983 - November, 1984 City of Live Oak, Suwannee County, Florida City Manager June, 1979 - March, 1983 PROFESSIONAL HISTORY PENNSYL VANIA Township of Bethlehem, P A Township Manager January, 1974 - July, 1979 Township of Cumru, Reading, P A Township Manager January, 1968 - December, 1973 Township of Franconia, P A Township Manager March, 1964 - December, 1967 PROFESSIONAL AFFILIATIONS International City/County Managers Association (30 year service award, 1999) Awarded Lifetime Honorary Membership, September, 2003 Florida City County Management Association Awarded Lifetime Honorary Membership October, 2003 Brevard County Public Management Association (Currently Vice President - Secretary/Treasurer 2002 (granted Lifetime Membership, August, 2002) American Arbitration Association (Certified Arbitrator, 1975) American Public Works Association Further information and areas of expertise available upon request. Peer references available if desired. JAMESF.COLEMAN 40026 Agusta Drive, Lady Lake, Florida 32159-2826 (H) 352.750.5644 (C) 352.551.6284 ifcoleman@comcast.net Tuesday, February 24,2004 Ms. Fran Diedrich Director of Personnel City ofOcoee 150 N. Lakeshore Drive Ocoee, Florida 34761-2258 via Email: fdiedrich@ci.ocoee.fl.us Dear Ms. Diedrich: Enclosed is my application for the position of Interim City Manager for the City of Ocoee. In the Town of Lady Lake, I was the longest serving CAO since the Town Charter changed in 1987. To Ocoee, I can bring the following skills, knowledge and abilities: . ICMA-Credentialed Manager certification February 9th, 2004. According to the "Applied Knowledge Assessment", my strengths in no particular order are: Staff Effectiveness; Strategic Leadership; Democratic Responsiveness; Integrity; Service Delivery Management; Organizational Planning and Management - Financial Analysis & Strategic Planning; and Communication - Advocacy & Interpersonal Communication; · 19 years in Senior Management positions-3D years of Leadership, Administration and Management experience; · A Bachelors of Arts in Public Administration with minor in International Business Administration and an equivalent Masters of Public Administration Degree (50+ graduate semester hours); · Four years Municipal Airport experience: Five years with FTZs, #42 and #198; · Strategic planning for local and global Economic Development and the Metropolitan Planning Organization; · 19 years Human Resources and eight years of Risk Management experience; and . US Army command assignments were as a platoon leader in the 4th U. S. Cavalry Regiment, Kansas and as a company commander in the 7200 Armor Regiment in the high war-threat environment of South Korea. My successes in these areas were in part due to the delegation of responsibility, authority and resources to capable and accountable managers. Now, I look to this opportunity to realize success while pursuing the endeavors of the City of Ocoee as the Interim City Manager. Thank you for your kind consideration. Sincerely, Ene.: Resume Professional References Resume JAMES FREELAND COLEMAN 40026 Agusta Drive, Lady Lake, Florida 32159-2826 Home: (352) 750-5644 * Cell: (352) 551-6284 ifcoleman@comcast.net PROFESSIONAL OBJECTIVE To obtain the career progressive position as the Interim City Manager for the City of Ocoee. EMPLOYMENT HISTORY Town of Lady Lake, Florida, (Population 13,00O:C); contains the original portion of The Villages@ active adult retirement community. Town Manager, September 1999-August 2003. Responsible for all the municipal management functions of a full service city with contracted services. Projects and administrative functions: . Performed as a fundraiser for the PAC for the successful Penny Sales Tax Referendum & as a lobbyist for the Florida League of Cities; . Examined privatization of water-wastewater utilities; . Established an Economic Development Advisory Board for strategic planning; . Established fire & rescue services and solid waste Special Assessment Districts for those assessments on trim notice and tax roll; . Construction of new Public Works Complex ($1.2m); . Applied for CDBG grant for neighborhood revitalization-wastewater ($1. 1m); . Construction of recreation facilities-soccer fields, baseball field, concession stand and restrooms; and relocation of the town golf driving range ($lm); . Conversion to off-site support for finance by HTE in lieu of new hardware (AS400) purchase; . Accomplished voter ward re-districting due to 2000 census; . Return of county transportation impact fees to municipality programs: o Oak Street Paving And Infrastructure Demonstration Project; right-of-way acquisition phase ($.75m); o Executed interlocal agreement for project development and environmental study for CR 466 widening and intersection enhancements ($.3m); . Extended the water utility and doubled the wastewater utility service area; . Effected water/wastewater utility mandatory hook-ups; . Florida Recreation Development Assistance