here - Satellite Beach

Suggested Interview Schedule 1 

Interview Questions / Procedures 2 

Interpreting the Internet 3 

Courtney Barker 4 

John Helin 5 

Konrad Hildebrandt 6 

Marla Marcinko 7 

Armando Martinez 8 

Calvin Peck, Jr. 9 

Wayne Saunders 10 

Paul “Andy” Stewart 11

Candidate Salaries 12

Suggested Interview Schedule 

Tab 1

Satellite Beach – City Manager Interview Schedule 

March 15 th : 

10 am – 12 noon: Candidates meet in the lobby of City Hall for a tour of the City (spouses are invited) 

1 pm to 2:30 pm: Candidates meet the staff 

5:30 pm to 7:00 pm: Reception. Candidates and spouses meet the public at a location to be determined 

March 16 th : One-on-One Interviews at City Hall (Note: We need to make every effort to follow the schedule for the one-on-one 

interviews.) 

Time Brimer Catino Denan Gott Montanaro 

8:30 to 8:45 a.m. Coffee, juice and Danish at the City Hall 

8:45 to 9:25 a.m. Candidate #1 Candidate #2 Candidate #3 Candidate #4 Candidate #5 



10:55 to 11:05 a.m. Break 


11:50 a.m. to 12:30 p.m. Candidate #2 Candidate #3 Candidate #4 Candidate #5 Candidate #1 

12:30 p.m. Light lunch for Council Members and candidates at City Hall 

1:00 p.m. Full Council Interviews Candidates in Council Chambers 

1:05 p.m. Candidate #5 1:30 p.m. Candidate #2 1:55 p.m. Candidate #1 

2:20 p.m. Candidate #4 2:45 p.m. Candidate #5 

Note: The times suggested above for the full Council interviews should be used as guidelines. If the Mayor and Council 

Members finish early with a candidate or feel they need more time, then they should do so and the other candidates 

will adjust. 

3:10 p.m. Brief Recap and Discussion of Next Steps 

March 18 th , 19 th or 20 th : Council selects the next City Manager

Tab 2 

Interview Procedures / Questions 

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Interviewing Candidates 

The interview is generally the final step in the selection process. At this point, the 

executive recruiter has screened the candidates and is satisfied that all finalists are capable of 

doing an outstanding job. Reference checks and more extensive background checks have been 

conducted, including discussions with individuals of our choosing and not on the candidate’s list 

of references. Internet searches have been completed, along with a review of newspaper 

archives. Credit history, educational verification, and criminal background checks have also been 

run so there should be no surprises once a candidate is selected. 

The interview is an opportunity for both the elected officials and the candidate to learn 

about each other and to determine how well they will work together. It is also an opportunity for 

the elected officials to evaluate each candidate’s management abilities and to decide if he/she 

would be a good leader for the community. It is important for both the elected officials and the 

candidate to act professionally and in a manner that will impress the other party, all the while 

learning what they can about the other. 

Since all the candidates are capable of performing the job, the focus of the interview 

should be on determining who fits best with the elected officials, the staff and the community. 

Some candidates will have more experience than others. Some have special areas of expertise 

that others do not. Some have better instincts, and some are simply more capable than others. 

While those with less experience may make more mistakes than others, they may also hit more 

home runs. The key is to determine which candidate will have the best chemistry with the elected 

officials, but also who can best lead the staff. No matter how technically sound a candidate may 

be, if he or she cannot build and maintain strong working relationships with the elected officials 

and staff, he/she will not last long as the community’s appointed leader. Of course, experience 

and expertise are critical and should not be overlooked. 

The Internal Candidate / Local Candidate 

If an internal candidate / local candidate is among the finalists, elected officials 

occasionally will assume they already know the individual and just chit-chat instead of actually 

conducting an interview. Doing so is neither fair to the candidate nor the organization. Internal / 

local candidates may have ideas about what they would do differently as the City Manager, but 

have not been willing or able to convey these thoughts to the elected officials, much less act 

upon them. Unless the same hard questions are asked of the candidate as the external candidates, 

meaningful comparisons cannot be drawn. 

It should also be recognized that a competent, likable, internal / local candidate will have 

a natural advantage in any job competition. To select the known quantity is a natural, human 

tendency, particularly in public sector recruitments. It feels comfortable and is viewed as safe. 

It may also be exactly the wrong thing to do. For example, we have seen governing bodies select 

individuals with whom they were comfortable and assume the individual will grow into the 

position. In our experience, they generally do not. Once someone has the top position, he/she 

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Possible Interview Questions 

has no mentors and it is difficult for them to improve in areas where they are weak. There simply 

is no one to teach them so they to focus on the areas where they are strong rather than improving 

in areas where they are weak. 

Further, if the candidate does not do well in the position, then a year or so later the same 

governing body is struggling with a difficult decision. What should it do with someone who was a 

valuable employee or friend but who is not providing the necessary leadership? The choices 

become to continue with the employee even though he/she is not performing up to standards, 

demote the employee, or terminate his/her employment altogether. None of these choices is 

attractive, but one must be selected. Someone who was a perfectly good employee in his/her 

previous position may be lost. Of course, this same candidate, with a few more years of 

experience and mentoring, might make an excellent City Manager. 

Please understand that we are not trying to discourage the hiring of an internal / local 

candidate. We do believe, however, that the internal / local candidate must be examined just as 

critically as the other candidates. We have found it helpful to ask the internal / local candidate 

what problems he/she sees in the organization and what he/she would propose to resolve them. If 

the individual does not have a good, specific answer to that question, then he/she is not ready to 

be the community’s City Manager. External candidates will not have the same depth of 

experience or knowledge about the government, so it would not be fair to expect the same 

response to this question as you would from the internal / local candidate. 

Another thing to keep in mind is that, if an internal candidate is hired as the City Manager, 

then a search must begin to fill his/her position. If an outside candidate is hired as the manager, in 

most cases the internal candidate stays, but is somewhat disappointed. Of course there is also the 

risk that the internal candidate may be so disappointed that he/she decides to seek employment 

elsewhere. 


The questions on the next few pages may be useful in determining the information that 

you need. There are undoubtedly others. The point is to ask the questions that you feel will give 

you the best idea of what the candidate believes, how he/she will work with you and with the 

staff, and whether or not he/she is good match for the community. 

The following topics and questions are divided into four groups. The first set contains 

standard introductory questions covering an individual’s background, management style, and 

experience. The second set is designed to provide information about how the candidate will 

interact with the elected officials and staff, and to focus on particular issues that may be of 

concern to the community. Set III should always be asked at the end of the interview. The fourth 

section outlines what questions should not asked as they could provoke a law suit. 

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Since time will not permit asking all the questions, you should select the ones that are 

most important to you. The last four should always be asked, and five minutes should be allotted 

at the end of the interview to ask them. 

Topics / Question Set I: 

1. Tell me about yourself. 

2. Why are you interested in our community? 

3. What is your management style? 

4. What would your staff say about you as a manager? 

5. What would your elected officials say about you? 

6. Have you fired people? How did you handle it? How did you feel about it? 

7. What do you think your strengths are? 

8. What do you think your weaknesses are? 

9. What has been your biggest success? Tell us about it. 

10. What has been your biggest failure (or mistake) in your career? What did you 

learn from it? 

11. If you were asked to cite one particular situation or event in your career that gave 

you the greatest satisfaction, what would it be? 

12. What would you do during the first six months in our community? 

13. What do you hope to learn in the first six months in our community? What do you 

expect to teach us? 

14. What do you believe to be the challenges and opportunities facing our community? 

How are these likely to change in the future? 

15. The City wants a City Manager with new ideas and lots of energy. How do you 

meet those requirements? 

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16. What is your value system? How will your values determine how you manage our 

City? 

17. Why should we select you to be our next City Manager? 

18. Is there anything else you would like to tell us? 

Topics / Question Set II: 

1. Explain what you believe the role of our City Manager should be. 

2. What are the three most important commandments for a City Manager? 

3. Can you give me a breakdown of your typical day as a City Manager? 

4. How would you view your relationship with the elected officials? 

5. How will you go about building a strong relationship with them? How will you 

maintain it? 

6. How do you build consensus on an elected body when it is deeply divided? 

7. What information do you think the governing body needs to have concerning dayto-day 

operations and on-going projects? 

8. How will you keep the elected officials informed? 

9. What kind of direction do you expect to get from the elected officials? What will 

you do if you do not feel they have made it clear how they want the staff to 

precede on a particular issue? 

10. There is an expression, “A good City Manager only needs to be able count to 

three.” Of course in our case, that would be five. Could you please comment on 

that statement? 

11. What do you do when your views on handling a situation differ from those of the 

governing body as a whole? 

12. What will you do if a particular elected official disagrees with how you believe a 

situation should be handled? 

13. What will you do when an elected official contacts a department head directly and 

tells him/her to do something? 

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14. What would you do if an elected official walked into your office and told you that 

you needed to repaint it navy blue? 

15. Can you tell your elected officials what they need to hear rather than what they 

want to hear? 

16. How well do you accept criticism? Please give me an example of a case where an 

elected official suggested you could improve your performance. How did you 

respond and what did you do? 

17. What are your core values and which one is most important to you? 

18. Can you describe an ethical issue that you have had to deal with in your career and 

how you handled it? 

19. As a manager, how do you evaluate your own performance? 

20. What do you believe to be the highlights of your career over the past three years? 

21. How will you build a strong relationship with our existing staff? 

22. What kind of relationship do you want to have with the senior managers and the 

rest of the staff, and how will you establish it? 

23. How many people reported to you in your last job? How did you keep them 

informed of the community’s priorities? What do you intend to do differently if 

you are appointed here? 

24. How will you keep the general employees informed of the elected officials’ 

priorities? 

25. To what extent do you believe contact with citizens and citizen’s groups is 

important? How do you typically handle this responsibility? How will you build 

relationships with the community? 

26. How do you plan to communicate with our residents? 

27. How many community meetings have you attended in the last six months? What 

was the last one you attended and why did you go? 

28. Sensitivity to different genders, races and ethnic groups is a priority for us. Can 

you provide us with some specific examples of how you have demonstrated your 

commitment to these principles in the past? 

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29. People are: _____________. Please fill in the blank and explain your choice of 

that word or words. 

30. How will you go about identifying the organization’s strengths, weaknesses, and 

opportunities for improvement? Once you have identified them, how will you go 

about making changes? 

31. How will you approach the short and long range planning processes? What system 

do you use to set goals and objectives? How do you monitor progress against 

these goals and objectives? 

32. Please describe your experience with strategic planning. 

33. Please outline the similarities between our community and the previous 

communities you have served. 

34. History defines the future. Can you please define the character of our community 

based on what you have seen and then tell what you would like it to look like in 25 

years? 

35. What will you do if you feel an employee is not doing his/her job in a manner you 

feel is satisfactory? 

36. What do you do when you observe an employee - who works for a department 

director - who is not doing his/her job the way you think it should be done? 

37. Describe the steps you would take if you needed to recruit, say, a new Planning 

Director. 

38. Please describe a situation where you have had to “step up and lead” relative to a 

controversial issue. 

39. Describe a situation where you had to build a team to solve a problem. 

40. Please give an example of organizational restructuring you initiated. What was the 

reason for the restructuring and was it successful? Would you do anything 

differently if the situation presented itself again? 

41. How would you go about raising morale in our organization? 

42. Please describe your general experience in human resources administration 

including the development of personnel policies and performance appraisal 

systems. 

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43. Please describe your experience with and philosophy of labor/management 

relations. 

44. What qualities make someone successful as a negotiator in labor contract 

discussions? 

45. Have you sat at the bargaining table in contract negotiations? Tell us about the 

experience and what you learned from it. 

46. Please identify the most difficult situation you have encountered with a labor union 

and how it was resolved. 

47. What would labor unions you have dealt with say about you? 

48. Describe an incident in which you played a role that embarrassed your government 

or caused it difficulty. What did you learn from it? 

49. Are there any events in your professional or personal life that may reflect 

negatively upon your performance or which would be awkward or embarrassing to 

us if reported upon by our local/regional news media? 

50. What are your long term career goals? 

51. What areas of your skills/professional development do you want to work on at this 

point in your career? 

52. How do you insure that your staff continues to develop professionally? 

53. Are you willing to take calculated risks? 

54. What kind of decisions did you make in your last job? 

55. What kinds of decisions are difficult for you to make? 

56. What personal skills do you feel are necessary for someone to be successful in this 

position? 

57. What particular personal characteristic do you have that will most benefit our 

residents if you are hired? 

58. What is your average workweek now, and what would you expect it to be if you 

came to work here? 

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59. Why did you leave your last job? (Ask if the candidate is in transition.) 

60. Why do you want to leave your current job? (Ask if the candidate is currently 

employed.) 

61. From what you know about our community, what is the most burning issue that we 

face, and how would you address it? 

62. Strong fiscal management skills are central to this position. Please describe the 

most challenging budgeting situation you have encountered and how you reacted. 

63. What innovative, cost saving programs and projects have you initiated and how 

successful were they? 

64. What is your philosophy for developing and implementing a budget for our City? 

65. Would you consider implementing a Zero Based Budget? 

66. What techniques would you employ to develop and implement a balanced budget 

in these difficult economic times? 

67. What techniques have you employed to reduce payroll expenses without layoffs 

and without reducing the level of service we provide? 

68. How do you encourage staff to stay in your organization? 

69. Give me some examples of cases where you have introduced new technologies to 

improve productivity or service delivery in a local government organization? 

70. Like many communities, we are experiencing rapid growth and development. 

What would you do to protect the character of the community while permitting 

acceptable growth? 

71. Do you view growth as a positive? 

72. Tell us about your experience closing the gap between what is the ideal amount of 

infrastructure (roads, drainage, facilities, etc.) and what is actually present. 

73. What experience do you have with economic development? 

74. Please describe your experience in working with a business community, Chamger 

of Commerce, downtown business association, etc. 

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75. Tell us about an economic development project that you are particularly proud of 

and your role in its success. 

76. What sort of concessions would you ask of developers when discussing their desire 

to bring a new development to our community? 

77. Can you tell us about your experience with Tax Increment Financing? 

78. Do you think it is necessary or appropriate to redevelop this community? If yes, 

how would you go about redeveloping it? 

79. Do you feel it is desirable to bring new businesses to the community? What kind 

of businesses would you try to attract? 

80. What actions would you pursue to bring jobs to our City? What sectors would you 

target? 

81. What attributes of the City would market to businesses that you want to attract to 

our community? 

82. Describe your experience with out-sourcing and your methodology for evaluating 

the cost-effectiveness of outsourcing. 

83. What is your opinion of sole source procurements? 

84. How will you balance the need for timely/efficient procurement with the need for 

checks and balances? 

85. How would you go about building a good relationship with the County? 

86. How would you go about building a positive relationship with other governments 

with whom you will have to deal if you are selected for this position? 

87. Describe your experience in dealing with state agencies. 

88. Describe your experience dealing with federal agencies. 

89. Describe your experience obtaining grants. What agencies would you approach 

for grants? What kind of grants do you think would benefit us? 

90. Are there other external sources of funds (beyond grants) that you would seek out? 

91. Have you ever been involved in initiatives to contract out services? Tell us about 

them. Did these efforts succeed? 

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92. How do you feel about succession plans for managers and directors? Do you 

presently have one in your City? 

93. What experience do you have in developing and implementing policies and 

programs that further the goal of green and sustainable communities? 

94. Describe the kind of organization for which you would like to work. If you could 

change one thing in your current (or most recent) job, what would it be? 

95. Who do you view as your customers? How will you interact with them? 

96. What great idea have you had that did not go anywhere and why did it fail? 

97. If we were look at your personnel file, what would we find? Would there be 

anything negative? 

98. How do you respond when a resident walks into City offices and wants to meet 

with you about an issue that concerns him/her? 

99. Would you make yourself available for two hours a week to see the public on a 

first-come, first-served basis? 

100. How would you address a situation where an employee places the City in an 

embarrassing light? 

101. What do you see as the primary drawback to being the City Manager of our 

community? What do you know about our operations and current employees? 

102. If we hire you, would you seek a salary increase every year? 

103. If the community decides to install a plaque somewhere in your honor after you 

leave your current job, what would it say? 

104. If they decide to give you a roast, what would people say about you? 

105. What was the most pertinent question you were asked today by any one of us, and 

how did you answer it? 

106. Would you favor setting up a non-profit to deal with the feral cat and stray dog 

population in our community? [This question may seem a bit odd but it tests the 

ability of a candidate to think on his/her feet.] 

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107. Assume our 100 th anniversary is next year. What ideas would you offer to make it 

a rousing success? 

108. What was the last book you read and why did you choose it? 

109. Who is your favorite comedian and how do you incorporate humor in your 

management style? 

110. What did you do to prepare for today’s interview? 

111. If you accept this position, how long do you expect to stay? 

112. How do your spare time? What are your hobbies? 

113. How would you describe your ideal day off? 

114. Why should we hire you? 

Topics / Question Set III: 

1. If you are selected as the successful candidate, and understanding that pay and 

benefits are matters for negotiation, tell us in broad terms what sort of 

compensation package you would expect? 

2. If we hire you, how long would you expect to stay in the position? 

3. What kind of severance package would you expect if you were terminated? 

4. When would you be available to start work? 

5. Is there anything which we have not discussed today that you would like us to 

know? 

6. Are there any questions you would like to ask us? 

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Topics / Questions Set IV: Topics to Avoid During the Interview Process 

A large body of legislation has developed over the years addressing civil rights and 

race/gender/age discrimination. Questions in these areas should be avoided during the interview 

process. The process of interviewing and selecting an applicant is no longer a simple matter of 

conducting a casual conversation and hoping to learn a candidate’s strengths, weaknesses, likes, 

and dislikes. Various civil rights laws now make the average interview a process that should be 

approached with extreme caution. However, if you keep in mind certain basic rules, you will 

facilitate the process and avoid problems. 

In most instances, asking inappropriate questions may raise an inference of either 

discrimination or retaliation against a particular candidate. In other instances, such as those 

involving issues of mental or physical health, inappropriate questions are presumptively 

discriminatory. Therefore, the interviewer must avoid questions relating to the following: 

1. Political affiliation, political views, or voting history. 

2. Religious beliefs or practices. 

3. A candidate’s race. 

4. A candidate’s age. 

5. A candidate’s national origin or ancestry. 

6. A candidate’s family and whether or not they would be willing/able to join them 

in the new City. 

7. A candidate’s desire to have children or raise a family. 

8. Pregnancy and other gender related issues. 

9. Sexual orientation or sexual practices. 

10. Marital status or personal and private relationships. 

11. Potentially controversial issues of race, gender or ethnicity. 

Any information a candidate may volunteer during the interview process regarding these 

matters does not render the interview invalid or otherwise taint the process. Consequently, openended 

questions, such as asking if the candidate wants to reveal anything else to the City that has 

not already been covered, are not prohibited. In fact, they can sometimes provide valuable 

insight into a candidate’s views and perspectives. 

With regard to issues of physical or mental health, many questions are appropriate after a 

conditional offer of employment is made, but must be avoided beforehand. The interviewer must 

avoid questions relating to the following topics: 

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Topics / Questions Set IV: Topics to Avoid During the Interview Process 

1. A candidate’s medical history. 

2. Past workers compensation claims. 

3. Past use of sick leave. 

4. Health of a candidate’s family members. 

5. Any obvious physical or mental impairment of the candidate. However, it is 

permissible to ask if the candidate is able to perform the essential functions of the 

job for which he/she is applying. A better practice is not to ask this type of 

question at all. Of course, from a practical point of view, it is hard to imagine 

anyone answering negatively. 

6. A candidate’s frequency of illegal drug use or addiction. However, it is 

permissible to ask if the candidate ever used illegal drugs, and if so, the last time 

he/she did so. Once again, this is a very delicate area that can create significant 

problems for the employer if the questioning is intrusive. 

7. Alcoholism or the frequency of alcohol consumption. 

The questions listed above which relate to medical conditions may properly be asked of a 

candidate after he or she has received a conditional offer of employment. Before an offer is 

made, however, the questions must be avoided. 

If you need further assistance in crafting proper interview questions, please do not 

hesitate to contact us for further guidance. 

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Tab 3 

Interpreting the Internet 

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Interpreting the Internet 

When considering material gathered from the Internet, it is important to read carefully and to 

understand the Internet’s limitations. 

In part of each candidate’s materials is what CB&A’s staff gleaned from the Internet and from 

newspaper archives concerning the semi-finalists. While we would like to think everything 

published is accurate, we know it is not. For example: 

1) Some news sources have biases concerning particular individuals or write with 

incomplete information. Further, reporters have different capabilities and some do 

not understand the matters they are reporting on. Hence the story may not be 

accurate. 

2) Occasionally, governments purposely provide information to the media that is not 

accurate or the full story, particularly when someone is leaving their employment. 

3) Some elected officials occasionally make allegations concerning managers or staff 

members for political reasons whether or not the allegations are based in fact. 

Further, officials sometimes shoot from the hip without a complete understanding of 

the real issue and/or all the facts. 

4) Some residents make allegations that are inaccurate or untrue and which are repeated 

in the media. 

5) A manager may be blamed for issues and problems that come to the surface during 

his/her tenure but existed long before the individual took office. In fact, occasionally 

a manager uncovers a problem and is dealing with it. That very action can bring 

problems to light and result in a news story that reflects badly on the manager who is 

actually trying to fix the problem rather than the manager who let it fester for years 

and did nothing. 

6) Managers may have more articles than, say, assistants because of the nature of their 

work. Assistants tend to be much lower profile and hence, less is written about them. 

Further when assistants make mistakes, the manager tends to get blamed. 

Further, the Internet changes daily. Articles are added and removed. What is provided here is a 

snapshot in time concerning what was available on the Internet the day(s) we did the research. If 

someone were to search the internet tomorrow concerning information on these candidates, 

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additional information or less information might be found. Search engines take up to six weeks 

to “find” stories after they are posted on websites. By the same token, a story appearing on a 

website yesterday may be deleted and may not be there tomorrow. 

We should also note we have not included everything we found. Many articles mentioning the 

candidate’s name have little if any relevance to the candidate’s qualifications. Hence these are 

often been excluded. Further, if multiple articles exist concerning the same issue, we often select 

the most relevant and complete articles and do not include the rest. 

Where issues of concern were found in the following articles, we have attempted to research 

them and determine their true nature. Where we found information that we believed was serious 

in nature and the result of the candidate’s actions or that would could potentially embarrass you, 

our client, we would have dropped the candidate from consideration and his/her information 

would not be in this notebook. 

One final note is that we generally do not include information from blogs as they are notoriously 

slanted and unreliable. 

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Courtney Harris-Barker 

TAB 4

TAB 4 

TABLE OF CONTENTS 

PAGE 

RESUME 1 

CANDIDATE INTRODUCTION 9 

CB&A BACKGROUND CHECKS 16 

CB&A REFERENCE NOTES 20 

CB&A INTERNET SEARCH 31

TAB 4 

Resume 

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Candidate Introduction 

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Courtney H. Barker, AICP 

TAB 4 

EDUCATION 

Master of Urban and Regional Planning, Florida State University 

Bachelor of Science, Anthropology, University of Florida 

EXPERIENCE 

Titusville, FL 

2004 – Present 

Executive Director, Planning & Growth Management (five years), 

Planning Director (one year), Chief Planner (one year), and 

Redevelopment Specialist (one year) 

Project Manager, APD, Inc., Jacksonville, FL 2000 – 2004 

Planner, City of Jacksonville, FL 2000 – 2000 

Planning Intern, City of New Smyrna Beach, FL 1999 – 1999 

Planning Evaluation Specialist, DCA, State of Florida 1998 – 1999 

BACKGROUND 

The City of Titusville is a waterfront community with a population of 43,852. Titusville is the 

third largest City in Brevard County and is the only City in the area referred to as “North 

Brevard.” The City has been closely associated with the Space Program, with NASA and Space 

Florida’s Exploration Park located across the river. Boasting the “largest number of per capita 

engineers in the state,” the City’s economy has been historically linked with the Space Program. 

The City of Titusville is approximately 30.5 square miles in size and is a multimodal 

transportation hub with five large arterial roadways bisecting the City, one regional airport, a 

public marina, and the Florida East Coast Railway. The City will soon be home to an FAA 

licensed spaceport at Space Coast Regional Airport, making it a quadra-modal transportation 

hub, providing transportation by air, land, sea and space. The appeal of the community is 

predicated on its highly skilled, scientific workforce coupled with a can-do attitude for getting 

humans and cargo to space. The diversification of the community from the space industry to 

space plus manufacturing, and research and development of high-technology goods and services, 

has attracted many new businesses in recent years to the three industrial parks and the industrial 

lands surrounding the Space Coast Regional Airport. The City also has a historic downtown 

with a Community Redevelopment Agency (CRA), and two neighborhood revitalization target 

areas that are funded largely through state and federal grant programs. 

The City of Titusville is a full service City with approximately 505 employees. As the Director 

of the Planning & Growth Management Department, I have had up to six division managers 

reporting to me. I manage a departmental budget of approximately $3.15 million in operating 

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TAB 4 

and capital funds. The City’s General Fund budget is $34.4 million and the Total Budget is $104 

million. 

The three most important issues facing the City of Titusville are the following: 

1. Declining Revenues. Over the past six years, the City’s ad valorem tax revenues have 

steadily declined along with the tax base. Due to the economic downturn and coupled 

with rising pension costs, the City has been undergoing pension reform while instituting 

furloughs to meet budget deficits. This has caused dissatisfaction among existing 

employees and has made it difficult to recruit new employees. 

2. Unemployment. The retirement of NASA’s Shuttle Program disproportionately affected 

the North Brevard area, leaving Titusville with an unemployment rate of 11.5%. The 

City’s major focus of economic development in the last six years has led to the 

participation in the North Brevard Economic Development Zone in partnership with 

Brevard County, as well as economic development grant programs. Despite recent 

successes, this issue will likely be at the forefront of the City’s agenda for years to come. 

3. Redevelopment & Revitalization. Due to the declining economic base and the housing 

market crash, the City has significant redevelopment and development opportunities and 

challenges. The City will need to continue to use strategies ranging from abatement and 

demolition to the purchase and redevelopment of vacant and abandoned buildings. 

Additionally, the City will need to continue to invest in infrastructure and aesthetic 

improvements. 

GENERAL MANAGEMENT STYLE & EXPERIENCE 

I have a strong desire to be a leader in my hometown and to assist in its continuous improvement 

and preservation as a special, one-of-kind place. I see this position as the next step in my career 

that will keep me engaged in my community and challenged until retirement. While there may 

be some concern that I lack “city manager” experience, it should be noted that I have served in a 

leadership position in this County for over seven years, and I am well established in the area as a 

leader and expert in City government. I have solidified relationships over the years that will 

allow me to assume the City Manager position for the City seamlessly. Additionally, the 

complexity of issues and problems that I have found solutions to throughout my career have 

prepared me for any current and future issues confronting us in the City of Satellite Beach. 

I have a results oriented but relaxed management style. I prefer to provide advice and 

encouragement rather than direct orders; however, I will give directives when I believe it is 

necessary. I prefer to work with and create a team that collaborates to accomplish projects, 

resulting in a sense of pride in the joint effort. I believe family is first. I believe that this provides 

a sense of security for employees, as they understand the City values their contributions while 

recognizing and respecting their family life. I believe this outlook on family life elicits a great 

deal of loyalty and dedication to the City in return. My management style has given me a very 

low attrition rate on my team over the years. 

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I believe my staff would say that I am fair and supportive of them. They would say that I 

empower them and encourage them to complete their projects and work without a lot of 

oversight. I believe they would say that I require professional behavior and respectful interaction 

with citizens and team members, creating an exceptional work environment for us over the years. 

I believe my staff would also agree that while we have had to make hard decisions on 

reorganizations and staff reductions, that the decisions I made were fair and in the best interest of 

the City. 

My elected officials would say that I am a knowledgeable and decisive individual providing 

them with honest and direct advice. They would say that I am innovative and results oriented 

leading to timely project completion of projects and initiatives with great results. I believe they 

would say that I enjoy fulfilling their goals regarding budgetary, operations and community 

building projects, such as the domestic abuse transitional housing unit project I designed to 

address their concerns regarding a lack of facilities in North Brevard for domestic abuse victims. 

My strengths are my ability to adapt quickly to new circumstances and quickly design solutions 

for new challenges. I believe I am a great problem solver that can create consensus-based 

solutions to the satisfaction of all parties. I also believe that I possess and demonstrate 

compassion and empathy to be able to understand the special circumstances, needs and 

perspectives of citizens and staff members when providing assistance with resolving concerns. 

In terms of weaknesses, I may have a tendency to judge a situation too quickly. Over the years, I 

have learned not to react too quickly until I have assessed a situation fully. This allows me time 

to provide a more thoughtful response and ultimately leads to determining the best course of 

action. 

I believe I have achieved the greatest success in my career by creating a great team environment 

that results in a team desire to accomplish new and exciting projects and continually improve. A 

recent example of a team success is the Inspiration Village Development Project that included 

the management of large scale funding commitments from the Department of Housing and 

Urban Development, community involvement, planning, engineering design, permitting, and 

contracting, and construction management. The desire of multiple departments, as well as my 

own team, to complete this project for the community demonstrates my ability to build a great 

working environment that motivates employees to succeed. 

Continuous improvement includes measuring for success, and a great example of how this has is 

my work with the Code Enforcement Department for the City of Titusville. Over the course of 

two years, the Department increased in performance by completing nearly twice the amount of 

inspections per hour and closing 45% of their cases prior to the first re-inspection. Sometimes, 

the measures are qualitative, such as the City’s award of the SNAP Certification from the 

Economic Development Commission for expedited development review and permitting. Goals 

and measures can be an important tool to increase efficiency and improve performance, as long 

Page 12 of 49


TAB 4 

as the measurements are readily available and the performance measurement process does not 

become a “job in itself.” 

In terms of mistakes, I have made some in my career and have used each one as a learning 

experience. My attempt at solving the City of Titusville’s Conservation Land Use mapping 

problem to create a better process for developers while ensuring wetland protections was a 

problem I have not been able to solve. I have learned that some problems become too 

complicated over time, and getting a consensus is not always possible. 

One of the more difficult aspects of being a manager is confronting employee poor performance 

issues. Determining whether an employee can be rehabilitated or needs to be terminated can be 

difficult. When I have had the unfortunate need to fire employees in the past, I have completed 

the task effectively. I have dealt with the termination of “at-will” managers and lower level staff 

members, in addition to having to complete lay-offs. 

I see the immediate challenges for the City of Satellite Beach as being the following: 

1. Redevelopment & Development. The Community Redevelopment Agency projects and 

the development of the Pelican Coast property are immediate opportunities to raise the 

City’s tax base, lower the City’s mileage rate, and provide some funding for services and 

aesthetic improvements to the City. The City should combine these opportunities with 

capital project needs, such as stormwater and pedestrian improvements. 

2. Accomplishing Compensation Increases. The City’s employees have not experienced a 

raise in over five years, while working hard to offset the deep budget cuts that the City 

Council needed to put in place to meet declining revenues. I see an immediate need to 

acknowledge our employees for their hard work during these years if Council agrees and 

revenues allow. 

3. Returning Resources to Departments. City Departments have experienced a decline in 

resources in the past five years. An examination of the operational goals of these 

departments to determine if they need an increase in resources or tools and processes for 

efficiency will be necessary. Providing additional departmental resources while 

implementing efficiency strategies will provide more effective services to our residents. 

In the first six months of being the City Manager of Satellite Beach, I would accomplish the 

following: 

1. Meet with the Departments to become familiar with the staff members and departmental 

goals, and tour facilities to become familiar with operations and needs. 

2. Continue or establish a team meeting process for the Department Heads and myself to 

discuss citywide issues and needs. 

3. Meet with Council members to become more familiar with Council goals and priorities. 

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Define and implement the immediate priorities of the Council such as: 

CRA Plan Update 

Changes in the Land Development Regulations 

Streamlining the Development Approval Process 

Implementing the Salary Survey 

Designing Programs and Strategies to Address the Non-Conforming Lots Issue 

Successfully guide the development of the Pelican Coast Property 

4. Attend Board meetings and become familiar with their goals and projects. 

5. Work with the Community Redevelopment Agency Advisory Board to set priorities and 

develop a schedule consistent with the Updated Redevelopment Plan to complete 

infrastructure projects. 

6. Begin the budget process immediately and, at the end of six months, deliver a budget that 

meets City Council’s goals. 

I have a good relationship with the media and work hard to get back with the reporters in a 

timely manner. There is nothing in my background that would be considered embarrassing to the 

City of Satellite Beach. At times, the position of a Planning Director may conflict with some 

citizens on issues of development and code enforcement. However, I would be very surprised if 

any community activists called the City of Satellite Beach to provide any negative opinions, as I 

have always endeavored to keep a good relationship with all citizens despite occasional 

differences in opinions and interpretations. 

I like to spend the time that I am not working with my family. I also love gardening, working on 

my home, and volunteering for my community. 

REASON FOR WANTING TO LEAVE MY CURRENT JOB 

The only reason I would like to leave my current position is to obtain the City Manager position 

in Satellite Beach. 

SIX ADJECTIVES OR PHRASES I WOULD USE TO DESCRIBE MYSELF 

 

 

 

 

 

 

Highly ethical, 

Action oriented, 

Creative, 

Compassionate, 

Positive, and 

Knowledgeable. 

Page 14 of 49


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CURRENT SALARY 

$85,000 

Page 15 of 49

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CB&A Background Checks 

Page 16 of 49

Background Check Summary for 

COURTNEY H. BARKER 

TAB 4 

Criminal Records Checks: 

Nationwide Criminal Records Search 

County 

Brevard County, FL 

Duval County, FL 

Volusia County, FL 

Leon County, FL 

No Records Found 





State 

Florida 


Civil Records Checks: 

County 


Duval County, FL 

Volusia County, FL 

Leon County, FL 





Federal 

Florida 


Motor Vehicle 

Florida 

Credit 

Bankruptcy 

Education 

Employment 


Excellent 


Confirmed 

Confirmed 

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Personal Disclosure 

TAB 4 

Page 18 of 49




TAB 4 

Page 19 of 49

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CB&A Reference Notes 

Page 20 of 49

Reference Notes 

Courtney Barker 

TAB 4 

Terrie Franklin – Neighborhood Services Director, Titusville, FL 321-383-5779 

Ms. Franklin has worked with Ms. Barker since 2004. Ms. Barker is one of the best Directors 

Ms. Franklin has had the pleasure to work with. 

Ms. Barker is very innovative and creative in her approach. She is very pleasant to every 

employee in any organization and has the ability to work well within a very diverse workforce. 

She always considers all sides when dealing with residents, contractors, and developers. She 

listens carefully to others and offers solutions which are designed to produce favorable 

outcomes. She supports her employees and empowers them. 

Ms. Barker is currently working on a large housing development project using an NSP 

(Neighborhood Stabilization Program) grant. The project is further along than expected due to 

her creativity and leadership. She identifies what needs to happen to move any project forward. 

After the previous Community Development Director retired the Department was reorganized. 

Ms. Barker became responsible for overseeing code enforcement, planning, and development. 

Rather than start fresh and change how all their work was done, she asked employees to suggest 

which of their practices were successful and which were not. She only made changes to their 

procedures which were necessary to improve the organization and better serve the community. 

Ms. Barker keeps her employees abreast of what is happening in the City. She provides 

information through meetings but also calls them when a key issue arises between meetings. She 

works very well with the public, both individually and in groups. The personnel she has hired 

have turned out to be good employees. 

Ms. Barker rallies her employees around the Council’s vision. One revitalization project in a 

low income area faced many obstacles. The property required rezoning, environmental concerns 

existed, and the community was divided over the project. Ms. Barker held community meetings 

to bring residents together. She instilled a very high level of customer service ethic into her 

organization. She believes transparency creates trust; so she has earned the community’s trust. 

The City has had to deal with a very large budget deficit over the past three years. Ms. Barker 

finessed the budget and accomplished all the goals set by the City Manager and the Council. 

She also manages the CRA’s (Community Reinvestment Act) budget. Even while handling an 

immense workload Ms. Barker is still timely when responding to questions from employees. She 

even responds to questions on her furlough days. 

When situations become controversial Ms. Barker is very aware of potential problems; so she 

does not jump to conclusions. She meets with all sides and treats all parties equitably. Nothing 

in her past would embarrass an employer, if a background check were conducted. 

Ms. Franklin believes strongly in Ms. Barker’s leadership abilities and has encouraged her to 

pursue local government CEO positions. She would absolutely hire Ms. Barker. 

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TAB 4 

Words or phrases used to describe Courtney Barker: 

 

 

 

 

 

 

Very outgoing, 

Joyful to be around, 

Innovative, 

Creative, 

Good communication skills, and 

Customer service oriented. 

