HomeMy WebLinkAbout04-04-2018 WSP AgendaMOF
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HOME OF PELICAN ISLAND
SEBASTIAN CITY COUNCIL
WORKSHOP & SPECIAL MEETING
AGENDA
WEDNESDAY, APRIL 4, 2018 1:30 PM
CITY COUNCIL CHAMBERS
1225 MAIN STREET, SEBASTIAN, FLORIDA
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
4. WORKSHOP ITEM
(In accordance with R-15-10, at workshops, matters maybe discussed and placed on an appropriate City Council meeting
agenda for formal action. Substantive decisions shall not be made at workshops. At their March 14, 2018 Council meeting,
Council passed a motion to suspend the rules and not permit public input.)
A. Conduct Individual Citv Manager Interviews
i. Ben Newhouse - 1:35 to 2:05 pm
ii. Paul Carlisle - 2:10 to 2:40 pm
iii. Mark Rooney — 2:45 to 3:15 pm
iv. Break - 3:15 to 3:30 pm
iv. Glenn Irby — 3:30 to 4:00 pm
V. Susan Hann — 4:05 to 4:35 pm
5. ADJOURN WORKSHOP
6. CONVENE CITY COUNCIL SPECIAL MEETING AT 5:00 P.M.
7. ROLL CALL
8. DISCUSS AND SELECT NEW CITY MANAGER — IF NO SELECTION, ANNOUNCE
SPECIAL MEETING APRIL 5, 2018, 5:00 P.M.
9. ADJOURN
HEARING ASSISTANCE HEADPHONES ARE AVAILABLE IN THE COUNCIL CHAMBERS FOR ALL GOVERNMENT
MEETINGS.
All City Council Meetings are aired live on Comcast Channel 25, ATT UVerse Channel 99 and streamed on City of
Sebastian Website www.cityofsebastian.org.
ANY PERSON WHO DECIDES TO APPEAL ANY DECISION MADE WITH RESPECT TO ANY MATTER CONSIDERED
AT THIS MEETING WILL NEED A RECORD OF THE PROCEEDINGS AND MAY NEED TO ENSURE THAT A VERBATIM
RECORD OF THE PROCEEDINGS IS MADE, WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON
WHICH THE APPEAL IS TO BE HEARD. (F. S.286.0105)
IN COMPLIANCE WITH THE AMERICAN WITH DISABILITIES ACT (ADA), ANYONE WHO NEEDS A SPECIAL
ACCOMMODATION FOR THIS MEETING SHOULD CONTACT THE CITY'S ADA COORDINATOR AT 589-5330 AT
LEAST 48 HOURS IN ADVANCE OF THIS MEETING.
FOR PUBLIC INPUT IN ACCORDANCE WITH RESOLUTION R-15-10
Reqular Citv Council Meetings
Public input is ALLOWED under the headings:
✓ Consent Agenda
✓ Public Hearings
✓ Unfinished Business
✓ New Business
✓ Public Input
Public input is NOT ALLOWED under the headinas:
✓ Proclamations, Awards, Brief Announcements (except for individuals giving or accepting
proclamations or awards);
✓ Committee Reports and Appointments (except for committee members giving reports and
applicants being interviewed for committee appointments);
✓ City Council Matters
✓ Charter Officer Matters
Council may, by majority vote, call upon an individual to provide input if desired.
Workshops and Special Meetinus.
Public input is limited to the item on the agenda
Time Limit
Input on agenda items where public input is permitted on agendas is FIVE MINUTES; however, City
Council may extend or terminate an individual's time by majority vote of Council members present.
Input Directed to Chair
Speakers shall address the City Council IMMEDIATELY PRIOR TO CITY COUNCIL DELIBERATION of
the agenda item and ALL INPUT SHALL BE DIRECTED TO THE CHAIR, unless answering a question of
a member of City Council or City staff. Individuals shall not address City Council after commencement of
City Council deliberation on an agenda item after public input has concluded, provided, however, the
Mayor and members of City Council may recall an individual to provide additional information or to answer
questions.
Certain Remarks Prohibited
Personal, impertinent, and slanderous remarks, political campaigning and applauding are not permitted
and may result in expulsion from the meeting. The Chair shall make determinations on such remarks,
subject to the repeal provisions below.
ADDealinq Decisions of Chair
Any member of Council may appeal the decision of the Chair to the entire Council. A majority vote of City
Council shall overrule any decision of the Chair.
Public Inout Heading on Agenda
The heading on Regular Meeting agendas "Public Input" provides an opportunity for individuals to bring
NEW INFORMATION OR REQUESTS TO CITY COUNCIL NOT OTHERWISE ON THE PREPARED
AGENDA. Individuals are asked to attempt to resolve matters with staff prior to meetings. Individuals are
asked to provide copies of material for Council one week prior to the meeting if they intend to refer to
specific material. City Council will not debate an issue during Public Input but may by consensus direct a
Charter Officer in regard to the item if necessary or place a requested item on a future agenda.
Section 8
Ben Newhouse
1111 N. Poplar Fork Road, Hurricane, West Virginia 25526
(304) 741-4878 bennewhouse0000@outlook.com
PROFESSIONAL WORK EXPERIENCE
City of Hurricane
2005 -Present
In my current position as City Manager for the City of Hurricane, West Virginia, I oversee various
departments including police, administration, maintenance, street, water, wastewater, storm water,
code enforcement, housing inspection and demolition. The city has a population of approximately
7,000 residents and approximately 300 businesses. I oversee a $10 million per year budget with
80 employees. Some of my responsibilities include the oversight and operation of the wastewater
and water plants, personnel/human resources, finances, budgeting, forecasting, insurance,
equipment, loss prevention, grant writing, and fund raising. I work in unison with many other
agencies to provide resources to various residents such as housing rehabilitation, recreation,
education, economic and community growth. My goal is to advocate for a stronger community
through family and business development by understanding and utilizing all assets to enhance our
standard of living. Community benchmarks and objectives are developed to ensure growth and
stability throughout the City. Community and economic initiatives are developed to heighten
awareness, viability and sustainability in the region.
To quantify my success at the City, the following statistics have been accomplished due to my
ability to secure grant funds, financing and refinancing equipment and improvements and to
evaluate service related contracts to provide more income to the City:
1. Housing rehabilitation -Over 300 homes have been rehabilitation in the community by
securing $160,000 in grant funds, which in tum reinvested more than $2 million to local
vendors and residents. Vendors benefitted from the workcamps with all material, supplies
and other needs purchased locally. Workers resided in the community from across the
United States to fix structural problems for homes across the region. Significant
investment has been made to many seniors, low-income and handicapped individuals with
the free housing rehabilitation.
2. Grants -Many grants have been secured to purchase equipment and improvements such as
energy efficiency, police equipment, computers/laptops and community enhancements.
Approximately, $200,000 has been secured for lighting improvements, solar panels, and
external insulating finishing system (EIFS). Funding in the amount of $100,000 has been
granted for police vests, shotguns, and in -car cameras and computers. Recreation funding
was also gained during my tenure with over $1 million provided from various agencies.
Various projects include sidewalks ($900,000) and trail development at the city park
($100,000).