Program Grant $200,000 awarded and Lake County recreation enhancement grant(s); and, . CDBG funded well #3 on-line. J. F. Coleman Page 2 of 5. EMPLOYMENT mSTORY (continued) City of DeLand, Florida (Population 18,000, Utility Service Area 52,000). Home of Stetson University. Director of Personnel and Risk Management, September 1994-September 1999. Also served in the role of assistant city manager and performed as City Manager, in his absence. Actively involved with Intergovernmental Relations, Local and Global Economic Development, Real Estate Acquisitions, Capital Improvement Projects, Organizational Effectiveness. Required to liaison with local, state, and federal agencies on behalf of the City. Worked closely with elected officials at Federal, State and Local levels on a regular basis. City of Longwood, Florida, (14,000). Director of Personnel & Risk Management, October 1989-September 1994. Designed, conducted, and analyzed a citizen attitudinal survey. Formulated and implemented policies in the areas of Human and Financial Resources, Sister Cities, Parks and Economic, Historical, Community Redevelopment. Active in Labor Negotiations, Workers' Compensation, General and Property Liability, Life, Health, and Dental Insurance; Recruitment, Job Audits and Classification Studies. City of Apopka, Florida, (13,512). Graduate-Intern, Public Works Department; March- December, 1989. City of Orlando, (164,693). Graduate-Intern, Office of Management and Budget, October, 1987-January, 1988. Florida/Korea Economic Cooperation Committee, Southeast US/Korea Economic Council Intern, January-May, 1986. PRIVATE SECTOR EXPERIENCE Florida Economic Development Council (1997-present) Foreign Trade Zone #198 of Daytona Beach International Airport's sub-zone at DeLand Regional Airport 1994-99; West Volusia Committee of 100, 1994-99, co-recipient of President's Award for Economic Development, 1998; Vice-President, Caribe and Latin-America Contingency Coalition (CLCC), Costa Rica Bi- Lateral Trade Mission, 1996; Florida Department of Business and Professional Regulation licensed as a Real Estate Broker BK 545109 and Salesperson, 1990-95; Foreign Trade Zone #42, Orlando International Airport, 1985-6; Florida/Korea (Flor/Kor) Economic Development Council, 1985-6. As a liaison to US Congressional offices and US/Florida Departments of Commerce, formulated program and development of The First Annual Southeast US/Korea Economic Council Conference at Miami Beach, April 1986; and, Southeast US/Korea Economic Council (SEUS-KEC), 1985-6. J. F. Coleman Page 3 of 5. MILITARY SERVICE US Army, 1971-85, (Synopsized). Served in the ranks of Private through Staff Sergeant and Second Lieutenant through Captain in Airborne, Ranger, Infantry, Armor and Armored Cavalry organizations. Obtained Associates Degree while on Active Duty. Stationed in Europe, Asia, Central America and Alaska with additional assignments in the Continental US. Captain, Assistant Operations Officer, 2/72 Armor Battalion, APO San Francisco (Korea) 96224, August 1984, to January 1985; and Captain, Acting Squadron Operations Officer, 1-4 Cavalry, Ft. Riley, Kansas 66442 and the Federal Republic of Germany, January 1981, to November 1982. During successful deployments of the squadron to Colorado in 1981 and the return of forces to Europe (REFORGER-82) of a 700-man Cavalry Squadron, functioned as both acting and assistant operations officer for that unit. Captain, Company Commander, 2/72 Armor Battalion, APO San Francisco (Korea) 96224, April 1983, to August 1984. Achieved commendatory evaluations and a 94% overall rating for all areas of operation during an outside agency's compliance inspection. Commanded 200 and later 300-personnel, including 50 Korean soldiers during the largest joint-force exercise in the free world (TEAM SPIRIT 84). Supervised logistical and administrative support for a 600-personnel/200-vehicle organization while maintaining a 91 % reliability rate. EDUCATION and PROFESSIONAL DEVELOPMENT ICMA CREDENTIALED MANAGER - FEBRUARY 9, 2004 Florida League of Cities Annual and Legislative Conferences Florida Economic Development Council Workshops and Annual Meetings "Leadership Lake County", Class of2001 Florida Society of Association Executives Conference 2001 Florida City/County Managers' Association Conferences Florida Commission on Ethics - 1998 Conference, Ponte Vedre, July 1998 "Leadership DeLand", Class of 1995 Master of Public Administration equivalent-degree requirements completed, May 1990. University of Central Florida, Orlando Bachelor of Arts, Major: Public Administration, with minor in International Business Administration, December 1986. University of Central Florida, Orlando, Florida PROFESSIONAL AND COMMUNITY ACTIVITIES Immediate Past-President, Lake-Sumter City/County Managers' Association, 1999-2003 Full Member, Florida & International City/County Management Association Founding Member, FLC International Relations