Strengths: Works very well with constituents and coworkers, creative, a skilled leader who 

moves projects forward, quickly learns what she needs to know when working with unfamiliar 

departments, and has a diverse skill set. 

Weaknesses: She has overcome the weaknesses she had when hired and quickly resolves any of 

her own weakness she identifies. 

Marcia Gaedcke – Executive Director, Chamber of Commerce, Titusville, FL 

321-267-3036 ext. 24 

Ms. Gaedcke was the Executive Director for the Chamber of Commerce when Ms. Barker was 

hired by the City of Titusville in 2004. Ms. Barker began as the Redevelopment Specialist and is 

now the Planning Director. She assumed significant responsibility in a short period of time and 

has handled her responsibilities well. Ms. Gaedcke has considerable respect for Ms. Barker. 

Ms. Barker is passionate about helping others. She is thorough and stays on top of all her 

assignments and roles. She juggles many responsibilities. Having to work with an elected body 

that does not always support development can be very stressful. However, Ms. Barker balances 

the community’s needs, the desires of her elected officials, and citizens’ input very well. 

The Chamber hosts numerous events and has a contract with the City for certain downtown 

activities. Ms. Barker manages that contract. She has also been involved with the Chamber in 

contract negotiations for the Titusville Renaissance Group. Ms. Gaedcke and Ms. Barker 

interact frequently, usually corresponding through email but also calling each other whenever a 

matter is time sensitive. Ms. Barker and her staff keep the Chamber very well informed. 

Ms. Barker hires good personnel and her general decisions are good. Her organization functions 

at a very high performance level. When presented with a new idea she does not immediately 

respond by pointing out limitations but rather thinks creatively and looks for ways to implement 

the suggestions. 

Residents fear change; so Ms. Barker often gets blamed when residents are unhappy. She 

regularly comes under attack from all sides, occasionally more from Council than the 

community. The Council is frequently divided and, when they are in conflict, they take it out on 

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the staff. She handles herself professionally, is matter of fact, and works with others to 

accomplish what needs to be done. 

At one point the Chamber was sponsoring activities but did not have a formalized agreement. 

With the City Manager’s approval, Ms. Barker negotiated a contract to give activities a 

formulized structure and provide funding effectively. The solution she developed was beneficial 

for everyone and has increased momentum in the community. The original agreement was a 

three year contract but that has now evolved into an eight year contract. Ms. Barker handled the 

many revisions which were necessary. 

Ms. Barker has leadership abilities but generally manages processes in her current position. She 

is customer service oriented and could probably solve problems in her sleep. She has good 

budgeting and financial skills. She responds very quickly to questions from the business 

community or asks the appropriate staff member to promptly provide any information requested. 

As the Planning Director, Ms. Barker always seems to be in the middle of responding to a 

controversy. However, she has not been personally engaged in any controversial actions. Ms. 

Gaedcke is not aware of anything in Ms. Barker’s background that might be construed as 

embarrassing, if the press were to complete a background check. Some community members do 

not like Ms. Barker because of decisions she has made, but city residents have never lodged 

complaints about either her attitude or her customer service. 

Ms. Gaedcke would hire Ms. Barker and respects her tremendously. Ms. Barker is not afraid to 

make tough decisions. A local government CEO must be able to inspire the municipal 

employees and the community, even while managing the Council. Ms. Gaedcke has not 

observed that level of visionary leadership from Ms. Barker, but she has done a very good job of 

managing her department. 


 

 

 

 

 

 

 

 

Thorough, 

Professional, 

Committed, 

Driven, 

Genuine, 

Very passionate about what she does, 

Committed to doing the right thing, and 

Honest. She says what she knows and is upfront about what can or cannot be done. 

Strengths: Handles conflict well, works well under stress, and works very well with the 

different constituencies. 

Weaknesses: She takes on too much responsibility, mostly due to the economic downturn and 

staff cutbacks. 

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Glenn Dames – Pastor, St. James AME Church, Titusville, FL 904-610-4243 

Mr. Dames has known Ms. Barker since 2006. St. James Church works closely with the City on 

special projects. A recent joint project involved building a nine home affordable housing 

subdivision. Ms. Barker worked on the governmental aspects of the project while Mr. Dames 

dealt with the community component. Work was halted when an endangered osprey nest was 

discovered onsite. Ms. Barker met with her team, the Florida Department of Wildlife, and 

county employees to discuss the process of removing the nest. She led the brainstorming 

process. Because of her leadership, what normally would have been at least a six week process 

only took two to three weeks to resolve 

Ms. Barker is hardworking, dedicated, and conscientious. She commits herself over and above 

the call of duty. Currently the community is fighting to keep a local elementary school open. 

She is doing an exceptional job of conducting research and managing negotiations with the 

School Board. 

Mr. Dames and Ms. Barker have an excellent working relationship. She even answers her phone 

after hours and responds well to whatever is asked of her. She makes excellent hiring decisions. 

She identifies qualities in employees that others may not be able to see. One outstanding quality 

is how she allows her staff to be creative but can reel them in when necessary. She has done an 

excellent job of writing code. She also has responsibility for rewriting plans for parcels. She 

writes in layperson’s terms; so everyone can understand the technical aspects of such plans. 

Ms. Barker is definitely a change agent and will fight for any initiative she feels is important. 

She is also innovative and maintains her organization at a high performance level. She instructs 

her staff to keep the Church informed. When handling confidential or crucial matters she calls 

personally or schedules meetings at one of the sites. Since she manages social services, she 

meets frequently with community leaders. One resident raised a concern about the separation of 

church and state because some meetings were held at the St. James Church. Ms. Barker and Mr. 

Dames successfully fought the complaint by demonstrating that meetings were held at many 

different facilities. 

Some residents see government as the enemy. However, Ms. Barker has the ability to work very 

well with all residents, including the difficult ones. She handles complaints with professionalism 

and grace, even when residents do not offer her the same level of respect. 

Ms. Barker is definitely a leader who can rally the troops together. She is a company person who 

is very loyal to her employer. She conveys the Council’s vision to her staff and the community. 

She helps Council understand constituent and employee concerns. She keeps her operations 

under budget even as she produces quality work. If Mr. Dames ever calls Ms. Barker while she 

is in a meeting, she responds with a text indicating she will call him back after the meeting. She 

keeps on top of every task. 

Ms. Barker’s job is controversial but she manages her responsibilities with great skill and 

finesse. She has a sterling reputation and nothing in her background would embarrass a potential 

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TAB 4 

employer. Even people who disagree with decisions she made still respect her. Mr. Dames 

would hire Ms. Barker today. She will be an excellent CEO for any local government. 


 

 

 

 

 

 

Conscientious, 

Dedicated, 

Hardworking, 

Physically sound, 

Excellent time management, and 

Great communicator. 

Strengths: 

Great planner, very organized, and good communicator. 

Weaknesses: Very passionate about her work and sometimes takes failure personally when she 

is fighting hard for a project but is not successful. She can be hard on herself. 

Mel Scott – Assistant Manager, Brevard County, FL 321-633-2002 

Mr. Scott has known Ms. Barker since 2004. Brevard County works collaboratively with the 

City of Titusville where Ms. Barker is the Planning Director. Mr. Scott and Ms. Barker sit 

together on many of the same boards. When Mr. Scott became aware of Ms. Barker’s 

application for the position of City Manager, he offered to be a reference. 

Ms. Barker has established herself as an expert in her field. She is very thorough. She has 

contributed to local initiatives which have benefitted both city and county residents. She worked 

on the SNAP (Simple Nimble Accelerated Permitting) certification process with the Economic 

Development Commission. Local governments receive the certification when they streamline the 

permitting process, making the process easier to understand, without compromising regulations. 

Titusville did not receive this certification the first time it applied. Ms. Barker had to turn the 

ship around. Through her leadership the City did receive the certification on its second try. 

Ms. Barker is very proficient in public hearings. She makes presentations concerning very 

technical ordinances and educates the City Council on what the ordinance will accomplish. She 

is dependable and reliable. She meets her commitments and never drops the ball. Ms. Barker is 

a change agent. She makes good decisions and works on behalf of the customer. She is timely 

and thorough when completing her tasks. 

Redevelopment initiatives are frequently controversial. Supporting tax rate increases to sustain 

the same level of funding as in previous years is definitely controversial, but cutting budgets is 

equally controversial. The unemployment rate in their area is much higher than the national 

average. Ms. Barker became involved in all such controversial situations over the past four years. 

She handles them well because she is prepared. She has a command of the data, the budget, 

trends, and the cuts needed to balance the budget. She articulates how such cuts will meet 

budgetary restraints while minimizing the impact on local services. Customers should not feel 

the brunt of budget shortfalls. Ms. Barker is innovative in managing her department’s budget. 

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TAB 4 

Local papers have not written any stories indicating that Ms. Barker has made any mistakes. 

Nothing embarrassing will surface from her past, should the press go exploring. Mr. Scott would 

hire Ms. Barker. She will make an excellent local government CEO. 


 

 

 

 

 

 

Competent, 

Thorough, 

Articulate, 

Open to suggestions, 

Analytical, and 

Astute. 

Strengths: 

positions. 

Always well prepared, does her homework, and clearly articulates policy 

Weaknesses: Reasonable individuals often disagree with policy changes. 

criticized for decisions she had no control over. 

She has been 

Dave Berman – Reporter, Florida Today, City of Titusville, FL 321-242-3649 

Mr. Berman has known Ms. Barker since 2009. He writes about Titusville for the newspaper 

Florida Today. Ms. Barker has her staff provide information to accommodate Mr. Berman. 

Ms. Barker is very competent. She is helpful and provides all the information requested of her. 

She interacts efficiently with the City Council, Mayor, City Manager, and other city officials. 

She is flexible and willingly changes course when Council decides to go in a different direction. 

Ms. Barker successfully improved the relationship between the City and its business community. 

Previously entrepreneurs felt the City was not business friendly. She worked diligently through 

the different viewpoints held by members of Council and established consensus. 

Ms. Barker’s solutions to development issues are very innovative. She maintains high standards 

in her department and works well with all other departments. She has a very cordial relationship 

with every other city official. 

Mr. Berman has not observed Ms. Barker working with members of the public individually. 

However, when a constituent attending a city meeting expresses a concern, Ms. Barker offers to 

help them work out the issue, if they are prepared to call her directly. She is customer service 

oriented. She responds very quickly to community requests. 

Ms. Barker rallies her employees to achieve the Council’s vision. She streamlined the City’s 

processes so that projects can be approved efficiently. She cuts through red tape. She manages 

her budget quite well and fulfills her responsibilities, even in light of staff and budget cutbacks. 

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TAB 4 

Residents do not always agree on the type of development the City wishes to initiate. Even City 

Council does not agree on every development. However, nothing controversial has ever been 

triggered by Ms. Barker or her actions. Mr. Berman is not aware of anything in Ms. Barker’s 

background that would be of concern to a potential employer. 

Mr. Berman would definitely hire Ms. Barker. She is an excellent manager of her staff and a 

good leader. She will be a great local government CEO. She is well respected in the community 

and within her organization. She will be a great hire for any city. 


 

 

 

 

 

 

Innovative, 

Accommodating, 

Works well with other, 

Expert in what she does, 

Leader, and 

Cares about the community. 

Strengths: Planning expert, works well with the public and city officials, and is good at 

managing time and staff. 

Weaknesses: None identified. 

Holly Woolsey – Former Greater Titusville Renaissance Participant, City of Titusville, FL 

321-264-6750 

Ms. Woolsey has known Ms. Barker since 2010. Ms. Woolsey works for the County 

Commission and previously was a volunteer with Titusville Renaissance Group. Ms. Barker is 

one of the smartest women Ms. Woolsey knows. She is responsible for economic development, 

research, and growth. She talks to businesses about how the County can support them and how 

developers can expedite their processes. She has been a good resource, helping others solve 

problems and deal with challenges. She occasionally has to say no, but is always willing to help. 

Ms. Barker is always well prepared, on the top of her game, and very knowledgeable about her 

city and its procedures. She provides good answers to every question. She is very thorough, 

very efficient, professional, friendly, and a problem solver. She is forward thinking and business 

friendly. She conducts herself well, even when handling very tough situations. 

Ms. Barker makes very good decisions. She is innovative, a change agent, and a person who 

maintains her organization at a high performance level. One issue the entire County faces is 

potential school closures. She became aware that County officials were planning to attend a 

meeting to discuss such closures. Even without being asked, she prepared notes with bullet 

points. The information she provided was very good and benefitted those attending the meeting. 

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TAB 4 

Ms. Barker has handled both large group presentations and smaller meetings. She consistently 

works very well with the public in any setting. She is a leader who motivates employees and 

provides options to them which others might not have considered. She demonstrates leadership 

qualities in meetings. She asks for input from others and actually considers their points of view. 

She is very knowledgeable about successful and unsuccessful practices. Ms. Barker always 

responds using very sound judgment. 

Ms. Barker handles controversial situations very logically. She reviews the facts and explains 

the parameters in very simple terms. She never becomes angry or emotional and is always matter 

of fact. Ms. Woolsey is not aware of any controversial or embarrassing situations related to Ms. 

Barker. Ms. Woolsey would hire Ms. Barker. She will be a good local government CEO. 


 

 

 

 

 

 

Organized, 

Motivated, 

Intentional, 

Professional, 

Very pleasant, and 

Direct. 

Strengths: Very confident and never appears nervous; usually knows the answers but is 

quick to research and respond if she does not; and reliable. 


Mark Ryan – City Manager, City of Titusville, FL 321-383-5802 

Mr. Ryan has had the privilege of working with Ms. Barker since 2006. Ms. Barker is extremely 

knowledgeable in terms of planning and growth management. She is very loyal to her employer. 

Ms. Barker’s job performance is excellent, even when completing tasks which do not involve 

planning. The City is currently in a dispute with the local School Board. Mr. Ryan has asked 

Ms. Barker to represent him at various School Board meetings. 

Ms. Barker is exceptionally talented at hiring the right candidate for the job. Her decisions have 

been good for the City. She is a change agent. She used innovation when she handled an NSP 

(Neighborhood Stabilization Program) grant project to tear down a blighted, crime ridden 

apartment building and construct nice new homes funded by various housing organizations. 

Ms. Barker meets with Mr. Ryan almost daily and keeps him well informed. She behaves 

phenomenally well when meeting with the public in a group setting. The City has received no 

complaints about how she conducts herself during individual interactions with constituents. 

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TAB 4 

Ms. Barker is a leader. Titusville had an opportunity to bid for an economic development 

project. The City had to develop an attractive, innovative incentive package. Ms. Barker helped 

Mr. Ryan negotiate with local groups concerning what they could contribute to the package. 

Titusville won the project and received an award for its efforts. 

Ms. Barker is very concerned about customers. She ensures that her department’s staff treats 

customers well. She has resolved many problems for the City. One housing manager was not 

performing his duties. She outlined the performance issues and explained why this individual 

was not suited for his position. Mr. Ryan terminated the housing manager’s employment based 

on Ms. Barker’s recommendations. 

Ms. Barker manages her budget quite well and has been innovative in the process she uses to 

identify alternative funding sources for projects. Titusville is short staffed and has its smallest 

staff since 1992. Employees must take a furlough day every other week. Considering the City’s 

circumstances, Ms. Barker does very well accomplishing her tasks in a timely manner. 

The closing of the second school in two years and the development of a comprehensive planning 

process have become very controversial issues. Ms. Barker guided residents through the 

necessary dialogue and handled this community outreach very well. Mr. Ryan is not aware of 

anything in her background that would be embarrassing to a potential employer, if the press were 

to dig into her background. Some residents do not appreciate her opinions, but none would 

disagree with what has been stated in this reference. 

Mr. Ryan would definitely hire Ms. Barker. If he had an Assistant City Manager position to fill, 

he would consider Ms. Barker in a heartbeat. 


 

 

 

 

Talented, 

Energetic, 

Very enthusiastic, and 

Honest. If given a million dollars she returns a million and ten. 

Strengths: 

Loyal and task oriented; and completes her tasks. 

Weaknesses: She is straightforward, which some individuals do not appreciate. 

Rita Pritchett – Council Member, City of Titusville, FL 321-223-8774 

Ms. Pritchett is on the Titusville Council and has worked with Ms. Barker since 2010. Ms. 

Barker is one of their organization’s best employees. Ms. Pritchett and Ms. Barker interact very 

well and are comfortable with each other. Ms. Pritchett enjoys working with Ms. Barker. 

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TAB 4 

Ms. Barker’s appears to make very good decisions. She implements the changes necessary so her 

department will function at a high level. She identifies city processes which are not working 

well and offers innovative solutions. 

Ms. Barker sends Council emails about upcoming projects. She requests individual meetings 

with each Council member when appropriate. Her communications with the Council are very 

good. She also works well with members of the public both in one on one and group settings. 

The City has attempted to reconstruct parts of a low income neighborhood. Ms. Barker 

assembled a team to develop ideas and secure grants. They effectively revamped the area. Ms. 

Barker solves problems and has good financial skills. With budget constraints, city employees 

tend to be overworked and understaffed, but she still manages to complete her work in a timely 

fashion. 

When angry citizens come to City Hall Ms. Barker greets them with a smile and calmly works 

with them. Ms. Pritchett is not aware of anything in Ms. Barker’s background that would be 

considered embarrassing by an employer. 

Ms. Pritchett would hire Ms. Barker and does not want her to leave Titusville. She will be a 

good local government CEO. 


 

 

 

 

 

 

Innovative, 

Very efficient, 

Excellent communicator, 

Likeable, 

Cute, and 

Respectful. 

Strengths: Great communication skills, gathers information well, and very knowledgeable, 

even when asked questions out of the blue. 


Prepared by: 

Lynelle Klein 

Colin Baenziger & Associates 

Page 30 of 49

TAB 4 

CB&A Internet Research 

Page 31 of 49

Internet – Newspaper Archives Searches 

Barker (Harris), Courtney 

(Articles are in reverse chronological order) 

TAB 4 

Hometown News (Fort Pierce, FL) 

June 4, 2010 

Environmental commission offers conservation lessons 

By Jenet Krol 

Krol@hometownnewsol.com 

TITUSVILLE - In an effort to educate residents, the Titusville Environmental Commission will 

offer a series of presentations on sustainable living. 

June's topic will be water conservation. 

"People are becoming more cognizant of their environment, and the environmental commission 

wants to provide more of an outreach in terms of education," said Courtney Barker, planning 

and growth management director for the city. "We want to educate the community in how they 

can help." 

The Titusville Environmental Commission, which is an appointed board staffed by the planning 

and growth management department, reviews anything addressed by the city council concerning 

the environment, as well as participate in outreach programs at schools and on special events 

such as Earth Day. 

"Currently we're looking at putting together a list of topics that are important to the community," 

said Ms. Barker. 

The commission offered its first presentation in February, in which they discussed sustainable 

landscaping and using Florida-native plants. 

Water conservation was chosen as the second topic because it is an easy way residents can help 

improve the environment, said Ms. Barker. 

"Water conservation and landscaping are two examples of things individuals can do themselves," 

she said. 

Maureen Phillips, water conservation outreach and public outreach manager for the city, will 

give the presentation on water conservation. 

Topics will include incentives the Water Resources Department provides for residents 

conserving water, behavioral changes to save water in the home and yard and ways to save 

water, such as using low-flow toilets. 

The presentation is scheduled during the Titusville Environmental Commission's monthly 

meeting, June 9 at 7 p.m. in city council chambers, 555 S. Washington Ave. 

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March 7, 2008 

New building will extend downtown ambiance 

By Darrell Johnson 

TITUSVILLE - Plans for an office building were finally approved Feb. 12. 

The 6,000-square-foot structure will be built on half-acre at 603 S. Washington Ave., across 

Palmetto Street from City Hall. 

When the previous plans were first introduced to the Titusville Community Redevelopment 

Agency in September, the applicant, David Boland of Titusville, was asked to redesign the 

faēade so it fit criteria for the historic downtown area, said city manager Mark Ryan. 

"(Mr. Boland) came in last time with a more suburban-style structure, and we asked him to 

redesign it to fit with the downtown master plan," said city planner Courtney Harris. "We're 

very excited about the design. It fits in very well with what the master plan envisioned." 

The CRA was created to regulate downtown building projects. 

In order to bring the plan into compliance, Mr. Boland added awnings and smoothed the roofline, 

Mr. Ryan said. 

The black, dark brown and tan stucco exterior will fit nicely with the existing downtown 

architecture, Ms. Harris said. 

Mayor Ron Swank, acting as the CRA chairman, described the design as "Florida crackerish." 

"That's a stretch," retorted CRA member Jim Ball. 

The building will be the new site of David Boland Inc., a general contracting firm. 

It has been anticipated as a welcome addition to the downtown area, which now ends abruptly 

two blocks north of the site, said Ms. Harris. 

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February 22, 2008 

Rezoning made easy for businesses near downtown 


TITUSVILLE - A small area south of historic downtown Titusville will become more suburban 

now that the city approved plans for special zoning district. 

The Titusville Community Redevelopment Agency voted Feb. 12 to approve a plan that will 

allow property owners to request zoning other than was previously available in the downtown 

area. 

Slightly more than a block was removed from the Central Business District designation to allow 

businesses that don't meet the established downtown standards to operate legally. 

Owners of some of the buildings, which have been there for decades, have had trouble leasing 

space because city rules prohibit the certain types of renters, said Mayor Ron Swank, acting as 

chairman of the CRA. 

The district would not allow industrial or manufacturing companies, but it would put businesses 

such as an existing car dealership, a liquor store, a veterinary clinic and various retail and 

professional establishments into compliance with zoning laws. 

City planner Courtney Harris presented the proposed small area plan. 

The plot is bordered by the Florida East Coast railroad tracks and Third Street on the west, U.S. 

1 on the east and Grace Street to the south. 

Only the southern tip of the triangle formed by the intersection of Hopkins Avenue and U.S. 1 is 

included, Ms. Harris said. 

The northern tip is a narrow grassy strip unsuitable for building, according to a staff report 

presented to the CRA. 

"We've had a number of inquiries from business owners in that area requesting (land) uses that 

are not allowed in the Central Business District," Ms. Harris said. "Physically and visually, this 

is not part of downtown." 

The block was platted in the early days of settlement in Brevard County, probably in the mid- 

1800s, according to the staff report. 

From a redevelopment standpoint, the area would probably not be able to fit the CBD standards 

for at least another 20 years, Ms. Harris said. 

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It is more than half a mile from what is considered the downtown business district. 

"We met with the owners of the property included in the (new) district, and it was decided that a 

community commercial district would be more appropriate," Ms. Harris said. 

"(The change) would still comply with our community redevelopment plan, and at the same time 

give the property owners a little more flexibility," Ms. Harris said. 

It doesn't rezone any property; it just allows people to request a zoning change, she said. 

By approving the plan, the CRA opened the door for building owners to submit such requests. 

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December 28, 2007 

Section: News: Brevard County 

Grants will help beautify downtown 


TITUSVILLE - Downtown businesses will have a chance to beautify themselves, thanks to a 

new program adopted by the Titusville Community Redevelopment Agency. 

At its Dec. 11 meeting, the CRA approved an $80,000-a-year grant program to assist in 

refurbishing building faēades. 

The program will be funded by the CRA, which is financed by the city. 

The plan was put in place to attract more visitors to the downtown commercial area. 

"The program would allow a grant to a commercial or mixed-use property owner of up to 

$40,000 to complete faēade and exterior improvements with a one-half-to-one match," city 

manager Mark Ryan told the CRA members. 

For example, if the property owner is able to contribute $10,000 toward the project, the CRA 

would kick in another $20,000, he said. 

Repayment of the grant will be forgiven five years after the project is completed unless the 

owner fails to maintain the improvements or sells the property before that time. 

The amount of money contributed by the CRA in any year will not exceed $80,000, said city 

planner Courtney Harris. 

Not all of the new faēades will have to maintain a historic appearance, she said. 

Improvements to buildings that are on the National Historic Register will require approval by 

appropriate agencies, but many newer structures will not have to comply with those restrictions. 

Community development block grants are also an option for financing structural improvements, 

Ms. Harris said. 

The block grant program provides federal funding to municipalities to improve various public 

facilities. 

Improvements must be monitored via inspections or before-and-after photographs. 

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Funding is also limited to one grant per structure per year. 

In addition to the actual front of a building, the grants can be used for improvements around the 

building, such as parking lots and lighting structures. 

"As we looked at some of the different property appraisals, some of the biggest issues are with 

the parking lot and landscaping, so that's why we included that area," Mr. Harris said. 

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November 23, 2007 

Council votes to consider land purchase 


TITUSVILLE - The dream of preserving 94 acres of wooded land northwest of Interstate 95 and 

Garden Street is flickering, but it's not dead yet. 

The Titusville City Council voted Nov. 13 to continue pursuing options to purchase the land, 

which is a primary recharge area for the city's water supply. 

Arlynn Baker and Lisa Smith, who both live adjacent to the property, began researching the site 

more than a year ago after plans for construction of a Wal-Mart Supercenter on the property fell 

through. 

Ms. Smith said they hope the land can become a low-impact park with a resource center, natural 

trails and wildlife viewing spots. 

Gopher tortoises, rare birds and eastern indigo and Florida pine snakes make their homes on the 

property. 

Falcon Development of Boca Raton, which owns the land, has proposed plans to build an 

apartment complex and a single-family home subdivision. 

Falcon president John Evasius said the company would be willing to sell the acreage for $10 

million, but the company would continue with its development plans until an offer is on the 

table. 

Once construction starts, the deal is off. 

Ms. Baker and Ms. Smith have devoted their time to finding funding sources for the purchase, 

but the most promising grants require matching funds, said city planner Courtney Harris. 

If the land is purchased for $10 million, Titusville would have to come up with $5 million to pay 

its share. 

"We met with the (county's Environmentally Endangered Lands program officers), and they 

indicated the property does not meet its criteria for funding," Ms. Harris said. 

The organization offered to help find funds for the project but could only offer "a couple hundred 

thousand dollars" in cash, she said. 

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Ms. Smith, Ms. Baker and members of the city's staff have met with other potential funding 

agencies, including St. Johns River Water Management District, Florida Communities Trust and 

the Trust for Public Lands, said Ms. Harris. 

It's becoming more difficult to acquire funding through grants, said city grant administrator 

Richard Stillwagon. 

"The bar for getting financing is being raised higher and higher. Land prices are going up and 

funding is going down," he said. 

The Florida Department of Transportation also plans to purchase a segment of the property to 

build a large water retention area when I-95 is widened. 

The pond will collect runoff from the road and allow contaminants, such as oil and rubber 

residue, to settle before the water enters the drinking supply. 

Unlike most of Florida, which gets its water from the immense Floridan Aquifer, north Brevard 

County is supplied by the shallower Superficial Aquifer, according to the Titusville Water 

Resources department's annual report, which was released in September. 

Water is pumped out and purified before it reaches residents' homes. 

Most of the 94 acres is sandy, which allows water from rain to filter into the aquifer. 

The property is about 600 feet from the nearest city well, said water resources director Raynetta 

Curry Grant. 

If pavement or structures are placed on any property, the amount of permeable land is reduced. 

"From a water resources perspective, (preserving the land) would assure that the natural recharge 

to the aquifer would be maintained," Ms. Grant said. 

Titusville's fresh water is already in short supply, and the city buys much of its water from 

Cocoa. 

The 94-acre plot has been designated "land of critical concern," which means it's vital to 

collecting new water. 

However, two-thirds of Titusville is considered to be of vital concern, Ms. Grant said. 

Ms. Harris said Falcon Development also considered building the apartment segment and 

selling the rest of the land to the city at a cost of $6.5 million. 

That would reduce the 50 percent matching grant amount to $3.25 million. 

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FDOT will also chip in an undetermined amount of money when it buys land for its retention 

pond. 

Vice Mayor Paul Secor complimented the residents who devoted so much time to the effort. 

He suggested the city staff take a two-pronged approach and pursue full-purchase and partialpurchase 

options. 

Councilman Jim Tulley said, considering the current slump in the real estate markets, a new 

appraisal might be appropriate. 

The council voted 4-1 to direct the city staff to continue to research ways to finance the purchase. 

It also told city manager Mark Ryan to monitor the process and stop it if meaningful progress 

stalls. 

Mayor Ron Swank cast the dissenting vote. 

"I would love to see this thing come together, but I just don't see where we could get $3 to $5 

million to come up with a match," he said. 

He also expressed concern that, with recent budget cuts, the staff is already overworked. 

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TAB 4 


October 19, 2007 

Residents share their vision of Titusville's future 


Some Titusville residents say they appreciate the city's small-town feel and the natural beauty of 

the area. About 60 people gathered Oct 5-6 to tell city leaders what they like and what they want 

to see changed in the community. 

Residents spent a total of 10 hours discussing issues in small groups and presenting their findings 

to the audience. 

They listed the ability to travel by air, land or water, the religious and cultural diversity and the 

proximity to Kennedy Space Center as Titusville's strengths. 

Ed Kindle praised the city's friendly nature. 

"I'm a tattooed, pierced bald guy with a beard. I'm scary," he said. "But people actually say 

'Hello' to me at the grocery store." 

A "bad, reactionary" growth plan, a lack of property maintenance and code enforcement, poor 

stormwater management and an uncertain water supply were listed as weaknesses. 

Participants said one of the most critical needs is constructive programs for youth. 

"Young people need more spaces to gather," said Kathleen Burson in her group's report to the 

attendees. "Build an amphitheater for concerts and programs and make teen car shows an event." 

She said the city could find a balance between what kids like and what adults want them to like. 

Events such as the bi-monthly TitusNites could also be used to draw teens into a positive 

environment. 

Other groups suggested teen accountability workshops, making youth part of the solution rather 

than part of the problem and mentoring programs with government, police and fire personnel. 

"Let the leaders lead," said George Pollak, who moved to Titusville from Miami three months 

ago. "Get law enforcement people to be involved with young people. Elected officials can be 

advocates, encourage positive activities and work with families and children (to create positive 

opportunities)." 

A perceived lack of consistency on the part of city government was another common thread. 

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TAB 4 

"We have no common vision," said resident Bob Messer in his group's presentation during 

Friday's session. "As long as we squabble among ourselves instead of sharing a common vision, 

we'll lose (our quality way of life) piece by piece." 

Ms. Burson suggested the city step up mowing and landscaping schedules and eliminate 

billboards, especially near the State Road 50 and Garden Street exits from Interstate 95 where 

visitors get their first impression of Titusville. 

Another priority with many residents is preservation of green space, especially along the 

riverfront. 

Recommendations included a trail connecting the entire riverfront and more small parks for 

fishing and relaxation. 

A walkway through the center of the city was also an option, along with multiple connections to 

the recently purchased rails-to-trails route. 

The visioning session results will be analyzed and presented to the City Council and eventually 

added to Titusville's comprehensive plan, said senior planner Courtney Harris. 

The comprehensive plan is a state-approved outline of a city's zoning, building standards and 

future plans. 

For information on the visioning process or to submit suggestions or read comments from other 

residents, visit www.titusvillevision.com. 

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September 28, 2007 

Cast a vision of Titusville's future 


What's good about Titusville and what could be improved? What are the most important 

challenges facing the city? 

That's what city leaders hope to find out through the "Envisioning Our Future Together" 

workshop. 

"We would prefer that people participate in the entire workshop," said senior planner Courtney 

Harris. "If someone can't stay, we still want them to come in and give their opinions. We'll serve 

them lunch, and it will be a lot of fun." 

She said a facilitator will conduct breakout groups to discuss various issues. 

"What we hope to accomplish is create a visioning element for the city's comprehensive plan," 

Ms. Harris said. 

The comprehensive plan is a state-approved document that designates the character of each area 

of the city and specifies what can be built there. 

"We hope to get a lot of people to the sessions," Ms. Harris said. "We'll send postcards to every 

resident." 

According to a flyer released by community relations spokesman Jim Thomas, Titusvilleis 

seeking residents' opinions on: 

Preserving open space and environmentally sensitive lands 

Future development and redevelopment 

Job growth and economic development 

Workforce housing opportunities for area employees, such as teachers and police officers 

Traffic and mobility 

Water development and waterfront access 

Titusville resident Robert Socks offered several suggestions about appearance and first 

impressions on the city's visioning Web site, www.titusvillevision.com. 

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TAB 4 

"Have two city employees drive around all major routes each day, picking up large trash items 

that have fallen off of (vehicles," he wrote. "Pay special attention to routes coming 

into Titusville that give a first impression." 

He encouraged businesses, homeowners and the city to "paint, plant and polish." 

Residents who offered anonymous suggestions on the Web site were most concerned about 

landscaping, public transportation, access to the riverfront and bicycle paths. 

"Envisioning Our Future Together" is 1-5 p.m. Friday, Oct. 5, and 10 a.m. to 3 p.m. Saturday, 

Oct. 6. 

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TAB 4 


July 13, 2007 

Urban villages come to Titusville 


Two landmarks in Titusville are set to be converted to a new concept in shopping, and people 

seem to be happy about it. 

Miracle City Mall, famous for its falling ceilings and collapsing drainage pipes, is about to 

become an urban village, as is the land surrounding the paintball field near U.S. 1 and State Road 

50. 

As part of the U.S. 1 Corridor Plan, which governs land use and redevelopment along that 

highway, the urban village concept is also known as new urbanism. 

"Essentially, it's an area with a mix of uses such as office space and retail on the lower levels and 

residences on the upper levels," said Titusville redevelopment planner Lisa Nicholas. 

"It's a mixed use concept that has open space, fountains and other amenities one might find in a 

small town", said senior planner Courtney Harris. 

"People can live, work, shop, be entertained, all in an all-inclusive area," Ms. Nicholas said. "The 

concept is really starting to appeal to folks, with gas prices going up." 

Preliminary plans have been submitted for the Miracle City Mall site through the U.S. 1 Corridor 

Redevelopment Agency. 

"But everyone calls it the Miracle City Mall CRA," Ms. Nicholas said. 

The existing mall has low occupancy, and the stormwater pipes under the parking lot are 

collapsing, said city manager Mark Ryan. 

The buildings will be razed and the underground infrastructure replaced, he said. 

An urban village development called Riverwalk Village has been proposed for the paintball site, 

Ms. Nicholas said. 

Bob Kirk, owner of the property, and his partner, Roger Molitor, are awaiting a decision on 

whether their $220 million 28-acre development will fly. 

In question is the height of the buildings and the shape of their roofs. 

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At a recent city council meeting, Ms. Harris commented that the straight lines of the roofs don't 

work with the 100-foot-tall structures. 

"This design is a straight wall of building," said Laura Ward, who has been an advocate of 

responsible development and low rooflines. 

"It doesn't have the changes in height that would make it look interesting," she told council 

members. 

The project would have two massive 10-story buildings with 97,000 square feet of retail and 

office space and 352 condominiums, according to the proposal. 

The urban village design has been popular in many upscale areas, including Disney's Celebration 

in the Kissimmee area and Mizner Park in West Palm Beach, Ms. Harris said. 

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June 2, 2006 

Brooks Landing steps into city 

By Donna McCone 

TITUSVILLE - Before the first shovel of dirt has been lifted to build the community of Brooks 

Landing, it has been annexed from Brevard County into the city of Titusville. 

That could have meant an increase in home density from an agreed on 112 units on the 

approximately 70-acre property to more than 160 units. 

The developer, Gen Development, and city planner Courtney Harris met with residents May 17 

to discuss those proposed changes to the company's binding development plan agreement with 

Brevard County. 

More than 80 Mims residents had participated in the talks that resulted in the agreement. 

Many of those people could not attend the new meeting on such short notice, said Steve Jack, 

president of the Mims Community Association. 

Adam Armaganian, president of Gen Development said the increase in density became desirable 

to his company as costs for the project increased. 

Randy Scragg owns property next to the proposed development. He said that the developer 

should stick with the plans that took so long to hammer out. "They talked with the neighbors, 

did what they had to do and now want to throw all that away," he said. 

Ms. Harris explained the differences between city and county requirements. "The city doesn't 

mind density," she said. "It is a different mind-set." 

Mr. Armaganian asked residents about the maximum density they would be comfortable with. 

Mr. Jack said that anything more than 112 units would cause the company to lose credibility with 

the neighborhood, and that he would take any changes to the state Department of Community 

Affairs. 

After listening to residents' concerns and further discussion with Ms. Harris, Mr. Armaganian 

said the project would honor the density limits of 112 units for the development. 

The Titusville City Council approved voluntary annexation for the property at the general 

meeting May 23. 

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TAB 4 


March 9, 2006 

Condo craze leaves some in the cold 

By Shawn Green 

TITUSVILLE --Titusville's affordable housing may become a thing of the past if city officials 

cannot figure out a solution to the current condominium crisis. 