3. Contractual -What I consider to be one of my greatest accomplishments is the ability to
identify, evaluate and resolve service contracts to benefit the City and its workers. Hiring
Section 8
local contractors, vendors and employees has always been a top priority. Coupling with
the hiring of local companies and residents, savings were gained by ensuring reliability and
maintaining a high level of consistency within the workplace. It is estimated that over
$500,000 has been saved by evaluating competitors and price to strengthen the City's
financial status while providing enhanced service for our employees and residents.
4. Financial -Approximately $1 million has been saved by the City by refinancing projects
such as Main Street building and improvements, city vehicles and water/wastewater
loans/bonds. All financial instruments have been evaluated and restructured to apply to
fiscal budgets and garner savings for the City. Many loans were consolidated to give terms
that would provide greater flexibility for various departments. Having flexibility is crucial
based upon varying revenues and expenses that could be experienced in future years.
5. Community Development -Several projects have been established and completed during
my tenure. A few projects that have been significant and been fortunate to obtain grant
funding has been the Sprayground ($250,000) and the new bridge ($350,000) that are
located at the Hurricane City Park. The sprayground has provided a free water park for
children in the community for the past 5 years. Approximately 100,000 children and family
members have utilized the sprayground in the past five years. The new bridge was recently
constructed to provide a new two-lane access into the city park. A new pedestrian bridge
is planned for the Spring of 2017 to accompany the new bridge.
Upper Kanawha Valley Enterprise Community (UKVEC) 1998-2005
After serving as Community Development Specialist with the West Virginia Development Office,
I was hired as the Executive Director of the Upper Kanawha Valley Enterprise Community
(UKVEC). Our mission was to assist with community and economic development efforts to an
area that had a federal poverty rate of 25.1 %. Several projects were initiated and completed by the
UKVEC, but the development of the business incubator served as a pivotal accomplishment to
retain and expand jobs in eastern Kanawha and Fayette Counties. The incubator was a substantial
achievement due to its creation of new jobs, community connectivity, and available training
space. I attended many trade shows to illustrate West Virginia and attract businesses to the state
as well. I worked in conjunction with the West Virginia Development Office, Upper Kanawha
Valley Economic Development Corporation, Charleston Area Alliance and the West Virginia
University Institute of Technology. This role also offered me the opportunity to rehabilitate 700
homes at no cost for area residents, $1 Home Purchases with Habitat for Humanity and demolition
of blighted buildings were some of the other projects our organization worked collaboratively with
other non -profits in the area. Some of the other community agencies that I worked with in the
Upper Kanawha Valley included Cabin Creek Health Clinic, Starting Points, Kimberly
Community Center, Southern Appalachian Labor School, East Bank Community Cupboard, Cabin
Creek and Lower Paint Creek Watershed Associations.
Following are some of the funding secured for various projects:
Business incubator -$1.5 million was secured for the business incubator in Chelyan that
established offices for small businesses, entrepreneurs and other non -profits. Over 50 jobs
Section 8
were provided through the use of the incubator. Various community programs and meeting
space were provided from the restoration of the former elementary school into an incubator.
2. Approximately 200 computers were refurbished and distributed to low-income residents to
strengthen their family's technology in their homes for educational attainment. Computers
were provided by American Electric Power (AEP) and improved with new software and
hardware.
Through Group and REACH Workcamps, 700 homes were rehabilitated for an investment
of almost $3 million in the Upper Kanawha Valley. Again, the housing rehabilitation was
provided at no charge to residents. The initiative behind the many weeks of workcamps
was to orient out-of-state visitors with the community with the hope that they would return
to West Virginia for tourism or other purposes.
West Virginia Development Office (WVDO) 1992-1998
• U.S. Housing and Urban Development (SCBG) (1992-94)
• U.S. Department of Energy (1994-96)
• Appalachian Regional Commission (ARC) (1996-98)
After graduating from West Virginia Institute of Technology with a Bachelor of Science in
Accounting, I worked for the West Virginia Development Office (WVDO) in three
divisions. Initially, I started with the Energy Efficiency Office, progressed to the Small Cities
Block Grant office, and concluded with the Appalachian Regional Commission. For almost seven
years, I was with the West Virginia Development Office. I worked extensively with other
economic and community development agencies in many areas of West Virginia. These agencies
include public service districts, counties, regional councils, regional development authorities,
cities, and businesses. Some of the projects I was involved in included small business expansion,
energy efficiency, alternative fuels, infrastructure, education, and health care.
EDUCATION
• Masters in Strategic Leadership (2005). Mountain State University - Beckley, WV
• Bachelors in Accounting with a Minor in Business and Computer Management
(1992). West Virginia University Institute of Technology — Montgomery,WV
• Community Development Certificate (1996). Central Arkansas University,
Conway, AR
• Economic Development Certificate (1994). University of Kentucky— Lexington, KY
PROFESSIONAL AFFILIATIONS
• Habitat for Humanity
• Rebuilding Together
• Cabin Creek Quilts
Section 8
• Charleston Area Alliance
• United Way -Putnam County Committee
• Putnam County Chamber of Commerce -Education Committee
• Putnam County Solid Waste Authority
• Hatfield -McCoy Recreational Trail Authority
• Natural Capital Investment Fund (NCIF) - Freshwater Institute
• EnAct
• BridgeValley Foundation
• Hurricane Development Authority
• United Way's Program Services Advisory Committee
• Upper Kanawha Valley Starting Points
• Regional Intergovernmental Council
• Arts in Action
• BB&T Community Reinvestment Act Advisory Board
• Generation Putnam
• Micro Enterprise Development Association (MEDA)
VOLUNTEER INVOLVEMENT
Coach -For the past 25 years, I've coached various athletic teams including; baseball, flag
football, high school and middle school soccer, girls volleyball and track
Portfolio -Assisted by reviewing resumes and portfolios for area high school students to
better prepare for a collegiate career by assessing their personal skills during an interview
process. Additional assessment was provided to the student to determine their financial
aid, curriculum and schedule to assist with future success in a college setting.
Paul E. Carlisle
Section 5
PROFESSIONAL F—Xr.rrtr. SCE
January ?411—Present Glades Counts- Board of Counts
Commissioners County
Administrator
500 A --,T J
Moore Haw-n� F7- 3-3471
Glades County is located m the Heartland Repon of Florida. It has been fiscally c.. Alle.:L1
because ofthe population aad en4Amment opportunities. As the CountyAdutinistrator Ilia-ve taken
steps to help the Connhy prosper and de�?elop- I serge on the Board of Directors for the Florida
Heartlamd Regional Econon+c Developmmt Initiative (FEMMI)- I have wed with the
legislatlu-;e on econamuc appropriations to develop a needed training center to train not only high
school students but the unmVlo}ped and under employed--LL-e- which is key to attracting
business to the area. %V--odang with the colleges and the regional economic de,%-elopment councils
we are staiting to see the ualue this will bring to the -uea.
As Amendment One l% -as wen to be gammg approval in the leg
islaboq it was apparent that we
needed to look at this would affect aur region and the State. I met with legislatmes. the Small
County Coalition and Florida Association of Counties and large landawners to &n-elop a plan that
would not only support conseiYatiion but also would not remove large tracts of laud from the tax
rolls and take fixture development opportunities ai{vay. This plan became the legislative priorrity for
both the Small C.oimh CAalition and the Florida Association of Cow2les.