Committee, 1999-present Board Member, Lake County Initiative To End Sub-Standard Housing Member, Lake-Sumter-Marion Future Transportation Planning Group J. F. Coleman Page 4 of 5. Rotarian Professional References for James F. Coleman The Honorable Hugh H. Gibson, III Representative, District 42 Florida House of Representatives (Lady Lake Mayor-Commissioner, Ward One, 1995-2000) 916 Avendina Central 223 The Capitol The Villages@, Florida 32159-5704 402 South Monroe Street (352) 750-1671 Tallahassee, Florida 32399-1300 (866) 750-1671 (850) 488-5991 The Honorable Bob McKee Lake County Tax Collector (Lady Lake Town Manager, 1993-96) 317 West Main Street (POB 327) Tavares, Florida 32778-0327 (352) 343-9740 The Honorable Bill Reed Lady Lake Mayor-Commissioner, Ward Four, 1992 - 2002 1411 Plantation Drive Lady Lake, Florida 32159 (352) 753-7616 Ms. Desiree Coleman-Cohm, President Leesburg Regional Medical Center Foundation (Lady Lake Chamber of Commerce President, 1998-2001) 700 North Palmetto Street Leesburg, Florida 34748-4419 (352) 323-5562 Mr. William Neron, County Manager Lake County Board of County Commissioners 315 West Main Street (Post Office Box 7800) Tavares, Florida 32778-7800 (352) 343-9888 Mr. Ray Gilley, President and CEO Metro Orlando Economic Development Commission 301 East Pine Street, Suite 900 J. F. Coleman Page 5 of 5. Orlando, Florida 32801 (407) 422-7159 ext. 206 J. F. Coleman Page 6 of 6. DAVID SALLEE 1914 SE 45th Street Cape Coral, FL 33904 E-mail: dbsal@aol.com 239-945-4014 PROFILE Successful chief executive officer experience with measurable accomplishments in municipal management, project development, organizational effectiveness, strategic planning, public/private partnerships, economic expansion. Private sector experience in core competency, consolidation and niche market identification. PROFESSIONAL EXPERIENCE MUNICIPAL MANAGEMENT CONTRACTING - Florida cities, e.g., City of Wellington, Florida, New Symrna Beach, Florida; Innovations Group, Tampa, Florida 2002 - Present Interim management positions; management reports identifying and assisting local governments with emerging needs. CITY MANAGER - Crystal River, Florida 1999-2002 West Coast Florida, Florida Outstanding Waterways recreational diving and fishing tourism community. Council / Intergovernmental Relations . Established annual goals and objectives. . Established systematic intergovernmental meetings. Customer Enhancements . Established strategic goals and objectives. . Initiated quarterly Staff Town Hall meetings, facility tours. . Improved media relations via inclusion and regular meetings with reporters and editorial boards. . Began land development code revision. Internal Processes Improvement . Established mission and value directed organization. . Revised personnel and procurement procedures. . Converted to integrated Y2K compliant software and upgraded hardware. Infrastructure Growth . Acquired infrastructure and stormwater expansion grants equaling prior 4.5 years of ad valorem taxes. . Return capital projects to schedule. David Sallee Page 2 MANAGEMENT CONSULTANT 1997-1999 Corporate sector and 501(c)3 organizations contracts for strategic planning, alternative delivery evaluations. Revised performance and structural processes; installed corporate core-competency business planning. CITY MANAGER- Cape Coral, Florida 1992-1997 Full-service, city charter, Southwest Florida, rapid growth, pre-platted city. Population 90,000+; geographic area-114 square miles; 1054 FTEs; $210 million budget; ranked one of Money Magazine's top ten cities final year. Council / Intergovernmental Relations: . Expanded intergovernmental policy development via reinstituting semi- annual Council/County Board meetings and semi-annual incorporated cities/County Board meetings. . Broadened intergovernmental cooperation in collaborative County and incorporated Cities efforts reducing dual-taxation via establishing core level of County services. . Improved media relations through proactive strategy of inclusion and regular meetings with reporters and editorial boards. Customer Enhancements: . Initiated City's first strategic visioning project. . Installed GIS program. . Established one-stop permitting. . Reduced potable water demands over 20 percent through reuse and education. . Initiated independent downtown redevelopment agency with Council approval of board, by-laws, and budget; completed $1.8 million downtown streetscaping project. . Expanded citizen information using quarterly Staff Town Hall Meetings, Citizen Information Center, city facility tours, Staff Speakers Bureau, newsletter, citizen GIS access and computer access to City documents, assessments and billing information. Financial Growth: . Instituted mission-based, program budgeting. . Created city's largest reserve with no ad valorem tax increase for average homeowner; put golf course operation in black. . Dropped external audit management letter deficiencies from 