Last year, three apartment buildings-The Villas at La Cita, Royal Oaks and Imperial Towersswitched 

from renting their units to selling them leaving some residents who are not in a position 

to buy searching for new homes. 

For instance, the Villas at La Cita were renting for $480 for a one bedroom, one-bathroom unit to 

$580 for a two-bedroom, two-bathroom. Now, units in the same building are selling, after being 

renovated, for $107,000 to $157,000, depending on the number of options and upgrades chosen 

by the consumer. 

Chief City Planner Courtney Harris said the conversions definitely had an impact on the city. 

"For Titusville, having three major apartment buildings go away is an issue," she said. 

Some low-income residents who receive government subsidies to pay large portions of their rent 

had to struggle to find new homes when their buildings took the condo plunge. 

The conversion at the Imperial Towers Apartments left at least one resident scrambling for an 

affordable apartment that accepted her section-8 vouchers. 

Christine Sharpe said she and other family members worked for weeks trying to find a place to 

live for their sister, a disabled widow after her building went condo last May. Mrs. Sharpe's sister 

had to live with no lease on a month-to-month basis until she found a new place to live. 

"They're just going condo all over the place," Mrs. Sharpe said. "They could care less; it's all 

about the money." 

Mrs. Sharpe said it was a difficult task to find a one-bedroom apartment in Titusville that would 

accept section 8 tenants and complied with tough Titusville Housing Authority stipulations. 

In addition, some apartment building managers told her they give first consideration to police 

officers and teachers when renting their units, said Mrs. Sharpe. "I understand they need housing 

too," she said. "I'm for getting the drug addicts out (of the city), but what about the old ladies? 

We still need low income housing." 

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Mrs. Sharpe found her sister a place at the River Breeze apartments, but said she fears that 

building will also become condo. "I 'm going to be doing this again in a year," she said. "I really 

feel sorry for people who didn't have an advocate." 

Ms. Harris said, that so far this year, no apartment building owners have alerted the city about 

converting. State law mandates that owners notify the city before they can convert their 

buildings. "We're keeping our eyes and ears open," said Ms. Harris. 

The City Council has been looking into the issue of increased condo conversions but so far does 

not seem to be a legal solution in preventing owners from converting their buildings, said City 

Attorney Dwight Severs. 

"There is a fair amount of case law that says we can't interfere with condo conversions," Mr. 

Severs said. "I'm not optimistic. It's a form of ownership, not land use. We'll continue to look at 

it, but it's an issue for state legislature." 

The city is looking into giving incentives to people who will build apartments in the area. The 

lack of affordable rentals is not just an issue for section-8 recipients. Many working people may 

have a difficult time finding affordable rentals. 

For instance, Titusville's newer apartment complexes, the Summerhill Apartment Homes, are 

fetching upward of $710 for a one-bedroom, one-bath unit, and two-bedroom, two-bath units are 

starting at $930. Officials say this is the consistent with the fair market value price. 

Bob Lambert, executive director of the Titusville Housing Authority, said he is concerned about 

steep rental prices and a lack of apartments. "There's just not enough apartments," he said. "It's a 

problem that's just going to explode. I don't think the income anywhere in Brevard can support 

this kind of rental market. 

Mr. Lambert said his office recently conducted a survey of new development projects. They 

found that the city, as of February, had approved 38 building projects. Of the developers Mr. 

Lambert's spoke to, only two were constructing rental property, and many of the single-family 

homes for sale were priced at $250,000 and more. "I was floored," he said. "Where are the 

working people, not even the poor people, going to live? Not everybody works at the Space 

Center and makes a $100,000 a year." 

Mayor Ron Swank said his own children are left wondering how they will afford to live. "It's not 

just a Titusville issue; it's an issue throughout the state," he said. "Not everybody is looking to 

buy a house. 

Compiled By: Sean Baenziger 


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John N. Helin 

TAB 5

TAB 5 


PAGE 

RESUME 1 





TAB 5 

Resume 

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TAB 5 

J O H N N. H E L I N___ _________________________________________________ 

13842 Harbor Drive, Bonner Springs, KS 66012 

(913) 422-0238 / Email: jnhelin@hotmail.com 

SKILLS SUMMARY 

A proven leader with creative problem solving skills known for exceeding expectations when achieving results. 

Seasoned, credentialed professional with over thirty years of leadership and management experience. Energetic, 

adaptable, with proven communication and analytical skills. A change agent committed to building teams that are 

committed to superior customer service and continuous improvement. Lifelong commitment to the highest 

professional ethics and standards. 

PROFESSIONAL EXPERIENCE 

CITY MANAGER 

BONNER SPRINGS, KANSAS 

2002 – PRESENT 

Manager of a full service city that owns and operates water and sewer utilities as well as a municipal transportation 

system. Operates a water profit center that treats and sells water to several rural water districts. Major projects 

include supervision of construction of new million gallon water tanks, sludge processing facility, multiple street 

improvement projects, a downtown revitalization program which included utilizing several funding sources, 

including a CDBG grant and private as well as city funds and a new aquatic facility. Key leader in bringing a new 

industry to the community that resulted in an $11 million dollar investment in the city’s industrial park and the 

creation of 30+ new jobs. Right sized staff organization eliminating and restructuring positions resulting in an 

annual savings of over $75,000 while improving customer service to the community. Led effort to obtain the City’s 

first ever Bond rating from S&P. Due to careful management and execution of the budget, raised the bond rating 

after only two years. 

CITY ADMINISTRATOR 

CENTRAL CITY, NEBRASKA 1996 - 2002 

Served as administrator for a full service city that owns and operates all utilities, including electric and natural gas. 

Job responsibilities included the day-to-day management of all general services and municipal utilities. Major 

projects completed include the planning, coordination and direction of an Infiltration and Inflow study; water 

distribution study; design and construction of two new municipal water wells; and construction of a new $4.5 

million wastewater treatment facility. Completed a $350,000 CDBG housing project for low-to-moderate income 

families which included construction of a new subdivision. Key player in getting a city sales tax passed to support 

infrastructure improvements and economic development. Provided leadership for first annexation in over thirty 

years. 

ASSISTANT TO THE CITY MANAGER 

WAMEGO, KANSAS 1995 - 1996 

Served as Assistant to the City Manager for full service community. Assisted in the planning, development and 

implementation of a new merit pay and annual performance evaluation system. Researched and authored the city’s 

drug and alcohol testing policy and re-wrote the city’s personnel policy. Assisted the City Manager as needed. 

Page 2 of 90

TAB 5 

J O H N N. H E L I N____________________________________________________ 

COMMISSIONED OFFICER 

UNITED STATES ARMY 1972 - 1993 

Served in a variety of positions as a unit commander, senior staff leader and management assistant to senior 

leadership in numerous organizations. Responsible for the planning, budgeting, training and supervision of daily 

operations of culturally diverse organizations as large as 7,000 personnel in various locales in the United States and 

overseas. Retired as a Lieutenant Colonel. 

PROFESSIONAL ACHIEVEMENTS 

BUDGET AND FINANCIAL MANAGEMENT 

Develop, coordinate, prepare and control annual city budget of over $14 million. Stringent control of this 

process has allowed the city to reduce its mil levy for six straight years. Introduced Capital Improvement 

Planning process to the city budget process. 

Developed plan that allowed the city to be able to withstand $500,000 in reductions in demand transfers from 

the state without a reduction of city services. 

Right sized municipal departments resulting in a savings to the city of over $75,000. per year. 

COMMUNITY & ECONOMIC DEVELOPMENT AND REDEVELOPMENT 

Key player in recruiting two major manufacturing facilities. Obtained $360,000 CDBG grant to assist the city 

in building a 15,000 sq. ft. manufacturing and office building. 

Authored successful proposal which brought $600,000 in super-low mortgage rates to assist low income, first 

time home buyers. 

Led team in recruiting concrete block manufacturer to the city’s industrial park resulting in new revenue to the 

city of $110,000 from the sale of IRB’s and $280,000 in PILOT fees. 

Created Neighborhood Revitalization Program that offers five year tax rebates for new and rehab construction 

which has led to the construction of two new housing sub-divisions in the city. 

STAFF DEVELOPMENT 

Hired, trained and lead a high performing staff that has professionalized all departments which have garnered 

the respect of the public and elected officials. 

Initiated and taught professional development program for city supervisors and staff to increase teamwork and 

ensure a more professional, customer oriented approach to serving the public. 

COST SAVING AND EFFICIENCY INITIATIVES 

Negotiated the purchase of electric sub-transmission lines and substations which saves the city $100,000. per 

year in sub-transmission costs. 

Initiated request for proposal process for all engineer work resulting in a cost savings to the city of over $36,000 

for just two projects. 

Negotiated with contractor to get new aquatic park constructed within a $3.5 million budget even though the bid 

came in at $4.5 million. 

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TAB 5 

J O H N N. H E L I N____________________________________________________ 

INFRASTRUCTURE DEVELOPMENT & IMPROVEMENTS 

Initiated the planning, design, financing and construction of two new city water wells, water treatment plant, 

water main extensions and various street improvement projects. 

Supervised the planning, design, financing and construction of a new $4.5 million wastewater treatment facility 

circumventing possible non-compliance fines of $10K a day. 

Managed Downtown Redevelopment project that combined grant, private businesses and City funding to put in 

new sidewalks, roadway and new streetscape including decorative lighting and signage. 

Initiated a walking trail system in the community and oversaw two expansions of the trail. 

REGIONAL COOPERATION 

Served on CDBG Advisory Committee for the State of Nebraska. 

Chairman, Board of Directors, American Public Energy Agency. This is a $1 billion dollar company that 

purchases and manages pre-paid natural gas supplies. 

Serve on Board of Directors of Midwest Public Risk, a multi-state public insurance pool. 

Received prestigious leadership award from organization of 180 municipalities in 5 states. 

EDUCATION 

Master of Public Administration 

Master of Science in Administration 

Kansas State University 

Central Michigan University 

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Page 5 of 90

JOHN N. HELIN 

TAB 5 

EDUCATION 

Master of Public Administration, Kansas State University 

Master of Science Administration, Central Michigan University 

Bachelor of Arts, University of Minnesota 

EXPERIENCE 

City Manager, City of Bonner Springs, KS 


City Administrator, City of Central City, NE 1996 – 2002 

Commissioned Officer, United States Army 1972 – 1993 

BACKGROUND 

I currently serve the citizens of Bonner Springs, Kansas, an outer ring suburb of the greater 

Kansas City Metropolitan area, with a current population of approximately 7,400. The 

community provides all levels of employment opportunities to its citizens – some office, retail 

and industrial. We have an old downtown area that we have redeveloped with the assistance of a 

CDBG grant which provides a mix of businesses and retail establishments. The City provides 

water and wastewater utility services and contracts for solid waste. Gas, electric, telephone and 

cable are all provided by private companies. All other municipal services are provided by the 

City. These include Police, EMS, Fire, Library, Parks and Recreation, Public Works 

(Streets/Stormwater), Public Housing, Planning, Code Enforcement, etc. The City is crisscrossed 

by Interstate 70 and State Highway 7, which provides excellent transportation access to and from 

City. The City Team of elected officials and City staff has worked to make continuous 

improvements for our citizens during my time here. Significant City accomplishments include: 

passage of three sales tax issues to fund the construction of a new library, aquatic park and for 

emergency services capital improvements, including a new Fire/EMS station. We have created 

several Neighborhood Revitalization Programs which has helped in the development of three 

new housing subdivisions. We created a TIF district which has, in spite of the slow economy 

these past few years, brought in numerous new retail establishments, including a Burger King, 

Auto Zone, Walgreens and a new strip retail center. We also created a Community Improvement 

District (CID) which brought in a new Hardware store and refurbished an existing strip center 

and old grocery store. 

Bonner Springs assessed value is $68,069,221 and the 2013 budget for all funds totals 

$15,653,980, an increase of over $1 million from 2012. We have a cash carryover of 5% which 

is the maximum allowed by the State. The City’s millage levy rate represents only 19.7% of the 

total property taxes paid by Bonner Springs' residents. The breakdown of total expenditures is: 

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JOHN N. HELIN 

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General Fund – 41%; Enterprise Funds – 16%; Special Revenue Funds – 17% Debt Service – 

23%; CIP – 3%. 

The City has 100 full and part time employees and 90 seasonal with 14 department/functional 

area heads reporting directly to me. 

The following are the three (3) most important issues facing our City: 

(1) Economic Development. Trying to continue to attract new development, both retail 

and residential. While we have had good success with attracting new retail businesses 

even during the last few years of recession, we need to continue to build up our retail 

base in order to make our community an attractive place for potential new residents. 

Going hand-in-hand with retail development is increasing our residential growth. 

Because the two are inexorably connected, we must work to get both types of 

development simultaneously. 

(2) Infrastructure. We need to continue our effort in updating our infrastructure. We are 

on course to repair, replace and upgrade our streets but there is still much to do. We 

allocate upwards of $300,000 a year for this purpose but are still trying to catch up 

with decades of neglect due to budgetary constraints. Likewise, we have aging water 

and wastewater infrastructure which we need to replace. This year we are drilling a 

new water well and upgrading our wastewater treatment plant as well as replacing 

aging pipes throughout the City. 

(3) Parks and Recreation. We need to continue to upgrade our parks, walking trails and 

recreation programs. We will be totally rehabilitating our main baseball field this year 

and constructing Phase 4 of our walking trail system. We are currently applying for 

grants to construct the fifth and final phase of our walking trail. With a small staff and 

limited budget, it is a challenge to add recreation programs to meet the desires of our 

citizens and this takes creativity on the part of our staff. We make improvements in 

phases to stay within a restricted budget and will continue on that path while the 

economy still struggles. 

GENERAL MANAGEMENT STYLE AND EXPERIENCE 

After over ten years in my current position, I am interested in new challenges that will allow me 

to grow and stretch my professional muscles, find and implement solutions to new challenges 

and continue to grow as a leader and manager. I believe the challenges facing the City of 

Satellite Beach would offer me that opportunity. 

I manage non-human assets through my Department Heads and practice oversight of the budget 

and development and implementation of effective policies and procedures. My leadership style 

is one of collaboration, both with staff and elected officials. I see my position as being a member 

of a team. It is my responsibility to hire, train, coach, mentor and lead the staff to provide the 

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JOHN N. HELIN 

TAB 5 

highest possible quality of life to the citizens of the City. My role with the elected officials is to 

ensure they have all of the information they need to form policy for the community and assist 

them in that effort. 

If the employees were asked to say something about me as a manager, I believe they would say 

that (1) I hold them to high standards of performance, teamwork and customer service; (2) I 

work hard to get them the resources they need to accomplish their departments mission and (3) I 

empower them to do their jobs without micro-managing them. I expect them to be problem 

solvers and when they bring me problems, I focus on solutions, not who is responsible for the 

mistake or error. 

I believe my elected officials would say that I provide them with well thought out and detailed 

information and recommendations to assist them in making policy decisions for the community. 

They would say that I work to represent the entire community when providing them information 

and that I am available to them and the staff 24/7 and that I am fair and impartial in my dealings 

with everyone. 

While I constantly work on being better, I believe one of my strengths is that I am a good 

leader. I b elieve t hat I am also a creative problem solver and a good steward of the 

City's resources. I tell it like it is while still being respectful. I say what I mean and mean what I 

say – if I can’t get something done, I will not mislead anyone to think that I can. 

My staff would tell you that they think my weakness is that I sometimes oversimplify a problem 

and its solution. When they bring me what they see as a complex problem, I tend to break it 

down to basic issues and push them to see simplified solutions. I also believe that I have not 

always acted as quickly as I should have to ensure we had the right people in the right position. 

Execution of our annual budget and completing all of the projects and programs approved by the 

Governing Body are the major indicators we use to determine how well the staff and the City is 

performing as well as completion of annual goals established by the Governing Body and how 

well we interact with our citizens and meet their needs. 

I believe my biggest achievement is the current staff that I have formed into a very professional 

and high performing team. While I have been part of many successes in the community, such as 

new retail and residential development, construction and financing of a new library, Fire/EMS 

station, aquatic park, wastewater treatment plant upgrades, all of this has been a result of a team 

effort on the part of our staff. I have worked hard to lead, train, coach and mentor the staff in 

order for us to provide the highest level of service to the citizens of our community. 

I believe my biggest failure was keeping an underperforming employee too long. I have learned 

the lesson contained in the book, "Good to Great", which is that it is vitally important to ensure 

you have the "right people on the bus and the wrong people off the bus, and the right people in 

the right seats.” The wrong person can undermine the mission of the entire organization and 

create a negative image of the staff and the city that can take years to turn around. 

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JOHN N. HELIN 

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I am sure like everyone else, it is difficult and unpleasant to let people go. I have had to do this 

on numerous occasions (see above for one). What I keep in mind is that is my responsibility to 

ensure that everyone performs to acceptable standards and that we owe that to our citizens who 

give us their hard earned money to operate the City for them. If an employee cannot meet their 

obligations to the citizens, then we need to find someone who will commit to that requirement. 

In terms of handling a dismissal, I first ensure that we follow proper procedures and that we have 

given the employee adequate opportunities to improve their performance. Then we ensure they 

know why they are being released and then provide them whatever assistance we can as they 

depart. In the case of right sizing the organization, I have made accommodations to keep them 

on staff in some other position or capacity. 

The most obvious challenges I see for Satellite Beach are those contained in the job 

announcement brochure. To be able to address all of those issues, I will need to get to know the 

community, elected leaders and City staff and they, likewise, will need to get to know and trust 

me to work collaboratively to meet the vision and goals of the community as well as the needs of 

the employees. 

During the first six months at Satellite Beach I would: 

 

 

 

 

 

MEET and ENGAGE the elected officials, City staff, citizens, business and community 

leaders and let them get to know me and me them. 

LEARN the City's vision, goals, its organization, how it operates and what its reputation 

is in the community. 

ASSESS the organization including its leaders, policies and procedures. 

EVALUATE how well the staff is working towards the vision, how they are performing 

to meet the goals and identify what things we might need to work on to ensure we are 

meeting the needs of the community. 

ESTABLISH my standards with staff and begin working with them and the elected 

officials to continue to move the City forward. 

In terms of working with the media, I try to be proactive and provide information to them to 

share with the community. I do that with personal contact as well as news releases. I work to 

ensure there is transparency in how the City operates. 

I do not anticipate anyone contacting the City with negative contacts about me. There have been 

various Council Members that may not have an entirely positive attitude towards me because I 

ensured they understand that I work for the entire elected body, not individually for them or 

their personal agendas. 

While I tend to be very work oriented, I do enjoy spending time with my family and travel. 

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JOHN N. HELIN 

TAB 5 

SIX ADJECTIVES / PHRASES I WOULD USE TO DESCRIBE MYSELF 

• Hard working and straight talking, 

• Ethical, 

• Loyal, 

• Supportive Leader, 

• Committed to making the community better place for all citizens, and 

• Creative problem solver. 

REASON FOR MY INTEREST IN SATELLITE BEACH 

I work in a great community with a great staff, Mayor and elected officials, but I have also done 

most everything that I desired to do here to both professionally challenge myself and advance 

my knowledge and experience in my career. Therefore, I am looking for new challenges such 

as those offered by Satellite Beach. 

CURRENT SALARY 

My current total cash compensation is $133,429 

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JOHN N. HELIN 

TAB 5 



County 

Johnson County, KS 

Leavenworth County, KS 

Wyandotte County, KS 

Merrick County, NE 

Pottawatomie County, KS 

No Results Found 






State 

Kansas 

Nebraska 




County 

Johnson County, KS 

Leavenworth County, KS 

Wyandotte County, KS 

Merrick County, NE 

Pottawatomie County, KS 

Federal 

Kansas 

Nebraska 








Motor Vehicle 

Kansas 

Credit 

Bankruptcy 

Education 

Employment 


Excellent 


Confirmed 

Confirmed 

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JOHN N. HELIN 


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John Helin 

TAB 5 

Cliff Mesner – Former City Attorney, City of Central City, NE 308-946-3826 

Mr. Mesner has known Mr. Helin since 1996. 

Mr. Helin tackled the financial and political problems the City had experienced for a long time. 

No other person had wanted to attempt solving them until he arrived. He realized that these 

problems would not go away; so he formulated a plan, created a schedule, and had the resolve to 

finish dealing them. He pushed the Council when necessary. A new water treatment plant had 

to be built if the City was to avoid paying fines levied by the Department of Environmental 

Quality. Council did not want to confront the issue. Mr. Helin presented a plan that would solve 

the problem and pay for the plant. He convinced the Council, and his plan was executed. The 

City witnessed more positive changes under Mr. Helin than with any other City Administrator. 

Mr. Helin is a problem solver. He needs to be in a community with issues he can resolve. One 

housing project had sat dormant for five years. Mr. Helin questioned why. No one had an 

answer for him. He was determined to reinvigorate the neighborhood; so he identified the right 

people and created a pool of funds to complete the work. That subdivision is now full of homes. 

The biggest resolve Mr. Helin established in the community was a commitment to bring financial 

stability to the City. He supported a city sales tax for economic development which now 

provides a major source of revenue. Also, an ethanol plant was built in the area. The City sold 

some utilities to the plant and now receives a commission check from the plant’s owners. 

Mr. Helin’s communication style is direct. He has learned how to soften his direct approach 

when dealing with the community. If he senses the City is about to take a wrong course, he 

voices his concerns but will still follow Council’s directives. He has been trained to provide 

direct answers but do what he is told. He had an exceptionally good relationship with the Mayor. 

Mr. Helin is a strong leader. He took control of departments which had been running themselves 

for years. Some individuals did not appreciate his involvement in the beginning, but his 

approach has proven to be best for the organization. He has established consistency and control. 

Mr. Mesner interviewed Mr. Helin for the City Administrator position. He was concerned that 

Mr. Helin was just out of the military. By the end of the interview he knew Mr. Helin was the 

right candidate. He was productive and hardworking. He resolved many of the City’s problems 

and left the City financially stable. 

Words or phrases used to describe John Helin: 

 

 

 

 

 

Problem solver, 

Get it done person, 

Direct, 

No nonsense approach, 

Collaborative, and 

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John Helin 

TAB 5 

 

Budget conscious. 

Strengths: 

Problem solving skills. 

Weaknesses: His direct form of communication can be too strong for some people. 

Richard Duxbury – Retired Executive Director, NMPP Energy, NE 402-489-9811 

Mr. Duxbury has known Mr. Helin since 2007. Mr. Helin sat on the Board of Directors for 

NMPP Energy. 

Mr. Helin is a good leader. He taught leadership classes for his employees. He communicates at 

a high level with his staff and Board. While not the best public speaker, he is still able to clearly 

relay his message to others. 

Mr. Helin listens to the needs of the community and explores innovative solutions. He 

coordinated the installation of high speed internet across the community. He had heard small 

comments from citizens who were requesting the change; so he devised a plan to achieve it. 

Standard metrics and benchmarking are important to Mr. Helin. He studies the operations of 

other communities then motivates his staff to either meet or exceed standards in every area. He 

is very firm with his budget restrictions. He manages a tight budget and maintains his operations. 

Mr. Helin has the ability to work with difficult individuals and form a consensus, accomplishing 

compromises within a group. Mr. Helin will make an excellent City Manager. 


 

 

 

 

 

 

Good leader, 

Innovative, 

Cooperative, 

Conscious of national standards, 

Strict with a budget, and 

Builds consensus. 

Strengths: 

Meeting standards and benchmarks. 

Weaknesses: Public speaking skills. 

Shane Krull – County Administrator, Franklin County, KS 913-294-9500 

Mr. Krull has known Mr. Helin since 1994. They are friends and graduate school schoolmates. 

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John Helin 

TAB 5 

Mr. Helin willingly listens to members of the public. He is compassionate and cares for the well 

being of others. He listens effectively and assimilates facts. He does not make snap judgments 

or decisions until he has all the facts. 

As a retired military officer, Mr. Helin manages using a top down approach. He stays informed 

and keeps himself closely attuned to the pulse of each department. 

Three years ago in Bonner, the majority of the Council voted to terminate his employment. 

However, Mr. Helin was able to overcome their concerns and has remained in his position. 


 

 

 

 

 

 

Listens, 

Patient, 

Compassionate, 

Good person, 

Assimilates facts, and 

Involved. 

Strengths: 

Compassion for the well being of others. 


Terry Norwood – President/CEO, Midwest Public Risk, MO 816-292-7500 

Mr. Norwood has known Mr. Helin since 2007. Mr. Helin sits on his Board of Directors. The 

Board is composed of eighteen members who each rotate on a three year term. More than fifty 

different people have been Board members, but Mr. Norwood would place Mr. Helin in the 

upper five percent. He has increased the volume of communications, kept projects on track, and 

offered real time details and enriched communications. 

Mr. Helin is an exceptional leader. He was an elite military officer. Some people find his direct 

approach challenging. He is a matter of fact person who may come across as gruff. However, he 

is very considerate. He speaks easily and offers factual, concise information. He asks his team 

to produce upfront, unadulterated information that will help others in their quest to make good 

decisions. 

Mr. Helin is not a reactionary type of individual. His military training has taught him to remain 

calm under pressure. He is patient and will not proceed until all issues have been properly 

vetted. He is goal oriented and determined to complete his mission. He does not like to waste 

time, energy, or money. He follows the advice of Stephen Covey to keep his focus on the main 

issue at hand. 

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John Helin 

TAB 5 

Mr. Helin makes himself available to meet with the public. He asks his staff to treat citizens 

nicely, with dignity and respect. He makes any organization a better place to work in or be 

involved with. 


 

 

 

 

 

 

Straightforward, 

Helpful, 

Leader, 

Has no fear, 

Patient, and 

Not reactionary. 

Strengths: 

Focused and goal oriented. 

Weaknesses: Very direct. 

Roy Johnson – Retired Cemetery Sexton, City of Central City, NE 308-940-0903 

Mr. Johnson worked with Mr. Helin from 1996 to 2002. 

Mr. Helin is a firm leader and manager. He is easy to work with, fair, and works hard. He 

advocates for his employees and helps fulfill their essential needs. 

Mr. Helin was well liked in the community. He is outgoing and involved. He visited individual 

businesses to establish good relations, attended city group meetings, and listened to people’s 

concerns. 

Mr. Helin is budget conscious. He never allowed his operations to go over budget even once 

during his tenure. He uses funds creatively and understands how to generate revenue. 

Mr. Helin has a skill for attracting new businesses and brought many to Central City. He 

initiated the development of a corn ethanol plant. The plant is operating very well now, and its 

operations produce massive revenue for the City. 

Mr. Helin approaches problems directly. He involves others in the problem solving process but 

firmly makes the final decision. He also lends his support and personal effort to help others. One 

day Mr. Johnson was shorthanded at the cemetery; so Mr. Helin stopped what he was doing to 

help out with a dump truck. 

Mr. Helin is a very fine man and will be a great asset to any municipality. 


 

 

Firm leader, 

Fair man, 

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John Helin 

TAB 5 

 

 

 

 

Pleasant, 

Intelligent, 

Outgoing, and 

Involved. 

Strengths: 

Leadership skills and military training. 


William Ramsey – Retired Municipal Services Director, Leawood, KS 913-851-5174 

Mr. Ramsey has known Mr. Helin for over 20 years. Mr. Helin was his superior in the Army. 

They have not worked together in any municipality but have been colleagues. They have 

consulted each other over issues and projects they had to tackle. 

As a former Army Officer, Mr. Helin is highly ethical. He understands politics and the way 

governments operate. He brings a wealth of knowledge and a passionate interest to city 

government. He is a good manager and has vision. He delegates to his Department Heads and 

holds them accountable but keeps involved in overseeing the details. During the process of 

remodeling a primary fire station Mr. Helin was very receptive to the architect’s ideas but also 

offered useful feedback and input to improve the design. He was realistic about how to live 

within the budget limitations; so he watched each dollar. He kept the project on track. 

Mr. Helin helped his municipality endure the economic downturn without ruining the City. He 

was flexible with the budget and used funds creatively. He worked tirelessly to achieve success 

for the City. 

Mr. Helin respects his elected officials. He listens to their opinions and freely offers his own. 

He is realistic and pragmatic. He includes others when making decisions or working to solve 

problems. He is a logical person who demonstrates a good analytical sense. 

Mr. Helin is a good, ethical person. He has developed into a fine City Administrator. 


 

 

 

 

 

 


Congenial, 

Logical, 

Good analytics, 

Good leader, and 

Pragmatic. 

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John Helin 

TAB 5 

Strengths: 

Leadership skills and realistic attitude. 


Prepared by: 

Tiffany Gremmert, Colin Baenziger & Associates 

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John “Jack” Helin 


TAB 5 

The Kansas City Star (Kansas City, KS) 


Wal-Mart Project in Shawnee Worries Two Cities. Bonner Springs fears how a project in 

nearby Shawnee will affect its store. Meanwhile, some people in Shawnee also are 

concerned about the new store’s impact. 

Author: Karen Dillon 

In Bonner Springs, the Wal-Mart Supercenter makes the town hum. Residents love it. But 

construction of a Wal-Mart just seven miles down the road in neighboring Shawnee has Bonner 

Springs residents worried that their love affair could end. “It would be awful if Wal-Mart 

closed,” said Sophie Deleon-Knapp, a Bonner Springs resident, as she was about to go into the 

store recently. “It’s the buzz around town. We are all very concerned.” What a difference those 

seven miles make. 

In western Shawnee, there’s no love lost for many neighbors for their new store. Residents of the 

upscale Grey Oaks subdivision staged an epic battle, spending thousands of dollars on legal fees 

and enlisting the help of engineers to try to stop the construction or at least to keep the traffic 

from flowing into their neighborhood, but they lost. “There was nothing we could do,” said 

Rhonda Befort, who relocated here from Alaska in 2006. Her home and backyard swimming 

pool border the construction project. “Had we known what we know now, we would never have 

built in this neighborhood,” she said. Wal-Marts are desired by many cities because of the money 

they generate. 

But neighbors in other parts of the metro have some of the same concerns as in Shawnee. In 

Lee’s Summit, a group has formed to protest a supercenter. In Waldo, some neighbors fear traffic 

congestion from a proposed Wal-Mart Neighborhood Market. But Wal-Marts also come and go 

around the metropolitan area. For example, one of Wal-Mart’s first Hypermarts across from the 

now-shuttered Bannister Mall was closed a few years ago with much angst to the Hickman Mills 

area, but about the same time a supercenter popped up on Blue Ridge in eastern Kansas City. 

Wal-Mart also recently bought property in the Olathe Brentwood Plaza Shopping Center for a 

neighborhood market. 

Roeland Park residents learned last year that their beloved Wal-Mart is moving to a new location 

less than a mile away but across the city’s border into Mission. Wal-Mart officials did not return 

phone calls or emails, so it’s difficult to know the future of the Bonner Springs store. But 

officials there watched uneasily as a Wal-Mart was opened a couple of years ago at the Legends, 

about five miles to the northeast. And when the new western Shawnee Wal-Mart opens later this 

year, it will bring the number of supercenters to five near the Kansas 7 corridor. 

Bonner Springs residents and officials alike think something has to give because the area may be 

too populated with Wal-Marts to be profitable and they fear their store will be closed because it 

is the oldest. Already, Bonner Springs officials have budgeted for a drop in income even if it 

Page 22 of 90




TAB 5 

stays open because they calculate they’ll lose customers, said City Manager Jack Helin. “We’ve 

amended our budget this year to take into account some lost revenue,” said Helin, who 

acknowledged that the city has been watching the Roeland Park issue closely. “We hope that our 

customers who come to Bonner Springs will continue to come.” Shawnee officials are excited 

about the addition of the city’s second store, this one near Kansas 7 and Johnson Drive. It means 

more money for the De Soto School District and hopefully more commercial development for 

the area, they say. 

The project had been on hold for years. It was first announced in 2005, and then the recession hit 

in 2008, putting it off even longer. Last year, the city said Wal-Mart would reduce the size by 

about 45,000 square feet. Meanwhile, as nearby residents learned about the plans to build a Wal- 

Mart, they cried foul. They said Rodrock, the developer, had promised a walkable community 

with nearby shops, doctors’ offices, a library, an assisted living facility and no supercenter. They 

put together a petition and pooled money to hire an attorney. Tom Langhofer, general manager 

for Rodrock, had no comment. 

Neighbors’ concerns, which continue today: 

• Traffic would increase greatly and flow into their neighborhood, bringing in strangers. 

• Residential property values would decrease. 

• Prairie Ridge Elementary School would be only about three blocks from the supercenter, 

causing problems for children trying to navigate to and from school through the traffic. 

• The store is only a block from the neighborhood community center with its swimming pool and 

a volleyball sand lot. Some neighbors are concerned about sending their kids to the center 

because of the many strangers nearby and the vehicles driving by. 

When a legal challenge failed, the neighbors brought in engineers to try to get the design of the 

project changed so traffic would flow away from the neighborhood by blocking off streets and 

using other methods. But their pleas fell on deaf ears, neighbors said. The council “rammed this 

through, and when we did oppose it, we didn’t really get anywhere,” said Ryan Cohoy, a 

resident. “Do I want a Wal-Mart in my backyard? No.” Several neighbors said the city council 

failed to support them. They also said a council member was wrong when he was quoted in a 

newspaper article a few months ago saying neighbors embrace the project. “We resigned 

ourselves to it, but I don’t think we embraced it,” Befort said. “We would move, but with the 

economy and all we invested in our house, we would lose too much.” 

Mayor Jeff Meyers said he thought neighborhood problems had been resolved. “I haven’t heard 

anything from anyone as far as the Wal-Mart project is concerned for a long, long time,” Meyers 

said. And now with bulldozers at work off Kansas 7, the mayor said many in the community are 

waiting for the new revenue to roll in. 

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The Chieftain (Bonner Springs, KS) 


City to Make Some Changes for Walking Trail 

By Caroline Boyer 

The city of Bonner Springs will make a few changes in the coming weeks to increase safety on 

its walking trail. The matter came to the city’s attention at last week, when resident Richard 

Vaughn contacted the city and then spoke at the Bonner Springs City Council meeting. Vaughn, 

whose property borders the trail, discovered Jan. 25 that an outbuilding on his property had been 

broken into and several large items stolen. Given the size of the items stolen and the steep slope 

of the trail near his home, Vaughn believes someone drove a truck down the trail to remove the 

items from the building. He said he has seen a truck driving along the trail before as people near 

the truck seemed to be gathering firewood. 

Vaughn said his situation caused him to realize there was no sign notifying people what hours 

the trail is open, and nothing barricading vehicles from driving on the trail. “This seems really 

basic to me, because you’ve got people walking up and down this, and at night there’s no lights,” 

he said following the meeting. 

John “Jack” Helin, city manager, said there haven’t been any similar problems reported in the 

five years since the trail was built, but the city did decide it would place large rocks at the side of 

the trail entrances and bollards, posts that are retractable, at the trail heads. He said the posts 

must be retractable to allow Westar Energy vehicles to access a power line in the area, as well as 

allow emergency response vehicles to access the trail if someone is injured on it. 

Helin said he hoped the rocks and bollards would be in place in about two weeks. Vaughn also 

asked about lighting along the trail, but Helin explained it is the policy of most cities not to light 

parks. “All of our parks close at dusk, and if you put lights up, your are encouraging their use,” 

he said. Residents who live along the trail are welcome to install security lights near the trail, 

Helin said. 

A week since making his complaints, Vaughn said he is happy with the response, as the city 

already has placed signs at the trail heads reminding users the trail is only to be used during 

daylight hour. 

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January 2, 2013 

City Managers Discuss Plans for 2013 

Author: Caroline Boyer 

The coming year won’t be loaded with new projects for the cities of Bonner Springs and 

Edwardsville, but there will be plenty of important decisions to make and some other big 

changes. 

John “Jack” Helin, Bonner Springs city manager, and Mike Webb, Edwardsville city manager, 

say there aren’t plans for as many improvement projects in the city as they would like. But there 

are some things to look forward to in each city, as well as big issues of concern for each city that 

the city managers hope will be resolved. 

In Bonner Springs, the biggest projects in 2013 likely will be the 134th Street Utility relocation 

project, immediately followed by the Kansas Department of Transportation’s work on putting the 

new loop at Interstate 70 in the southwest quadrant. Another big project for the city will be the 

fourth phase of the city’s hiking/bike trail, from South Park to and through Lions Park, which is 

planned for construction this spring. There also will be a few smaller infrastructure projects for 

the city. 

“We will be looking at some waterline projects, mostly repair or replace, but haven’t firmed 

them up yet,” Helin said. 

On the economic development front, two projects that the city gave preliminary approval to in 

2012 may move forward: The Village at Deerfield apartments and a second Community 

Improvement District on the southwest corner of Kansas Avenue and Kansas Highway 7. There 

is also the project to convert the building at 515 Morse into a senior-living facility. “The 

apartment developments and the second CID district all could happen, but there is no way of 

knowing,” Helin said. “The work at 515 Morse is continuing on the tax credit apartment project 

and it should be done this year – the new work looks nice.” 