I amwoikmg vnth maaulhcnu'ers that are looking to develop in Glades County along with several
interested parties aswell_ This Will bring neededjobs and tax base to the County_ Ihave successfully
finalized the addition of a tm-el center that will be located in the Couinty that n ill bring new jobs
and additicmal ad valorem- infrastn hu a and gas tax to the Cour- I was able to negotiate with the
FDOT to have then fimd, design and c7onstract infrastructure —e—L— .:. and simali=m for
the emtt-ance to Americas Guteway at no cost to the County or the d n -el gff.
Ihumg the budget proce-s I was able to reduce the budget deficit and 1.ve pi'o--adeb pad raises fiat
the fust time m, seven years to our employees_
011— Inc. 2014 Ciih- of Rods HiR
Director of Public IYOrk-9
757 S. Anderson Rd
Rock Hill, SC 29731
The City of Rock- Hill is the foiurth largest City in the State of Sonth Carolina and York C:oimty is
cme of the fastest g'o%mg Counties in the State. The current City Mmager hired me because of my
Tcun Manager experience and consistently expressed his pleasure with my mark, professionalism
ny ability to >vcTk -�{qth the City and Cordy Councils and the State Legislators.
It ixm my responsibility to rngnage and develop all aspects of the Public Works
iucludimg roadways_ bridge m iiltenance, Stonnw-atez Utility. sanitation. civil prgeets, project
mamagemeat, and construction I sen ed cn the S'—.. . _ adz-isory board as Vice Chair. Our
Council of neighborhoods and mdrious IL--:L,.-L— associations requested that I gi-'e 1 �.�c.�Ldn
at #heir mondthly meetings to bang ivfb=ation that is helpful to their respective areas ., ..#
EEL
T. -tsle'
Section 5
ia*astnut-tme and fiTfttre de,-elopment_ I also served on the Traffic Comn ission and Traffic
Coordination boards. I ovwsaw desigu and implementation for Pennies far Progress projects with
oxer 60 nullion dollars for nNKhwa-y Li y — . L—c--...:, within the Citi; of Rock Hill. I brought the
iF77117gement skills that I acquired in nwi ing in Florida to Rock Hill to de,%,-elop the fust
storm recovery plan for the City.
Implemented the Storm'Fater Master Plan that pro-, a coruplete n -view of the storm }eater
systems and developed a 15 year capita] irapro�,Tment plan based on that data. Chu Storm Water
Master Plan infon2mfum is being iced to update the FO4fA Flood Maps far the entire County_ This
information also will enhance dn-ekl ntient as it provides critical data to ensure that constru con
that may occur does not have a negati-ve impact ou other properties either upstream or day%ustreani
I dneloped and inanaged the budgets for mainten=e and capital prcj ects for the City of 74.000
residents xhich includes the roadway overlay t...,;, , _.: _ both C -Fund and G -Fund, that totals 3.6
nvllion dollars annually_ Tlus includes plan, reiieuv and coat analysis alxays ruining sure xe ha-ve
the best project for the available funds and an _ t L, , :. _ budget over 10 million dollars.
I sened on the City's economic devrelopment team to plan and implement projects to enhance
de-velopment efforts. I -worked with developers and the State to coordinate infiwtructuxe
.-2 .� .-L., L. Q to development sites. This effort closed Deer two million square feet ofdimibution
terminals to the City. I negotiated a contract to bring a new regional recycling facility to the Citi-
that rued our operational casts and increased re-�emres. The City received the "International
Voice of The People Award -, for most is prm-ed sanitation seMce that year.
2006-2011 Roadway'_I+fanagement, Inc,
Regional Manager
1170 Celebration BI -rd.
lebratioq FL 34747
hfl; respormbilities includedpro-ndingroadway infrastructure management to Nfi iT liti�: Counties
and local districts. I de-veloped programs to improve their mefall infrastructure maintenance to ensure
that their budgets are beim spent is the most efficient and cost effecti-we manner. I de-wekfed a
progressive pavement managenwat program that provides forbettei pay.-enuent a inrenamce and ar�,-eral1
reduction in budget costs and an increase in Pati en e t Condition Index ratings_ I was regxmsible for
drafting the i arims requests far proposal requests for qualifications and bid l.tit-L- -a. fcrthe various
entities to segue the n,ee&d programs and ensure their success. My customers relied hea,� y
experience to asst them mth their biulgets and qzaprtal i._r :..JI r.._ �.._ _ This
allowed them to do more with less as we have all seen a sigrSificant decline in the rewnues that are
ai-ailable. v
2004 —2006 To im of Lake Park
Tose Manager
535 Park Avenue
Lake Park FL 33403
(561) 881-3300
Prior to W becoming Tom Nfanager, the Town of Lake Park had eked a decline in reserves.
The millage rates were increasing and projects were not Meted. I was able to bring fiscal
.LC�r. to the Town, to xer the nullage rates and increase senices and complete major projects_
a7 --,FaT�f
Section 5
Additionally, we saw an increase in our resen�es Mich lasered cw bond rates; s nM9 the residents on
the debt serves tax rates as vr-ell. During my time as Tones Manager we had experienced several
hiuricames. Iwas able to obtain full ::..m �-L-1 for the losses that the Tcrwmbad ;, cued as a result
of the sroims. I negotiated several development and re-devDiopuleat projects for the TOVOL inehkdiug
Target, Lowes, Tal -Mart, and One Park Place, to name a fevv. I served as Vice 'hair for the Seacoast-
Utility
eacoastUtility Board and cm the North County Overlay District Committee, in which vires—ca/,,U negotiated
sev-eral new biLu ess opportunities and m-ersight of multi junsdicti,mal dev'-ekVnents. One of 1xhrieh
was the siweessful uegotiatims with Gcn-e nor Bush to relocate the Scripps Research InstAire to the
North County winch prcmided 350 million dollars in groat money for the dev�elopmeat of the MStitute.
I also served on the affordable horsing coalitkm to establish and maintain affordable housing pn> ects
and de��eluts.
Other Mable accomplishments;
• Complete overhaul of the code of ordmauzes and published there on Mimi—Code-
• Completed the C'on4neheusiv--1ff Plan that was ne%-er brought up to date and kept the Tonin
from moving famwd with funue devMopment.
• Rev.italized the Park Avrence D _ .....; _ ,,... District %-Mh the addition of new bu=esses and special
events.
• Negotiated several tramp rrtatiou grants from the County for roadway iufrastructiu-e
Mprc`6en s.
• Successfully negotiated Collective 8,:..,�:.._:..� contracts with employees_
• Managed all of the Tovhn Departments, which included Public Works, Par1,a and Recreation
Manna, To -am Library- Planning and Zoning_ City Clerks office, Huaran Resources,
Sanitation, Police and Fire contracts.
2002 —?001 Town of Lake Park
Director of Public 11-Orks
535 Park Avenue
Lake Parr FL 33403
(561) 881-3300
The following is a sample of the -mnous duties and respansibilities of my position.
• Prepared and managed the anniml capital and operational budget.