42 to zero. . Established Council quarterly financial and economic analysis review. David Sallee Page 3 Internal Process Improvements: . Instituted activity-based cost training in every department. . Streamlined, flattened organization reducing senior and mid-management levels, reduced departments by 20 percent. . Established Business Management Effectiveness Division; increased use of appropriate technologies. . Launched organization effectiveness program through training, employee innovation gain-sharing, enhanced performance measures; saved $1.5 million in two years via employee innovations. . Cut fixed-costs through aggressive rebidding and negotiations; initiated department bidding on privatization projects. . Expanded employee communication using organization-wide Dialogue training, monthly management development luncheons, weekly informal employee discussion groups, employee of the month and year awards, monthly newsletter, semi-annual employee survey, periodic department brown bag gatherings, employee and family gatherings. . Began pilot self-managed work teams; sent first public sector team to review Hermann Miller's self-directed work team program. . Developed paid-for-performance evaluation program for non-union employees. . Installed workforce diversity program with citizen board. . Rewrote personnel ordinance, installed point factor reclassification and compensation system for all city positions; established employee sick leave bank. . Expanded Risk Management and Safety program; set utility department safety record. . Converted to HTE software and improved hardware system. Community Safety: . Dropped burglaries, citizens' #1 public safety concern, over 13 percent for two years consecutively, 42 percent in less than five years. . Began Police Do-the-Right- Thing youth program and youth crime intervention program; later coping by surrounding cities and county. . Certified Police Department. . Dropped ISO rating two grades. . Began Citizen Emergency Response training for disaster preparedness. Infrastructure Growth: . Doubled City's potable, reuse and wastewater infrastructure system. City utilities placed end-to-end would stretch the length of Florida, across the nation and up the west coast to northern Alaska. . Completed $135 million 413 mile gravity sewer, stormwater, potable and irrigation water infrastructure project with 93 master pump and lift stations on time, under budget. David Sallee Page 4 . Completed 6.6 MGD waste treatment plant. . Completed world's largest dual-water system, combining recycled effluent and canal water. . Completed utility effectiveness review. Reduced staffing. . Enhanced U.S. largest reverse osmosis water treatment system. . Built IS-field multi-sport complex, recruited college spring tournament, AAU tournaments. . Completed first public owned waterpark, improved cost center revenues. . Completed architectural drawings for new city hall. ADMINISTRATIVE DIRECTOR-Lincoln, Nebraska 1983-1992 Chief administrative officer, strong mayor system, served with two mayors different political parties, full service, home rule, state capital, and university center. Population 190, 000; geographic area 64 square miles; 1850 FTEs, excluding electric system and hospital. Operations include transit system, library system, landfill, electric system, hospital. Ranked as one of Money Magazine top 10 cities final year. Council/Intergovernmental Improvements: . Improved intergovernmental relations via joint efforts with adjacent cities, semi-annual city/university management luncheons, began City/Governor's staff strategic visionary series. . Established semi-autonomous Downtown Redevelopment Corporation. Customer Enhancements: . Began major city-wide public-private community strategic planning process. . Initiated art-in-public-place program with public art master plan, percent of construction public art ordinance. . Established affordable housing initiatives including low-moderate income and developmentally disabled public/private joint ventures. . Developed downtown master plan, targeting commercial, retail and entertainment district development. . Established first national Main Street warehouse district program. . Expanded Comprehensive Plan to include neighborhood plans. . Established citywide rails-to-trail system, acquired three-railroad beds transversing city. . Began downtown celebration with festivals, Macy-style Christmas parade, farmers market. . Named by Inc. magazine as top entrepreneurial city; received numerous urban design, livability awards. Financial Growth: . Reduced FTEs 5.2 percent. David Sallee Page 5 . Reduced property taxes 26 percent by passing one-half cent sales tax referendum. . Eight-year budget increases less than 2/3rd of region's CPl. . Retained Aaa bond rating during regional economic downturn. . Instituted "Marshal Plan" for downtown revitalization, established two- tiered special assessment district. . Spearheaded five