One of 2012’s big topics of discussion will continue into the new year: Helin said the city should 

begin talks with KDOT about amending the memorandum of understanding concerning K-7’s 

future as a freeway, but of course, Helin said there is no way of predicting how that will go. 

Other significant happenings for 2013 include: $360,000 for street improvements; computer 

upgrades at City Hall; a new Tiblow Transit van if the city obtains some state funding; and a 

major renovation project for Field No. 1 at Lions Park, with new grass, a new sprinkler system, 

and a spectator area. Another bright spot in the city’s finances in 2013: the aquatic park bonds 

will be paid off. 

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In Edwardsville, Webb said he would like the city to focus on more long-range planning for the 

next three to five years. “We need to discuss items such as supporting our parks through a sales 

tax and implementing our new street plan,” Webb said. The city also should hire its first new 

public works manager this year. He said specific projects in 2013 will include a rewrite of the 

city’s zoning ordinance, paving roads and hopefully a few other capital projects. 

In economic development, Webb said the city hopes the Jones Development site on Woodend 

Road will find tenants to build on the site. Xpedx’s plans to build a 280,000 square-foot 

distribution facility in the Edwardsville Industrial Park also likely will move forward. The big 

topic of discussion lingering from 2012 for Edwardsville will be securing a contract for the city’s 

ambulance service, whether that is with the Kansas City Kansas Fire Department or some other 

entity. 

Of course, both cities have the potential to see some big changes in this April’s city elections, in 

which each city will consider candidates for mayor and city council. Bonner Springs is 

guaranteed one big change: for the first time in 10 years, Clausie Smith will not be the mayor. 

Current city council members Jeff Harrington and Jack Knight have announced their intentions 

to run for mayor. 

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Bonner to Ask State for Changes in K-7 Plan 


The Bonner Springs City Council has decided completely abandoning support of the state’s 

freeway plans for Kansas Highway 7 may not be the best option after all. But the council agreed 

that it would ask for several conditions to be met before the Kansas Department of 

Transportation moves forward with construction of an interchange at Kansas Avenue or 130th 

Street. 

Since the city of Olathe last spring terminated its memorandum of understanding with the state 

concerning K-7, stating some of the same concerns the city of Bonner Springs has long had, 

Bonner officials have questioned what they should do regarding the highway’s future. In a 

workshop prior to its regular meeting Monday, the council and John “Jack” Helin, city 

manager, covered a proposed resolution to amend the city’s K-7 memorandum of understanding. 

“I think it would be best to approach them this way… Rather than be Olathe and just pull out, 

that we stay at the table with them, that we identify some key things that are important to us, and 

pass a resolution that says that,” Helin said. Helin said the city should try to work with KDOT 

by establishing dates and other triggers that would require the construction of interchanges, 

because stating that K-7 should maintain at-grade intersections may prove shortsighted in 30 

years or more. He didn’t want the city to get in trouble if it attracted a development that 

supported the need for an interchange. “It may get to the point where all the sudden, people are 

sitting here in this room 10 years out and going, ‘We really need this,’” he said. 

However, Helin said city officials don’t believe traffic will increase at the rate the state is 

predicting, with traffic counts based on full build-out projections provided by each city along the 

highway. In fact, he said, the state’s traffic counts have shown a reduction in daily traffic on the 

highway in recent years. “Don’t use these wildly optimistic figures and stick them in your 

computer program,” Helin said. “ … That’s great, but that’s assuming total build-out in the area, 

and that’s not going to happen.” 

So, the resolution restates the city’s numerous concerns, chiefly that the freeway option could 

hurt the city’s economy because all of its major sales-tax-generating businesses are located on 

the highway, and the uncertainty surrounding the state’s plans hurts the city’s ability to attract 

other developments. 

It suggests that the city work with the state to: 

• determine a “no earlier than” date before work would begin on interchanges beyond the I-70 

interchange, 

• determine actual traffic counts that would be reached before any interchange is constructed, 

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• ensure the Kansas Avenue intersection will not be converted until all other at-grade 

intersections on the highway are converted, and 

• plan for additions and improvements to the street network in and around the intersections to 

help alleviate congestion on K-7. 

The resolution also states that, without a mutually satisfactory revision, the city will terminate 

the memorandum of understanding. Council members generally seemed to approve of Helin’s 

suggestions. “It’s a reasonable way to address this, where they aren’t saying ‘Oh, well they just 

don’t want anything,’” Jeff Harrington said. The resolution will be placed on the Nov. 13 council 

agenda for final approval. 

In the workshop, the council also briefly discussed amendments Helin proposed to the ordinance 

for private use of public parking lots. Council members George Cooper and Eric Freeman said 

some of the amendments were unfair, and the council decided to table the discussion until all 

members were present. Council members Jack Knight and Racheal Haas were absent from the 

workshop sessions. Knight also did not attend the regular meeting. 

In its regular meeting, the council: 

• Heard the mayor proclaim Oct. 25 as Senior Citizen Day in recognition of the Bonner Springs 

Senior Center’s 25th anniversary, Nov. 11 as Veterans Day and Oct. 22-26 as Kansas Business 

Women’s Week in the city. 

• Approved items on the consent agenda, including the following items added to the agenda: 

amend the project authority for the 134th Street utility relocation project, a cereal malt beverage 

license for 7-Eleven, and lower the minimum age for membership of the senior center from 60 to 

55 years old. 

• Awarded KLINK project bid to O’Donnell and Sons construction for $162,441. The city’s 

estimated portion of the cost is $43,810. The project will include a mill and overlay of Cedar 

Street from Front Street to Nettleton and of Gibbs Road from the Wolf Creek bridge to the 

county line. 

• Awarded 6-1 the contract for pedestrian trail, Phase IV, Shadyside to Morse, to Amino 

Brothers for $179,805. The city has received Congestion Mitigation and Air Quality funds for 80 

percent of the cost the city’s estimated portion of the cost is $35,961. Cooper voted in opposition 

saying he’d rather the city’s portion of funding be spent on sidewalks. 

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The Price of Loyalty: Setting Wages a Balancing Act for Area Cities 

By Matt Ericson 

This year, the average police officer in Shawnee takes home an hourly wage of about $23.59, a 

rate equal to about $49,000 per year, not including overtime. Across the Kansas River in 

Basehor, the average officer earns about $16.76 per hour, equivalent to just under $35,000 per 

year. If you were considering a career in law enforcement, where would you rather work? 

The Chieftain/Sentinel examined the wages being paid to municipal employees in five northeast 

Kansas cities, and it found that the differences between the smaller and larger cities in the 

Kansas City area are significant. City officials said those amounts reflect a balancing act that 

considers salaries at nearby cities of similar size, the proximity of larger cities with much deeper 

pockets, and how much taxpayer money elected officials are willing or able to spend. Officials at 

the smaller cities examined said their location near the Kansas City metropolitan area introduced 

a competition factor to the equation that similar towns elsewhere in Kansas don’t face. “A small 

town next to Mission Hills would have a different pay scale than Iola in southeast Kansas,” said 

Nathan McCommon, city administrator in Tonganoxie. But even for Shawnee, with a population 

of about 62,000, competition is a fact of life, said City Manager Carol Gonzales. “We are always 

competing with other cities for the best people,” Gonzales said. Especially in the area of police 

officers, the city of Basehor has been in a pinch in recent years, says Police Chief Lloyd Martley, 

who has also served as interim city administrator for about the past year. 

According to the information collected by the Chieftain/Sentinel, the city’s average policeofficer 

wages lagged behind similar-sized cities Tonganoxie and Baldwin City, which like 

Basehor have populations a bit less than 5,000. But Basehor lies closer to the Kansas City 

metropolitan area than the other two towns, which caused Martley to feel like he was operating a 

training ground for larger agencies. Lansing, Leavenworth, Shawnee, Olathe and Lawrence are 

all within a roughly 30-minute car ride from Basehor, he noted. 

Most applicants for the city’s police department have no experience, he said, so it takes about six 

months to a year for them to become truly effective officers. But nothing’s stopping them from 

leaving at that point for a higher-paying agency, which can reap the rewards of Basehor’s 

work.“When you invest a lot of money and time on somebody, you hate to lose them for just a 

couple dollars an hour,” Martley said. 

The Basehor City Council attempted to remedy that situation this summer by approving pay 

increases of about 10 percent for most police officers. The move will bump the average officer’s 

wage up to about $18.50 per hour — above the salary in Tonganoxie to the west, but still below 

nearby Bonner Springs (about $20.70). The larger suburbs are in a different universe altogether. 

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Gonzales said comparing Shawnee with the Basehors and Tonganoxies of the world was a bit 

“silly.” 

In addition to employing nearly 10 times as many employees as the smaller towns, Shawnee pays 

a higher percentage of its employees higher wages. For example, 11 of its employees are paid at 

a rate equivalent to more than $100,000 per year; the four smaller towns examined for this story 

combined for one such employee. Gonzales noted that Shawnee has employees performing tasks 

that smaller towns may outsource to contractors, including more highly paid specialties such as 

engineering or information technology. 

McCommon, who took over as city administrator in Tonganoxie this spring, said employee pay 

has not been a major issue since he began, and the City Council has seemed pleased with a pay 

plan established about four years ago that includes regular merit-based increases. Although he 

hasn’t had the benefit of conducting a formal wage survey, McCommon said he believed 

Tonganoxie’s pay was in line with its competitors. “We’re not great, but we’re not awful either,” 

McCommon said. “We’re kind of in the middle.” Of the cities surveyed by the Chieftain / 

Sentinel, Tonganoxie had the fewest employees being paid at a rate equivalent to $70,000 per 

year or more: just one, the city administrator. 

In Bonner Springs, the City Council this summer approved employees’ first substantial pay raise 

in several years, since the economic downturn led to belt-tightening. A 4 percent increase for all 

employees will go into effect in 2013. “We’ve basically had to freeze our budgets” in recent 

years, said Bonner Springs City Manager John Helin. The city, however, was able to weather 

the past few years without more severe measures such as layoffs or furloughs, Helin noted, and 

the wage limits hadn’t hurt the city’s hiring efforts. 

McCommon said the stability is often what attracts people to municipal work. “For a lot of 

people, a steady check is something dependable that they can easily plan for, and it feels better 

for them,” he said, “so they opt to work for local governments.” 

Shawnee, too, has been able to make some wide-scale wage increases for the first time in several 

years. In March 2013, all full-time employees will get at least a 2 percent raise — the first 

increase some of them will have received since 2009, Gonzales said. “Every budget year’s 

different,” Gonzales said, “and certainly these last few years have been more different than any 

of the ones I’ve seen in my career.” After Chris Lowe took over as city administrator in Baldwin 

City last fall, he noticed a deficiency not in wages, but in benefits. The city offered $500 per 

month toward health insurance for employees, he said, but nothing toward insurance for their 

spouses or children. The city approved a change for 2013, he said, shifting to a 65 percent 

contribution for families. “We were limiting ourselves,” Lowe said. He said he worried that the 

city would limit any job applicants to people who had no need to provide health insurance for a 

family. 

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Though Baldwin employs more people than Basehor and Tonganoxie — likely because the city 

runs its own power plant, Lowe said — its wages were comparable, according to the information 

collected for this story. Lowe said Baldwin and similar cities had to rely on appeal beyond the 

wages they can offer. “We typically keep a lot of folks because they like the small-town 

atmosphere here,” Lowe said. Overall, he said, residents should feel good about the workers 

being paid with their tax dollars. He said stereotypes of lazy government workers were untrue. 

“It’s actually the opposite,” Lowe said. “They’re actually very hardworking and don’t make what 

they could command in the private sector.” 

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August 29, 2012 

Council Expresses Frustrations with 7-K, Google 


The Bonner Springs City Council expressed its frustrations with two regional issues: the state’s 

continued fumbling in plans for Kansas Highway 7, and the expansion of Google Fiber — or 

lack thereof — for southwest Wyandotte County. 

After quickly approving all items on its regular agenda, the council moved on to the discussion 

of the regional items as John “Jack” Helin, city manager, gave his bi-weekly update. They 

discussed some recent discoveries about the general plan to turn Kansas Highway 7 into a 

freeway and a lack of communication about the possibility of Google Fiber moving to Bonner 

Springs or Edwardsville. 

Helin told the council that he and council members Tom Stephens and Rodger Shannon attended 

a meeting for Wyandotte County about a five-county transportation study sponsored by the 

Kansas Department of Transportation. The study’s results, he said, support the city’s stance that 

freeway interchanges are not necessary at each K-7 interchange. He said the gist of the report is 

that the state should look at alternative means of creating additional traffic flow rather than 

making large freeways. 

Shannon and Stephens added that the engineer consultants who conducted the study, which 

considered five other highways in addition to K-7, hadn’t even been informed about Bonner 

Springs’ concerns and suggestions for alternatives. Stephens said he found it interesting that the 

study consultants thought the K-7 freeway plan was only beneficial to cities on the north end of 

the highway. Shannon said the fact that the study consultants had no idea about Bonner’s 

concerns showed that the city had to remain on top of the issues. “Gang, we have got to fight for 

our town — we have got to fight,” Shannon said. 

Helin said he met with the Unified Government of Wyandotte County and Kansas City, Kan., to 

see if they would support the city. The study consultants have been invited to meet with the 

council in the future, Helin said, and he will provide the council with a summary of the study 

results. 

The council then turned its discussion to Google Fiber, which has announced it will expand into 

Kansas City, Mo., and some northeastern portions of Johnson County, but it remains to be seen 

when, and if, it will come to Bonner or Edwardsville. Mayor Clausie Smith said that he and 

Edwardsville Mayor John “Tiny” McTaggart had written letters to Google with no response. He 

said because Kansas City, Kan., and the Unified Government landed the original deal for Google 

Fiber, the rest of the county deserved consideration. 

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“If we can go to Mission Hills, we ought to get the rest of Wyandotte County taken care of,” 

Smith said. “At this point, we’ve been ignored,” Helin added. “They will not respond to us.” 

Because the cities that will receive Google Fiber have a deadline to sign up to get their service in 

various neighborhoods, Helin said his hopes aren’t high that it will come to southwest 

Wyandotte County any time soon. “My concern is this clock that they’ve set, the timer is going 

to run out on us,” he said. 

In other business, the council: 

• Approved an ordinance to establish the annual salary for Helin at $109,167, retroactive to July 

14, and a 10th amendment to the city manager’s contract to reflect the salary change. The change 

is part of the 4 percent salary increase the council recently approved for all city employees. 

• Approved waiving the fee for use of the city parking lot for Kobi’s charity bike show. 

• Heard from David Block, president of the Chamber of Commerce, who thanked the city for 

their help with the Tiblow Days festival. 

• Approved the consent agenda. 

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Basehor Sentinel (Basehor, KS) 

June 13, 2012 

Council Supports Renewal of Sales Tax 


The Bonner Springs City Council Monday decided it would like to try to renew a quarter-cent 

sales tax next year — possibly pending renewal of the safety services sales tax in November. 

In a workshop prior to its regular meeting, the council agreed that once the Aquatics Center sales 

tax raised the maximum amount it was set to raise, projected as some time in the fall of 2013, it 

would be nice to have the sales tax continue for other uses, most likely street improvements. 

John Helin, city manager, had suggested the possibility at a previous workshop. 

“I think we’re in a position where the patrons are used to it, the customers are, and we ought to 

just go ahead and keep it, see if it can pass,” Council member Tom Stephens said. 

The council agreed it might be best to put it on the city’s April 2013 election ballot, since the city 

already plans to ask voters to renew the safety services quarter-cent sales tax in November. It is 

important that that tax is renewed to help the city continue debt payments on the newly 

refurbished EMS/Fire Station. 

Helin said he didn’t think it would be a good idea to put both taxes on the same ballot, and he 

suggested that the council not make any final decisions on the Aquatic Center tax until after 

November. If voters do not renew the safety sales tax in November, the council will decide if it 

will be a good idea to try for renewal of both sales taxes on the April ballot. 

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Basehor Sentinel (Basehor, KS), April 11, 2012 

Council to Ponder KDOT’s K-7 Offer 


The Bonner Springs City Council Monday tabled a continuing discussion to fight the state’s 

plans for a freeway along Kansas Highway 7, but they learned the state has responded to news 

that they were protesting the plans. In a workshop prior to its regular meeting, the council briefly 

discussed the move to change its Memorandum of Understanding with the state regarding K-7, 

as well as a related project to synchronize traffic lights along the highway. They learned the state 

has offered to partially fund the construction of another city street to help mitigate concerns 

about accessibility to Bonner businesses. 

John Helin, city manager, said this development was “interesting and significant enough” that, 

with only five council members present for the workshop, the council should table discussion of 

changes to its MOU. “This is an interesting twist, and I want to make sure you’ve heard it, been 

able to ask some questions and think about it,” Helin said. 

Two weeks ago, with the city of Olathe announcing it no longer supported the freeway concept 

from Leavenworth to Olathe, the council asked staff to draft a change to its MOU, asking that the 

state leave traffic signals rather than interchanges at Kansas Avenue, Canaan Center and 130th 

Street after it created new ramps for the interchange with Interstate 70. The council noted that 

interchanges allowing highway traffic to zip through the city likely would hurt its businesses. 

The option that the Kansas Department of Transportation offer to Helin in response? Partially 

fund construction of Nettleton Avenue from K-7 north to Kansas Avenue, behind the Walmart, 

as a part of the . When the city previously studied the option due to an economic development 

prospect in the area, it had estimated the road would cost $4.9 million. 

Helin said putting Nettleton through would allow KDOT to reroute traffic on the street during 

construction of an interchange at Kansas Avenue and actually save the state money, as it 

wouldn’t have to carefully shift traffic through the middle of the project. While Helin said the 

offer of Nettleton was a nice carrot to dangle in the hope that the city wouldn’t change its MOU, 

he wasn’t sure it truly addressed the city’s concerns. The council also discussed an effort to 

synchronize the existing traffic signals on K-7 with Operation Green Light. 

Kevin Bruemmer, public works director, said when the council first indicated its support, the 

cost to the city was $1,055 per year. With some changes to the program, the cost for the first two 

years now is going to be $2,650 annually before reducing to $1,055. Council member Jeff 

Harrington, who had voiced some opposition when the matter first was discussed, said an 

increase in cost also increased his doubts. “It seems like a big expense for the small amount of 

benefit,” he said. “I don’t see the citizens of Bonner Springs benefiting… I think the biggest 

benefitter is KDOT at our expense.” Helin said he thought all users of K-7 would benefit, and 

synchronization also would be important if the city decides to move forward with a fight against 

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the freeway concept. Because so much of the situation is up in the air, even if the city moves 

forward in the project for now, it still has time to back out. 

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August 25, 2011 

Council Revote Extends City Manager’s Contract 

Bonner Springs’ city manager isn’t going anywhere anytime soon. The Bonner Springs City 

Council revoted Monday night to amend its contract with City Manager John “Jack” Helin and 

establish his salary to allow for a 1.8 percent raise, which will bring his annual salary to 

$104,968. Both ordinances passed for the second time. 

Mayor Clausie Smith said a revote was taken out of precaution, because there had been an error 

in the recorded minutes from the council’s Aug. 8 meeting. 

At the Aug. 8 meeting, council members George Cooper, Racheal Haas, Eric Freeman and Jack 

Knight voted in opposition to a motion to approve the amendment to Helin’s contract. With 

council member Bob Reeves absent from the meeting, the motion failed 4-3. 

After two half-hour executive sessions Aug. 8, the council ultimately approved the contract 

amendment. 

At that Aug. 8 meeting, Mayor Clausie Smith spoke in support of Helin, who Smith said had 

received a glowing evaluation earlier in the year. “Let’s face the facts, folks; if we lose the city 

manager, we’re going to be spending $100,000 to replace him,” Smith said. 

Helin’s pay raise is retroactive to July 16. The 1.8 percent increase is the same rate that will be 

given to all city staff in January. 

In other business Monday, the council: 

• Approved the consent agenda. 

• Voted unanimously to waive a $250 fee required for organizers to stage a bike show, which is 

raising money for 19-year-old Bonner Springs resident, Tanner Cushman, who has Acute 

Myeloid Leukemia. The bike show is scheduled for 6 a.m. to midnight Sept. 17 in the city 

parking lot behind Kobi’s Bar & Grill. 

• Approved a special use permit for the Church of the Nazarene, so it could comply with zoning 

requirements after purchasing a single-family residence for Sunday school. 

• Awarded the bid for the 2011 Street Program to O’Donnell & Sons Construction in the amount 

of $296,209. Streets on the program include Linda Lane, Lakewood and South Bluegrass, along 

with Silverhill, Tiblow Lane, South Park and Coronado (between Neconi and South Park). 

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The Chieftain, (Bonner Springs, KS) 

August 11, 2011 

Bonner City Manager Lands on Hotseat 


Some members of the Bonner Springs City Council Monday made an attempt to not renew the 

contract for city manager John “Jack” Helin. 

The issue arose when the council was considering an amendment to the city manager’s contract 

and an ordinance establishing the salary of the city manager to allow for the 1.8 percent salary 

increase the council had decided would be given to all employees in the 2012 budget, but 

retroactively effective as of July 16. A motion to approve that item failed and was followed by a 

motion to not extend Helin’s contract, though it was unclear if the motion would take effect 

immediately. While the contract amendment and raise eventually passed, it required two halfhour 

executive sessions for the council to determine the final vote. 

Mayor Clausie Smith said he was “blindsided” by the four council members’ support of the 

motion in opposition of Helin. 

“I’m not going to speculate on what their goals are, why it came up, or what they were hoping to 

accomplish,” Smith said after the meeting. “But I will say that Jack Helin is an excellent city 

manager. You look at what we’ve done in the last several years, without raising property taxes 

… he’s done an outstanding, outstanding job.” 

The 1.8 percent increase raises Helin’s salary to $104,968, and Smith confirmed that Helin’s 

annual performance review had been discussed in an executive session at a previous council 

meeting with no indication of problems. Smith noted that even with the salary increase, Helin’s 

annual salary would be less than that of the Edwardsville city administrator. 

But council members George Cooper, Racheal Haas, Eric Freeman and Jack Knight voted in 

opposition to a motion to approve the amendment to Helin’s contract, and with council member 

Bob Reeves absent from the meeting, the motion failed 4-3. Smith then made a statement 

regarding the situation. “Let’s face the facts, folks; if we lose the city manager, we’re going to be 

spending $100,000 to replace him,” Smith said. 

He added there was no reason to vote against the city manager when an employee has as high of 

an evaluation as Helin received. 

Council member Jeff Harrington asked that the issue be tabled until the full council was present, 

but Cooper then made a motion not to renew Helin’s contract, seconded by Knight. 

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Helin’s contract automatically renewed on his anniversary date, July 22, and it was unclear in 

the wording of Cooper’s motion if the non-renewal of Helin’s contract would take effect 

immediately, terminating his employment. The Chieftain was unable to contact Cooper for 

comment following the meeting, but Helin said it was his understanding that the intention of the 

motion was to terminate his employment. 

After a heavy moment of silence, Harrington stated that he felt the council was in “very tenuous 

territory” and asked that the council go into an executive session not to exceed 30 minutes to 

discuss non-elected personnel. After 30 minutes, Harrington announced that the council would 

go back into another session not to exceed 30 minutes. Both executive sessions ended at the 30- 

minute mark with a motion to go out of session with no action taken. 

Once back in open session, Cooper stated that he would not withdraw his motion to not renew 

Helin’s contract, but the motion did not pass. Haas joined Harrington, Tom Stephens and Rodger 

Shannon in voting against the motion. Harrington made a motion to extend Helin’s contract with 

the raise, seconded by Shannon, which passed 4-3 in a reversal of the previous vote. 

After the vote, Smith cautioned that discussion of the issue needed to be continued. “In the very 

near future, we will need to have an executive session to discuss the matter with the city 

manager,” he said. 

After the meeting, Smith said the council members voting against the renewal of the contract 

indicated their main complaint about Helin was his level of customer service. “But dealing with 

the public is an extremely small part of what he does,” Smith said. “We need someone who can 

lead us down the path of financial security, and that’s what he does.” 

Had the motion passed, Smith said he intended to ask that the action be rescinded at the next 

council meeting, with the full council present. “I strongly believe a decision of that nature 

should not be made without a full council on hand,” he said. 

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City Cancels Christmas Party 


Controversy over Bonner Springs’ city employee Christmas party led this year’s gathering to be 

canceled. The party was set for Friday, Dec. 10, at a local bar and grill, and City Hall was to 

close early, as all employees were required to attend. But when an unidentified employee took 

some complaints about the required party to a Kansas City television station, John Helin, city 

manager, said he felt continuing with the party would only add to the negativity. The controversy 

arose when the employee went to KCTV 5, complaining that the party should not be required for 

employees and that the Speedway Bar and Grill was an inappropriate place to have it. The 

television station aired the story Wednesday, Dec. 8. 

Helin said he had decided to clearly state that this year’s party would be mandatory for 

employees, posting notices for the public that City Hall would be closing early Friday for the 

get-together. “I’ve always expressed that it was a requirement (for past parties), but I think it had 

not been interpreted that way,” he said. Helin said he had heard from some department heads 

that a few employees had expressed they didn’t want to go this year, but Helin said the party 

promoted teamwork and was a camaraderie-building experience. At the party, long-term 

employees are recognized with service awards, new employees are welcomed, and they take part 

in a pool tournament. “We don’t get a chance but once a year for all employees to get together,” 

he said. 

Last year’s party was at the community center, but Helin said that venue spread employees out 

between different rooms, hindering communication. He chose to have it at the Speedway Grill 

because it would support a city business, provide a relaxed atmosphere and allow employees to 

congregate in one large space. It also would make providing food and refreshments easier, 

though employees would not be allowed to drink alcohol. The city planned to spend about $700 

on the party. 

After the news crew interviewed Helin, he said the reporter informed him that someone from the 

station would be attending the party for a follow up piece. Helin said he felt the initial report 

already had done enough to put the city in a negative light, and he didn’t want a follow up report 

to increase the negativity, so he decided to cancel the party. “It’s too great of a community to be 

dragged through the mud,” he said. “And I didn’t want to put my employees in the position of 

being harassed by Channel 5 news people putting cameras in their faces.” Instead, City Hall 

closed for a half-hour Wednesday, Dec. 15, to allow employees to receive their service awards. 

Helin said he thought a vast majority of employees had no qualms with the party, so it was 

unfortunate that it had to be canceled. Mayor Clausie Smith agreed, saying he didn’t understand 

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why the party had caused such concern. “I don’t see it as a serious problem,” Smith said. “It’s 

something we’ll certainly evaluate next year to see what we want to do.” 

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October, 25, 2010 

Council Expresses Frustrations with Kump Avenue Construction 


Updates on roadwork in the city gave Bonner Springs City Council members a chance to express 

their concerns about the continuing work on Kump Avenue. The council was updated on 

progress with both Kump and Front Street construction at its regular meeting Monday, and 

during the time for council member comments. While Jack Helin, city manager, said Kump 

would be open in two weeks, council members said the state should be taking measures to open 

it sooner. 

Council member Jeff Harrington noted that unfinished work to complete about 100 feet of 

sidewalk, about 60 of it on Kump, was part of what was keeping the road closed. He said he 

didn’t understand why the Kansas Department of Transportation would allow a state highway 

that runs through the heart of the city to remain closed for that. “I’m appalled that KDOT would 

continue to affect Bonner Springs like that,” he said. “My opinion is that they don’t value us and 

our concerns.” 

Helin said he spoke with KDOT officials, who said that if the road were opened, one lane would 

have to be closed for the sidewalk work, and they also have to complete the final walk through 

on the project. 

Matt Beets, city project engineer, said plans for the work on the sidewalk had been altered and 

had to be approved by KDOT, but the work should begin in the next week. 

Council member Rodger Shannon said he was concerned the state would continue to drag its feet 

on the project, and Helin said he would contact them tomorrow to communicate the council 

members’ concerns. 

The Council also learned that sanitary sewer rehabilitation work on Front Street would not be 

completed until Thanksgiving because of delays with other utility lines. The street will not be 

resurfaced until the sewer work is complete. 

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July 22, 2010 

Bonner Springs Council Agrees to Increase Levy by .974 Mills 

During a second special workshop for the 2011 budget, the Bonner Springs City Council made 

decisions on both what to do with a surplus of funds and how to handle a decrease in funds. 

Through such actions as reducing the contingency funds down to 4 percent from 5.13 percent 

and reducing all general fund department budgets a little more than 2 percent, the city’s 2011 

general fund budget will see a surplus of $134,082. 

On how to use this additional funding, city manager John “Jack” Helin recommended during a 

meeting last week that a 1 percent increase in salaries be maintained and also that merit bonuses 

for city employees be reinstated. 

In addition, during the most recent meeting, Helin added the recommendations that $16,500 

should go toward replacing the cemetery maintenance building and that the contingency should 

be raised up to 4.7 percent. Helin said the council gave its positive consensus for all of these 

recommendations. As to how to handle a 5 percent decrease, or a total decrease of $100,575, in 

the budget due to reduced property valuations, the city gave its positive consensus to raise the 

mill levy by .974 mills. One mill equals $1 in taxes for every $1,000 in assessed valuation. 

Helin said the city had opted not to use the surplus in the general fund to offset the decrease in 

valuations because of the areas of the budget that surplus will now benefit. “We felt those were a 

higher value than the reduced valuations,” he said. 

The raise in the mill levy, Helin said, would not amount to an increase in property taxes for 

Bonner Springs homeowners because the valuation on the average home in Bonner dropped 

about 3.5 percent. That drop, he said, would balance out the higher tax rate of less than one mill. 

“It’s actually 66 cents less (that they will pay) than last year,” he said. 

The city also gave its consensus to add $58,172 generated from the property tax the city receives 

to the general fund for the street maintenance budget. Helin said the council felt this was “a 

reasonable thing” to do as it would help keep up maintenance of roads throughout the city, which 

he said he expected Bonner Springs taxpayers to be in agreement with. 

Also during the workshop, the council looked at special revenue and enterprise budgets of those 

areas of the city including the library, emergency medical services, the Senior Center and the 

Tiblow Transit. A budget hearing and final approval of the budget is expected to happen during 

the Monday, Aug. 9, city council meeting, pending approval of the budget hearing notice at the 

next meeting, which will be Monday, July 26. 

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March 22, 2010 

City to Prepare Itself for Future Emergencies 

By Melissa Treolo 

The multiple multi-car pileups on Valentine’s Day may have taken Bonner Springs by surprise, 

but city manager John “Jack” Helin says the city will take steps to make sure it is better 

prepared for such emergencies in the future. 

“I think everybody did a great job out there but we certainly identified some areas we need to 

improve on,” Helin said during Monday night’s City Council meeting. 

Those areas the city would be making improvements to, Helin said, would include getting an 

emergency command post vehicle installed and also creating more opportunities for emergency 

training. 

Helin said to keep costs down, the best way to install an emergency command post vehicle that 

could be used by all public safety departments would be using either a retired ambulance vehicle 

or Tiblow Transit bus. Installing the proper equipment in the chosen vehicle would incur some 

costs, Helin said, but he didn’t yet have those estimates finalized at the meeting. 

All public safety staff has gone through some emergency training, Helin said, but additional 

training opportunities that would allow for more practice in emergency situations would make all 

the staff better prepared to respond to emergencies like the pileups in the future. 

“It’s complicated and you’ve got to practice is what it boils down to,” Helin said. “We’re always 

looking for how we can get better, how we can do better, and that’s what we’re going to be 

looking at.” Helin said more details about the city’s plans for emergency-preparedness would be 

discussed and finalized in future meetings. 

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Council Partners with Water District No.1; Street to Receive Cost-Effective Makeover 

Author: Melissa Treolo 

Prior to Monday night’s City Council meeting, the council came to a consensus that will turn a 

damaged stretch of road into a resurfaced one for a lot less money than might be expected. 

Kevin Bruemmer, director of the Public Works Department, and city manager John “Jack” 

Helin gave a short presentation during a work session Monday night outlining the extent of 

damage done to parts of 121st Street, starting at Riverview Avenue and extending to south of the 

Camp Naish entrance. The damage is a result of a 60-inch water line installed by Water District 

No. 1 of Johnson County, which extends from the Missouri River and goes through the city of 

Bonner Springs. 

Damage to the road includes that done to both the surface and the base of the road, and 

Bruemmer said Water District No. 1 was willing to fix the damage it was responsible for. But 

only parts of the road are damaged, Helin said. “What that leaves us with is a hodge podge of 

repairs, with sections in between that aren’t damaged,” he said. 

Instead of just fixing the damaged parts, Helin said, Water District No. 1 was willing to do chip 

sealing of the entire stretch of road, including the undamaged parts, if the city would kick in 

$5,000. Chip sealing is a surface application that would work as a protective sealant for the road. 

Bruemmer said the typical cost of such work for that length of road would be about $43,000. He 

emphasized that the road damage in question wasn’t due to any neglect on the city’s part, 

however. 

“(Water District No. 1 has) a lot of responsibility with the road itself, which they are fully aware 

of and they’re doing it,” he said, noting that it was a good idea to partner with the water district 

now so that the entire road could see some restorative benefits. “Had we not worked with Water 

1, they would have repaired those areas only for which they would be responsible.” 

The consensus among the council was that getting $43,000-worth of work for $5,000 was an 

agreeable situation for the city to find itself in. All the members – excluding Tom Stephens and 

George Cooper, who were both absent from the meeting – gave a thumbs-up sign at the end of 

the discussion, indicating their agreement with the upcoming street work. 

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July 27, 2009 

Street Closing Opens up Controversy 


Closing the 100 block of Cedar / Kansas Highway 32 may benefit the Tiblow Days event, but it 

will most certainly prove detrimental to business at Kobi’s Bar and Grill. 

This was council member George Cooper’s argument during tonight’s City Council meeting 

regarding an item he had taken out of the consent agenda for more discussion. Being on the 

consent agenda the item, a request from the Bonner Springs-Edwardsville Chamber of 

Commerce to close Cedar Street / K-32 from Front to Second streets for the duration of Tiblow 

Days, would normally have been voted on with one motion as a package deal with several other 

agenda items. Cooper, however, felt the issue warranted more attention. 

“If you close this street down, where are her customers going to park?” Cooper said of Kobi’s 

owner Vicki Kobialka. “We know all her business is motorcycle riders … These people spend 

money, their wives come and they’re gonna walk around. I think we should at least give Kobi’s 

room for some motorcycle parking. And I just think it’s wrong, cause we’re cutting into Vicki’s 

money, guys. It’s nothing against the chamber, but there’s another customer here, and she’s a 

vital part of the community.” 

Marcia Ashford, chamber president, was on hand to address Cooper’s concerns. “I thought that 

might be a concern of some of the council members, and the Chamber of Commerce has talked 

about that,” Ashford said. “We are aware that the motorcyclists will be arriving, so we will 

accommodate their parking if need be on the street.” 

Ashford added that the amount of parking the chamber would make available to motorcyclists 

during Tiblow Days would be determined by how much room was available after all the booths 

had been set up. 

This wasn’t, however, the end of the discussion for city manager John “Jack” Helin. 

“The parking will be open to all public, right?” Helin said, playing devil’s advocate to the issue 

by purposefully getting up to sit in the audience portion of the council chambers so as to act as a 

member of the public raising a complaint. “I had an issue last year with the motorcycle-only 

parking signs.” 

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July 30, 2009 

Bonner Council Buts Heads Over Parking 


Bonner Springs City Council member George Cooper says closing the 100 block of 

Cedar/Kansas Highway 32 may benefit the Tiblow Days event, but it will most certainly prove 

detrimental to business at Kobi’s Bar and Grill. But a majority of council members disagreed, 

and on Monday they granted a request from the Bonner Springs-Edwardsville Chamber of 

Commerce to close Cedar Street/K-32 from Front to Second streets for the duration of Tiblow 

Days. 

The item originally was part of the council’s consent agenda — a package of issues that are 

voted on with a single motion. But the street-closing item was pulled off the consent agenda by 

Cooper, who felt it warranted more attention. “If you close this street down, where are her 

customers going to park?” Cooper said of Kobi’s owner Vicki Kobialka. “We know all her 

business is motorcycle riders. … These people spend money, their wives come and they’re gonna 

walk around. I think we should at least give Kobi’s room for some motorcycle parking. And I 

just think it’s wrong, cause we’re cutting into Vicki’s money, guys. It’s nothing against the 

chamber, but there’s another customer here, and she’s a vital part of the community.” Marcia 

Ashford, chamber president, was on hand to address Cooper’s concerns. 

“We are aware that the motorcyclists will be arriving, so we will accommodate their parking if 

need be on the street,” Ashford said. Ashford added that the amount of parking available to 

motorcyclists during Tiblow Days would be determined by space available after booths had been 

set up. 