• Developed annual and long term maintenance programs for the To am which
inchudedroadway, parlm mdamucture_
• Review ed all development plaits that use szubmitted to the Torun for both nevc
developments sad re&n elopment projects_
• Managed the Tovvm's Solid %V -este Collection andRec�vcliug Cfollec&a-
• Chwers w the constnu.~tion and design of our 9 million dollar Ma= ie-cowti uction
project_ and obtained over 1.5 million in gamts.
IF Attended civic and neighborhood meetings to address questions and concerns.
Prepared nanous resolirtk ns and ordinances es for approv-al by the Toon Cm=ssion.
• Prepared and admini_mTed the Community Dev elopmmt Block: Grant Prom anL
• Researched and applied for%arious grants and other funding sources that provided the
needed funds for the Toun.
• WWorked with cnsultants and other gavn,_— L—L .1 organizations.
It Prepared and evaluated RFP -s and RFQ's for various sen -ices needed by the Tuom
Paz[ �f
Section 5
1%1— R-7002 The A -Wage of 11-ellington? dome
Improvement Di -strict Disisiion Manager
14400 Greenbriar Boulevard
Rest Palm Bcwh. FL 33414.
(561) 79140M
• Respamible for developing. monitoring and analyzing $16 million wi a l expmmse and
capital budgets for the Village of Wellington — Road Divisum.
• Dm -eloped and adtuinistered maintenance and i._r — _.._ _ _t schedules for 425 lane nLiles of
paved and unpaved ...,:J..:.1a within the Village. This includes a raoadivay ilia L to awe
pro rd n. vAuch includes new drainage construction and re-ccrostru€ -cm of pared and
shelhock roa&i ys, and the roadway peeled ion path e-�-ahiation for resiufacing and
main . ance-
• Managed major read consmt ctKmprojects and review; plat and coustniction plain 1xithin
the Village boundaries. Forked closely with de- Tk9ers: project engineers and Palm
Beach County to emsure the Village's mtETests a ere protected and the integnty of our
mfiastr wtiue was not compromised.
• Mcmitored the Village of'Fellington Solid Waste Collection Contract_
• State Cft- ified N.P.D.E.S. Inspector.
• Met with contx-sctors and inspected development and road projects within the
am ucigality to em me they meet our constractim standards.
• Served on the Village of Wellington Enw-r�M magenknt Teamml ch designed
and implementedthe.-. L.&L—ynlanagemeniplam
• Purchasing reqponsibilities included de -um -loping bid specifications, grant acgvisihcn�
equipment, tools and supplies, and ruall 3.ging nmldple contracted senic.es.
• Designed, constrmted and maintained mer 30 miles of equestrian trails_
• Gmshucted neighborhood park -B and portions of the regicmal parlor -
0 DS ersaw and coordinated co1n mu tG events and pro .
• Ek-veloped and adnvnistered the Adopt -A -Street grogran,
and E. Ca 7 Y sl
Section 10
J. MARK ROONEY
2 RONAN ROAD • HIGHWOOD - 11. - 60040
647 - 525 • 0829
Immoney7L7gmj0.mm
PROFESSIONAL EXPERIENCE
Village Manager, Carpcntersvillq IL Sep 2010 -Jan 2018
Chicf Executive Officer for asuburb located 32 miles northwest of Chicago. 39,000 residents. FY20I7
overall budget of $65M, 178 FT and 42 PT employees. Responsible for seven operating departments.
Arromphdmtmn:
• Oversaw, the creation of 4 new TIF districts; maint6ned positive and collaborative intra -governmental
relations with impacted tax districts: schools, park and Kane County.
• Negotiated a $4.3M TIF incentive to bring a $25M Wal -Matt Super center. (185,000 sq it and gas
station). Generates additional $ L M sales tax, $80K local gas rax and $650K property tax for the Village.
• Initiated a `special census" with U.S. Dept of Commerce - Bureau of Census, to capture new, residential
construction for in-state revenue sharing and utility taxes. $450K, 5 -year fiscal impact of new revenue.
• Implemented a Target -based" budget process which resulted in the Village adopting 7 successive balanced
budgets with no reduction of service levels and. a $9.7M General Fund balance as of December 2017, a
$6.6M increase from 2010.
• Implemented the reorganization of 9 operating departments to 7 in 2011, resulting in the elimination of
25 full-time and 15 part-time positions resulting in annual savings of$1A
• Coordinated the completion of a comprehensive revision of the Village economic development process.
Created `Get to Yes operating slogan to implement Village Board goal of being business friendly.
• Negotiated a new, solid waste contract with a private sector company. Saved the Village $1 M over a
5 -year contract term by implementing curbside solid waste and recycling containers
• Managed the construction of a $ I3M. 120,000 sq ft Public Works building and $2M Village Hall rehab.
• Worked with staff and financial consultants to upgrade the Village's bond rating to AA -7.
• Reduced electrical cosy by $I61K, annually, over 5 -year agreement term by collaborating with the
Northern Illinois Municipal Electrical Collaboration (NIMEC).
• Received the Illinois Public Employer labor Relations Association 2011 James Baird Leadership
Award. One of three communities nationwide to receive the National Public Employer labor Relations
Association 2012 Pacesetter Award for the Village's leadership and innovation in collective bargaining.
Collectively the agreements saved the Village over $250K by healthcare and step pay plat changes.
• Increased uansparency rating by IPI, an independent watchdog agency, from 46% to 96%.
• Negotiated 12 intergovernmental agreements with various government entities.
• Initiated the Village adopting the Greenest Region Compact 2 to address and act on common public
policy issues and multi -jurisdictional challenges regarding sustainability, and environmental stewardship.
Chief of Staff, North Chicago, IL (non-ICAM magnized position) Nov 2009 - Sep 2010
Chief of Staff for a suburb located 35 miles north of Chicago. Diverse population of 36,000. Home to the
Naval Station Great lakes, Rosiland Franklin Medial Center and Abbott Laboratories. FY 2009/ 10 overall
budget of $37M. Reduced $2.3M deficit to $650,000.
Village Manager, Wheeling, [L Oct 2006. Oct 2009
Chief Executive Officer for a suburb located 25 miles northwest of Chicago. 36,000 residents. Extensive
industrial and office parks bring the daily population to over 100,000. FY 2008 overall budget of $96sM, 260
FT and 45 PT employees. Municipal board member of the Northwest Water Commission. Representative
to Solid Waste Agency of Northern Cook County, SWANCC. Member of the Board of Directors of the
Chicago Executive Airport, the third busiest airport in Illinois.
Attamplislimentr
• Maintained Wheelinis AA+ Fitch Investor Services and S&P AA bond rating.
• Manage the $201v1 construction ofa 48.000 sq ftVillage Hall.
J. MARK ROONEY
PROFESSIONAL EXPERIENCE
Section 10
Armmplubmato:
• Demonsuated the cost savings of'Dtsign Build" $13M, 48,000 sq ft Public Works building; $6.2M,
24,000 sq ft Fire Headquarters facility, $5AM, 48,000 sq It renovation of Police Station and 911 Center.
Total savings exceeded $34.
• Implemented two new TIF districts and extended an exishing TIF district's expiration by an additional I I
years.