block, $125 million mixed-use downtown public-private venture; received state's largest HUD Urban Development Action Grant. . Redeveloped warehouse district adjacent to downtown into mixed-use commercial, retail, residential, art gallery, restaurant district. . Negotiated Burlington Northern train station purchase, received HUD Secretary Discretion Grant, converted into public-private commercial/retail redevelopment project within warehouse district. . Converted large warehouse into residential/retail complex through public- private venture and HUD Secretary Discretion Grant. . Established small business loan program, and small business fa~ade improvement programs. . Redeveloped deteriorated neighborhoods through public/private venture using master plan, tax increment financing, private development. . Annexed twenty square mile community unit development, began fourth city golf course. Internal Process Improvements: . Improved operations, organization and management through management development training, strategic planning, improved technologies and alternative service delivery systems. . Revamped and privatized IT management, later returned operations to city at cost savings. . Initiated effectiveness management techniques for 74 parks, nine swimming pools, 65 tennis courts, 21 softball diamonds, 38 neighborhood diamonds, 24 horseshoe courts, over 600,000 book library system, nature center, band shell, three golf courses, outdoor theater, joint school-city recreation centers. Community Safety: . Certified Police Department, expanded fire station locations, reduced response time. Infrastructure Growth: . Expanded well fields using advanced ozone water treatment design. Sited and built state-of-the art landfill and composting system, instituted . recycling program. . Constructed innovative European designed, space saving anaerobic digester plus a public building heating and cooling transfer system using underground wells and heat pumps. David Sallee Page 6 . Instituted urban forestry maintenance program for 300,00 street trees; redesigned and began replanting of downtown streetscape. Home of Tree City USA program. . Passed over $20 million general obligation bonds, including downtown redevelopment, trails development, recreational facilities. NEBRASKA HEALTH ECONOMIC/SOCIOLOGIST Nebraska Department of Health, Lincoln, Nebraska 1977-1983 . Codeveloper, Nebraska's first Comprehensive Statewide Health Plan,; developed Nebraska first Statewide Medical Facilities Plan; reviewed medical construction/acquisition, reduced state medical capital expenditures fifteen percent; initiated Creating Alternative Futures Annual Conference; established policies on effectiveness; development team producing ETV AIDS's awareness series. UNIVERSITY ASSISTANT PROFESSORlINSTRUCTOR University of Nebraska, Lincoln; Nebraska Wesleyan University; Doane College, Nebraska. 1971-1977. . University teaching, research, coordinated graduate teaching assistants program. EDUCATION PhD Sociology (System Theory/Social Psychology), University of Nebraska, Lincoln, Nebraska, 1977 National Institute of Mental Health Fellowship. MA Urban Sociology, University of Nebraska, Lincoln, Nebraska. BS Sociology/Psychology, University of Memphis, Memphis, Tennessee. Post-Doctorate International Consortium for Political and Social Research, University of Michigan, Ann Arbor, Michigan, 1977. Continuous Professional Development. PROFESSIONAL ASSOCIATIONS American Planning Association America Sociological Association American Society of Public Administrators Florida City/County Management Association International City Management Association Urban Land Institute OO~B.M~ v. Eugene Williford, III Education BS in Business Administration (major in Accounting with extensive study in Finance and Real Estate) Florida State University, 1981 Professional Affiliations · International City Management Association · Florida City and County Management Association Experience Mr. Williford has over 20 years of governmental experience and a strong understanding of governmental processes. Most recently, he served as the City Manager for the City of Oviedo (full-service city with 250 full-time employees, a total budget of $68 million with an annual General Fund Budget of $18.5 million). Gene was with Oviedo for over 16 years and was responsible for the administration of all operations, including Police, Fire, Utilities, Street and Facility Maintenance, Engineering, Planning, Finance, Personnel, Risk Management, Purchasing, Recreation, Data Processing, Building, Code Enforcement and General Administration. In addition, he managed numerous capital projects as the City grew from a population of 4,800 to over 28,000. Prior to his position with the City of Oviedo, Gene was the Assistant City Manager/Director of Finance and Administration for the City of Crystal River, Florida (full-service city with 65 employees and an annual budget of $1.6 million). In