This wasn’t, however, the end of the discussion for City Manager John “Jack” Helin. “The 

parking will be open to all public, right?” Helin said, playing devil’s advocate to the issue by 

purposefully getting up to sit in the audience seating of the council chambers so as to act as a 

member of the public raising a complaint. “I had an issue last year with the motorcycle-only 

parking signs.” Helin said handicapped and senior residents of Bonner Springs would need those 

spaces just as much, if not more, than motorcyclists, and that several other businesses on Oak 

Street would be losing their parking as well. “I might also point out the chamber is bringing in 

big-name bands,” Helin said, noting that the live music portion of Tiblow Days would offer 

Kobi’s customers free, live entertainment, which would in turn benefit Kobi’s. “We’re gonna 

treat all our citizens the same, right?” Helin said. “I’m opposed to exclusive parking.” Cooper 

agreed with Helin that the available street parking shouldn’t just be reserved for motorcyclists, 

but he held firm to his belief regarding Cedar. “I don’t think we should close it, because it’s 

gonna affect other businesses,” Cooper said. 

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Council member Rodger Shannon remarked that it shouldn’t be such an ordeal for motorcyclists 

to walk a few blocks to get to Kobi’s, adding that it was wrong of Cooper to insinuate that the 

closing of Cedar would be a sign to motorcyclists that they weren’t welcome in Bonner 

Springs.“I think you’re out of line,” Shannon said. In the end, the council passed the motion to 

close Cedar/K-32 between Front and Second streets 5-2, with Cooper and council member Jerry 

Jarrett opposed. 

In other action, the council: 

• Approved a letter of support for the Kansas Highway 7/Interstate 70 interchange design during 

the work session prior to the council meeting. The letter acknowledges the council’s approval of 

the current design for the project — a long sought-after approval stemming from the fact that the 

council now feels KDOT has adequately addressed all of its concerns regarding the design. 

Such concerns included whether KDOT had ever looked at any other designs prior to the current 

one. With the help of a power point presentation, Helin showed that several designs had been 

looked at, including an inadequate split diamond design created in 2005 that wouldn’t have 

rectified the left-turn congestion occurring now. Helin said the current design, which has already 

been slightly modified by KDOT to satisfy some of the council’s concerns, should be approved 

at this point as a necessary step to get the ball rolling. “If we all can agree that’s what we want, 

let’s move forward with the process,” Helin said. 

• Unanimously approved the minutes of the July 13 meeting with the following correction: 

“The City Council approved a not to exceed amount of $21,000 for Wilson and Company design 

services at the June 22, 2009 meeting…” The agenda incorrectly stated that the approval had 

been given at the July 22 meeting. 

• Unanimously approved supplement claims for city operations in the amount of $24,959.68 and 

regular claims in the amount of $98,804.27. 

• Unanimously approved Public Housing Authority claims in the amount of $11,623.74. 

• Unanimously approved a lease purchase agreement for a Ricoh MPC6000 copier with a 60- 

month term at 0 percent interest and a monthly lease amount of $963 to replace the current Ricoh 

MP6500 copier. 

• Unanimously approved a resolution to adopt the Midwest Public Risk Bylaws and authorized 

city manager John “Jack” Helin to sign the agreement. 

• Unanimously approved the scheduling of a public hearing regarding the 2010 budget for Aug. 

10. • Unanimously approved the awarding 

of a bid to McAnany Construction in the amount of $75,456.03 for the Metropolitan recycle-inplace 

project. 

• Unanimously approved the awarding of a bid to Harbour Construction Company in the amount 

of $38,619.27 for the expansion of the parking lot at North Park. 

• Unanimously approved the motions to approve an ordinance to establish the salary of city 

manager John “Jack” Helin and to approve a seventh amendment to his employment contract, 

as this will be the seventh year his contract with Bonner Springs has been amended and renewed. 

• Heard the city manager’s report. John “Jack” Helin asked the council to agree on a special 

meeting regarding the review of bids for the Front Street improvement project. An agreement 

was made to have the meeting at 5 p.m. Tuesday, Aug. 4. 

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The Chieftain (Bonner Springs, KS), April 30, 2009 

Council to Voice Opinions in Letter Form By Melissa Treolo 

Bonner Springs City Council members, along with city manager John “Jack” Helin, are taking 

their issues with the Kansas Department of Transportation to paper. The issues surround 

KDOT’s latest design for the yet-to-be-funded Kansas Highway 7 and Interstate 70 project, 

which would create a tri-fold system of interchanges at 130th Street, I-70 and Kansas Avenue 

along K-7. “My belief is that we should provide some kind of written response to their latest 

plan,” Helin told council members in a work session before Monday’s council meeting. The 

written response would be in the form of a letter outlining several problems the council sees with 

the project – the overriding problem being that it would take away developable land the council 

believes Bonner Springs can’t afford to lose. 

Despite signing a memorandum of understanding in April 2007 acknowledging their support of 

and agreement with the project, Helin said members of the council only signed the document as 

a safeguard against not having a chance to voice their opinions when the need arose. “We 

reluctantly agreed to sign that agreement because we felt it was better to be at the table than not 

invited when conversations took place,” Helin said. 

Some issues the letter would contain include: 

• The closing of 134th Street, which is a strong possibility under the current project design. 

• One of the interchanges of the tri-fold system, at K-7 and I-70, which council member Jeff 

Harrington said was too large and would take up land the city has been trying to fill with new 

development. 

• Other project design possibilities, which members of the council said they had never seen 

during the course of the project. Many questions were raised at the work session about what 

other designs were looked at, such as those including the more expensive options of retaining 

walls and flyovers the council believed would be worth it in the long run because these builds 

would take up less developable land. 

As it still awaits funding, construction on the interchange project may not begin for quite some 

time, but Helin said therein lay another problem. Even if the city tried to bring in more 

businesses in the interim between now and the start date, it would have a hard time finding 

interested developers. “We’re obligated to tell any (prospective developers) that this is a 

possibility,” Helin said. 

Helin insisted, while the current project design wasn’t one the council was happy with, KDOT 

had tried to accommodate and work with the city as much as it could. He said the letter might be 

an effective way to make KDOT see the council’s position and change the design accordingly. 

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Harrington remained dubious, however, that a letter would be enough. “I think it’s good you’re 

writing a letter, and I think we all have similar points of contention,” Harrington said. “But other 

than writing a letter, what can we do?” 

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July 14, 2008 

Basehor Requests Postal Service Change Bonner Addresses 

Author: Jesse Truesdale 

Bonner Springs officials got a surprise in the mail last month. It came in the form of a letter from 

the United States Postal Service informing City Manager John Helin that the city of Basehor 

had requested a number of properties in unincorporated Leavenworth County to have their 

addresses changed from Bonner Springs to Basehor. 

In a workshop session before its regular Monday night meeting Helin told the Bonner Springs 

City Council, "My jaw dropped and hit the floor when I saw the letter." That's because the cities 

had reached an informal agreement on future growth boundaries for the two municipalities at a 

joint meeting Nov. 28, 2007. The agreement was that the future growth area of Basehor would 

not go south of Interstate 70, which the address changes requested in the letter from Basehor 

Mayor Chris Garcia contradict. 

Helin's report to the council on the matter said he called Basehor City Administrator Carl Slaugh 

after reading the letter from the Postal Service, and Slaugh told him the Basehor council 

members had changed their minds on I-70 being an informal growth boundary. Helin said he 

was shocked, "not because they changed their mind, but because they didn't tell us." 

The letter from Garcia to the Kansas City, Mo., address-management system office of the Postal 

Service states that the two cities had reached an informal agreement on the future Basehor 

growth areas that would allow the inclusion of the 14200-19899 span of Kansas Avenue, just 

south of I-70. "This brings up some very serious concerns," said council member Jeff 

Harrington. That's because, he said, the joint meeting between the two councils did not reach an 

agreement on the issue of what Basehor's responsibility should be to its lower-lying neighbor in 

regard to storm-water runoff. 

Helin said the issue of which town appears on mailing addresses was "more about what it 

appears as," and that the incident seems to show the cities had gone "a step backward" since their 

joint meeting. 

Mayor Clausie Smith was optimistic the dispute could be resolved and both he and Helin agreed 

with Harrington's proposal that the city managers and mayors of the two towns should have a 

small meeting. Council member Jerry Jarrett wasn't so quick to be placated. "This just lets us 

know, you have to be careful who you're dealing with," he said. 

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August 14, 2008 

Bonner, Basehor Dispute Unresolved 


Tensions between Basehor and Bonner Springs over the future growth boundaries for each town 

are still running high. 

During the workshop before its regular meeting Monday evening, Bonner Springs City Manager 

John Helin told the City Council he was "pretty disappointed" at the outcome of a July 31 

meeting he and Mayor Clausie Smith attended with Basehor Mayor Chris Garcia and Basehor 

City Administrator Carl Slaugh. 

The meeting was to discuss Basehor's efforts to have some addresses in unincorporated 

Leavenworth County that have Bonner Springs postal addresses be changed to Basehor 

addresses, and the recent announcement by Basehor that it would not stick to an informal 

agreement the two cities had struck in November. That agreement would have made Interstate 70 

the boundary for Bonner Springs' northward future expansion and Basehor's southward 

expansion. 

"My head almost exploded," Helin said. "It was a very frustrating meeting." A basic point of 

misunderstanding on Basehor's part, Helin said, was that "future growth just means responsible 

planning. I pointed out it's not about annexation, but planning: My head's sore from that brick 

wall I've been beating it against." Garcia has another take. "I don't know why the Bonner 

Springs is asking the city of Basehor to make an agreement," Garcia said later. "It's not the city 

of Basehor's land or growth area to give, and the decision should go through the Leavenworth 

County commissioners." 

Calls prompted request 

Garcia said his city's request to the U.S. Postal Service was prompted by calls from residents at 

the addresses in question. The callers, Garcia said, complained their insurance rates were higher 

because their insurers considered them to be living in Wyandotte County because of their 66012 

ZIP code. 

Helin told the Bonner Springs Council that in addition to Basehor's refusal to negotiate an 

agreement, Slaugh had the "chutzpah" to ask for Bonner's support of its address-change request. 

The meeting ended with Slaugh and Garcia refusing an agreement of any kind to establish 

Interstate 70 as a boundary for Bonner's northern and Basehor's southern growth areas. 

Unconvincing argument 

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Helin wrote in his report that Basehor was not required to have its comprehensive plan "mimic" 

that of Leavenworth County, as Garcia and Slaugh believed. "We told them that none of the 

three counties we are in (Leavenworth, Wyandotte and Johnson) had anything to do with the 

creation or approval of our comp plan - but apparently we were unconvincing." 

Also, Helin said, Garcia and Slaugh stated that Basehor had informal agreements with Lansing 

and Tonganoxie for future growth boundaries and that it was possible to have such agreements 

with those cities because they're in Leavenworth County and Bonner Springs is in Wyandotte 

County. The fact that Bonner is partly in Leavenworth County did not convince them, Helin said. 

Helin said Kansas statute 12-2901 empowers local municipalities to make interlocal agreements. 

The statute states it permits "local governmental units to make the most efficient use of their 

powers by enabling them to cooperate with other localities, persons, associations and 

corporations on a basis of mutual advantage and thereby to provide services and facilities in a 

manner and pursuant to forms of governmental organization that will accord best with 

geographic, economic, population and other factors influencing the needs and development of 

local communities." "We're just trying to identify future growth areas," Helin said. "It really 

only kind of impacts future planning for future infrastructure : You don't want to lay a water line 

on one side of the road and then have the other guy lay one on the other side." 

County backs Basehor 

Chris Dunn, director of planning for Leavenworth County, backed up Garcia and Slaugh's 

position. "The county is the one that sets the comprehensive-use plan," he said Tuesday, "as long 

as it's rural." Furthermore, though he couldn't give a legal opinion, Dunn said, "I don't think 

Basehor can give away responsibility for areas under our jurisdiction." 

Dunn said the county spent a year in the process of devising its comprehensive plan and taking 

public input on it, and if Bonner Springs city officials had a problem with the plan "they sure 

forgot to tell the county about it." The comprehensive plan for Leavenworth shows Basehor's 

growth area stretching just south of Kansas Highway 32 west of 142nd Street. 

Bonner frustrations 

"We were never invited to participate in their process," Helin said. "That's some of our 

frustration: We're in Leavenworth County and we're treated like we don't exist." 

Although Bonner's footprint in the county constitutes a small portion of it and the town is mostly 

outside the county, "we should be treated like any other" town in it, Helin said. "I can tell you 

Johnson County treated us" like its other cities, and invited Bonner to participate in its future 

growth planning, despite the fact that the only part of Bonner Springs that is in Johnson County 

is the industrial park east of Kansas Highway 7, just north of Shawnee. 

On the ultimate consequences of Basehor's refusal to settle on an informal agreement for each 

town's future growth boundary, Helin said, "it just sort of leaves it (future planning for the area) 

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in limbo." As for possible changes in mailing addresses, Smith and Dunn agreed that Postal 

Service decisions won't affect which school district or town those homes are officially located in. 


August 27, 2008 

New EMS Facility Moves One Step Closer 


Bonner Springs came one step closer to having a new facility for its Emergency Medical 

Services department. At its regular meeting Tuesday, the Planning Commission approved a site 

and landscape plan for a renovation and expansion of the city's fire station at 13001 Metropolitan 

Ave. The work will include an Emergency Medical Services facility, which now has its offices in 

a house behind City Hall, on Cedar Street. 

The addition to the station envisioned in the plan would add 9,900 square feet to the facility to 

make it 19,200 square feet, including 2,400 square feet that would be renovated. The design 

would accommodate a 24-hour, nine-person crew, and include an administrative headquarters for 

each department, as well as a safe room for extreme weather. 

City Manager John Helin on Wednesday estimated the project's construction cost at $3.5 

million. Funding for the project, Helin said, would come from the sale of a 20-year bond, and the 

emergency services capital fund could pay for the first few years of bond payments before the 

.25 cent sales tax expires in 2013, and the remaining payments would need to be funded by an 

extension of that sales tax or from the city's general fund. 

The next step in the project will be to let it out to bid, Helin said, to see how much it will cost 

before a financing method is decided on. 

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Kansas City Kansan (Kansas City, KS) 


Bonner council speaks about smoking 

Author: Nick Sloan 

A survey of Bonner Springs City Council members indicates a majority of the council would 

prefer a countywide smoking ban rather than passing one just for the Bonner Springs. The eight 

members of the council, along with Bonner Springs Mayor Clausie Smith, answered a 

questionnaire regarding a possible city-wide smoking ban. 

The results indicated three important findings: near unanimous support for allowing the Unified 

Government to make the first move; a clear majority indicating that citizens should have the 

right to vote on the matter; and an understanding that any smoking ban should have exceptions. 

Smith, in disclosing some of his votes on the questionnaire, said the city should wait to see what 

the Unified Government does. "I think the only way to have a smoking ban is to do it 

countywide," Smith said. "It would not be fair for some of our local people and businesses. 

People could just drive across to Edwardsville for business." 

A slight majority of city council members believe smoking should be banned in restaurants and 

other businesses that receive a significant amount of business income just on food sales. 

A majority indicated they would allow exceptions to the ordinance in the following areas: 25 

percent of hotel rooms, outdoor places of employment, outdoor public areas, tobacco specialty 

shops, private clubs and areas created just for smoking. Allowing smoking in tobacco specialty 

shops received unanimous support, the only question that featured zero "no" votes. 

Megan Dodge, an intern with the city, prepared the questionnaire and gave it to the city council. 

After the survey, she said the results indicated a possible smoking ordinance for Bonner Springs 

would be similar to that of Olathe, Kan. But a question regarding any exception for the Kansas 

Speedway's Hard Rock Hotel & Casino was not asked. Although the casino lies within the 

boundaries of Kansas City, Kan., each of Wyandotte County's three cities would receive funding 

from the project. The casino, along with the county's bars, have been part of the discussion by 

the UG regarding a ban within KCK. 

Some officials from Bonner Springs said they would support an exemption for the casino. 

"I would recommend we exempt it until Missouri does something with their casinos," said Jack 

Helin, city manager. 

A countywide ban could be tricky, especially if it appears on a ballot for the general population 

of Wyandotte County. So far, Edwardsville has not expressed interest in a local ban. Also, all 

three cities may have differences on the possible exemptions. "If it goes county-wide, the 

dilemma could be the language on the ballot question," Helin said. Wyandotte County is one of 

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the few locations in the greater Kansas City area that has no ordinance aimed at curbing smoking 

in public areas. 

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May 24, 2008 

Bonner hopes to reduce levy 

Author: NICK SLOAN 

It’s still early in the budget process, but it appears for now the mill levy in Bonner Springs will 

not increase for 2009. The Bonner City Council gave city staff consensus at a budget retreat this 

week to not increase the mill levy and called for either the mill levy to remain flat or a decrease. 

The mill levy, which has dropped to 30.456 from 46 in 2003, has decreased in Bonner Springs 

for eight straight years. “If we can continue our quality programs and give people some of their 

money back in a bad economic time, we need to give it to them,” said Mayor Clausie Smith. “A 

lot of people are hurting, and if we can give them back just a few bucks, it’s the right thing to 

do.” 

Unfortunately for the city, even reducing their mill levy may not relieve residents immediately. 

Residents have to pay mill levies for the Bonner Springs-Edwardsville Public School District, 

Kansas City Kansas Community College and the Unified Government. The mill levy has 

increased in the school district over the same time period the city has reduced its levy. 

“We have no control over where those mill levies go,” Smith told city council members. 

Budget Director Tillie LaPlante also informed the city council of future revenue loss from 

Sandstone Amphitheater and the Bonner Springs Wal-Mart. 

The city has projected a 36 percent revenue decrease from Sandstone, partly due to fewer 

concerts being held at the venue. “They have shifted towards a younger audience and it would 

lower the alcohol revenues,” said Jack Helin, city manager. 

A 25 percent drop in revenue has been budgeted from Wal-Mart due to the construction of 

another Wal-Mart in western Kansas City, Kan., which could attract some customers who shop 

in Bonner Springs. Both projections are on the safer said, city staff said. “It’s a good 

conservative projection for the future,” Helin said. 

While the revenue drops are expected, it could have been worse for the city. Initially, the city had 

planned the Sandstone venue to be completely vacant. Additionally, the KCK Wal-Mart is not 

scheduled to open until mid-2009, later than previously expected. 

This week’s retreat is the first event in a lengthy budget setting process for the city. The schedule 

for future meetings related to the 2009 budget: 

The city will host a budget workshop for general funding on July 15. 

A second workshop will be held on July 21. 

A final workshop will be held on July 28 just before a regularly scheduled city council meeting. 

At the meeting, the city council is expected to approve the publication of the budget. 

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The budget will be voted on by the council on Aug. 11. The deadline to certify the budget is 

Aug. 25. 

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City Council Reach Consensus on Growth 

BONNER SPRINGS — It didn't carry the weight of the Yalta Conference, but it was a still a 

historic event when city council members and staff of Bonner Springs and Basehor met Nov. 28. 

The purpose of the first joint meeting between the two bodies, held at the Kansas Department of 

Transportation office at 650 N. Kansas Highway 7, was to discuss the future growth areas of 

each city as well interlocal agreements between each municipality and Leavenworth County 

concerning the cities' authority over those areas. 

What emerged from the meeting was a more or less solid consensus that the area designated as 

Area A -- west of Bonner Springs' present boundary at 142nd Street, south of Interstate 70 and 

north of Loring Road --stretching from 142nd to between 158th Street and 166th Street would be 

a future growth area for Bonner Springs. The other agreed-upon future growth area for Bonner 

was designated C, which is a piece of land shaped somewhat like a teardrop on its side, 

stretching about half a mile north of I-70 from 158th Street to about half a mile west of 142nd 

Street. 

Tabled for discussion at a later date was the area designated as B, was would be the area north of 

Interstate 70 to U.S. Highway 24-40, about half a mile west of 142nd Street. The present 

boundary for Bonner Springs is at 142nd and 24-40, with a section just about a quarter-mile 

north of I-70 west of 142nd Street about half a mile. 

The interlocal agreements on the future growth boundaries with Leavenworth County -- in which 

the lettered growth areas fall -- would provide each city with the authority to rule on zoning, 

subdivisions and building codes for those areas, thus making planning for those areas easier, said 

Bonner Springs City Manager John Helin. The county would then have to approve each city's 

zoning regulations as well as any new ones down the road, Helin said, and would also have the 

last word on rezoning requests. That prompted one Basehor Council member to ask what the 

advantage of the interlocal agreement was. "At least you have a say-so," Helin said, meaning 

that a rezoning request would not reach the county without a prior approval from the city whose 

jurisdiction the future growth area falls in. As for the downsides of the agreement, Helin said, 

"you have more issues, more responsibility" in those growth areas for planning and zoning. 

The official designation of an area as a future growth area also requires that residents of that area 

be represented on the planning commission, Helin said. 

Helin said the staff of each would work together on crafting complementary interlocal 

agreements with the county, and that he had already given a rough draft of to Basehor "I think it 

carries more weight if both cities ask for the same things from the county commissioners," Helin 

said. 

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As for discussion of storm-water drainage into Wolf Creek, as some Bonner Springs residents 

had been hoping would come out of the meeting that will have to wait. Still, Bonner Springs 

Council member Jeff Harrington said the issue will have to be dealt with because Wolf Creek 

was a "big problem" and that Leavenworth County should adopt storm-water control measures. 

Basehor Council member James Washington said, "Wolf Creek is your problem," and then went 

on to describe at length his town's drainage issues with Stranger Creek. Residents have 

complained that runoff into the creek from Leavenworth County is eroding its banks, causing 

loss of land. "We brought up storm water," Helin said. "I think everybody felt like, 'Let's get this 

stuff (future growth boundaries and interlocal agreements) done' and didn't want to link it to an 

official request." 

Mayor Clausie Smith later stressed that statements attributed to Leavenworth County 

Commissioner Dean Oroke in a newspaper article last week were misleading. The article said 

Oroke said there are "several areas that Bonner Springs would like to annex." There was no 

discussion of annexation of the meeting, and Bonner Springs has no interest in annexation, Smith 

said. Also, Smith said contrary to a quote by Oroke in the same article, Bonner Springs would 

not take away any sales tax from Leavenworth County, or any other property or school taxes. 

Basehor Council President Terry Thomas also said he thought the meeting was productive, and 

cited the discussion about runoff as particularly helpful. At its last meeting, he said, the Basehor 

Council discussed building new roads and their effect on drainage to Bonner Springs. "That 

probably never would have occurred to us," Thomas said. "That alone made it worthwhile." 

Thomas said he hoped the two bodies could meet regularly about every six months, as mentioned 

during the meeting, and that as Council president he would work to ensure such meetings take 

place, with the next one hosted by Basehor. 

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Dredging Proposal Denied 


For all the sound and fury expected on one issue at Monday's Bonner Springs City Council 

meeting, the actual vote and discussion was anticlimactic. 

The agenda item, which attracted enough attendees that all the seats were taken 10 minutes 

before the meeting began, was a proposed amendment to the city's zoning ordinance that would 

allow sand and gravel dredging on agriculturally zoned land by special permit. 

Besides Council members and staff, about 50 people attended the meeting, nearly all of them to 

fight the coming of a dredging operation. Some of them wore "No Dredging" stickers and held 

index-card-sized signs with the same sentiments. 

At its Oct. 23 meeting, the planning commission had voted 5-2 to recommend the zoning 

ordinance amendment. That had been the third time the issue had come before the commission, 

with the previous occasions being at the request of Lafarge North America, which had plans to 

build a sand and gravel dredging operation on 418 acres of land in the Loring Service Area. 

In May, the first time the request was made by engineering firm URS Corp. for Lafarge, the 

measure was removed before a vote could be held on it at the request of Lafarge in the face of 

vocal opposition to the request. The second time was in July, when the Council got a chance to 

vote on the amendment request, after hearing public comments on it during a heated meeting. To 

override the planning commission's recommendation a two-thirds majority vote of the Council 

was necessary Monday. 

After planning director Don Slone gave a summary of what the amendment would do, Council 

member Wayne Gray made a motion to override the commission's recommendation. The motion 

was quickly seconded and the votes were tallied. The override carried, unanimously. The 

audience clapped, then filed out of the room. "You're sure you don't want to stay?" joked Council 

member Jeff Harrington to the departing attendees. "The next item's pretty nice." 

Neither Pete Heaven, attorney for Kreider, nor Lisa Voss, project manager for URS, had any 

comment on the Council's decision the next day, saying they hadn't spoken with their clients 

about what, if anything would be their next moves. 

In other actions Monday, the Council: 

Approved the awarding of a bid of $2,74,638 to Altmar, Inc. for the construction of the 

city's new library. 

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Approved an amendment to Chapter 12 of city ordinances, governing hours at 

recreational facilities. The change served to "tighten up" the ordinance, Helin said, because the 

code as it was didn't allow events in city parks to exceed the hours of darkness, even for 

sanctioned events. 

Discussed an amendment to the city's zoning ordinance governing responsibility for 

maintenance of rights of way at the workshop session before its regular meeting. 

Discussed agenda items for a joint meeting Nov. 28 with the Basehor City Council. The 

meeting is to discuss the future growth boundaries of each city. The meeting was prompted both 

by Bonner Springs' own comprehensive plan, which is in the process of being revised, and the 

comprehensive plan of Leavenworth County, which is also being rewritten. The Leavenworth 

plan map shows Basehor growing south along Bonner Springs' western boundary, to the south of 

Kansas Highway 32. 

Don Slone recommended to the Council that Bonner Springs should aim for a boundary that falls 

between roads, to avoid the confusion that arises from having one side of a road in one 

municipality and the other side in the neighboring town. Slone recommended the city's western 

boundary be extended to somewhere between 158th and 170th streets, along existing property 

lines. 

Slone also announce that a Planning Commission representative had finally been found for the 

Loring Service Area, which was required under the agreement in which Wyandotte County gave 

Bonner Springs planning and zoning authority for the area, which includes 13 households. 

Heard the city manager's report. Helin told the Council Tiblow Transit had recently 

received a $5,000 grant from the Mr. Goodcents Foundation. The Kansas Board of Emergency 

Medical Services recently completed an inspection of the city's EMS service to ensure 

compliance with the state's administration regulation and statutes. "We passed with flying 

colors," Helin said, and the board complimented EMS director John Claxton for doing an 

"excellent job." 

The meeting for the handoff of the Bonner Springs comprehensive plan, "Vision 2025," from the 

steering committee to the planning commission and the City Council for was set for Wednesday 

night at 6:30 p.m. The event was to be " a little bit of a formality," Helin said. Helin said that 

after the last Council meeting, in which residents of Grandview registered their complaints about 

persistent problems with their grinding pumps -- which serve to macerate waste as necessary 

with the 2-inch sewer line serving the area -- he had looked into the complaints and found none 

had been recent. Residents had broached the issue to protest the building of a development that 

would use the same sewer and water line, which residents said was at capacity already. Helin 

said the city has responded within hours to reported problems of grinder-pump problems. Also, 

Helin said the city was in the middle of conducting a survey of where the city's no-parking signs 

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are, in response to queries on the subject from Council members at a previous meeting. Council 

member Lloyd Mesmer said he saw a car parked on his street in a no-parking zone, on the wrong 

side of the street, and watched a police officer drive by, ignoring the violation. 

One resident asked whose responsibility it was to maintain the road where the railroad tracks 

cross Kansas Highway 32, because of the poor condition of the road. Helin said it was Union 

Pacific's responsibility to maintain the crossing, and that he would write another letter to the 

company request it repair the road. 



Bonner, Basehor officials to meet 

Author: NICK SLOAN 

As neighboring cities grow, issues often develop over land use. This could be happening between 

Bonner Springs and Basehor, Kan. On Monday, members of the Bonner Springs City Council 

and city administration prepared a list of discussion items to be addressed when council members 

from both cities meet next month. 

The two cities are slated to meet the last Wednesday of November to discuss a wide range of 

issues. Currently, Bonner Springs, Basehor, Leavenworth County and Wyandotte County are all 

undergoing master planning processes. While most of its population is in Wyandotte County, 

Bonner Springs’ city limits actually extend into both Leavenworth County and Johnson County. 

“The basic issue is we have been cut out from the Leavenworth comprehensive land planning,” 

said Jack Helin, city manager of Bonner Springs. “Our city limits borders them. We should be 

included in that.” Helin said since Bonner Springs is also doing its comprehensive plan, the City 

of Basehor agreed to meet with them. 

Bonner Springs City Planner Don Slone said the city is exploring an inter-local agreement with 

Basehor, or one that may include Bonner Springs, Basehor and Leavenworth County. The 

agreement would address future growth and land use. While Slone said annexation is possible, 

it’s not likely, and would not occur without such an agreement. “We cannot take extra territory 

unilaterally from Leavenworth County,” he said. “You can’t just push your weight around.” 

Slone said the toughest hurdle for an inter-local agreement would be with Leavenworth County’s 

involvement, not Basehor. 

“Basehor and Bonner can do all the local agreements they want...but the country administration 

does not have to (recognize) it,” he said. In the past, Interstate 70 has often been the line of 

demarcation between development in Bonner Springs and Basehor. However, city officials 

speculated Basehor may be a little more proactive when it comes to land use. “If we snooze on 

the business of annexation, we’re going to lose,” said Larry Berg, city council member. “If we 

don’t get something done, we’ll lose ground. Basehor is being extremely aggressive.” 

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Helin said he believes the top item on Basehor’s agenda will be concerning sewers. 

“Their needs for sewer are now,” he said. “We’re trying to protect our flank. It’s better to have 

some cooperation and agreement.” Helin added he would like to see Bonner Springs’ city limits 

extended north of Interstate 70, but said it’s unlikely an agreement would include that. 

After meeting with Basehor, the city hopes to have at least a joint resolution, but preferably an 

inter-local agreement. “Inter-local agreements give the weight of law,” said Clausie Smith, 

Bonner Springs’ mayor. The city may cover more ground at future workshop meetings prior to 

the joint session. Basehor is expected to discuss its agenda items for the joint meeting at a 

workshop session on Nov. 12. The joint session will be held at the Kansas Department of 

Transportation meeting room at 6:30 p.m. on Wednesday, Nov. 28. The facility is located on 

Kansas Highway 7, just south of State Avenue. 

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May 23, 2007 

Council Studies Budget 


The Bonner Springs City Council held its special meeting to discuss the city budget on Monday. 

No official actions were taken but consensus was given by Council members to City Manager 

John Helin to move forward on three items. 

The first item discussed was the question of what to do about living quarters for on-duty 

Emergency Services personnel. The current EMS headquarters is in an old house at 209 Cedar. 

Last Spring, a report from EMS Chief John Claxton told the Council, leaks were discovered in 

the building that allowed water into the ceiling and wall spaces that resulted in mold growing in 

those spaces. The mold, Claxton reported, was beginning to cause health problems with the staff 

and reduce volunteers' enthusiasm. The expansion of the fire station to provide an EMS 

headquarters is at least 18 months away, Claxton's report said. 

The Council ended up giving Helin the nod to buy a used mobile home, estimated to cost a total 

of $28,500 over two years, with $13,500 recoverable when it's resold. The other options were to 

repair the current building, at a slightly greater estimated cost, and the building is slated to be 

torn down. Also looked at was the upgrading of the storage space at the fire station to bring in 

utilities, leasing a modular building and buying a new mobile home. After recoverable costs were 

taken into account, the cheapest option was the one chosen by the Council. 

Next, the Council reached a consensus on building a maintenance shop for the parks and 

recreation department on the site of the public works department, 12401 Kaw Drive. The shop's 

cost is budgeted in the city's capital improvement program for $187,000. 

For its third item, the Council gave the go-ahead for two different storm-water drainage projects. 

The first is a ditch realignment at 311 Clark, where the residents' backyard and fence are eroding 

into the ditch. This project is estimated to cost $6,600. 

The second is to lay rock and gravel on the Moon Marble parking lot. The estimated cost for this 

is $6,000. 

Lastly on its budget for the special meeting, Council members gave consensus that the city's 

existing sidewalks should be repaired at city expense. The first sidewalks to be repaired would be 

those closest to the public schools, Helin said. 

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Mayors List Big Challenges for 2007 


If local leaders are right, 2007 will hold more of the same for Edwardsville and Bonner Springs: 

continued growth and economic development. 

In Edwardsville, construction has begun on a 150-door distribution hub for Old Dominion 

Freight Lines on 98th Street between Kansas Highway 32 and Woodend Road, and earth is being 

moved in preparation for new office headquarters for Saco Petroleum on the south side of Kaw 

Drive just before the Bonner Springs city limit. Also coming to Edwardsville is a travel center, 

which will feature a Dairy Queen, a multi-pump fuel station and a hotel, at the intersection of 

Interstate 435 and Woodend Road. Spangler said the center should be finished this month. Also 

coming to Woodend Road are a tree-care business and a lawn-care business, Spangler said. "We 

plan to make a major expansion of Woodend Road to accommodate traffic," Spangler said. Also, 

Spangler said, the channel on Fourth Street just north of Kansas Highway 32 is "99.9 percent 

done." 

Edwardsville Mayor Stephanie Eickhoff said there were other signs of the town's growth to look 

for in the coming year. "I'm looking forward to the continued expansion of our sewer line, north 

of (Kansas Highway) 32," Eickhoff said. Also, she said, "An increase in retail/commercial 

development is always welcome ... of course trying to lower taxes while still increasing 

services." 

In Bonner Springs, both City Administrator John Helin and Mayor Clausie Smith cited the 

library planned for the former site of Sacred Heart School, 201 Nettleton, at the corner of Insley 

and Nettleton. Smith said there would continue to be a big push in the coming year for 

economic development in Bonner Springs, and that the city's streets program would continue to 

improve the roads. Smith said he'd like to see the newly unveiled skate park expand beyond the 

three modules that make it up now. "The kids like it," Smith said. Smith said the city would 

continue to work on its water and wastewater treatment plants to upgrade them. 

Helin said the biggest undertakings for the city in 2007 will be getting the design and 

construction contracts for the new library worked out, and the second season of operation for the 

Bonner Springs Aquatic Center. Helin also cited continuing improvement of the city's streets 

through milling and overlaying. Helin said this will be the third year Bonner Springs receives 

funds from Wyandotte County through the Countywide Initiative for Funding Infrastructure. 

Included improvements Helin said he hoped could begin in the spring are the widening of Kump 

Avenue from Nettleton Avenue to 138th Street. 

The prioritizing for the city's mill and overlay program should be decided in the next two 

months, Helin said, and the design contract with GLPM Architects of Lawrence will come 

before the City Council to be approved this month. 

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July 20, 2006 

City Expects Extra Funds From UG 


The Bonner Springs City Council heard some good news from John Helin, city manager, at its 

second of two budget meetings, held Monday evening. Helin told the council that Wyandotte 

County staff has recommended to the Unified Government commissioners that they add about 

$80,000 to the amount previously budgeted by the county in funds for street work in Bonner 

Springs. The money would come as part of the city's share of the County Infrastructure Funding 

Initiative. The county had previously budgeted $165,851 for Bonner Springs' street work in 2007 

but recently its staff recommended increasing the amount to the 2006 level of $249,020. The 

difference will give the city a few options, Helin said. The council could decide to spend the 

money on all current street work, which totals $245,851. Or, the City Council could decide to 

use the extra $80,000 for the capital improvements fund -- that is, for any project, but not for 

equipment or salaries -- or it could reduce the mill levy, or it could use the money for a 

combination of two or more of the above options. 

If the money were used to reduce the mill levy, it would allow the city to reduce the mill levy by 

about 1.3 mills. If it were used just for street work, the money would pay for milling and 

overlaying between half a mile and three-quarters of a mile of street, Helin estimated. The extra 

money isn't a sure thing, Helin later stressed, but the county commissioners may decide on the 

CIFI funding for Bonner on July 31. 

Among the biggest increase in revenue and expenditures was the budget for the convention and 

tourism department. Thanks to the construction of a new Super 8 Motel, the city expects an 

estimated $24,000 more in revenue from its transient-guest tax. The motel is projected to open in 

September or October, economic development director Marcia Ashford said. Most of the 

increased transient-guest tax revenue will go to increased expenditures for contractual services 

for marketing and promotion of the city, including a new press kit. The drug and alcohol 

advisory committee's projected 2007 expenditures increased by 104 percent as a result of an 

estimated increase in revenue, resulting from a cash carryover from 2006 to 2007. 

Bonner Springs residents will get a chance to comment on the city's new budget at a public 

hearing on it, the scheduling of which is to be decided at the City Council's July 24 meeting. 