• Negotiated Village purchase of over 30 retail properties, totaling in excess of $I OM to accomplish
downtown redevelopment plan.
• Negotiated $7.5M Village I F incentives for retail and commercial development (projected value $261vq.
• Negotiated with Village of Wheeling Park District and Metropolitan Water Reclamation District for the
storage requirement of Levy 37, on the Des Plaints River to prevent regional flooding. Construction cost
projected in excess of $30M.
• Created a Forestry Division within Public Works: Managed by certified arborist.
• Created an Information Technology Department: Implemented GIS via an intergovernmental cooperative
agreement with 12eommunities.
• Negotiated IGA between Wheeling and the Cook County Forest Preserve to create a unique prairie
restoration, canoe launch and bilidjogging trail.
Assistant Village Manager, Wheeling, IL Mar 2003 - Oct 2006
Arnimplahmmis.
• Lead negotiator for all collective bargaining agreements (Police. Fire and Public Works).
• Managed Village franchise agreements and negotiated extemions or developed RFPs to change vendors.
• Initiated request for a'special census' with the U.S. Dept of Commerce - Bureau of Census, to ensure
recent growth from new construction and annexation would be reflected in state revenue sharing figures
and utility taxes. $3M, 6 -year, projected fiscal impact.
• Applied and received $240K Brownfield Grant from IEPA.
• Negotiated exclusive waste hauler contract. $175K annual franchise payment to Village.
• Negotiated a $22M 71F incentive for the development of a $11 OM, 412 room Westin Hotel, retail and
restaurant mmples.
City Administrator, Highwood, IL Feb 1996 - Mar 2003
First City Administrator in Highwoods 112 -year history. Located 28 miles north of Chicago. 500
residents. Responsible for all aspects of City administration and policy implementation.
Arromplirhmenrc
• Redevelopment of Fort Sheridan, a former Army base identified for closure under RRACC in 1988 and
closed in 1992. Served as Highwoods chief negotiator in the redevelopment of Fort Sheridan from
a former military Edlity in a premiere residential community. Preservation of unique historical and
environmental features, which include 92 buildings listed on the National Historic Register and the
restoration and conservation of its natural beauty and 2 -miles of public beach access.
• Effors recognized by the Illinois Planning Association in conjunction with the City Manager of Highland
Park. Received award for historic preservation and adaptive reuse.
• Negotiated over 40 intergovernmental and developer agreements. Worked effectively with various
levels and departments of government, i.e. Departmcns of Defense, Army and Nary, U.S. Senate, U.S.
Congress, State of Illinois, Lake County, Cities of Highland Park and Lake Forest and various nonprofit
organizations that held land interest on the dosed military base.
• Managed $4.9 capital improvements to the City's water treatment plant and associated infrastructure to
include a new, I million gallon water tower.
Section 10
J. INIARK ROONEY
PROFESSIONAL EXPERIENCE
Acrompbsbmma:
• Negotiated model agreements for telecommunication providers, which generated over S300K annually.
• Negotiated police and fire dispatch service which saved the City S75K annually and dramatically
improved service by contracting with the City of Lake Forest.
Staff Assistant to Senator Paul S'hmon June 1992 - Feb 1996
• Achieved bipartisan consensus to facilitate the passage of Senate and House Bills which resulted in the
redevelopment of Johct Arsenal, Fort Sheridan, Glenview Naval Air Station and Rantoul Air Base.
United Stat" Army Officer, Lieutenant Colonel, Retired Nov 1983 -June 2014
Active Doty 1983-1991
Reserve Dury 1991- 2014
Held positions of leadership and responsibility in domestic and international locations, including Germany,
Korea, East and West Africa. Graduated from military schools with emphasis on leadership, problem solving
and cohesive team building shills. Possessed top-seuet security clearance.
Desert Storm Oct 1990 -June 1991
Sandi Arabia. Iraq d Ru wit
Operation Iraqi Freedom Feb 2005 - June 2006
Img
Senior Advisor for Military Tiansition Team (kh"fl)
Awards
• Awarded the Bronze Star with V -device for valor, Combat Action Badge.
EDUCATION & CERTIFICATIONS
ICMA Credentialed Manager (will be recertified summer 2018)
Graduate of Command & General Staff College, FL Leavenworth, KS
Civilian equivalent to Mamr Derr in Leadership Ala aZement
Northern Illinois University, DeKalb, IL
Cunplerdall courre orkforMmrnofNhficAdminirnarron
University of Nebraska, Lincoln, NE
Wielor of&ience, &&nem&t+Maery
AWARDS
• ILCMA Special Service Award for Service to the Profession.
• Labor Relations and Collective Bargaining:
IPELRA- Leadership Award 2011
NPELRA - Pacesetter Award 2012
Section 7
flUNN A. IP, BY 71 ArdlustaStrPat.limatilla.F1 37784
Cell: (352) 636-2113 E -Mail: elan irbv750Dvahoo_com
SUMMARY
More than 30 years of local government experience with expertise in the following areas
i Charter Review Oversight
i
Personnel Management
D Media Relations
S
Community Redevelopment
D Financial Operations and Budget
Public—Private Partnerships
➢ Grants Administration
t
Governmental Leadership
i Water and Sewer Utility
Y
Municipal Management
Management
i
Customer Service
i Union Negotiations
i
General Aviation Airports
An innovative leader with demonstrated and proven analytical, communications and organizational skills
successfully using a participatory management style. Experienced in managing change and specializing in
turnarounds. Achievement -oriented with foresight; a dedicated team player accustomed to working
cohesively within an organizational framework -
RELEVANT LOCAL GOVERNMENT EXPERIENCE
City Administrator, City of Apopka, FL 2015 - Present
Apopka is home to approximately 50,000 residents, covers more than 34 square miles and is the second
largest city in Orange County, Florida (population 1,200,000). Located 12 miles northwest of Orlando, R
is a full service community offering Centralized Water and Server, Community Development, Fire, Human
Resources, Parks and Recreation, Police, Solid Waste Sanitation collection, Public Access Reuse Water for
irrigation and Stormwater. Apopka is chartered as a Strong Mayor form of government_
Duties and Responsibilities as City Administrator:
➢ The City Administrator is appointed by the mayor and is responsible for coordinating and
integrating the administrative and executive functions of the city as directed by the mayor and
consistent with policy approved bythe city council.
r Oversee daily operations including more than 400 employees.
i Oversight of preparation and administration of the City s operating and capital budgets, which for
the current fiscal year is $124 million.
i Negotiation with public and private sector entities on a variety of issues ranging from economic
development and growth to service contracts.
i Responsible for the City's compliance with County, State and Federal regulations such as health,
environment and EEOC.
Achievements:
Y Successfully negotiated a Sales and Purchase Agreement for city owned land forthe purpose of a
private developer designing and constructing a new downtown center. The area is comprised of
approximately 34 acres and when finished will showcase a multistory hotel, specialty shops,
restaurants, public gathering places and other long awaited and desired amenities.