this role, he was responsible for the City's Finances, Personnel (including labor negotiations), Purchasing, Risk Management, Data Processing functions, coordinating and developing the annual budget. Major Accomplishments Under Mr. Williford's Direction . Right-of-way acquisition, design and construction of numerous highway projects. Acquired over 300 acres of parkland for the City of Oviedo. Design and construction of numerous recreational facilities including a gynmasium, aquatics facility, soccer fields, softball and baseball fields. Construction of Rippin' Riverside Skateboard Park, the largest municipal skateboard facility in Florida. Secured over $5 million in grant funding for infrastructure improvements, parkland acquisition, park improvements, public safety equipment and law enforcement staffing, Acquisition and construction of a fifty acre well field for potable water production. Redevelopment of historic downtown Oviedo through construction of public downtown parking, construction of a trail head and renovation of the Memorial Building for community functions and recreational events. Development ofa new downtown master plan for economic development in the geographic center of the city. Secured the location, annexation and construction of the Oviedo Marketplace, a Rouse Company mall. Implementation of a stormwater utility, Implementation of both reclaimed and alternative water systems, Acquisition of land, design, funding and bidding of a 10 million gallon per day potable water treatment plant facility. Joint planning agreement with Seminole County for future annexation and utility expansion. Established a government television channel for public information and the televising of City Council meetings. Established a bi-monthly newsletter to the citizens of Oviedo. State accreditation of the Oviedo Police Department. First Response Interlocal Agreement with Seminole County for fire suppression and emergency medical response. Government Finance Officer's Association award winner for excellence in Financial Reporting for ten consecutive years. Received excellent bond ratings due to the city's outstanding financial condition. Effectively dealt with numerous Homeowners Associations. Implementation of unified data processing, providing integrated/inter-departmental financial and information systems. Development of long-range capital budgeting in conjunction with programs to provide funding mechanisms for major capital programs and development of personnel systems. Member of advisory committee initiating the implementation ofE9ll in Citrus County. Administered grants for infrastructure improvements and economic development. . . . . . . . . . . . . . . . . . . . . . . . DAVID SALLEE 1914 SE 45th Street Cape Coral, FL 33904 E-mail: dbsal@aol.com 239-945-4014 PROFILE Successful chief executive officer experience with measurable accomplishments in municipal management, project development, organizational effectiveness, strategic planning, public/private partnerships, economic expansion. Private sector experience in core competency, consolidation and niche market identification. PROFESSIONAL EXPERIENCE MUNICIPAL MANAGEMENT CONTRACTING - Florida cities, e.g., City of Wellington, Florida, New Symrna Beach, Florida; Innovations Group, Tampa, Florida 2002 - Present Interim management positions; management reports identifying and assisting local governments with emerging needs. CITY MANAGER - Crystal River, Florida 1999-2002 West Coast Florida, Florida Outstanding Waterways recreational diving and fishing tourism community. Council/Intergovernmental Relations . Established annual goals and objectives. . Established systematic intergovernmental meetings. Customer Enhancements . Established strategic goals and objectives. . Initiated quarterly Staff Town Hall meetings, facility tours. . Improved media relations via inclusion and regular meetings with reporters and editorial boards. . Began land development code revision. Internal Processes Improvement . Established mission and value directed organization. . Revised personnel and procurement procedures. . Converted to integrated Y2K compliant software and upgraded hardware. Infrastructure Growth . Acquired infrastructure and stormwater expansion grants equaling prior 4.5 years of ad valorem taxes. . Return capital projects to schedule. David Sallee Page 2 MANAGEMENT CONSULTANT 1997-1999 Corporate sector and 501(c)3 organizations contracts for strategic planning, alternative delivery evaluations. Revised performance and structural processes; installed corporate core-competency business planning. CITY MANAGER- Cape Coral, Florida 1992-1997 Full-service, city charter, Southwest Florida, rapid growth, pre-platted city. Population 90,000+; geographic area-114 square miles; 1054 FTEs; $210 million budget; ranked one of Money Magazine's top ten cities final year. Council / Intergovernmental Relations: . Expanded intergovernmental policy development