Helin told the council that he and Tillie LaPlante, the city's finance director, strove to be 

conservative in estimating revenues and expenditures for the city. Council Member Rory Kuhn 

said that was fine, but that being too conservative could mean "an opportunity cost" lost to the 

city and its residents as a result of not being able to invest the money that ended up being carried 

over from one year to the next. 

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Lansing This Week (Leavenworth, KS) 

June 5, 2006 

County to close care facility 

Author: RACHAEL BOSSOW 

The Leavenworth County Commission on Tuesday voted to begin closure proceedings for the 

Country Care on Broadway care facility because the building is no longer at a standard of safety 

for the facility. According to David Van Parys, county counselor, the building was constructed in 

the 1950s as a county infirmary. A survey by the Kansas Department of Health and Environment 

in September found a number of deficiencies based on the facility's structure. "I have not 

received complaints as to the level of care for the residents," Van Parys said. "The consensus is 

that continuing the operation of the facility is not practical." 

Following the KDHE inspection, an admission ban was placed on the facility. The number of 

residents declined without new admissions and the facility began operating at a loss. Van Parys 

said that the county funded more than $300,000 in fiscal year 2005 for equipment, building 

repairs, maintenance and operational costs, though the situation improved once the admission 

ban was lifted. Van Parys also reported that a recent fire marshal's inspection of the facility noted 

deficiencies as to the lack of fire protection sprinklers. Installing sprinklers in the facility would 

be an estimated $150,000, along with improvements to the ceiling, replacing doors and installing 

smoke barriers. "An almost new building would be required for nursing care," Van Parys said. 

"There is a higher standard for nursing facilities for health and safety codes." 

"The facility itself does not meet regulations for a nursing home," said Commission Chairman 

Dean Oroke. "It is possible for the building to be used for a purpose other than a nursing home." 

Van Parys advised initiating a timely, structured closure of the facility. He said there is currently 

enough bed spaces in other local nursing facilities to allow residents to relocate, something that 

cannot be guaranteed in the future. "We can provide guidance as to relocation," Van Parys said. 

The commissioners decided to close the facility and work with nursing facility staff, residents 

and their families as to the transition and relocation to another facility. The commission will also 

notify state officials as to the termination of the care facility license. During the commission's 

afternoon session, Commissioner Don Navinsky and Oroke met with representatives from 

Bonner Springs and Basehor for a discussion on wastewater treatment plans. 

"Sewer is a big issue for everybody," said John Helin, Bonner Springs city manager. "We are 

reaching capacity on the lines and need to know how to handle future development." 

Helin presented a wastewater master plan that included Wolf Creek and Spring Creek basins. 

According to Helin, the Bonner Springs treatment facility can treat 1.6 million gallons per day 

and is at 55 percent capacity. 

"We should approach the city with respect for coordination," said Van Parys. "Given the 

magnitude of the issue, development is going to occur in the area." 

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Helin said he would keep the county informed of future wastewater treatment plans. 

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March 1, 2006 

Wyandotte County is together in endeavors 

Reardon meets with Mayor Smith, Bonner Springs 

Author: CARMEN CARDINAL 

It has been a week of unity for Wyandotte County. On Monday night, Unified Government 

Mayor-CEO Joe Reardon and the UG county commissioners met with Bonner Springs Mayor 

Clausie Smith and the Bonner Springs county commissioners to discuss issues that are important 

to all municipalities in the county. 

On Tuesday morning, Reardon met with officials of Edwardsville and presented a check for 

$146,000, the first payment from the Countywide Initiative for Funding Infrastructure (CIFI), 

which was implemented in the 2006 Unified Government budget. CIFI is an initiative that 

advances the goal of countywide cooperation and gives every resident of Wyandotte County the 

opportunity to decide on infrastructure improvements in their local communities. 

The CIFI program creates a county fund that allows Bonner Springs, Edwardsville and KCK to 

address infrastructure needs at the local level without incurring debt or increasing taxes. Bonner 

Springs will receive a comparable amount once it applies for the funds. Patrick Isenhour, 

Edwardsville council president, and John Broman, Edwardsville council member, accepted the 

check on behalf of the city. Mayor Stephanie Eickhoff was detained out of town. It is expected 

that the funds will be used for a Woodend Road project that will lead to a boat ramp being 

constructed in Edwardsville. On Monday, some of the issues that were discussed included 

keeping the Verizon Amphitheatre competitive. With the creation of the Sprint Arena in 

downtown Kansas City, Mo., Verizon could be in a position of having to compete for top 

concerts coming to the area. 

Bonner Springs City Manager Jack Helin said Verizon is important to Bonner Springs and the 

Unified Government. “Verizon has to be a state of the art facility with future enhancements to 

keep it competitive to draw large events,” Helin said. 

The county also faces challenges in dealing with WaterOne, which will be acquiring land for 

water treatment and pipelines for Johnson County water users. “Construction will create a lot of 

commotion,” said Dennis Hayes, UG City Administrator. He said that Johnson County will put a 

large easement through Wyandotte County because it believes it has an inalienable right to 

water. 

“WaterOne has assured that it will create the least amount of disruption,” Hayes said. WaterOne 

also plans to build a second pipeline in about 20 to 30 years. Similar projects in the past ended up 

in the Kansas Supreme Court. Hayes said WaterOne would like to avoid the same fate and has 

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expressed a desire to be cooperative. Hayes said ways will have to be explored to make the 

venture profitable for all concerned. 

Smith invited all Wyandotte Countians to visit the city’s new aquatic center and swimming pool, 

slated to open on Memorial Day. It was agreed that Wyandotte County needs to focus on 

facilities for youth, such as soccer fields, baseball diamonds and other recreational needs. 

“We share a great asset in Wyandotte County Park,” Reardon said. “We need to talk about future 

plans for the park. We have a great potential to bring people to the park and explore future 

plans.” 

UG commissioner Nathan Barnes suggested an RBI project, through the Boys and Girls program 

that is looking for diamond complexes in the urban core. It was suggested that a similar joint 

meeting be held with the county parks board to discuss these matters. John Mendez said, in a 

recent survey, residents named public safety as a number one priority in the county, followed by 

a need for recreational opportunities. He said that a soccer and a skateboard park in his district in 

Rosedale Park, have been used positively by the community and did not attract negative 

elements like gangs. 

Helin said care must be taken that Kansas Department of Transportation plans for new 

construction should not take up too much of an area that could be used for economic 

development. He said the communities should have a unified front. “We need to get a goal,” he 

said. Concerns include assurances that extensive property will not be set aside for right of way, 

taking up too much property for a 20-year plan. This would dampen development viability. 

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May 12, 2005 

City Officials Still Seeking Pool Numbers 

Author: Clark Corbin 

Bonner Springs officials did not learn quite as much as they had hoped about the specifics of the 

aquatic facility project during a meeting with a contractor Tuesday. 

Bonner Springs City Manager John Helin, Kevin McElyea, an official with Aquatic Design, the 

firm that designed the pool project and rendered the $3.5 million estimate, and Bill Sims, 

McPherson Contractors' vice president met Tuesday morning at City Hall. The meeting was a 

follow up session to the group's May 3 meeting that was held to discuss negotiations options for 

constructing the facility. 

McPherson submitted a roughly $4.7 million bid to city officials April 22 to construct the 

project. On May 2, City Council members convened for a special meeting and directed Helin 

and McElyea to meet with McPherson at the negotiating table to find a middle ground. 

Following Tuesday's meeting, Helin said details he had hoped to learn were not discussed. "We 

asked him to go back and get some hard numbers by the 20th (of May)," Helin said. "We are 

looking for the last, best offer." 

Helin said Sims' company only produced less specific "soft numbers" during Tuesday's meeting. 

Ideally, the city manager said, Bonner Springs officials want to know what specific measures can 

be taken to save specific dollar amounts and bring the project's bill down to the estimated 

construction cost of $3.2 million. As of Tuesday, the bill was not down to $3.2 million and Helin 

said it would be difficult to estimate where the negotiators sit in terms of dollars and cents 

because of the abstract nature of details provided. 

During the May 2 Council meeting it became apparent that the finished product could vary from 

artists' renderings Aquatic Design issued. Certainly some of the "bells and whistles," such as a 

third water slide and a children's "sprayground" will get the ax. Additionally, some components 

of the project could be tweaked to save costs. 

However, priorities in regards to the pool became a little clearer this week. "We are trying to 

hold the line on the aquatic facility itself and what it has to offer," Helin said. Helin said the 

negotiators will fight for major components of the base project, such as constructing two 

waterslides. Other, more cosmetic features such as the materials used in surfaces inside the 

changing rooms could become bargaining tokens meant to drive the cost down. 

However, the negotiators' actions and the firm's proposal in no way dictate officially what the 

finished product will look like. City Council members, during an as-yet-undetermined future 

meeting will be able to approve or deny any proposal. 

Throughout the negotiating process, Helin said his team will do what it can to bring the best 

possible pool package to Bonner Springs. "I think we are open to multiple options," he said. "The 

intent is to try to get the best possible facility for $3.2 million." 

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Although the negotiating team originally opted to only meet with the low bidder, Helin did 

comment on whether the "other options" included opening the process to one of the other firms 

that submitted a bid or simply altering the negotiations style. 

If McPherson Contractors submits a firm proposal to the city during the May 20 meeting, it is 

possible Helin would be able to brief the governing body on a potential proposal during the 

regularly-scheduled May 23 Council meeting. However, given the events that have taken place 

during the last three weeks, it is difficult to project timelines for phases of the project. 

The entire process for city officials is a sensitive one because of several factors. On Nov. 2, 

2004, Bonner Springs voters approved establishing a sales tax hike to fund construction of the 

facility. Additionally, that sales tax went on the books last month. Coupled together, those 

factors may explain the touchy nature of the project and city officials' desire to move forward 

toward an ultimate construction date. 

Despite bumps in the road along the way, the objective of spending $3.5 million for an aquatic 

facility in Bonner Springs still exists. "I think we are optimistic that we can still get the aquatic 

facility that everyone wants and was talking about earlier," Helin said. "What it will end up like 

exactly? I don't know." 

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May 17, 2005 

High bids cause building delay for pool 

Author: MELISSA SHUMAN 

A Bonner Springs aquatic center has been setback one month after bids came in too high. 

During the November General Election, Wyandotte County taxpayers approved a 1/4-cent sales 

tax to build a $3.5 million aquatic center in Bonner Springs. Mayor Clausie Smith said that last 

week, the lowest bids for construction were $4.7 million for the project. "So officially, we 

rejected the bids," he said. "The council is negotiating with low bidders to see if they can come 

in under bid. We're going to have an aquatic center, it's just taking a month longer to get started." 

Smith said according to state law, the city couldn't accept bids higher than the sales tax bond 

issue of $3.5 million. 

John Helin, Bonner Springs city manager, said the voter's referendum asked for a bond of $3.5 

million with a construction cost of $3.2 million. Helin said the center would have two pools and 

several water toys for children. "It would be a regional pool that would draw people from area 

wide," he said. "There are only (pools) in Shawnee and in Leavenworth of this nature." 

Helin said original plans, which may have to be modified to fit in construction costs, had two 

water slides, a zero-depth entry pool, a walking area, a water channel and a whirlpool seating, a 

separate, 25-meter lap pool with a diving board and two slides. The facility would also have 

men's and women's dressing rooms and an office area. "That was the layout we had and the 

engineering estimate was based on those features," Helin said. He said the high bids gave higher 

costs for the entire project, not just high costs for a particular feature. "We've asked the 

contractors to go and see what they need to do to get the prices down," he said. 

The aquatic center will be built on the site of the old pool. Smith said in 1979, the city of Bonner 

Springs purchased a private club, called Fun Valley, to provide a public pool. The pool drew 

people throughout Wyandotte County and beyond. "It was an older pool and it simply could not 

be repaired," Smith said. The city had to close its pool for last summer's season and already 

planned to have it closed for this season, as well. "Hopefully, within another month we'll be back 

in operation," he said. 

Smith said the council hadn't decided about eliminating items from the design plans, but said the 

project would have to stay within the $3.5 million budget. He said it is the city's hope to keep the 

project within $3.2 million for contingency plans. "What we hope to have happen is have the 

bids back in by next week," he said. "They're scheduled on the May 23 council meeting to decide 

where we're at with the pool." 

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June 16, 2005 

Staff Getting Ducks Lined up Before Broaching Pool Again 


Monday evening's City Council meeting came and went without any mention of the city's aquatic 

facility project. Last week, city staff members said they were working toward bringing a contract 

to the Council for the June 13 session. However, no such contract was ever presented. 

During a break in the meeting, City Manager John Helin said the absence of contract 

discussions does not indicate another snag in the project, which has already experienced its share 

of ups and downs along the road to fruition. Instead, Helin said city officials opted to wait one 

more Council meeting, to allow them to come forward with an accurate rendering of the project, 

before bring a contract to Council members. "We wanted to try and get the design," Helin said, 

"rather than keep referring to it as the Republic (Mo.) pool." 

Recently, Helin said Kevin McElyea, of the Olathe-based firm Aquatic Design, which designed 

the original pool specs, told city officials the new rendering should be completed in time for a 

presentation during the June 27 City Council meeting. 

Helin's allusion to Republic, Mo., centers around the plan that was crafted to bring a pool to 

Bonner Springs after bids returned April 22 came in way over the city's estimate. During a May 

23 Council meeting Helin told the governing body that representatives from McPherson 

Contractors, a company which also originally bid the project, came forward with a proposal. 

Their plan calls for building a pool within the city's budget that also features the amenities and 

components originally called for in the design. The plans are based on a recently constructed 

facility in Republic. 

By bringing the new design to Council members, rather than pictures of the Republic facility or 

old artist renderings, everyone involved in the deal will have a better understanding of what will 

be placed in the ground at the site of the existing-but-closed Fun Valley Pool. 

The main difference between the city's original rendering and the plan on the table has to do with 

using resources efficiently. After the bids for the estimated $3.2 million project were returned 

and indicated the plan would cost a minimum of $4.7, city officials knew they had to make a few 

changes. Thus, the original plans of using two separate bodies of water were scrapped in favor of 

combining all the features into one pool. 

That plan, city officials say, will eliminate the costs of using multiple filters and pumps 

necessary to support separate pool areas. Additionally, areas like a competition lap section and 

diving area and features like water slides and play equipment will still be included in the project. 

Voters approved establishing a quarter-cent sales tax increase to fund the project in last year's 

Nov. 2 election. That sales tax went on the books earlier this year. 

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How Safe is Our City? 


Looking at images of devastation along the Gulf Coast brought grief, sadness and a full range of 

emotions from people across the country. From the emotions came generous offers of support 

from around the country. 

However, a big question has also come to light. Cities and residents are asking themselves if they 

are prepared if disaster should strike. Locally, Bonner Springs and Wyandotte County have plans 

in place to help reduce the impact of a disaster and return life to normal. Involving everything 

from the training of emergency crews to mutual aid agreements struck between cities, counties 

and states, those plans provide the roadmap that would be followed should a disaster strike. 

"I feel like we are probably as prepared as we can be," City Manager John Helin said. 

In September of 2001 the national focus shifted toward preparing for the unthinkable -- a 

terrorist attack. Natural disasters last year and last month, in the form of a tsunami and a 

hurricane, reminded the world that weather is still capable of wreaking unspeakable damage. 

While Helin and Police Chief John Haley have not ruled out the possibility of confronting a 

terrorist attack, they say the risk appears small. On the other hand, a specific natural disaster, a 

tornado, is always a threat, they say. Helin said preparation plans are also in place to deal with a 

large chemical spill or a break in the city's dam. 

Although disasters are often unforeseen and, in some cases, unavoidable, the key to managing 

them is to be prepared long before a problem occurs, they said. The city's police officers 

continually take part in training and certification programs. The idea is, in the event of a largescale 

tragedy, that their training and skills click in, Haley said. "Training is something that unless 

you continually use it, you lose it," Haley said. "The training they receive is, of course, vast and 

has many different facets." Police department policies are designed to make the most of that 

training and establish known procedures to be followed in during emergencies, he added. 

Should a large-scale emergency occur, the city's staff and emergency crews know the procedures 

to follow, Helin said. If the disaster occurred in Bonner Springs local police, firefighters or 

medics would arrive to the scene initially, as first responders. Their training prepares them for 

nearly every event within the imagination -- from a large chemical spill to a train wreck to a 

natural disaster like a tornado. Next, crews from outside agencies that possess additional 

manpower and equipment would be called in. Helin said he would work with the Wyandotte 

County Emergency Management Department to secure additional resources. That department 

could bring in an Emergency Operations Center and set up a mobile command center. 

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Additionally, buses from Wyandotte County and the city's Tiblow Transit program could be used 

to either bus in needed supplies and equipment or evacuate survivors, Helin said. 

While a big part of preparing to survive a disaster centers around the readiness of emergency 

crews, a major component of plans begin with residents and their families, Helin and Haley said. 

The city has a resource designed to help families and individuals create their personal plans. 

Located inside city hall and at the Bonner Springs City Library is the Emergency Preparedness 

Informational Brochures, a two-inch thick three ring notebook full of information to help 

families plan for disaster. Helin said city employees will be happy to let residents review the 

notebook and make copies of the information it contains. 

"It is all good information that we try to make available to every citizen so that they can prepare 

themselves," Helin said. Much of that information would be useful to families in all types of 

emergencies, from a large-scale disaster to a temporary power outage or family crisis, Helin 

said. For those reasons, every family should review such a plan, Haley added. 

"Any time is a good time to review that plan and if you don't have one now would be the time to 

make one," the police chief said. "It doesn't have to take that long but it is certainly worthwhile." 

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December 2 2004 

Goal Setting Session Tonight 


Bonner Springs City Council members and City Manager John Helin are hoping a one-hour goal 

setting session tonight will help map out priorities for the next year. Members of the Council will 

sit down with Helin tonight at 5:30 at City Hall to discuss and list their priorities and give Helin 

some direction for next several months. 

"The Council will go through their priorities they have set for the city," Helin said. "That will 

give me some guidance." Helin said the meeting is something that the city likes to do annually to 

get the staff, city manager and Council up-to-date and on the same page. While he does not know 

the specific goals Council members have in mind, he said planning and construction of the new 

pool, the Fun Valley Dam project and street projects may be mentioned. 

When Helin first came on board with the city, the Council asked Helin to work with his staff to 

become more customer-oriented. Since that time he said, staff members have taken classes and 

worked toward that goal. The meeting, he said, will likely benefit members of the Council 

also."It is a good opportunity to lay out the things that are important to them," he said. "It will be 

as much an opportunity for them getting together." 

Council member Amber Sechrist said she had not determined what specific priorities she plans to 

highlight. She did say, however, that she has a general goals in mind for the session. "I would 

like to analyze what (Helin's) goals are for next year and compare them with what I and the 

Council collectively come up with," she said. 

Sechrist said she is glad the Council will get to meet with Helin tonight, although she would 

have rather seen the meeting take place a few months ago, during July and August, rather than 

wait until the end of the year. She said the Council's schedule made it difficult to plan something 

sooner. 

Since the meeting is a work session, no formal action will likely be taken. Helin said the point of 

the meeting is to build consensus and dictate priorities and goals. The meeting will be open to the 

public. 

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Bonner Officials Still Wait for Word on Flood Relief 


As of Wednesday morning, Bonner Springs residents and city officials were still waiting to get 

the word on whether they will receive federal funding to help assist with the flood cleanup. 

City Manager John Helin said city officials met with representatives from the Federal 

Emergency Management Agency and the Small Business Administration last week. The 

discussions centered around detailing the damage and about acquiring low-interest loans to help 

the residents repay damages suffered at approximately 50 city residences and businesses. Helin 

said if the assistance comes, city representatives will notify eligible residents as soon as he 

receives the word. 

In a statement released Tuesday, Helin said city employees made lots of headway in the cleanup 

process since the waters receded Aug. 27. During that time, city employees have collected eight 

dump truck loads of debris form area creeks, collected 10 dump truck loads of debris from 

curbside pickups the city offered, replaced 100 tons of rock for the alleyway at South Park, 

inspected 50 homes and business, emptied 18 dumpster loads and distributed flyers describing 

flood recovery plans. Helin said crews will work this week to clear remaining clogs in stream 

beds. The eight dumpsters located throughout the city will remain in place until Monday. 

"I think a lot of people have a good handle on things," Helin said. "But the people with the worst 

damage are still dealing with it." 

Mayor Clausie Smith he is pleased with how the relief effort has gone and how emergency 

services crews conducted themselves the night of the flood. "The city has done a magnificent 

job," he said. "The staff that was working during the high point of the flood deserves credit." 

Smith and Helin both said city employees are continuing work that was already in place to 

address storm drainage and runoff issues. Helin said the new project manager's position includes 

the duties of addressing policies related to the issue and assessing the comprehensive storm water 

issues within the city. 

Smith also said residents should not be alarmed that they haven't received information about 

relief funding. "(Those agencies) have a lot of irons on the fire right now between the hurricane, 

tornadoes and the issues here in our county," he said. 

Helin also said if residents or business owners do hire outside help to assist with cleanup tasks 

that they should check with the city codes department at 667-1719 to make sure the crew is 

licensed and has pulled a permit. "Sometimes, unfortunately, people will come in to take 

advantage of a bad situation," Helin said. "The biggest thing is checking the license.” 

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July 22, 2004 

Extra Tine is a Windfall for City Council, Staff 


The Wyandotte County Election Commissioner has allowed the city of Bonner Springs to turn in 

ballot questions six days later than previously required, giving the city a little breathing room. 

The Bonner Springs City Council had included on its agenda for this Monday a preliminary 

report of a community/citizen survey that was mailed to residents between July 11 and 14, as 

well as resolution options for pool ballot questions for the Nov. 2 election. But with more time 

before the question is due to Election Commissioner Pat Rajiha, a decision about what will be on 

the ballot can be delayed. 

John Helin, city manager, said the city had already given Rajiha a sample of the pool question, 

so she knew how much room it would need on the ballot. With this knowledge, she told the city 

she needed the final question by Aug. 10, rather than Aug. 4. "That basically gave us a little 

more breathing room to get the results of the survey back rather than try to crunch this thing 

through," Helin said. 

Helin said the Council now has the option to schedule a special meeting to consider the survey 

and approve a ballot question Aug. 2 or discuss it during its Aug. 9 meeting. Choosing language 

for a ballot question will be made all the easier because city staff has already drafted four 

different questions. 

Based upon survey results, the Council can choose to put either the $5.3 million design or $3.4 

million design for a new aquatic facility on the ballot, and the question can ask whether to fund 

the project by raising property taxes or sales taxes. "We've drafted up language already, run that 

by our bond counsel, and I think the attorney is looking at it right now, so they are going to have 

four options to look at," Helin said. 

Helin said more time before the question is due lifts some of the burden from Council members' 

shoulders, since they also have the 2005 budget to consider. It also takes some of the pressure off 

ETC Institute, the company conducting the survey. 

Karen Falk, ETC project manager, said Monday that the company was still waiting for the 

surveys to return via mail and had not begun phone surveys. ETC will begin phone surveys in 

order to get 400 responses, which may not be met by mail survey response. 

"They are coming in at a respectable rate, so we are happy for that," Falk said. "The more that 

come in, the less calling we'll have to do." For now, when results do come in, Helin said the city 

has asked ETC only to worry about analyzing results concerning the pool. 

"We'll mostly concentrate on results of survey as it pertains to the pool, because that's the issue 

we've gotta get through," Helin said. "I think we'll want to concentrate on looking at that, and 

then maybe at a later date look at the other issues." 

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July 22, 2004 

Council Puts Final Touches on ’05 Budget 


Improvements to Kerry Roberts Park, an infrastructure study, and pay increases for City Council 

members may be in the future for the city of Bonner Springs. The Bonner Springs City Council 

has met three times to discuss the city's 2005 budget, and will meet for a final discussion 

Monday. Major concerns thus far have included parks, infrastructure and an increase in the City 

Council budget that made some Council members uneasy. 

The 2005 city budget almost offered a chance to get a proposed skateboard park off of the back 

burner, but the Council had other plans for the money. 

At a budget workshop July 6, city manager John Helin presented a general fund budget for the 

parks and recreation department that would include $15,000 set aside for skate park equipment. 

But at Monday's budget meeting, the Council decided the money would best be used for 

improvements to Kerry Roberts Park. The city applied for a grant from the Tony Hawk 

Foundation last year for a skate park but was denied. Helin said he saw a need for the skate park, 

though the money would buy only a launch ramp, quarter pipe, launch box and a grind box. 

Council member Amber Sechrist, Ward III, said the parks and recreation commission does want 

a skate park, but she thought putting equipment in Kerry Roberts Park was higher on their 

priority list. "It was my opinion that a skateboard park would get more use than playground 

equipment," Helin explained. But Council members disagreed. They recommended combining 

$15,000 set aside for a Kerry Roberts Park picnic shelter in the Parks and Recreation special 

revenue fund and the skate park money to create a $30,000 fund for improvements to Kerry 

Roberts Park. 

Helin also has been concerned with mapping out the city's infrastructure and preparing for future 

development. Fees for mapping have been moved to the new budget for project manager Kevin 

Bruemmer, who is now in charge of the mapping. A $75,000 sewer study and $55,000 water 

study have also been included in the wastewater collection and treatment and water treatment 

enterprise funds. The studies will find out how much development the city can currently support. 

Helin said the city currently doesn't know what size of a water and sewer treatment system it 

would need in areas of new development, and how new water and sewer lines will impact the 

sewage treatment plant and water supply. "Now as we're seeing the growth, we need to know 

ahead of time if we can support this system," Helin said. 

Up for discussion is an increase in the total annual salary of all Council members from $5,105 to 

$10,070, discussed at the July 6 meeting. The increase came at the suggestion of Helin, though 

Council member Jeff Harrington, Ward IV, said it would need to be addressed again before 

approval. "I just felt like you deserved it; you've been dealing with some pretty big issues," Helin 

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said. "Even with this increase, you are still second from the bottom rung of the ladder for city 

council salaries all over the metro." 


April 15, 2004 

Bonner Council Approves Plan to Hire Project Manager 


To avoid the problems that have arisen from the city's most recent capital improvement projects, 

the Bonner Springs City Council created a new position to control the projects. 

In January, city manager John Helin proposed creating a position of project manager to manage 

capital projects. The position would also relieve Helin, city clerk Rita Hoag, and economic 

development director Marcia Ashford from the stress of overseeing capital improvement 

projects. "They've been able to do it, but that's an additional duty to what they're already doing, 

so something else gets pushed to the side and waylaid or neglected," Helin said. 

Helin said the position would be filled with someone that has the expertise and certification to 

watch over the project and shepherd it through. The position would enhance the city's ability to 

be able to plan, prepare for, and organize projects. 

At a special Council meeting in late February, many Council Members agreed that the problem 

right now is that city staff assigned to be project managers are not trained to recognize 

engineering problems as they develop. "We've got a city manager and development-marketing 

person running the projects, no wonder we've got some troubles," Council member Rory Kuhn, 

Ward IV, said at the retreat. "It's not that they're lacking in that, necessarily, but that's not what 

we hired them for, that's not what they're trained to do. We're expecting this result, and that's not 

what we hired them to do. And it dilutes what they can do." 

The Council also discussed creating a city engineer position as opposed to a project manager 

position, but came to the conclusion that the city could not afford to pay a professional engineer 

at this time. Helin estimated the project manager's salary to be $10,000 to $20,000 less annually 

than an engineer's salary. The city will require someone with experience managing projects and 

preferably a degree in engineering or construction science. Council and city staff members hope 

that this is the first step on a long road to a more complete and professional city staff. "Let's get 

the project manager now, and work long-term for putting together a very professional staff who 

can handle codes enforcement, the project management, and some of the easement stuff down 

the road," Council member Doug Clements, Ward II, said at the February meeting. 

At its meeting Monday, the Council approved $40,000 to fund the hiring of a project manager. 

The salary will be taken from the city manager's portion of the 2004 General Fund budget, which 

includes $156,000 for miscellaneous expenditures. In the future, the position's salary would be 

included in the budget. 

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The city has received approximately 20 applications for the position, and Helin said they plan to 

start interviewing in the next week. 

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July 17, 2003 

City Manager Sits on Panel on Festival Site 

Author: Rachel Keesee 

Bonner Springs city manager John Helin has been named to the committee that will review 

proposals for the Renaissance Festival site. The committee is comprised of Helin, Bob Roddy, 

assistant county administrator, and Mike Connor, director of parks and recreation for the Unified 

Government. 

They will assess the three proposals that the Unified Government of Wyandotte County received 

for leasing the property, at 628 N. 126th St., next to Verizon Wireless Amphitheater. "When this 

originally came up, the mayor and City Council wanted to make sure a representative of the city 

would be involved," Helin said. 

One proposal is from the Kansas City Renaissance Festival, which has leased the site for more 

than 20 years. Part of the selection process includes assessing the economic impact the 

Renaissance Festival has had on Wyandotte County, said Phil Sanders, purchasing director for 

Wyandotte County. He said the committee would begin interviewing representatives from each 

proposal in mid-August. 

"After the interviews, they'll get into deliberations," Sanders said. "Sometime after that, they will 

vote on the proposals. "The committee also will consider the economic impact the Renaissance 

Festival has had on Wyandotte County and Bonner Springs in comparison to all the proposals for 

the site, Sanders said. He said the time frame for the decision is yet unknown, but after the 

committee decides which proposal to accept, the new lease will begin Jan. 1, 2004. 

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July 3, 2003 

Manager Reviewed by Council 

Author: Rachel Keesee 

Bonner Springs city manager John Helin received his annual review Monday night. "Bottom 

line, he's fine," Mayor Clausie Smith said. 

City Council members met in a closed, executive session to evaluate Helin's performance. The 

session was followed by a workshop session to review his goals for the coming year. Some of the 

projects Helin will be in charge of for 2003-2004 include resolving the water pressure problems 

in the Grandview area, overseeing road construction projects and updating the city's master plan, 

which is projected growth and development. 

Council members voiced what they considered high priorities for the future of Bonner Springs. 

The one that received the most attention was building and improving recreation facilities. "I 

think it's going to be a high, high priority," Smith said. "It's an economic development draw." 

Doug Clements, Ward II, pointed to the success the YMCA has had in drawing people from 

other cities. "The Y is getting a ton of people from De Soto, from Johnson County," he said. "We 

have a tremendous economic advantage, and it's here now." In addition, Clements said Bonner 

Springs needed its own soccer fields. "It's very hard to run the type and quality program we want 

to run if we don't have the resources and facility to do it," he said. 

Amber Sechrist, Ward III, said the council had spent enough time planning to build recreational 

facilities. "I think we just need to plan to act," she said. "We have the goals laid out. We just 

need to look at it and go." 

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Council Hears Engineer Recommendation 

Author: Scott Summers 

After months of weighing the potential pros and cons, it appears the Bonner Springs City 

Council will not move forward anytime soon with plans to hire the city's first full-time city 

engineer. The City Council had discussed the possibility of hiring an in-house city engineer 

several times over the past few months, although council members have been divided on whether 

to make the change. The city currently contracts for engineering services with an outside firm, 

Wilson & Co. 

City Manager John Helin, who helped research the possibility in recent weeks, cited several 

reasons Monday before issuing his recommendation against hiring an in-house city engineer at 

this time. The idea could be reconsidered at some point in the future, he said. 

In doing his research, Helin said he was primarily concerned with whether the hiring of an inhouse 

engineer could save the city money and if the hiring would result in a higher level of 

service for the city. Of 15 area cities surveyed, Helin said salaries for city engineers ranged from 

approximately $53,000 to $75,000 a year. De Soto was the only city with a population of less 

than 10,000 -- as is Bonner Springs -- that had its own in-house city engineer. 

According to estimates provided at the meeting, Helin said Bonner Springs could expect to pay 

approximately $87,000 annually if it were to hire an in-house engineer. That figure would 

include benefits, such as participation in the city's health insurance and retirement packages. 

Helin said contracting out for engineering services does have several additional benefits, such as 

giving the city access to high-priced engineering software it might not be able to afford on its 

own, and allowing city officials the opportunity to access other engineers with expertise in 

specific areas. "It's most economical to continue with a contract engineer," Helin said, summing 

up his analysis. 

Council member Wendy Scheidt said she still believes the city would benefit from having its 

own in-house engineer, despite the city manager's recommendation. She pointed out the 

successes of city engineers in other area communities, such as De Soto and Lansing. 

"I know the dollars are tight right now, but there's something to be said for what the cities are 

doing that have an engineer on staff," Scheidt said. 

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Dam Repairs Put Lake in Jeopardy 

Author Scott Summers 

More than 20 years after a state inspection revealed potential safety hazards with the dam at 

North Park in Bonner Springs, city officials are beginning the process of making the necessary 

repairs. Several problems with the dam the downstream slope is too steep, erosion has occurred 

in some areas, spillway pipes are in poor condition, trees are growing along the downstream 

slope and some water seepage are noted in the inspection report. It remains unclear exactly 

when problems with the dam were first discovered, although the most recent letter sent to the 

city by officials at the Kansas Division of Water Resources said corrective measures were first 

approved by the state on Sept. 15, 1982. 

At that time, the city was given until Jan. 1, 1985, to complete the repairs. However, those 

repairs were never made and both sides evidently lost track of the situation for several years. 

"Apparently it's been going on for a long time," said City Manager John Helin, who began 

working for the city about two months ago. 

The city received its most recent letter from the Division of Water Resources outlining problems 

with the dam about four months ago. That letter gave city officials until Aug. 1 to come up with 

a plan to correct the deficiencies, develop a timeline for carrying out the plan and inform state 

officials of the city's intentions. The city has submitted a tentative plan, although officials are 

still working out the details. 

If the repairs are not made in a timely manner no specific deadline has yet been given it is 

possible state officials could order a controlled breach of the dam, which means the city would 

lose its only public lake. The option of the city draining the lake, which would have eliminated 

the problems with the dam altogether, was presented at the City Council's most recent meeting, 

Sept. 16. However, council members did not like the idea of taking away the recreational and 

environmental benefits the lake provides. 

While Helin said he believes city crews could perform some of the necessary repair work, City 

Engineer Bill Legge's preliminary estimates indicate the city's out-of-pocket expenses could still 

be about $120,000. "The question we've got to figure out is how do we pay for it?" Helin said, 

noting that the city's budget is already "tight." Repairing the dam could present the city with an 

opportunity to make improvements to the one-lane road that provides access to the Fun Valley 

Municipal Swimming Pool. "As long as we're going to do this, we might as well make it wide 

enough for two lanes," he said. 

Timing of the project is also an issue. Temporarily closing the roadway atop the dam for repairs 

could mean cutting off the only access route to the swimming pool. "Obviously, we don't want to 

lose the use of the pool next summer," Helin said. Depending on how critical state officials deem 

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the repairs, Helin said work could be split into two phases in order to allow the pool to continue 

with its regular summer schedule. Following a new inspection by state officials in the coming 

weeks, Helin said the city will solicit bids for the engineering design work needed for the 

project. Those cost proposals will then go to the City Council for final approval, with work likely 

beginning late this year or in early spring, he said. 

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June 5, 2002 

Letter: New City Manager May Find Development Difficult 

Darrell Knight 

To the editor: "I believe this is an exciting time to be living in Bonner Springs. I think the 

Bonner Springs area is really on the 'cusp' of major development." This was a quote from John 

Helin, the new in coming city manager of Bonner Springs. 

With these words, we are introduced to John Helin and sent running to Webster to find the 

definition of 'cusp.' 

Multiple choice for the definition of 'cusp': 1. A town with more than one horse; 2. The driver's 

seat on a bulldozer; 3. An easel used to mount blueprints; 4. A new chemical used to solidify 

quicksand; 5. None of the above. The answer is No. 5 and probably means a point that marks the 

beginning of change: on the 'cusp' of a new era. 

Immediately, I began searching for the location of the 'cusp.' What is the major development that 

will take place? Where there be more than one? This might be the beginning to a new era, but 

we've seen it before when council members have pet projects they would like to see first on the 

agenda and then they will discuss the question of what will it cost. And who is going to pay for 

it? How will it affect the budget? 

I would like to welcome Mr. Helin to our community and wish him the very best. I'm fearful that 

the new city manager will find the powers that be at City Hall (excuse the pun) to be more 

difficult than extracting a hen's 'cuspid.' 

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May 22, 2002 

Bonner Springs Hires New City Manager 

Author: Scott Summers 

Months of speculation came to an end Monday night as Minnesota native John Helin was 

officially hired to be the new city manager in Bonner Springs. 

The City Council voted unanimously to approve the hiring of Helin during its regular meeting, 

ending the city's four-month search to find a permanent replacement for Weldon Padgett, who 

announced his resignation in February. 

Helin, who has family living in the Kansas City area, currently serves as the city administrator in 

Central City, Neb., which has a population of approximately 3,000. He said during a phone 

interview Tuesday that accepting the position as city manager in Bonner Springs seemed like a 

step forward in his career. 