Section 7
GLENN A. IRBY
City Administrator, City of Apopka (Continued)
9 Apopka is complemented by its close proximity to Orlando and other suburbs. There are three
major expressways entering Apopka from these areas, State Roads 414,429 and 451_ A new 120
bed hospital recently opened near the State Road 414 and it is expected to bring substantial
growth to an area that is now sparsely populated_ Unfortunately, the Central Florida Expressway
Authority did not plan for the new hospital and growth that Mill surely follow and failed to see a
need for an interchange. Fortunately, an area developer and I recognized a need and opportunity.
Together in an extremely complicated commitment, I was able to forge a Public Private
Partnership with this developer to construct a half interchange to State Road 414 costing more
than $65 million.
"r When I began work with Apopka, I was reintroduced to a DOS based computer platform and an
extremely outdated financial software package_ Over the course of the first year of employment,
I directed transition to a Windows based environment The finance department completed a full
software conversion at this time. Some employees have been with the city for more than 25 years
and have never experienced anything other than DOS. It was a true learning experience for them,
but it is doubtful any wish to go back to the old way.
i Directed the retrofitting of a security system for City Hall. Until just recently, a person could walk
in and access any area and office. Unfortunately, in today's world, this is not safe. Key cards,
cameras and other additions were added for the safety of both customers and employees_
➢ Recently implemented a program whereby all Directors meet together with me every other week
to discuss both new and ongoing projects. This has proven to be beneficial for not only me, but
all of the directors. Actually, it is a time departments have become proud of because they are
each able to see on a large screen monitor their individual progress as well as progress of other
departments. In a way, it has instilled a sense of pride.
r The city is currently near completion in construction its fifth fire station and recently opened a
sixth in temporary quarters offered by the new hospital on its property.
Y This fiscal year will see continued construction on a new wastewater plant expansion. When
complete, it will increase the current process of 4 million gallons a day to 8 million gallons (MGD)
of raw sewage. Cost of the plant will be $61 million. It is believed this capacity will see the City
through at least 2028.
City Manager, City of Umatilla, FL
Airport Manager
2006-2015
Umatilla is a city of 3,600 citizens covering approximately 3 square miles. it is located in northeast Lake
County, Florida (population 301,010. While small, it offers a majority of the amenities of much larger
cities such as Police, Fire, Public Library, Centralized Water and Sewer, Stormwater and a General Aviation
Airport
Duties and Responsibilities as City Manager.
i Chief executive officer of a municipal government with 39 employees and a $7.5 million budget
Oversight responsibility for the following functions: Ai rport, Finance, Fire, General Services, Public
Library, Parks and Recreation, Personnel, Planning and Zoning, Police, Roads and Streets,
Stormwater drainage and Water and Sewer utilities and Sanitation.
Section 7
GLENN A.IRBY
City Manager, City of Umatilla (Continued)
i Implementation of City Council directed policy. Administration of the City's daily operations as
well as identification and strategies toward resolution of issues and long range planning.
Preparation and administration of the City's operating and capital budgets.
i Negotiation with public and private sector entities on a variety of issues ranging from economic
development and growth to service contracts.
• Media representation of the City including news interviews for television as well as interviews
with the print media and preparation of press releases.
Y Responsible for the Crtys compliance with County, State and Federal regulations such as health,
environmental and EEOC.
i Oversight of the City's General Aviation Airport as the Airport Manager.
i Comprehensive Plan development, Le_ zoning and code modification necessities
Achievements:
i Umatilla has a General Aviation airport that had not been profitable and relied on property taxes
of the General Fund to operate prior to 2008. Today, this airport is fully operational on its own
accord with 13 relatively neer hangars and one large communal hangar- A fueling facility was
added in early 2011 with the assistance of a public-private partnership. Today the airport has a
new tie -down ramp for nine aircraft and a partial parallel taxiway added for safety- since my
appointinent as Manager, the City has successfully utilized available grants from both the Florida
Department of Transportation and the Federal Aviation Administration that have kept Airport
funding match requirements to low minimums. Construction costs of the fuel facility alone were
approximately $200,000 ofwhich the city paid only $3,800 by using grants and a Public— Private
Partnership. This airport now hosts a flight school and witnesses approximately 500 flight
operations each month. Fuel sales average 5,700 gallons per month of which the city shares profit
but not maintenance expense_
i Umatilla now hosts more festivals than ever, drawing thousands of visitors each year_ These
events include and old fashioned "Cracker Christmas in the Park'; Florida Black Bear Festival; Wing
Cook -off competition; Barbecue Cook -off competition; Chili Cook -off Competition and Movies in
the Park [a free event for the community and hosted by the City]. All events were either non-
existent or being held in areas of the city not conducive to festival growth. Electrical upgrades to
the park and direct involvement with community leaders sawthese events come to the park and
expand and grow with both participants and festival attendees.
i Began revitalization efforts of the Community Redevelopment Area [CRA] by developing a plan by
which the money collected for this use could be used for its intended purpose — revitalization of
the City's core downtown district Since 2010 the CRA has seen a resurgence of interest not
realized for at least 25 years prior.
i Finished a potable water reserve well and oversaw interconnection to the City s system_ This
project had been inactive for several years due to misconceptions and mindset that the City did
not have the financial resources to "bring it on line"_
worked directly with FEMA to address flooding of one major roadway and a service alley_ The
poor condition of the alley had caused businesses to flood for years and the major roadway
became impassable to school buses as well as passenger vehicles. Both road and alley now drain
and clear during the heaviest of downpours.
> Oversaw large scale redevelopment of the City's only sewer treatment plant. Designed and built
during the 1970's, this plant was in dire need of rehabilitation_ Through 2011 the total cost of
redesign and rehabilitation of the plant was $4.9 million_ Of this amount, the City expended
Section 7
GLENN A. IRBY
City Manager, City of Umatilla (Continued)
114,199 of its own money. The remainder of necessary funding was made possible through
intergovernmental relationships forged with the State of Florida, which produced both grants and
special budget appropriations bythe Legislators.
➢ Umatilla is in the process of having two traffic signals installed along a major state road. These
projects required a three-way intergovernmental relationship to be forged between the Florida
Department of Transportation, County and the City of Umatilla along with negotiations with CSX
Railroad for the purchase ofpropertyownedbythem. Willingness on the part of the City to allow
redesign of City awned and maintained streets was paramount to the State allowing these signals,
and understanding of these requirements by citizens and City Council was paramount_
• While small, Umatilla sees a need to grow and has identified specific areas outside its current
boundaries that make sense to target for future annexation. Negotiations with a private
developer will see another public-private partnership with the City to construct a large capital
waterline to serve one of these areas_ Negotiations resulted in the waterline being installed at
no cost to city residents.
• Implemented the City's first Stormwater Utility whereby businesses and residents pay a monthly
rate for future retrofitting of necessary Stormwater infrastructure either non-existent or in need
of replacement.
i Because economic woes have not bypassed Umatilla, directions were given to department
managers one year in advance to reduce or keep their budgets equal to the year prior_ This
direction kept Umatilla from experiencing sudden layoffs and allowed the City to continue a
necessary level of operations.
Z Informed the Council of the need and ability to leverage Infrastructure Sales Tax; revenue which
is restricted to capital improvements and equipment, by utilizing short term debt to fund near
term capital equipment acquisition,pledging future revenue streams. This endeavor has allowed
outdated and unsafe equipment to be retired sooner and enabled the staff to produce more
timely output.