via reinstituting semi- annual Council/County Board meetings and semi-annual incorporated cities/County Board meetings. . Broadened intergovernmental cooperation in collaborative County and incorporated Cities efforts reducing dual-taxation via establishing core level of County services. . Improved media relations through proactive strategy of inclusion and regular meetings with reporters and editorial boards. Customer Enhancements: . Initiated City's first strategic visioning project. . Installed GIS program. . Established one-stop permitting. . Reduced potable water demands over 20 percent through reuse and education. . Initiated independent downtown redevelopment agency with Council approval of board, by-laws, and budget; completed $1.8 million downtown streetscaping project. . Expanded citizen information using quarterly Staff Town Hall Meetings, Citizen Information Center, city facility tours, Staff Speakers Bureau, newsletter, citizen GIS access and computer access to City documents, assessments and billing information. Financial Growth: . Instituted mission-based, program budgeting. . Created city's largest reserve with no ad valorem tax increase for average homeowner; put golf course operation in black. . Dropped external audit management letter deficiencies from 42 to zero. . Established Council quarterly financial and economic analysis review. David Sallee Page 3 Internal Process Improvements: . Instituted activity-based cost training in every department. . Streamlined, flattened organization reducing senior and mid-management levels, reduced departments by 20 percent. . Established Business Management Effectiveness Division; increased use of appropriate technologies. . Launched organization effectiveness program through training, employee innovation gain-sharing, enhanced performance measures; saved $1.5 million in two years via employee innovations. . Cut fixed-costs through aggressive rebidding and negotiations; initiated department bidding on privatization projects. . Expanded employee communication using organization-wide Dialogue training, monthly management development luncheons, weekly informal employee discussion groups, employee of the month and year awards, monthly newsletter, semi-annual employee survey, periodic department brown bag gatherings, employee and family gatherings. . Began pilot self-managed work teams; sent first public sector team to review Hermann Miller's self-directed work team program. . Developed paid-for-performance evaluation program for non-union employees. . Installed workforce diversity program with citizen board. . Rewrote personnel ordinance, installed point factor reclassification and compensation system for all city positions; established employee sick leave bank. . Expanded Risk Management and Safety program; set utility department safety record. . Converted to HTE software and improved hardware system. Community Safety: . Dropped burglaries, citizens' #1 public safety concern, over 13 percent for two years consecutively, 42 percent in less than five years. . Began Police Do-the-Right-Thing youth program and youth crime intervention program; later coping by surrounding cities and county. . Certified Police Department. . Dropped ISO rating two grades. . Began Citizen Emergency Response training for disaster preparedness. Infrastructure Growth: . Doubled City's potable, reuse and wastewater infrastructure system. City utilities placed end-to-end would stretch the length of Florida, across the nation and up the west coast to northern Alaska. . Completed $135 million 413 mile gravity sewer, stormwater, potable and irrigation water infrastructure project with 93 master pump and lift stations on time, under budget. David Sallee Page 4 . Completed 6.6 MGD waste treatment plant. . Completed world's largest dual-water system, combining recycled effluent and canal water. . Completed utility effectiveness review. Reduced staffing. . Enhanced U.S. largest reverse osmosis water treatment system. . Built IS-field multi-sport complex, recruited college spring tournament, AAU tournaments. . Completed first public owned waterpark, improved cost center revenues. . Completed architectural drawings for new city hall. ADMINISTRATIVE DIRECTOR-Lincoln, Nebraska 1983-1992 Chief administrative officer, strong mayor system, served with two mayors different political parties, full service, home rule, state capital, and university center. Population 190,000; geographic area 64 square miles; 1850 FTEs, excluding electric system and hospital. Operations include transit system, library system, landfill, electric system, hospital. Ranked as one of Money Magazine top 10 cities final year. Council / Intergovernmental Improvements: . Improved intergovernmental relations via joint efforts with adjacent cities, semi-annual city/university management luncheons, began City/Governor's staff strategic visionary series. . Established semi-autonomous Downtown Redevelopment