"I was interested in moving to a community that was bigger in population and had more 

responsibility," Helin said. Helin said he believes this is an exciting time to be living in Bonner 

Springs. "I think the Bonner Springs area is really on the cusp of major development," he said. 

He is anxious to work with the City Council members to learn more about their goals for the city 

and determine the best course of action to achieve those goals. 

Helin said being chosen from a field of more than 30 applicants shows the City Council believes 

in his abilities. "I appreciate the trust and confidence the mayor and council have shown in 

selecting me, and I will do my best to live up to their trust," Helin said. 

Helin, a 21-year Army veteran, has a apply for the job on a permanent basis. 

City Council members have endured several closed-door meetings over the past few months 

while reviewing applications from people interested in the position, interviewing candidates and 

finally negotiating a contract with Helin. 

Mayor Steve Breneman said he believes the council's efforts have paid off. "I know it was hard 

on everybody to get away night after night and week after week, but I think we probably have 

chosen one of the best city managers we've ever had," Breneman said. Breneman said he found it 

heartening that so many people applied for the job, showing him they thought Bonner Springs 

had good opportunities to offer. "It has been an interesting process and, to me, it's been very 

rewarding," Breneman said. 

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The Grand Island Independent (The Indepenent.com, Central City, NB) 

June 17, 2000 

Cabela’s To Hire 150 for Central City Center 

Author: Kris Epley 

CENTRAL CITY — Sporting goods giant Cabela's Inc. has announced plans to open a 

temporary phone center and create 150 new jobs in Central City. 

The company will launch the in-bound telemarketing center Aug. 1 and will cease operations on 

Jan. 15. The center will be located in a building that housed S.A. Foster, a local lumber 

company, that recently went out of business. Merrick County Development Corporation member 

Cliff Mesner, who negotiated the deal with Cabela's, did not return telephone calls for 

information Friday. 

Central City Administrator Jack Helin said the center will field calls that begin coming in as the 

company enters the pre-Christmas season and will employ 150 people on three shifts. 

The center will operate seven days a week from 7 a.m. until 10 p.m., and starting pay will be 

about $7 per hour. Helin said bonus and performance allowances could boost hourly wages to 

$10. 

Central City, with a population of about 2,400, may not be able to provide all the workers needed 

to staff the center. But Helin said he does not foresee any problem in filling the positions. "We 

believe that the large suburb to the west of us will help fill in those jobs," Helin said. 

Job applications will be accepted at the Nebraska Job Service office in Grand Island and at the 

center site in the Foster's building. After Cabela's vacates the building in January, it could be 

purchased by Central City Central Scale, which is considering expanding its operations and has a 

first option on the property. 

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The Grand Island Independent (www.independent.com) 


Central City to Hire First Public Works Director 

Author: Sara Grell 

CENTRAL CITY — A new public works director will soon be hired in Central City and some 

aren't too happy about it. "That's part of the city administrator's job description," said Clayton 

Erickson, who is serving his first term on the Central City City Council. Erickson cast the lone 

vote against a public works director position, during a council meeting Jan. 11. He said several 

of his constituents aren't happy about it either. 

The new public works director's salary will be at least $35,000, said Central City City 

Administrator Jack Helin. Duties will include planning, budgeting, and implementing policies 

for all public works departments including gas, electricity, streets, parks, water, sewer, and 

wastewater treatment. Helin said he has overlooked these duties for over two years. "It will give 

me a chance to work a 40-hour week," Helin said. "I can't put emphasis on long range projects 

when I'm busy doing this stuff too." 

The town has never had a public works director. Helin said there are several reasons why one is 

needed now. Helin said a public works director is needed to oversee upcoming issues regarding 

electric deregulation. "If the potential exists for the city to assume responsibility for providing 

electric services to any nearby communities, the work to determine the feasibility of this will be 

considerable, as well as the expansion of actual work to support such an initiative," Helin said. 

Helin said the position will save the city money because construction projects previously 

contracted out will be done in house. Helin added that the city will also save money because they 

won't have to hire engineering consultants. Last year, the city spent approximately $25,000 on a 

consultant for just one project. "If we get a good qualified person to do our own consulting, it 

will pay for the salary real quick," Helin said. 

Some residents argue the position will not save taxpayers money. Although the position was 

added in both the 1998 and 1999 budgets, one resident said other costs such as a new vehicle, 

vehicle maintenance, and insurance for the new person will also need to be paid for. "They say it 

will save us money but how will it save us money?" said resident Delbert Miller. "It's an added 

burden to us taxpayers." 

Central City Mayor Calvin Lepp said the city hired a public works director nearly four years ago 

but the person was not able to move to Nebraska. The position has been left vacant since then. 

"No one had a problem with it then," Lepp said. "I think people need to learn what the facts are." 

Miller said the city has gone this long without filling the position and has easily coped without 

one. "If they've gone five or six years then why do they need to do it now?" he said. "I think 

things should go on like they are now." Erickson said he would like to see that salary used on 

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other community projects such as the new wastewater treatment plant. "There are plenty of 

projects around here that the money could be used on," Erickson said. "but they want to hire 

someone quick. …They said we're in dire straits." 

Applications for the position were due Friday. 

Helin said he didn't know how many applicants he had but said he hoped to have the position 

filled in the next 30 days. Helin said the hiring probably came as a surprise to some residents. He 

added that he regrets not informing the taxpayers sooner. "You work on something for so long 

that you forget that others aren't on the same level of understanding," Helin said. "I should've put 

out a press release sooner to answer some of their questions." 

Miller and other residents plan to voice their disapproval at Monday night's council meeting. The 

item is not on the agenda but Miller said he wants council members to know how he feels and 

have them better explain the cost savings. The mayor, however, said the position is final. "I 

really don't expect that many to show up (Monday night)," Lepp said. "and in the long run, it 

won't change anything." 

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TAB 5 



Central City to Build New Wastewater Treatment Plant 

Author: Sara Grell 

CENTRAL CITY — Construction of a new wastewater treatment plant in Central City will 

begin this spring. Last week, U.S. Department of Agriculture Rural Development awarded the 

city a $1.1 million loan and $500,000 grant for the project. Total cost for the new plant is 

approximately $4.5 million. 

"We're very happy," City Administrator Jack Helin said. "They (USDA) have been real 

supportive." Helin said the current plant, on the east side of town, is not in compliance with 

Nebraska Department of Environmental Quality regulations. 

Discharge that eventually spills into the Platte River is not properly treated, he said. In addition, 

the plant, which was constructed in 1949, does not have the capacity for the town's growing 

population. 

"It cost too much to repair it," Helin said. "The new one will have double the capacity, will 

prepare us for the future and help us come in compliance with state and federal regulations." 

Helin said Central City's 2,868 residents will see a slight increase in sewer rates. The amount has 

not been determined. 

The USDA loan will be paid over 20 years at an interest rate of 4.75 percent, said Glen Gatz, 

rural development specialist for Nebraska USDA Rural Development. Additional funding will be 

provided by the Nebraska Department of Environmental Quality Clean Water State Revolving 

Loan Fund for $1.9 million and from the Municipal Bond Underwriters for $1 million. 

Helin said additional costs will be covered by sales tax dollars. Central City voters approved a 

city sales tax one year ago. A portion of the tax is directed to infrastructure for new sewers, water 

mains and other improvement projects. The new wastewater treatment plant will be built east of 

the current facility. Construction should be completed in spring 2000. 

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Merrick Board Calls Meeting on Prison Sites 

CENTRAL CITY — The Merrick County Board of Supervisors has called a special meeting to 

seek public input on three proposed prison sites in the county. County Clerk Gloria Broekemeier 

said the supervisors have sent letters and surveys to county residents living within one mile of 

the proposed sites. The meeting will gauge county opinion before supervisors decide whether to 

sign a letter of support for Central City's application for the prison, she said. 

Jack Helin, city administrator for Central City, said the prison application requires letters of 

support from all local governing bodies. 

Central City is one of several Nebraska communities vying for the new 960-bed 

maximum/minimum-security state prison. The deadline for applications is Feb. 9. The Central 

City Council passed a resolution supporting the prison at Monday's meeting. 

In September, the Merrick County board passed a resolution opposing a proposed prison site in 

Hall County just across the road from the Merrick County border. The resolution stated that the 

prison would negatively affect the roads, law enforcement, tax base and future economic 

development of western Merrick County. 

Helin said he thought the site was actually in Merrick County, within the two mile jurisdiction of 

Hall County. The supervisors were just angry that they hadn't been consulted before the site was 

nominated. Concerning Thursday's meeting and the county board's decision on a prison, Helin 

said, "I don't know how it's going to go." He said that, other than folks who literally don't want 

the prison in their back yards, most other public comment has been favorable. 

The three sites being considered: 

* North of the Burlington Northern Railroad tracks on the north edge of Central City, east of 

Highway 14. The land is owned by the Oscar Poeffel Trust. 

* West of Central City, east of the airport. The land is owned by Henry Greving. 

* One-half mile south of Highway 30 on Fairgrounds Road. The land is owned by the Dinsdale 

Brothers. 

The meeting will be at 7:30 p.m. Feb. 5 in the board room at the courthouse. 

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Hospital Bed Company Gets Green Light 

CENTRAL CITY — The Central City Council has given the green light to a hospital bed 

company looking to build a factory at the east edge of town. 

Four council members present gave unanimous approval Monday night to a resolution that 

committed the city to further negotiations with the SeQuin Hospital Bed Co. of Evergreen, Colo., 

and pledged about $290,000 for the project. The state Department of Economic Development 

would pledge $285,000 for the project. An additional $200,000 would be sought from local 

investors. 

SeQuin is a startup company that would produce a rotating hospital bed designed to relieve 

pressure and prevent bed sores, said Jack Helin, city administrator. 

As part of the conditions of a Community Development Block Grant from the state, the company 

would be required to guarantee 14 jobs over three years. Helin said company officials have 

projected doubling the number of employees in that time. Wages would be $8 to $10 an hour. 

Dave Gilfillan, deputy director of the Department of Economic Development's business 

recruitment division, said preliminary figures show that the SeQuin product could retail at half 

the cost of competitors' beds. "With three patents, they have already demonstrated a unique 

product that answers the competition at a more affordable purchase price," he said. 

During a public hearing, with about a dozen citizens present, Helin explained the funding for the 

project. No one with the SeQuin company was present. 

Three sets of investors would be involved in bringing the company to town. The first is $200,000 

from local investors. "The entire deal hinges on this $200,000 being raised," Helin said. A new 

investment group in Central City as well as the Merrick County Agriculture and Industrial Corp. 

have expressed interest in the project. The second phase of funding would be $150,000 from the 

city's sales tax proceeds in the form of a forgivable loan to the company. 

The Department of Economic Development also would pledge $150,000 in a Community 

Development Block Grant for the company. The city and the state have also pledged $130,000 

each toward the construction of a building. 

In addition, the city would pay $10,000 in utility improvements to the proposed site on the east 

edge of town on Highway 30. The state would pay $5,000 in administrative and auditing 

expenses. 

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The city is working to build in some conditions to protect its investment, Helin said. Before 

giving its $150,000, the city will ask that SeQuin file an application with the federal Food and 

Drug Administration for approval of the product. The company must have at least two prototypes 

built and a letter of intent on future purchase orders. The state will request similar provisions, 

including a Medicare reimbursement number or reimbursement authorization from several 

private insurance companies. 

In addition, the state requires a letter of intent that a customer will buy at least 24 beds. It also 

wants the company to show evidence that it will spend at least $500,000 on equipment and 

working capital expenses. To protect its building investment, the city will retain ownership of the 

building and require guaranteed lease payments. The city has also asked for 6 percent equity, in 

the form of stocks, in the company. Details of the plan are still being worked out, said Cliff 

Mesner, city attorney. "Don't consider this a done deal," he said. 

Some decisions will include the size of the building. Originally it was thought to be 20,000 

square feet, but Mesner said the city could not afford it. The state pledged money for at least 

10,000 square feet, and the city would pay for additional construction costs for a larger building. 

For the deal to go through, the first step is getting local investors lined up. A March 1 deadline 

for the city's commitment is sought by the company, as well as a March 31 deadline for the 

state's commitment. Mesner said that was optimistic. The project requires approval from the city 

council, the Department of Economic Development and the governor. 

Completed by: 

Levon Little’ 


Page 97 of 90

Konrad Hildebrandt 

TAB 6

TAB 6 


PAGE 

RESUME 1 





TAB 6 

Resume 

Page 1 of 62

9333 N. Canyon Heights 

Drive 

Cedar Hills, Utah 84062 


Innovating and transforming cities to 

excellence for 25 years 

kjhildebrandt@gmail.com 

TAB 6 

Cell: 801.970.3018 

Phone: 801.785.2806 

CITY MANAGER – CHIEF EXECUTIVE OFFICER 

Professional Profile and Expertise 

• Proactive and visionary City Manager 

• Extensive knowledge and success in all aspects of city management 

• Solid track record of revenue enhancement and cost reductions 

• Sound fiscal management, teamwork and building a service excellence culture 

• Effective, fun, honest and energetic leader 

• Proven success in organizational development and teamwork management 

Core Competencies and Executive Management Strengths Includes: 

• High-performing executive with expertise in building/optimizing organizational processes, 

measurement systems, and infrastructure to maximize results in all aspects of municipal 

management 

• Excellence in resident, business and government communication, transparency and 

customer service – Solid and successful dealing with angry residents 

• Skilled strategist who transforms strategic plans into workable solutions and benchmarks 

performance against key operational target/goals 

• Top-level executive in economic development and redevelopment functions 

• Extensive scope of responsibility, proven success and track record of delivering optimal 

results in a complex, high-growth city environments 

• Developed initiatives that exceed operational performance targets and yield measurable 

outcomes. 

• Experienced in all types of media and public relations programs and activities 

• Top-level strategic decision maker supporting executive staff in increased city profitability 

PROFESSIONAL EXPERIENCE 

CITY MANAGER 

CITY OF CEDAR HILLS, UT 2002 –2012 

Population: 10,000; full service bedroom city. It is located in Utah County (520,0000 

population) 

Energetic City Manager that oversees and directs a $15M - $20M budget; 110 full, part time and 

fire/ems employees to be one of the most attractive and best managed cities in Utah. 

Key Achievements 

• Oversight and design of award winning transparency website: A+ rating by Southerland 

Institute 

• Directly responsible for the creation of a Commercial Development Area (CDA) for the 

future development of millions of dollars of residential/commercial development. 

Page 2 of 62

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• Strategic planning, development and construction of 2,000 gpm redundant, water well 

that provides buildout security. 

• Revamped city finances during economic downturn to provide a city-wide tax decrease for 

three out of the last four years. 

• Worked directly with Provo River Water Users, Metro Water, CIWCD and various cities for 

the completion of a 21 mile, 126” diameter, $150 Million, welded steel pipeline and canal 

enclosure project that saved thousands of dollars and reduced substantial risk. Jointly 

worked with Mountainland AOG and cities in the planning and development of a $16 

million trail system. 

• Design, development and construction of a city-wide pressurized irrigation (PI) system 

that annually saves the city millions of gallons of culinary supply and saves residents 

$1,000’s of dollars perpetually. 

• Development and construction of 18 hole championship golf course that provides added 

recreational benefits, provides for retention ponds for the PI system, provides beautified 

open space and an additional future revenue source for the city. 

• Successfully worked with staff in the integration of over 450 ‘Better Ways of Doing Things’ 

providing $10,000’s of dollars in annual cost savings and a more productive and enjoyable 

work environment. 

• Strategically planned, directed and implemented positive economic development and the 

recruitment of the top three international business and retail leading companies – this has 

created $100,000’s dollars of increased and ongoing sales tax revenue for the city. 

• Improved and raised the bar on city-wide park and recreation development through the 

design, construction and implementation of over 25 acres parks and 20 miles of trails 

throughout the city. 

• Designed and constructed new public works facility causing the city to optimize public 

work projects saving thousands of dollars annually. 

• Revamped failing Fire/EMS District as Acting Administrator of Lone Peak Public Safety 

District (LPPSD) and directly responsible for turnaround in becoming one of the highest 

performing fire and EMS operations in Utah. (Highland, Alpine, Cedar Hills – 37,000 

population and 40+ employees) 

• Eight continuous years of receiving the GFOA Distinguished Budget Award and a decade 

of revenues exceeding expenditures. 

CHIEF ADMINISTRATIVE AND FINANCE OFFICER; HUMAN RESOURCES DIRECTOR 

CITY OF WASHINGTON TERRACE, UT 1998 to 2002 

Population: 9,800; full service bedroom city. It is located in Weber County (320,000 population) 

Professional Chief Administrative and Finance Officer and HR Director for an 84 employee city. 

Integrated and operated an $18.35 million city budget in propelling this city into a highly desirable 

location to live, work and play. 


• Synergistically hired, mentored and integrated city staff into a professional operation 

annually saving the city thousands of dollars. 

• Successfully introduced and advertised to residents the merits of a multi-million dollar 

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TAB 6 

general obligation bond to improve failing infrastructure and streets. 

• Completely updated and administered strategic and long range planning functions. 

• Collaborated on the successful writing of many federal, state and private grants providing 

thousands of additional revenue dollars to the city. 

COMMUNITY & NEIGHBORHOOD SRVCS DIRECTOR - FEDERAL PROGRAMS & REDEVELOPMENT 

MGR. 

CITY OF OREM, UT 1989 –1998 

Population: 95,000+; full service city; 17 square miles, over 500 full and part time employees 


• Successfully integrated multiple economic development and redevelopment programs 

that provided increased revenue and job creation to the city. 

• Researched and wrote public and private grants receiving over $4 million dollars in three 

years. 

• Developed, implemented and administered community and neighborhood activities and 

programs transforming neighborhoods and utilizing a portfolio of over 2,000 volunteers. 

• Strategically managed and optimized city-wide housing programs 

• labor relations, ethics, policy administration, management theory, budgeting, finance 

administration 

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• Developed, implemented and managed over 21 federally-funded programs that 

provided $1,000,000’s of additional revenue dollars and services into the city. 

• Successfully introduced and administered Utah’s longest-tenured and successful 

Business Revolving Loan Fund Program. Created over 900 jobs into the city. 

• Advanced and operated and provided tax increment funding in seven Redevelopment 

Project Areas. 

• Successfully managed and implemented city-wide housing and neighborhood 

revitalization programs causing beautification and ownership of neighborhoods. 

• Designed and coordinated city-wide ‘American’s With Disabilities Act’ policies, 

procedures and guidelines for overall federal ADA compliance. 

EDUCATION 

MASTER OF PUBLIC ADMINISTRATION 1989 

Local Government Management, Human Resources and Facilities Management – Marriott 

School of Management, Brigham Young University 

BACHELOR OF SCIENCE 1986 

Business Management – Marketing, International Business, Portuguese – Marriott School of 

Management, Brigham Young University 

OTHER RELEVANT CITY MANAGER EXPERIENCE 

Parlant Technology, Inc. – Sales Executive 

2012 - Present 

Work directly with City Managers, Mayors and City Councils, of all sized cities, to provide this 

Community Relationship Management System designed to improve interactions with the 

community. This system provides emergency messaging, locale-specific communication, past 

due account notices, proactive community updates and reminders, alerts and notices - even 

two-way communications. 

UTAH VALLEY UNIVERSITY - ADJUNCT PROFESSOR 1997 - 1998 

Department of Business Management 

Taught university course in Principles of Public Administration. Subjects including HR 

management, labor relations, ethics, policy administration, management theory, budgeting, 

finance administration 

PROFESSIONAL ACHIEVEMENTS AND SKILLS 

• Federal Emergency Management Administration (FEMA) and Incident Command 

System (ICS) 

• Certified – 100, 200, 400. 

• Board Member – Utah City Manager’s Association 

• ICMA Credential qualified (not received) 

• Fluent in Portuguese language 

• John J. Gunther Award – Blue Ribbon Practices in Housing and Community 

Development – HUD Washington 

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• Published – International City Manager’s Association (ICMA) publication 

• Board Member – Housing Services, Inc. 

• Board Director – City of Orem Employee’s Federal Credit Union 

• Commissioner - Wellness Advisory Commission – Orem, Utah 

• Community Service Award, City of Scottsdale, Arizona 

Page 6 of 62

TAB 6 


Page 7 of 62

KONRAD HILDEBRANDT 

TAB 6 

EDUCATION 

 

 

Master of Public Administration, Marriott School of Management, Brigham Young 

University, emphasis in Local Government Management, Human Resources and 

Facilities Management. 

Bachelor of Science, Business Management, Marriott School of Management, Brigham 

Young University, emphasis marketing and international business; minor in Portuguese. 

EXPERIENCE 

Parlant Technology (local government emphasis) 

2012 – present 

City Manager, City of Cedar Hills, UT 2002 – 2012 

Chief Administrative and Finance Officer, Washington Terrace, UT 1998 – 2002 

Community and Neighborhood Services Director and Federal 1989 – 1998 

Federal Programs and Redevelopment Manager, Orem, UT 

BACKGROUND 

Cedar Hills is a beautiful, high income of approximately 10,000 people. It is situated about 30 

miles south of Salt Lake City and in the northern part of Utah County (approximate population is 

520,000). In the past few years, I have recruited major retailers into the city including a Wal- 

Mart Community Superstore, McDonalds and Chase Bank. [CB&A Note: In Utah cities are 

partially funded through the sales tax actually collected within their boundaries. Hence, 

attracting high volume retailers to your community is a coup.] 

Cedar Hills contracts services such as solid waste and recycling removal, police, fire (part of the 

Lone Peak Public Safety District) and waste water treatment. Cedar Hills employs over 100 full 

and part time employees in areas such as finance and utility billing, public works (streets, water, 

sewer, engineering, GIS) community services, golf, building services (plan review and 

inspections), business licensing and recorder. Cedar Hills has an approximate $3.5 million 

general fund and $15-20 million proprietary and capital improvement funds. As City Manager, I 

directly supervised six department heads, administrative staff and the City Recorder (Clerk). 

The three most significant issues facing Cedar Hills are: 

 

Revenue/Expenditure – As most cities around the United States, Cedar Hills was not 

immune to the dramatic economic conditions of the past 4-5 years. Nonetheless, we 

have budgeted intelligently and have not reduced any staffing or made significant 

alterations of service delivery. We even found a way to reduce property taxes in three 

of four of the most difficult years and the other year, there was no change in property 

tax rates. I actively encouraged staff and jointly with myself created hundreds of 

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‘Better Ways of Doing Things’ that have allowed the city to continue forward and 

thrive in difficult times. Further, I have actively worked on and the City received the 

GFOA Distinguished Budget Award for 8 of the past 9 years. 

 

 

Economic Development – even though Cedar Hills is a bedroom community, a 

thriving retail/economic base is crucial. Most businesses that were recruited were 

sales tax and not job creating companies. This continues to be a mainstay of 

providing additional revenue through a means other than property tax. 

Communication/Transparency – the need to constantly communicate and be 

transparent with mayor and council, staff and our residents is paramount. I have 

actively sought to do this. I have updated city-wide communication and website 

activity and have been rated an A+ rating by the Southerland (Sunshine) Institute. 


I am a great manager and leader! I will create a highly productive and fun workplace where staff 

will love to be part of it. That being said, my management style is one of evaluating staff and 

seeing where they are on their job learning curve. After this evaluation and based on ability, I 

empower staff to do their jobs. I am not a micro manager. Staff is held accountable and will 

know what the accountability standards are. I will mentor, help, assist based on need, timing and 

productivity. I am used to wearing a lot of ‘hats.’ I know what it takes to be successful and I 

honestly want all of staff, mayor and council to be wildly successful. I want our city to be wildly 

successful. I believe in fanatical customer service and exceeding expectations. I do understand 

‘timing’ and that implementation of many things have to be done in a correct time. I also believe 

in continuing education and training. I want our staff to be the leaders in their areas of expertise 

and to love being there. 

I manage and know that staff would ‘echo’ my statements above. I have had many staff that 

have left, come back, or tell me that they ‘loved’ working in XXXX city. That is my goal and 

passion – to have people stay. Nonetheless, if they don’t want to be accountable, the city may 

not be the best place for them. Staff is who the city is and where the ‘rubber hits the road!’ We 

have to take care of them! 

I have worked with a plethora of city councilmembers and mayors and I can say that a high 

percentage of them would agree with the abovementioned statements. I actively work to keep 

the elected officials informed and work diligently to accomplish their vision for the city. 

However, I have worked for a handful of elected officials that were more challenging, but that 

does not change my goals as stated above. I work to make the Mayor and Council the best they 

can be! 

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My greatest strengths are that I have the ability to lead and manage! I like to be innovative and 

evaluating all services and even line items to see how we can make things better. I know and 

feel comfortable working and communicating with everyone – senior citizens, governmental 

officials, public safety, boards and commissions, high school aged kids, tiny tots and so forth. I 

will ‘step up’ to this great opportunity. 

Areas that I need to continue working is everything! I never give a ‘5’ on a performance review 

because I firmly believe that we can always get better. Specifically, I sometimes may not 

perform my very best based on time constraints and this really does bother me, but that is life! 

I understand that coming to Satellite Beach will require me to learn Florida Law and get up to 

speed in other ways. No worries! I am a smart guy and these weaknesses will become strengths 

quickly! 

One of my bigger achievements so far is keeping every city that I have worked in fiscally strong 

and thriving. Everything starts with keeping the finances in order and moves out from there. I 

also feel happy about actively working and revamping the Lone Peak Public Safety District 

(Fire/EMS). I was put in as the ‘acting’ administrator for the District and soon discovered many 

problems. These problems included items all the way to the Public Safety Chief. Unfortunately, 

the Chief had to be let go. He was/is a friend of mine, but based on what was going on, the 

action had to happen. Through many people, not just me, made this District into one of the best 

Fire/EMS working environments in the State and now employees thrive and grow there. 

One of my career misgivings has been not understanding and communicating well enough to all 

constituents. This problem happened and ended with submitting my resignation from the City 

based on the fact that I felt that it was best. This will never happen again. I have learned from 

my mistakes and will still trust (but verify) and communicate appropriately. 

Unfortunately, I have had to let a variety of people go. I believe that this is one of the very worst 

parts of the job. However, I don’t shy away from it either. There has to be trust in the entire 

organization. If someone is ‘playing games’ and/or not being accountable, there may be 

situation to let them go. I always want people to be wildly successful in their employment, but if 

they don’t want that, they need to go. 

Satellite Beach appears to be a great place to work, live and play! An outsider’s perspective – 

also basing the statement on the City Council’s 2012 goals – makes me believe that professional 

management and accountability is needed. The City’s base or structure seems solid. Finances 

(revenues and expenditures) need to be evaluated. Everything starts with a fiscally strong 

community. How we do things and/or don’t do things needs to be looked at. Infrastructure, 

public safety and finance are the base of the City and areas that expected to be strong. After 

solidifying and strengthening the base, we can proactively move to the quality of life and 

programs, activities, and assets that the residents want. 

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During the first six months of being in Satellite Beach I would definitely do the following: 

 

 

 

 

 

 

Understand the vision, goals and objectives of the Mayor and Council – short and long 

term. This would be accomplished individually and collectively. 

Fiscal stability – understand, evaluate and propose fiscal and budgeting efforts. 

Individually meeting with all staff, contracted staff, key city players and residents. Help 

them get to know me and where I am coming from and expect. 

Understand Florida and Satellite Beach laws and ordinances. 

Work hard at giving the City ‘wins’ with the residents. These don’t have to be large 

items. Just things that let the residents know that the City is working for them! 

Communication and transparency – evaluate and upgrade! 

I have worked well with the press in the past. Nonetheless, I have definitely learned and grown 

from some negative interactions with the press. I have learned that you are ALWAYS on the 

record – even when you are typing an email in the quiet of your office. The press has their job to 

do. Unfortunately, I have dealt with some reporters that just want the negative, “gotcha” scoop 

and don’t do their complete job. There are always ‘two sides to a pancake’ and sometimes you 

will find reporters that just want to report on one side. I have learned to act and speak 

proactively and transparently to not only the press, but also our residents to make sure that any 

future negative allegation will be read, heard and or received with a background and 

understanding. I have had some heart to heart conversations with reporters who I felt were 

‘attacking’ the city unfairly. As mentioned previously, no one wins in these situations and the 

reporters work for people who ‘buy ink by the barrel.’ 

There is a possibility that a citizen’s group could contact the City with negativity about me, but 

please contact my references to get the true story of what happened. 

My spare time is all about family! Coaching my kids’ sports, helping and being with my wife 

and kids. I firmly believe Hippocrates when he said, ‘health is the greatest of all human 

blessings!’ – I like to work out and be fit. 

REASONS FOR LEAVING MY MOST RECENT JOB: 

I was the City Manager for over 10 years. I love the City of Cedar Hills and know that there are 

many great things still to accomplish. However, there is a small, but very vocal element 

(citizen’s group) in town that is determined to pull everyone and everything down. They believe 

most actions by the City are negative and they have a direct conduit to the press. I felt that my 

resigning would hopefully bring peace and new direction to the city – because 99% of the people 

are great! 

Page 11 of 62


TAB 6 

SIX ADJECTIVES OR PHRASES I WOULD USE TO DESCRIBE MYSELF: 

 

 

 

 

 

 

Honest, forthright and trustworthy! 

Hard worker and not afraid of hard work 

Fiscally sound and experienced 

Strong communicator – oral and written 

I am a leader! 

People like me – I am fun! 

CURRENT/MOST RECENT SALARY: 

My final total compensation at Cedar Hills, Utah was $165,008. 

Page 12 of 62

TAB 6 


Page 13 of 62



TAB 6 



County 

Utah County, UT 

Weber County, UT 




State 

Utah 



County 

Utah County, UT 

Weber County, UT 

January 2012 – Accusations law suit filed 

against the Mayor of Cedar Hills and Mr. 

Hildebrandt in his capacity as City 

Manager 

Disposition = January 2012, Disposition 

Denied 

See next page for candidate explanation 

for record found 


Federal 

Utah 


Motor Vehicle 

Utah 

Credit 

Bankruptcy 

Education 

Employment 


Excellent 


Confirmed 

Confirmed 

Page 14 of 62



Candidate Explanation 

TAB 6 

From: Konrad Hildebrandt 

To: Kathyrn Knutson 

Subject: Re: Satellite Beach City Manager Background Check Records Found the Require and 

Explanation 

Ms. Knutson, 

Thank you for your most recent correspondence. 

Here is my reply to the 'Utah County Civil Record:' 

Fortunately and/or unfortunately, in our form of government, it allows any and/or all residents to 

file legal claims/allegations against anyone they desire. In the private sector, there are definite 

avenues of recourse for frivolous and outlandish claims, especially if these claims impune the 

character of an individual. In the public sector, the avenues become more limited. Elected 

and/or appointed officials are pretty much 'sitting ducks' to anyone that wants to throw out 

allegations and claims, and to further the damage, the media/press seem to immediately jump on 

these allegations - true or false. 

In this specific incident, a group of residents alleged frivolous and false claims against the Mayor 

(Richardson) and myself. They submitted their allegations to the District Court Judge and the 

newspaper simultaneously. The District Court Judge had no jurisdiction over these matters and 

passed the claims onto the County Attorney. The County Attorney immediately repudiated the 

claims and ruled that there was not even any merit at all to the allegations. - absolutely no action 

was taken and the case was closed. 

Since the residents also wanted to try the Mayor and myself in the court of public opinion 

(media/newspaper), the City Council ordered two separate audits of the allegations and again, 

not anything was found illegal, unethical and/or immoral. In fact, most of the claims, had 

absolutely nothing to do with actions taken by the mayor and/or myself, but they were City 

Council actions. 

Thank you for the opportunity to explain this item of record. If you need any additional 

information, please do not hesitate to ask. 

Respectfully, 


Page 15 of 62




TAB 6 

Page 16 of 62

TAB 6 


Page 17 of 62



TAB 6 

Mark Christensen - City Manager, Saratoga Springs, UT 801-766-9793 

In 2002 Mr. Christensen replaced Mr. Hildebrandt as City Manager for Washington Terrace. 

Since then they have interacted through the Utah City Managers Association (UCMA) and 

shared information as colleague. Mr. Christensen has considerable respect for Mr. Hildebrandt 

and the work he has accomplished. 

The Washington Terrace staff loved working for Mr. Hildebrandt. Each department head spoke 

highly of him and only had good comments to make about their time together. Mr. Hildebrandt 

was also well received in the community. 

When Mr. Christensen arrived in Washington Terrace he found the City on solid ground, both 

financially and organizationally. The City’s policies and plans were well defined and 

established. Obviously Mr. Hildebrandt was a strategic thinker. He is the type of manager who 

tells people what they need to hear, not necessarily what they want to hear. 

Mr. Hildebrandt left Washington Terrace after an election which resulted in a new Council being 

voted into office. The new group on Council decided it wanted to hire its own City Manager 

rather than retain the person who was associated with the previous Council. 

Mr. Christensen has no doubts concerning Mr. Hildebrandt's abilities as a City Manager. He is 

more than capable and qualified, and should be highly considered as a candidate for such a 

position. 

Words or phrases used to describe Konrad Hildebrandt: 

 

 

 

 

 

 

Genuine, 

Thorough, 

Laid back, 

Always has a smile, 

Affable, and 

Not afraid to speak his mind. 

Strengths: 

Competent, organized and makes good decisions. 


______________________________________________________________________________ 

Kenneth Kirk - Former City Councilmember, Cedar Hills, UT 801-372-3995 

Mr. Kirk served on the City Council from 2008 to 2012. Mr. Hildebrandt was a dedicated and 

knowledgeable City Manager. 

Page 18 of 62



TAB 6 

Mr. Hildebrandt did a fantastic job managing the City’s employees. Occasionally his 

relationship with individual staff members could become strained when those employees did not 

get what they wanted but, overall, he was fair and pushed his staff to produce a quality product. 

Customer service is a major priority for Mr. Hildebrandt. Every Friday from 10 am to 4 pm he 

kept his schedule open so residents could come in on their own time and discuss their concerns. 

This practice was well known in the community; so, many people took advantage of the 

opportunity to speak with him. He never lost his temper, no matter how disrespectful or mean 

the resident became. He allowed them to vent then calmed them down by carefully and 

thoroughly describing why the City had acted in a certain manner One situation that illustrates 

his ability to work well with citizens occurred when a private resident had been digging in his 

backyard and hit an aquifer. The resident went to the Public Words Director demanding the City 

pay for his damages. The Director explained that the homeowner would have to cover the 

damages because the event happened on private property. The man was very upset and went to 

Mr. Hildebrandt hoping to receive a different answer. Unfortunately for him, Mr. Hildebrandt 

backed up his Director because the city policy clearly stated that residents had to pay for such 

damages on private property. Mr. Hildebrandt settled the man down and got him to understand 

the City's perspective. When the man left he was not happy about paying to fix the aquifer, but 

he understood why he had to pay and was no longer angry with the City. 

Cedar Hills is in a great financial situation due to Mr. Hildebrandt’s efforts. He has a strong 

understanding of financial principles. In fact, if Mr. Kirk had one negative comment to make 

about him, it would be that he did not allow his Finance Director to speak for herself when the 

Council asked her questions. Mr. Hildebrandt tended to jump in and answer the questions for 

her. However, his financial skills helped the City receive audit awards year after year. 

Mr. Hildebrandt was not the best public speaker but was confident in his knowledge of the issues 

and represented Cedar Hills professionally. He always kept Council informed. In one particular 

case he called Mr. Kirk in the middle of the night to inform him of a successful police operation 

that had just broken up a prostitution ring. Mr. Hildebrandt did not want Mr. Kirk to be shocked 

by the news when he turned on his television in the morning; so he woke him up to tell him. 

Mr. Hildebrandt accomplished a great deal during his ten years as City Manager. One of his 

biggest accomplishments was the construction of an independent well system. The project cost 

$1.7 million and was incredibly intricate. Cedar Hills sits on a fault line; so the City had to place 

its water pipes below that fault to ensure they would not be severed if the fault shifted and caused 

an earthquake. He also set up backup generators to protect the City in case of power outages. 

Mr. Kirk and Mr. Hildebrandt did not always see eye to eye, but they developed a positive 

working rapport. Mr. Hildebrandt has the background, knowledge, and experience necessary to 

be a phenomenal City Manager. 

Page 19 of 62



TAB 6 


 

 

 

 

 

 

Prepared, 

Happy, 

Congenial, 

Honest, 

Physically strong, and 

Prioritizes. 

Strengths: 

Thoroughly researches the issues, provides Council with all the information it 

needs to make good decisions, takes his job seriously, and willingly does what 

Council asks him to do. 

Weaknesses: He is occasionally difficult to reach phone but does return his calls quickly. 

