VII(F) Selection of Acting City Manager Agenda 03-16-04
• Item VII F
Mayor �`,z�enter of GoodL, Commissioners
S. Scott Vandergrift _ Danny Howell, District 1
Scott Anderson, District 2
=+ Y Rusty Johnson, District 3
City Manager )
Jim Gleason ( ''_� �` Nancy J. Parker, District 4
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.
BACKGROUND/DISCUSSION
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.
1810 Sir Henry's Trail
Lakeland,Florida 33809-5033
Tel/Fax 863-853-2281 home
CHARLES CLARK SADDLER, III csaddler@tampabay.rr.com
RESUME
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 USDA/RUS grant and loan program for the construction of a wastewater collection system for the
central business district of the community.
•
c.c.saddler,Ill
résumé 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 Administrator/Manager 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 supervision 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
c.c.saddler,Ill
résumé page 3
presentations.
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 of Cumberland,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®istration,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
301 Lake Pansy Drive,N.W.
Winter Haven,Florida 33883
Phone No.941-956-2957
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
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
PENNSYLVANIA
Township of Bethlehem,PA
Township Manager January, 1974—July, 1979
Township of Cumru,Reading,PA
Township Manager January, 1968—December, 1973
Township of Franconia,PA
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.
JAMES F. COLEMAN
40026 Agusta Drive, Lady Lake, Florida 32159-2826
(H) 352.750.5644 (C) 352.551.6284 jfcoleman@comcast.net
Tuesday,February 24, 2004
Ms. Fran Diedrich via Email: fdiedrich@ci.ocoee.fl.us
Director of Personnel
City of Ocoee
150 N. Lakeshore Drive
Ocoee,Florida 34761-2258
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-30 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 72' 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,
Enc.: Résumé
1 I/',/ Professional References
Resume
JAMES FREELAND COLEMAN
40026 Agusta Drive,Lady Lake,Florida 32159-2826
Home: (352) 750-5644 * Cell: (352) 551-6284
j fcoleman�a,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 13,000±); 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 ($1m);
• Conversion to off-site support for finance by HTE in lieu of new hardware (AS400)
purchase;
• Accomplished voter ward re-districting due to 2000 census;
• Return of county transportation impact fees to municipality programs:
o Oak Street Paving And Infrastructure Demonstration Project; right-of-way
acquisition phase ($.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 HISTORY
(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 of 2001
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-Cohrn, 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 15-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 CPI.
• 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 façade
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 PROFESSOR/INSTRUCTOR
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
::: DRMP
ENGINEERS•SURVIVORS•RANNEM•SCIENTISTS
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 gymnasium, 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 of a 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 of E911 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 15-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 2/3'd of region's CPI.
• 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 facade
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 PROFESSOR/INSTRUCTOR
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