Corporation. Customer Enhancements: . Began major city-wide public-private community strategic planning process. . Initiated art-in-public-place program with public art master plan, percent of construction public art ordinance. . Established affordable housing initiatives including low-moderate income and developmentally disabled public/private joint ventures. . Developed downtown master plan, targeting commercial, retail and entertainment district development. . Established first national Main Street warehouse district program. . Expanded Comprehensive Plan to include neighborhood plans. . Established citywide rails-to-trail system, acquired three-railroad beds transversing city. . Began downtown celebration with festivals, Macy-style Christmas parade, farmers market. . Named by Inc. magazine as top entrepreneurial city; received numerous urban design, livability awards. Financial Growth: . Reduced FTEs 5.2 percent. David Sallee Page 5 . Reduced property taxes 26 percent by passing one-half cent sales tax referendum. . Eight-year budget increases less than 2/3rd of region's CPl. . Retained Aaa bond rating during regional economic downturn. . Instituted "Marshal Plan" for downtown revitalization, established two- tiered special assessment district. . Spearheaded five block, $125 million mixed-use downtown public-private venture; received state's largest HUD Urban Development Action Grant. . Redeveloped warehouse district adjacent to downtown into mixed-use commercial, retail, residential, art gallery, restaurant district. . Negotiated Burlington Northern train station purchase, received HUD Secretary Discretion Grant, converted into public-private commercial/retail redevelopment project within warehouse district. . Converted large warehouse into residential/retail complex through public- private venture and HUD Secretary Discretion Grant. . Established small business loan program, and small business fac;ade improvement programs. . Redeveloped deteriorated neighborhoods through public/private venture using master plan, tax increment financing, private development. . Annexed twenty square mile community unit development, began fourth city golf course. Internal Process Improvements: . Improved operations, organization and management through management development training, strategic planning, improved technologies and alternative service delivery systems. . Revamped and privatized IT management, later returned operations to city at cost savings. . Initiated effectiveness management techniques for 74 parks, nine swimming pools, 65 tennis courts, 21 softball diamonds, 38 neighborhood diamonds, 24 horseshoe courts, over 600,000 book library system, nature center, band shell, three golf courses, outdoor theater, joint school-city recreation centers. Community Safety: . Certified Police Department, expanded fire station locations, reduced response time. Infrastructure Growth: . Expanded well fields using advanced ozone water treatment design. Sited and built state-of-the art landfill and composting system, instituted . recycling program. . Constructed innovative European designed, space saving anaerobic digester plus a public building heating and cooling transfer system using underground wells and heat pumps. David Sallee Page 6 . Instituted urban forestry maintenance program for 300,00 street trees; redesigned and began replanting of downtown streetscape. Home of Tree City USA program. . Passed over $20 million general obligation bonds, including downtown redevelopment, trails development, recreational facilities. NEBRASKA HEALTH ECONOMIC/SOCIOLOGIST Nebraska Department of Health, Lincoln, Nebraska 1977-1983 . Codeveloper, Nebraska's first Comprehensive Statewide Health Plan,; developed Nebraska first Statewide Medical Facilities Plan; reviewed medical construction/acquisition, reduced state medical capital expenditures fifteen percent; initiated Creating Alternative Futures Annual Conference; established policies on effectiveness; development team producing ETV AIDS's awareness series. UNIVERSITY ASSISTANT PROFESSORlINSTRUCTOR University of Nebraska, Lincoln; Nebraska Wesleyan University; Doane College, Nebraska. 1971-1977. . University teaching, research, coordinated graduate teaching assistants program. EDUCATION PhD Sociology (System Theory/Social Psychology), University of Nebraska, Lincoln, Nebraska, 1977 National Institute of Mental Health Fellowship. MA Urban Sociology, University of Nebraska, Lincoln, Nebraska. BS Sociology/Psychology, University of Memphis, Memphis, Tennessee. Post-Doctorate International Consortium for Political and Social Research, University of Michigan, Ann Arbor, Michigan, 1977. Continuous Professional Development. PROFESSIONAL ASSOCIATIONS American Planning Association America Sociological Association American Society of Public Administrators Florida City/County Management Association International City Management Association Urban Land Institute