Senior Director of Staff Services, Lace County Sheriff's Office, FL 2005 —2006
The Lake County Sheriffs Department is among the largest employers in Lake County.
Duties and Responsibilities of Senior Director of Staff Services:
Chief Financial and Administrative civilian official for the Sheriff. The Lake County Sheriffs Office
employed more than 700 employees. The Senior Directors position was established as one of
three command staff positions directly below the Sheriff. This position was responsible for
oversight of the business operations of the Sheriff's Office including budget and finance,
purchasing, IT, personnel and payroll. The Sheriffs budget was $51 million.
Achievements
i Oversaw and directed the first true census of this agency giving the Sheriff knowledge of existing
staffing and at what levels. This enabled the Sheriff to know exactly where personnel were
assigned and where additions or deletions in staffing were needed.
1 Automated the operating budget forthe agency making the annual process easier_
Section 7
GLENN A. IRBY
City Manager, City of Mascotte, FL 2004 —200S
The City of Mascotte is a full service community providing Police, Fire, Water and Solid Waste removal -
Duties and Responsibilities as City Manager
i Chief Executive Officer of a municipal government
City Manager, City of Mascotte
i Preparation and administration of the City's operating and capital budgets.
Achievements:
i Lead a successful effort to interconnect the City of Mascotte's potable water system to a
neighboring city. In times of emergency where water volume or pressure may fall for one city or
the other, an interconnect would allow water to flow to the city needing it most.
> Directed the effort to construct a capital waterline in a remote area of the Ciws utility district to
protect its eastern boundary from annexation by a neighboring city.
i Fully automated solid waste removal enabling the city to redirect manpower. This was
accomplished by purchasing sanitation trucks that required only the driver to pick up garbage
cans using a robotic arm. Sanitation crews consisted of three employees per truck prior to this
conversion.
r Determined the need to drill a new potable well and located financing necessary to do so after
Public Works reported having to continuously flush a required and redundant well. This had been
recurring for several years and wasting water, manpower and electricity.
i Mascotte was on the cusp of losing a State Stormwater grant. Granting agency was persuaded to
grant the City an extension. Beyond adding additional time to complete the project and keep the
grant, the City was able to augment the project by successfully gaining another grant from another
agency.
Assistant City Administrator and Finance Director, City of Tavares, FL 1993 —2004
Elected Strong Mayor, City of Minneola, FL 1999 —2000
City Accountant, City of Tavares, FL 1990-1993
The City of Tavares, a city of 9,000 residents is the County Seat of Lake County, FL and is a full service
community providing Parks and Recreation, Police, Fire, Public Library, Water, Sewer and Solid Waste
Removal.
Duties and Responsibilities as Assistant City Administrator and Finance Director:
Represented the City Manager in her absence and oversaw the daily operations of the Finance
Department. Responsibilities within the Finance Department included submission of the annual
operating budget and preparation for the annual audit_ Directly responsible for the first of eight
Government Finance Officer's Association's Certificate of Achievement for Excellence in Financial
Reporting.
Duties and Responsibilities as Elected Mayor of Minneola:
i Minneola was a city of approximately 3,000 residents and grew to approximately 4,500 during
this period.
Section 7
d
GLENN A. IRBY
Strong Mayor of Minneola (Continued)
i Elected by the citizens and served as Mayor at the same time as holding the positions with
Tavares.
i The Strong Mayor was seen as the daily administrator for the City.
i Minneola suffered low water volume and desperately needed a new well. One was designed,
permitted and constructed and another was designed and permitted during this tenure.
i The City was under a law suit brought by the State of Florida that prohibited any future building
growth until a sewage treatment plant was constructed_ Worked with a key developer to design,
permit and construct an oversized package plant that satisfied the State of Florida and the suit
was subsequently dropped.
City of Tavares Accountant
I Hired as the City s first accountant Responsible to the Finance Director.
i Reconciled General Ledger, performed accounts payable and payroll functions.
i Prepared closing of financial books for annual audit
owner of a Lawn Maintenance Company 1985-1991
Owned and operated a small lawn maintenance company providingservice to 40 private individuals while
completing a BSSA degree atthe University of Central Florida. This is being shown to explain resume gaps.
OTHER PROFESSIONAL DXPERIENCE
Police Officer, City of Eustis, FL 1976-2985
The City of Eustis was home to approximately 12,000 residents. First sworn as a road patrol officer and
advanced to the rank of Corporal. During this tenure I served as shift command officer, motorcycle
command officer, plain clothes detective and narcotics investigator.
EDUCATION
Troy State University Master of Public Administration
University of Central Florida Bachelor of Arts
Majored in Business Administration with an emphasis in Accounting.
Lake Sumter Community College
PROFESSIONAL AFFILIATIONS
Florida City/County Manager's Association (FCCMA)
Intemational City/County Management Association (ICMA)
Leadership Lake County, Class of 1998
Associate of Arts
COMMUNITY INVOLVEMENT AND PERSONAL ACHIEVEMENTS
Lake County Chamber Alliance, Treasurer 2005-2011
South Lake County Chamber of Commerce Board of Directors, Treasurer 2003-2007
Section 7
GLENN A. IRBY
Community Involvement and Personal Achievements (Continued)
Appointed Member of the Lake County Solid Waste Study Committee
By the Lake County Board of County Commissioners 2002
East Central Florida Regional Planning Council Board Member
Appointment by the Lake County League of Cities 1999 —2001
Elected President of the South Lake l0wanis dub 2005
Elected Member of the Board of Trustees for the Clermont — GrovelandElksLodge 2005-2007
Section 6
321508 9774
Susan
Hann susanhannpe@gmail.com
linkedin.com: Sue Hann
High Performance Local Government Leader
LOCAL GOVERNMENT, INTERGOVERNMENTAL AND
SKILLS
INTERAGENCY LEADERSHIP
International City County
NAGE blue, NAGE white) accepting 9 furlough days_ Other
Cal laborative mindset and actions
City Manager (2011-2015), Deputy City Manager (2003-2011),
Strategy development and execution
Publi[ Warks Director (1997-2003) - Palm Bay, Florida
Engaging public speaker
long term liabilities through modified Ieave accrual and discharge.
Grant acquisition and administration
Palm Say Is a fall -service municopafity (induding public works,
Financial and operational acumen
growth management economic development parks & recreation,
LEER Green Associate
utilities (water, sewer) finance, human resources,
Understandable technical writing
communications and intiorma tion technology, police, fire and a
Facilitation
redevelopment district)_ The City os over 1010 square miles, with a
population over105,000_ Durine my tenure, the general fund
Media relations and advocacy
budget was $56 million out ofa $133 million total budget with
Emergency management
roughly 750 employees. Assessed values declined over 5096 from
Professional development instructor
2007 through 2011, creating severe budget challenges.
and mentor
Duties and Responsibilities: EDUCATION & CREDENTIALS
Leadership in a very challenging political and financial Bachelor of Science, Cvil Engineering, -
environment University of Maryland, College Park
Team motivation and inspiration Masters Business Administration,
Building public confidence in the City's team and future Florida Institute of Technology
General oversight of a full-service municipality Harvard Kennedy School of
Govemment — Program far Senior
Accomplishments: Executives in State and Local
Government
As a first year City Manager, developed a collaborative approach
Credentialed Manager,
to severe budget reductions that resulted in all unions (police, fire,
International City County
NAGE blue, NAGE white) accepting 9 furlough days_ Other
Management Association
strategies included reduction in force, increasing miIIage rate,
Licensed Professional Engineer, Florida
capital investment defe rral, restoring fund balance and reducing
Certified Planner, American Institute of
long term liabilities through modified Ieave accrual and discharge.
Certified Planners
This transparent and col I abo rative process led to Council, citizens
and employees taking ownership for addressing the City"s
LEER Green Associate
challenges as partners.
Section 6
City Manager, Deputy City Manager, Public Works Director- Palm Bay, Florid a 1447-2015
Accomplishments:
Worked with the Brevard Economic Developmerrt Commission to secure Harris' $100 million campus
expansion ire Palm Bay. obtained a federal economic development grant to relocate a public collector
roadway to their campus perimeter_ Met schedule and budget constraints_
Developed irytergcvernmenta I partnerships such as providing fleet and information technology services
to the Town of Malabar_ Also partnered with Brevard County for ambulance and fire services to co -
I ocate at City fi re stat io ns a n d providing cl osest first responder semi ces near the City`s borde rs.
Funded capital improvements (lighting and pedestrian improvements) to the us l corridor through
federal grant funds and tax increment fina nci ng. Worked through challenging permitting issues with
Florida Department of Tra nsportatio n and US Army Corps of Engineers_
Developed affordable capital budget for road maintenance, one of the City"s most pressing needs.
worked with a citizen Local Road Advisory Board to prioritize spending and eva I u ate a pp roa ch es to
address the City's long-standing deferred road maintenance.
Initiated monthlyfinancial reports at City Council meetings, to ensure Council, employees and the public
were fully aware of the City's financial status. Reports included revenue, expense and fund balance
trackingforall majorfunds_
Within the context of the strategic plan, worked with the leadership team to propose seven strategic
priorities and three focus areas to prioritize spending. These were subsequently adopted by Council and
allowed the team to try some new initiatives to reframe the City's brand and improve the City's e -
government services.
Broughtthe Tough Iviudder (international event) to Palm Bay and continued to host quality special
events such as the holiday parade and the Independence Day celebration_
Led technical, managerial and administrative personnel, as well as consultants, to achieve project
planning and implementation_ Project exa m p les include the City Hall Annex, Lagoon House, Cl&armont
Street realignment, Palm Bay Parkway, Turkey Creek dredging, several parks, Regional Law Enforcement
Training Center and the South Parkway Interchange development_
Acquired significant federal and state grant funds for numerous projects through many different grant
agencies and legislative appropriations. Grant agencies/programs include the Florida Inland Navigation
District, Florida Department of Environmental Protection, Office of Greenways and Trails, Florida
Department of Transportation, Florida Recreational Development Assistance Program, US Economic
Development Administration and others_ Leveraged grant sourcesto optimize results, such as combining
a park and stormwater project_
Frequently responded to and proactively worked with the media regarding the City's challenges.
Section 6
Director of Planning and Protect Management — Brewrd, FI. Public Schaols — 2415 - present
Brevard Public -rch of District's facilities include almost 13 million square feet of physkalplant 82
schools and over 4,000 cfassroon .5. In November, 2014, voters approved a one-haif rent safes surtax for
a 6 -year period, projecting roughly $200 million revenue to be fnvestedin facility renewal, educational
techr�ol g and chstrfct srl� of sectrrrty_
Department t staffof 17 — in6udes project managers, foold staff,
small ronstruction ream and adminlstra Live staff Manage numerous consultants, design builders and
construction managers_
Duties and Responsibilities:
Implementing the sales surtax program, including staffing the Independent Citizens Oversight
Committee (ICOC)
Managirkg all capital improvement projects (approximately 50 million—summer 2017)
Planning for school capacity
Accomplishments:
Established a clear and understandable reporting protocol for the ICOC that indudes financial data
across 100 facilities, three groups {faciIitiesje&noIogy, security) and 21 categories. The report also
includes project progress reports and tracking of contract status and out of sequence projects. The ICOC
meets every other month and reports to the5chool Board and Audit Committee annually.
The sales surtax program is ahead of schedule, within budget and has been audited five times since its
inception with no adverse findings_ This is due to a strong interdepartmental team that is involved in
program execution.
Manage cash flaw for sales surtax and capital projects to ensure resources are invested as quickly as
passible in the schools. Strategies include early design, combining projects and/or funding sources,
ownerdirect purchases to save sales taxes and utilizing continuing services contracts for efficiency -
Based on the recommendation of the ICOC developed a financial and project strategy to accelerate the
security program to complete the work in mid -2018 approximately 3 years ahead of schedule_
Led the 2018: 2-0113 attendance boundary change process, which involved 8 different proposals and
iDcluded presenting and listeningat 10 public meetings, conducting extensive surveys and establishing a
dedicated phone and email address all of which had a high level of citizen engagement. Proposals were
modified based on citizen input and the plan was adapted by the School Board with no public comment_
3
Section 6
Growth Management Department Director, Engineering Department Director Brevard County, FI.
and Staff Director Brevard Metropolitan Planning Organization snow Space Coast Transportation
Planning Organization) - 19894997
Duties and Responsibilities:
Planning, zoning and land use administration
Managed $90 million, 5 -year capital transporta#ion budget_
Provided staff support to the MPD, which included 19 county commissioners and local government
rep resentatives
Accomplishments:
Developed positive relationships with municipal and county elected officials and staff that facilitated a
oa I I abo native a pproach to the an n ua I tra res po rtati on p la ening process
Developed the Brevard Bicycle and Pedestrian plan that led to projects such as the AlA sidewalk and
programs such as bicycle rodeos in elementary schools
Other Professional Experience
Florida Institute of Technology—Adjunct Faculty Transportation Engineering 1995-2000
Branch Manager and Principal Traffic Engineer— MD DM, Inc_ Merritt Island, FI. 1985-1989
Staff Engineer - IF Terpening Corporation, Ft_ Pierce, FI. 1,983-1985
Assistant City Engineer - City of Melbourne, Fl- 19&D4983
Professional Affiliatiats and Service
Intemational City County Management Association and Florida City County Management Association
Ameri can P u b I i c Works Asso ci ati on — Boa rd of Di rectors (2008-2014), oa m m ittee se nice a nd author
since 2_008
American Public Works Association — Emerging Leaders Academy— Program Director and instructor
since 2007. Program has graduated over 154 public works leaders many of which currently serve in
leadership roles at the state chapter or national levels
Space Coast Transportation Planning Organization Technical Advisory Committee Chair 2008: 2014
United Way of Brevard —Board Member and Executive Committee Member (Community Impact
Chair) since 2011
Brevard County Executive Leadership Institute — Ethics Instructor —since 2010
Palm Bay Chamber of Commerce —facilitated annual strategic planning session 2008, 2005, 2010 and
2013. Received Distinguished Service Award 2013
Graduate Leadership Brevard and Leadership St. Lucie
Personal
Married 25 years
Avid mountain biker
4