______________________________________________________________________________ 

Jim Perry - Former City Councilmember, Cedar Hills, UT 801-358-0442 

Mr. Perry worked with Mr. Hildebrandt from 2004 to 2012. Mr. Perry has worked with some of 

the neighboring communities. He knows that City Managers in those cities tend to have their 

own agendas and try to convince their Councils to follow their ideas. Mr. Hildebrandt provided 

his Council with all the information it needed to make good decisions, offered his opinion, but 

then allowed elected officials to do their job, which is to make the final decisions. If the Council 

chose to proceed in a different direction than the one he had recommended, he never fought 

back, but rather accepted their guidance and followed through on their directions. 

Mr. Hildebrandt is an inclusive manager. His staff always had the feeling they were members of 

a team. He was a fair manager who allowed them the freedom to complete their jobs the way 

they saw fit. He constantly stressed to his department heads the importance of efficiency and 

innovation. Each month department heads were required to come up with a list of ways their 

department could improve their operations. That list would then be forwarded to Council in his 

monthly report. He took it upon himself to develop and improve the work of those who reported 

to him. 

Whenever Mr. Hildebrandt was involved, projects were completed on time. On the rare occasion 

assignments could not be completed by a set timeline, he sent out an email identifying why his 

efforts were delayed. Each time a project was delayed he was waiting on the results of actions 

which were beyond his control. He advocates for transparency. By being forthright he was able 

to gain the confidence of the majority of residents. 

Over the ten years Mr. Hildebrandt was City Manager the City more than doubled in population. 

Some neighboring cities could not keep up with their growth and began cutting corners, a 

process that later came back to haunt them. Mr. Hildebrandt believed in avoiding short cuts and 

always doing taking the right steps the first time. He was a strategic thinker; so, when 

Page 20 of 62



TAB 6 

developing plans for the City he looked ten to twenty years ahead and considered how the 

infrastructure would be affected. He guided Council through the growing pains and advised 

them about how and where to spend money to keep up with growth. Due to his foresight and 

planning, Cedar Hills did not have to lay off employees or raise taxes as other municipalities did 

when the economy fell. In fact, one year Cedar Hills lowered its taxes. He helped the City grow 

from a small town of 4,500 to a city of over 10,000, with its own infrastructure and water supply. 

The fact that Mr. Hildebrandt is no longer working for Cedar Hills is a shame. If Mr. Perry were 

still in office he would have made sure Mr. Hildebrandt did not leave. Mr. Hildebrandt is a 

visionary and innovator, and has the necessary skills to lead a city as City Manager. 


 

 

 

 

 

 

Patient, 

Good listener, 

Easy going, 

Respectful, 

Organized, and 

Upfront. 

Strengths: 

People person, manager, and knowledgeable in all aspect of local government. 

Weaknesses: He is too nice to employees who need more discipline. 

______________________________________________________________________________ 

Eric Johnson - City Attorney, Cedar Hills, UT 801-261-3407 

Mr. Johnson worked with Mr. Hildebrandt from 2004 to 2012. Mr. Johnson is the contracted 

City Attorney. He works for many other cities and can say with certainty that Mr. Hildebrandt is 

the most patient, competent City Manager he knows. 

Mr. Hildebrandt understands how to run a city at a high performance level. He inspired his staff 

members to put forth their best effort without a great deal of discipline. He is a leader. During 

his service in Cedar Hills the Council would occasionally be either united or fractured. No 

matter what was occurring between Council members, he kept his staff focused and on task. 

The majority of residents enjoyed working with Mr. Hildebrandt. He listened and responded to 

their concerns. Whenever he made presentations at Council meetings he summarized the key 

information in a manner that allowed everyone in the audience to quickly grasp the concepts. 

The City owned a golf course that was the most contentious operation Mr. Hildebrandt had to 

deal with. A developer built the course with the understanding that the City had an option to 

purchase it, which the citizens voted to do. Once the City took over ownership of the course it 

tried using three or four different management contracts but without success. Finally the Council 

Page 21 of 62



TAB 6 

gave Mr. Hildebrandt the responsibility of managing the course. He instituted much needed 

changes to the management practices and immediately saw an improvement. The number of 

rounds of golf played went up, and costs went down. Even with his successes, the golf course 

continued to lose money. One particular group continually berated the City for what it thought 

was poor management of the golf course. The group consists of people who are anti-American 

and who have not paid taxes in years but feel the City cannot do anything right. Since this group 

became vocal the City's attorney fees have increase dramatically due to the constant accusations 

made. Mr. Johnson never uncovered any wrongdoing in the way Mr. Hildebrandt ran the City. 

Financially speaking Cedar Hills is doing well. The City has gone through three Finance 

Directors but has continued to receive auditing awards. Mr. Hildebrandt has remained the one 

constant through those years and should receive credit for the City’s financial success. 

Mr. Hildebrandt was a star high school athlete in football, basketball, and baseball. In his senior 

year he led all three sports teams to become State Champions. From a young age he has 

demonstrated leadership skills. He leads his staff more like a quarterback than a drill sergeant. 

To Mr. Johnson, Mr. Hildebrandt is by far the obvious best candidate for the City Manager 

position. 


 

 

 

 

 

Generous, 

Kind, 

Effective, 

Diligent, and 

Laid back. 

Strengths: 

Knows how to prioritize and focus on the important items; patient and inspires his 

staff to do its best. 

Weaknesses: Some people think he should have been stricter with his staff. 

______________________________________________________________________________ 

Karissa Neeley - Former Reporter, Provo Daily Herald, Utah County, UT 801-796-0183 

Ms. Neeley reported on the City of Cedar Hills from 2003 to 2011. She worked with Mr. 

Hildebrandt during that time and found him an exceptional City Manager. 

The City's staff was cooperative and worked hard at being transparent. This culture of being 

open and friendly came from the top down, beginning with Mr. Hildebrandt. He was both a 

leader and a manager, depending on the City’s needs at any given time. He was customer 

service oriented. He dedicated almost an entire day each week to hearing residents’ concerns. 

They could speak directly to him and vent their frustrations. Although he was an extremely busy 

manager, he understood the importance of being accessible to the public. 

Page 22 of 62



TAB 6 

Mr. Hildebrandt always faced the tough issues head on. He did not skirt around or avoid conflict. 

By addressing issues in a straightforward manner he left everyone with the sense he was being 

honest and not hiding anything. The city owned a golf course that was always a source of 

contention, but he did his best to dispel misinformation and provide a true accounting of how the 

course was being managed. 

The City budget and finances were in good hands with Mr. Hildebrandt. Whenever Ms. Neeley 

required help comprehending parts of the budget he provided explanations which allowed her to 

understand the processes and in turn pass that understanding on to residents through her articles. 

Mr. Hildebrandt did a great job making presentations in public. At City Council meetings he 

presented all sides of an issue to Council then allowed them to make the final decision. He was 

also very involved in the community. Ms. Neeley attended many events and meeting, and she 

saw Mr. Hildebrandt at every one. He made a point of including his family in these activities. 

A small group of residents cause considerable trouble for Cedar Hills. They were always 

accusing Mr. Hildebrandt of some type of wrongdoing. He never acted unethical, and Ms. 

Neeley is shocked at the direction the City has taken since Mr. Hildebrandt’s departure. 

Mr. Hildebrandt is one of the most hardworking and diligent people Ms. Neeley has ever worked 

with. Cedar Hills has more controversy than most large cities in the State, but Mr. Hildebrandt 

managed it very well. With his experience and skills he will make a fantastic City Manager in 

any community. 


 

 

 

 

 

 

Fair, 

Thorough, 

Respectful, 

Can-do attitude, 

Straightforward, and 

Dedicated. 

Strengths: 

Trustworthy and able to handle both the Council’s and the public's issues. 


______________________________________________________________________________ 

Jim Madsen - Former Director of Golf, Cedar Hills, UT 801-919-4945 

Mr. Madsen was hired by Mr. Hildebrandt in 2007, and they worked together until 2012. Mr. 

Hildebrandt is the best manager Mr. Madsen ever worked for in his career, in both the public and 

private sectors. 

Mr. Hildebrandt provided clear directions then allowed his directors the autonomy to do their 

jobs the way they wanted. Occasionally he had to be more hands on for people who were not 

fulfilling their duties. Although his City was successful he continued to push it to be innovative 

Page 23 of 62



TAB 6 

and find even better ways to meet its obligations. He was very good at taking the information he 

received and passing on only what each of his subordinates needed to know, so he would not 

overload them with excessive details. 

One of the last times Mr. Madsen saw Mr. Hildebrandt was at a 5k fundraiser run. Although no 

longer the City Manager, Mr. Hildebrandt continued to be active in the community. He worked 

well with residents because they knew him from being out and about in the City. He diffused 

tense situations and worked with citizens to meet their expectations. In turn, they were willing to 

listen to him because he always had a calm demeanor and was attentive to their concerns. 

Mr. Hildebrandt is a leader and the glue that held the staff together. When he left, several 

directors chose to leave as well, including Mr. Madsen. 

The city owned golf course was the most controversial topic in the City. As the Director of Golf, 

Mr. Madsen was in the middle of that controversy, alongside Mr. Hildebrandt. Mr. Hildebrandt 

took every step he could to make the golf course profitable and, while he made improvements, 

his efforts were not enough for its operations to break even. 

Mr. Hildebrandt could stand up to anyone in the City during heated discussions and always put 

his full effort into finding the greatest good for the most people. He is the best City Manager in 

terms of managerial, leadership, and administration skills. Mr. Madsen wholeheartedly 

recommends him for the position of City Manager. 


 

 

 

 

 

 

Patient, 

Understanding, 

Motivator, 

Sincere, 

Caring, and 

Passionate. 

Strengths: 

Keen understanding of people and how to get them to perform, and wants to help 

others succeed. 

Weaknesses: Initially he might not seem assertive enough but, as people get to know his style, 

they discover that they are the ones with a weakness for being so quick to judge. 

______________________________________________________________________________ 

Rebecca Tehero - Former Finance Director, Cedar Hills, UT 801-735-2962 

Ms. Tehero worked with Mr. Hildebrandt from 2007 to 2012. Mr. Hildebrandt was an excellent 

City Manager. 

Ms. Tehero's and Mr. Hildebrandt's offices were next to each other; so they interacted several 

times each day. Cedar Hills did not have much turnover in its staff; so he did not have to hire 

many people. Still, he was good at identifying people's strengths and putting them in charge of 

projects where they would succeed. He asked his directors for ideas on how they could improve 

Page 24 of 62



TAB 6 

their departments then he helped them implement several of those ideas. He let directors 

establish their own deadlines, allowing them a sense of ownership for their work. The staff knew 

that he cared about them individually. One way he helped keep morale high was by having a 

health day for staff. He found vendors who came to City Hall once a year to conduct vision and 

hearing tests, develop exercise programs, and provide nutrition education. Each quarter he also 

asked directors to read one book related to becoming a better manager then be prepared to 

discuss the book they had chosen at their management meetings. 

Mr. Hildebrandt not only lived in the City, he was also an active participant in its social life. He 

drove around neighborhoods and came up with ideas which could be used to make improvement. 

He attended high school sporting events and supported the local businesses by shopping there. 

Emergency preparedness was one key task Mr. Hildebrandt accomplished. He put the 

emergency response plan in place, built a city well, and contracted a company to call residents 

with notifications of any emergencies facing the City. He built a new recreation facility that 

offered unique programs, developed a Youth City Council, and pushed for the City to receive a 

distinguished budgeting award. 

Each year Mr. Hildebrandt published an annual brochure about the City. This brochure was 

warmly referred to as ‘the state of the city brochure’. It included the budget, events, parks 

information, how property taxes were calculated, and other information the general public 

needed. He also had the website redesigned. The new site included polls and interactive 

programs. Both the annual brochure and the website helped citizens understand the processes 

used by the City’s administration and issues the Council faced. 

Toward the end of his service in Cedar Hills, Mr. Hildebrandt received criticism for the way he 

handled accusations against an employee. The City Engineer made a complaint that the Building 

and Zoning Inspector had cheated on his exams and should not be in his position. Mr. 

Hildebrandt explored the situation but found it impossible to find any definitive proof to support 

the accusation; so he took no action against the Inspector. The City Engineer took the issue to 

City Council, whose members then became upset with Mr. Hildebrandt. They decided that the 

Inspector should have been fired, but Mr. Hildebrandt was unwilling, citing the possibility of a 

potentially costly lawsuit. From that point he was unable to have an effective relationship with 

the Council; so he resigned. 

Mr. Hildebrandt should be commended for his integrity and hard work. 

wonderful City Manager for any municipality. 

He will make a 


 

 

 

 

 

Laid back, 

Gets along with everyone, 

Supports staff, 

Pushes forward, and 

Creative. 

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TAB 6 

Strengths: 

Managing people, creative, motivating employees, and networking. 


______________________________________________________________________________ 

Sam Liddiard - Lieutenant, Police Department, American Fork, UT 801-763-3020 

Lieutenant Liddiard is the liaison for the American Fork Police Department and the City of 

Cedar Hills, which contracted them to deliver police services. He worked with Mr. Hildebrandt 

from 2007 to 2012. Mr. Hildebrandt did a fantastic job as City Manager. 

Mr. Hildebrandt is a leader first and foremost, then a manager. He has the ability to lead staff 

and take an organization to the next level. He is a strategic thinker who can grasp his Council's 

vision then bring it to fruition with the help of the employees. He hired exceptional people for 

Cedar Hills, especially the former Finance Director, Ms. Tehero. Ms. Tehero left because she 

had a baby and her husband relocated to northern California, but she and Mr. Hildebrandt had a 

great partnership. Together they won national awards in budgeting for the City. Mr. Hildebrandt 

understands the financial aspects of local government inside and out. 

Lieutenant Liddiard and Mr. Hildebrandt met two or three times each week during the five years 

they worked together. As an outsider the Lieutenant could objectively observe how Mr. 

Hildebrandt worked. In City Council meetings Council made decisions and gave him directions. 

After receiving his assignments, he met with his directors and provided them with a clear course 

for accomplishing the goals set out by the Council. He assigned tasks which fit the individual 

strengths of his employees and in such a way that they were motivated to do their jobs. 

In 2007 American Fork hired a new Police Chief. At that point both the new Chief and Mr. 

Hildebrandt saw fit to create a new contract for police services. The old contract had detailed 

down to the minute how long an officer would spend in Cedar Hills. For instance, the contract 

stated that Cedar Hills would have a detective for a specific number of hours, but no more, and a 

patrol car for a specific number of hours, but no more. Negotiations were positive and Mr. 

Hildebrandt was instrumental in negotiating a better contract for his city. The new contract 

treated Cedar Hills the same as if it were just another neighborhood in American Fork. This 

meant that the officers would no longer have to keep track of how much time they spent in Cedar 

Hills, and the City was guaranteed to receive all services the Police Department offered. 

Because of an extremely vocal group of five people, Mr. Hildebrandt dealt with controversies 

every day when he worked for Cedar Hills. This group disliked everything about government 

and constantly accused the City and its personnel of wrongdoing. However, Mr. Hildebrandt 

knew how to handle difficult residents, negotiate contracts, manage employees, and all the other 

responsibilities of being a City Manager. He is an excellent candidate for a City Manager 

position. 

Page 26 of 62



TAB 6 


 

 

 

 

 

Gives clear direction, 

Motivational, 

Goal oriented, 

Team player, and 

Visionary. 

Strengths: 

People oriented, understands the law, and knows how to manage public services. 


Scott Darrington - City Manager, Pleasant Grove, UT 801-391-5130 

Mr. Darrington first heard about Mr. Hildebrandt around 2000 but did not get to know him 

personally until 2006 as a member of the Utah City Managers Association. Then in 2010 they 

began working closely together when Mr. Darrington was hired as the City Manager of Pleasant 

Grove, a community which is a neighbor to Cedar Hills. Mr. Hildebrandt is professional and a 

problem solver, traits which have helped make him a great City Manager. 

Cedar Hills has a small staff and, as a result, Mr. Hildebrandt shouldered more responsibilities 

than the average city manager. He was particularly involved in the City's finances. In their 

discussions he demonstrated a vast knowledge of budgets. He advocated for transparency and 

cooperation between the two cities. 

During his tenure as City Manager Mr. Hildebrandt built a new recreation facility. Initially the 

project was contested by some residents but, now that it has been completed, everyone is happy 

with the results. Cedar Hills' infrastructure remained in good shape throughout the ten years he 

was there. In fact, Cedar Hill stands out in comparison to the old and fading infrastructure of 

Pleasant Grove. 

The boarders between Cedar Hills and Pleasant Grove form a zigzag pattern. This layout makes 

it hard to provide equal services to all of its residents. Mr. Hildebrandt and Mr. Darrington 

worked tirelessly together to negotiate how services might be performed jointly. However, 

Cedar Hills' Council contends that, if it must provide services for specific Pleasant Grove 

residents, then those residents should be annexed into Cedar Hills. Despite the contentious 

situation Mr. Hildebrandt and Mr. Darrington made progress. They finalized an agreement for 

Cedar Hills to share water with Pleasant Grove, including where the water lines would be 

located. Most people thought this could not be done. However, by being honest and open they 

found a compromise both city councils could accept. 

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TAB 6 

Through his time in Cedar Hills Mr. Hildebrandt has been battle tested. He is capable of 

handling almost all, if not all, of the positions in a city, a skill set which would be beneficial for a 

smaller city. Mr. Darrington highly recommends Mr. Hildebrandt for the City Manager position. 


 

 

 

 

 

Professional, 

Knowledgeable, 

Loyal, 

Negotiator, and 

Approachable. 

Strengths: 

Experienced, knows local government thoroughly, and has a solid network of 

other city managers. 

Weaknesses: He was difficult to get a hold of. It would take him two or three days to return a 

phone call. 

______________________________________________________________________________ 

Prepared by: 

Emilee Anderson, Colin Baenziger & Associates 

Page 28 of 62

TAB 6 


Page 29 of 62


Hildebrandt, Konrad 


TAB 6 

Daily Herald (Provo, UT) 

May 3, 2012 

Section: Cedar-Hills 

After resignations, some Cedar Hills residents want mayor out 

Author: Caleb Warnock - Daily Herald 

Questions only grew on Wednesday about why the city manager, city recorder and zoning 

official for Cedar Hills suddenly resigned on Tuesday, as a faction of residents called for the 

mayor's resignation. 

The chief confusion over the unexpected political drama -- the latest headline for a city which 

has become famous for political drama -- comes from a statement released by city 

manager Konrad Hildebrandt after his resignation, saying he left his $155,000-a-year job out 

of concern for legal fees the city was spending in his defense. 

But City recorder Kim Holindrake and building and zoning official Kearl have never been the 

subject of legal sparring. So why did they suddenly resign? 

Holindrake, who was making $89,000 a year in gross compensation, declined to speak to the 

Daily Herald late Tuesday night, saying she had signed a confidentiality agreement. Kearl could 

not immediately be reached for comment. 

But there were some hints at the drama going on behind the scenes. 

On April 24, a group of concerned residents called Cedar Hills Residents for Responsible 

Government issued an open call for the resignation of Hildebrandt and Mayor Eric Richardson. 

Both men have been the subject of complaints from the group regarding their handling of the 

city-owned golf course, last year's elections, Hildebrandt's salary and more. Hildebrandt and 

Richardson have repeatedly denied any wrongdoing. 

Richardson did not respond to phone and email requests for an interview on Wednesday. 

Ken Cromar, who has made a name for himself as the most outspoken critic of the Cedar Hills 

government, told the Daily Herald on Wednesday that Cedar Hills Residents for Responsible 

Government on Friday submitted to the county attorney "new allegations" of wrongdoing 

by Hildebrandt and Richardson. 

"Are we happy about this?" Cromar said of the resignations. "No, not really. But we are gratified 

that finally the truth is coming out, and a very much needed resignation has happened. 

Absolutely. Is it clear that an investigation needs to be started? Absolutely." 

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Salt Lake Tribune, The (UT) 


Cedar Hills mayor wants civility after probe 

Author: Donald W. Meyers The Salt Lake Tribune 

Cedar Hills » Mayor Eric Richardson hopes, after being cleared by the Utah County attorney, 

that city politics will become more civil. 

"I would like to be able to have a debate," he said, "without it becoming a battle of good versus 

evil." 

Richardson and City Manager Konrad Hildebrandt were accused of misappropriating funds to 

build a clubhouse and recreation center at the city's golf course and other misdeeds. 

Residents Paul Sorensen and Ken Severn filed their complaint with 4th District Judge Samuel 

McVey, who turned the matter over to the Utah County Attorney's Office. 

County Attorney Jeff Buhman issued a letter stating that there was no evidence of criminal 

wrongdoing. If the charges were true, Buhman added, they would be troubling but a matter of 

ethics rather than criminal law. 

Sorensen and Severn said in their complaint that the impact fees the city is using for the 

clubhouse were originally earmarked for a pool and rec center. City officials say the building, 

which will be completed this year, will also serve as a community center, as well as a clubhouse 

that can be rented out for wedding receptions. 

Sorensen said he is going to meet with Buhman, asserting that the prosecutor had a duty to 

investigate. "We're not giving up on this," Sorensen said. 

Richardson and Hildebrandt dismissed the pair's claims as "sour grapes," noting that Sorensen 

had lost council elections. 

"Stop being vindictive when you don't win an election or have the direction of the city go your 

way," Hildebrandt said, referring to Sorensen. "Stop saying judges and county attorneys don't 

know their job." 

Richardson said the case underscored the need for a statewide ethics commission that could hear 

such complaints, such as the one Sen. Curtis Bramble, R-Provo, is hoping to create with SB180. 

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County attorney examining complaints against Cedar Hills mayor, manager 


Utah County prosecutors are examining complaints that Cedar Hills' mayor and city manager 

misappropriated funds to build a clubhouse at the city golf course. 

The 46-page complaint -- filed with 4th District Judge Samuel McVey by residents Paul 

Sorensen and Ken Severn -- alleges that Mayor Eric Richardson and City ManagerKonrad 

Hildebrandt took $371,726 in impact fees that were to be used for a recreation center and pool 

to subsidize the golf course. 

The residents also claim that Hildebrandt received a $9,000 raise without City Council 

approval, misled residents about the impact fees and conspired to block an initiative on the golf 

course issue. 

"We hope the facts will come out," said Sorensen, who ran unsuccessfully for the council in 

2009 and 2011. 

Hildebrandt said he and Richardson could not comment on the matter beyond a written 

statement in which they denied any wrongdoing. 

"During my term as mayor I have done my utmost to perform all of my duties and 

responsibilities by law, resolution or ordinance," Richardson said in the statement. "Further, I 

have tried to ensure that all of the laws, ordinances and resolutions are faithfully executed and 

observed." 

The court transferred the complaint to the Utah County Attorney's Office for investigation. 

Utah County Attorney Jeff Buhman said Friday he was examining it to determine if an 

investigation is warranted. 

Sorensen was satisfied that the county attorney was looking into the matter. 

Sorensen said the impact fees were collected to build a city recreation center and pool, but 

instead were diverted to the golf course, which he argued has been losing money. He said the 

diversion created the impression that the golf course was making money. 

In an earlier interview, Hildebrandt said greens fees were covering the operating expenses for 

the course, but residents had to pay off a $6.25 million bond on the course. 

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Sorensen also claims the city thwarted an effort by residents to put to a pubic vote the use of 

recreation impact fees to pay for a Cedar Hills Community Recreation Center at the golf course. 

Critics attempted to block the building, which will double as a clubhouse for the golf course, on 

the grounds that the impact fees funding its construction were meant for a recreation center and 

pool. 

In an earlier interview, Hildebrant said the clubhouse would do double duty as a community 

center, as well as make the golf course more profitable by providing a place for wedding 

receptions. 

The center replaces a temporary shed that was used for cart storage and a trailer that served as 

the golf course office. It will be completed later this year. 

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Section: Cedar-Hills 

Cedar Hills mayor, manager 'fully expect to be vindicated' 


Nrad HildeOn Friday morning, the mayor and city manager of Cedar Hills responded to a 

petition by two residents asking the 4th District Court to remove them both from their positions. 

Mayor Eric Richardson and city manager Konrad Hildebrandt issued a statement to the Daily 

Herald titled, "Mayor and city manager deny all claims of unlawful handling of the city of Cedar 

Hills's public business." 

"Mayor Richardson and city manager Konrad Hildebrandt seek to express, to all of the 

residents of Cedar Hills, their belief that each of the accusations asserted against them is not 

true," the statement reads. "It is their hope that an investigation, if any, will dispel any claims of 

misconduct." 

On Monday, residents Paul Sorensen and Ken Severn asked the court to remove Richardson 

and Hildebrandt, accusing them of "high crimes and misdemeanors." 

Sorensen has said they filed the complaint with the court because residents in other cities have 

recently used a similar process, including Provo. However, in the Provo case, when former Provo 

municipal councilman Steve Turley was investigated, the process began when a group of citizens 

filed a complaint with Mayor John Curtis. He forwarded it onto the Utah County Attorney's 

Office and the Utah Attorney General; the AG's office declined to investigate, and the county 

attorney's office investigated criminal allegations but not the ethics complaints. Curtis eventually 

hired attorney Anthony Schofield, a former judge, to investigate. The court system's only 

involvement came after the county attorney filed criminal charges. 

Richardson said on Friday that "I want to emphasize that the filing of this petition is 

tremendously saddening to me, as I am very proud to be the elected mayor of the city of Cedar 

Hills. During my term as mayor, I have done my utmost to perform all of my duties and 

responsibilities by law, resolution or ordinance. Further, I have tried to ensure that all of the 

laws, ordinances and resolutions are faithfully executed and observed. I also believe that the city 

manager, Konrad Hildebrandt, has strived toward that goal in his position. I hope that the rest 

of the city of Cedar Hills will continue to support myself, and their elected city representatives 

during this difficult time, and more importantly, that the community will be able to focus on 

maintaining the positive, productive and happy environment that we are known for in Utah, 

rather than dwell on this negative event." 

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The court petition and a series of other complaints and accusations against the mayor and city 

manager in the past year are costing taxpayers, Richardson said. 

"Despite the city taking every effort to accommodate the requests of their citizens, in their Jan. 

23, 2012, letter to the court, Mr. Sorensen and Mr. Severn are the latest to again unfairly accuse 

the mayor and the city manager of, amongst other complaints, 'not properly securing [a] building 

permit for the golf clubhouse and wedding reception center.' Although Mr. Sorensen and Mr. 

Severn complain about the building permit, the Jan. 23, 2012, letter is careful to omit the fact 

that Mr. Sorensen unsuccessfully ran as a candidate for the city council in the 2009 and 

November 2011 elections," Richardson said. "The letter further omits that Mr. Sorensen ran as a 

candidate along with Jerry Dearinger, a fellow member of the Cedar Hills Citizens for 

Responsible Government, to which Mr. Sorensen belongs. The letter fails to address that in June 

of 2011, Mr. Dearinger retained legal counsel -- Craig Carlile of Ray, Quinney and Nebeker -- to 

submit an application to the board of adjustment requesting that the building permit issued by the 

city for the Community Events and Recreation Center be deemed illegal. Thousands of dollars of 

the taxpayers of Cedar Hills's money were expended because of Mr. Dearinger's actions that 

forced the city to go through those proceedings and retain independent legal counsel." 

In the end, the city's board of adjustment deemed the city had acted appropriately and issued a 

denial of Dearinger's request by a 3-1 vote after a three-hour open hearing, the mayor said. 

"Given the fact that the matter is now before Judge McVey, Mayor Richardson and Mr. 

Hildebrandt do not intend to comment publicly further," the statement read. "The matter will 

run its course, and at its conclusion, both Mayor Richardson and Mr. Hildebrandt fully expect 

to be thoroughly vindicated." 

The complaint was addressed to 4th District presiding Judge Samuel McVey, but the case has 

been assigned to 4th District Judge James Taylor. No action has been taken on the case yet, 

according to court records. 

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Cedar Hills officials defend city manager's salary 

Author: Karissa Neely - Correspondent 

CEDAR HILLS -- City Council elections are heating up in Cedar Hills, and one issue has 

popped up among some groups -- the city manager's salary. 

At a recent council meeting, the council worked to codify city manager Konrad Hildebrandt's 

existing employee contract. Hildebrandt said the city's attorney urged Hildebrandt and the 

council to do this, because for the past four years, there have been changes to his contract in his 

yearly performance reviews, but it has not been made official in city code. 

"There was no contract made (at the meeting), we were just codifying an existing contract that 

previous was in effect from performance reviews in the past four years," Hildebrandt said. 

Hildebrandt's yearly salary was increased about $9,000 and his severance pay was extended to 

nine months. Hildebrandt's salary went from $103,500 to $112,000. 

Digging into surrounding cities yields similar salary structures. 

Cedar Hills's population is just less than 10,000 and is comparable to Lindon, with a population 

of about 11,000, and close neighbor, Alpine, with just more than 10,000 residents. Alpine 

recently hired a city administrator with a salary of about $118,000. 

"That's more than I make, and I've been here 10 years," Hildebrandt said. He started in January 

2002. "The majority of cities around Cedar Hills pay more than Cedar Hills. We are on the low 

end." 

Of 12 surrounding cities, including Highland, Lehi, Provo, Orem and Pleasant Grove, each paid 

its city administrator or city manager more than Cedar Hills -- at least $10,000 a year more. 

"Our city manager's salary is not out of line and is not skyrocketing," Councilman Scott Jackman 

said. ... "While it is true that the city manager got a $9,000 raise last year, he received no increase 

the previous three years. As economic times were hardest back then, we tightened our belts just 

like everyone else. The nine months severance was approved some time in the past as well. 

These kinds of benefits are not unusual for city managers, and I don't believe what our city 

manager is receiving is out of line." 

Cedar Hills Mayor Eric Richardson pointed out that compared to surrounding cities, Cedar Hills 

has one of the lowest rates of city employees per thousand in population and runs a very tight 

ship financially. Many city staffers wear multiple hats, covering multiple departments. 

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"Since 2000, the city has decreased the number of employees per 1,000 residents by 27 percent 

despite providing a much higher level of service to city residents. I think this shows how fiscally 

conservative the City of Cedar Hills is," Richardson said. "Additionally, we are the only city to 

have actually lowered taxes during this recession, which has actually happened three times in the 

past four years, with holding the status quo on the fourth year." 

Richardson said he values the work Hildebrandt does, noting that he and fellow staffers recently 

saved the city more than a million dollars with the hillside mitigation project. 

"Regarding the salary of the city manager, who serves as chief administrative officer for the city, 

I believe it is important for the residents of the city to be served by a professional who is an 

excellent leader and manager of organizations. ... In addition to private sector qualifications, you 

need someone familiar with the intricacies of municipal law, city planning and government 

finance -- areas that have some key differences from the private sector. Largely, you get what 

you pay for," Richardson said. 

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Watchdog: Cedar Hills 'hides' golf subsidy 


In Cedar Hills budget documents, a golf bailout is called "revenue." 

Taxpayer watchdogs say the city is heavily involved in a game of hide-the-subsidy, while 

companies trying to run local golf courses as businesses decry the unfair competition. 

In a recent Daily Herald investigation of how much cities are spending to subsidize golf, Cedar 

Hills was the only city that did not respond to a government records access request. In follow-up 

requests, the Daily Herald was referred to a state budget filing, as well as a copy of the budget on 

the city's website. The two documents tell different stories about the same golf course. 

In an interview via e-mail, city manager Konrad Hildebrandt said the golf course "is projected 

to be in the red roughly $6,490" at the end of the fiscal year. 

But according to city documents, counting the shortfall as $7,000 is only possible if the city 

counts the taxpayer expense of $1.2 million in loans as income rather than expense, the taxpayer 

expense of $380,000 per year for the land payment as income rather than expense, and remove 

the cost of depreciation or replacing equipment over time. Depreciation cost the city $256,000. 

All told, Cedar Hills golf is "in the red roughly $6,490" only if the taxpayer's bill of $1,836,000 

goes uncounted -- an amount three times larger than the money the course takes in greens fees. 

"I think you would agree that the CH golf course is trending to be a great, positive and totally 

non-subsidized course," Hildebrandt has said. "Every year our financials improve." 

"It really doesn't come as a great surprise to the Taxpayers Association that cities want to hide 

the performance of their golf courses," said Royce Van Tassell, of the Utah Taxpayers 

Association. "They are inevitably drains on taxpayer dollars, and cities don't like to acknowledge 

as much. It is unfortunate that Cedar Hills is playing hide the ball, and it is yet another sign of 

why Cedar Hills and every city in Utah needs to get out of the golf business. Taxpayers don't 

need to subsidize golf." 

Cedar Hills and other cities have said spending millions on golf is no different than spending 

money on parks or recreation. But while there are no businesses trying to run local parks, there 

are companies struggling to make a profit on golf while cities essentially undercut their business 

with courses being subsidized with millions of taxpayer dollars. 

Billy Casper Golf, the largest municipal golf course management company in the U.S., recently 

sent two officials to testify before the Utah privatization policy board about how cities are 

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spending massive amounts of money to subsidize golf while making business for for-profit golf 

companies difficult. The company owns, leases or manages more than 130 courses with almost 

half being government owned. They do not have any courses under management in Utah. 

"It is my plan to see that this changes as soon as possible," said Bill Parkinson, a retired 

orthopedic surgeon who now represents Billy Casper Golf in Utah. "The taxpayer should not 

tolerate abuse of their hard earned money especially in today's economic climate. The fact that 

city's are even involved in the golf business defies logic." 

In Utah County, both Orem and Eagle Mountain have turned their municipal golf courses over to 

private companies to manage. Neither city gives any subsidy to their golf courses. 

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June 13, 2009 

Cedar Hills officials debate putting golf clubhouse to a public vote 


Cedar Hills » If the city is going to borrow up to $2 million for a clubhouse at the Cedar Hills 

Golf Course, City Councilman Jim Perry believes the public should vote on it. 

"If we can't make the case [to the voters], we shouldn't be doing it," Perry said. 

But Mayor Mike McGee and City Manager Konrad Hildebrandt say this is one situation where 

the council can bond money without a public vote. 

"Some few people think anytime an issue comes up, it has to have a vote," McGee said, a move 

that is not always required in a representative form of government. 

He said the public can speak out through public hearings before their elected representatives. 

The council will discuss the bonding ordinance at its Tuesday meeting to decide if that 

interpretation is correct. 

When the course was opened in 2003, the hope was that the city could cover its costs through 

greens fees. Today, the course is "operationally" breaking even, Hildebrandt said. That means 

taxpayers are still paying $367,000 a year in debt payments for the $6.25 million golf-course 

bond. 

The city's primary plan for quickly retiring the golf course debt -- selling building lots adjoining 

the golf course -- is on hold because the housing market has collapsed and,Hildebrandt said, the 

city won't offer the land for "fire-sale" prices. 

That makes the clubhouse issue more important. 

"We have an $8 million golf course that needs a clubhouse instead of a trailer," McGee said. In 

addition to the trailer, the course has two tents, including one that is used for wedding receptions. 

He said a clubhouse would make the golf course more competitive, which in turn means more 

revenue. 

Plus, Hildebrandt said, the clubhouse's location -- it would command stunning views of Utah 

Valley and the nearby LDS Church's Mount Timpanogos Temple -- could bring in more wedding 

receptions. 

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But after the golf course was built, city voters passed an initiative requiring the city to get public 

approval for any bonding. That was amended in 2006 to permit the council to skip a referendum 

if the bond was backed by a city-controlled, dedicated revenue source, or if it were for a vital city 

service. 

Perry said the clubhouse does not fit either exemption. 

First, he said revenue from greens fees are not controlled by the city in the same way that utility 

fees are. Just raising a greens fee does not guarantee more money, he said. 

"The city cannot vote to raise or lower the revenue from the golf course," Perry said. 

Second, the ordinance states that the council can bypass a public vote if the money is being 

borrowed to provide a basic public service, which the ordinance defines as utilities or any facility 

needed for the operation of city government. He said a golf course does not fit that description. 

Hildebrandt said the bond would also be backed by the city's sales-tax revenue, providing extra 

security. 

And McGee said the city is already paying enough in rent on the trailer and tents to cover the 

bond for a $1.2 million clubhouse. 

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August 20, 2008 

City manager chat program encourages feedback 

Author: Emily Cox - North county staff 

Cedar Hills's city administrators want to know more of what the residents are saying, thinking 

and feeling about their community, from water rights to animal control and everything in 

between. 

The City Manager Chat Program was created two years ago with the aim to reach as many 

residents as possible, creating a "conduit of open communication," said Cedar Hills city 

manager Konrad Hildebrandt. 

City administrators often make every effort to hear residents' opinions and the city manager has 

taken it one step further. Every Thursday from 3-4 p.m., Hildebrandt sets aside time to meet 

with any resident for any reason. No appointments are necessary, just come to the city offices 

located at 3925 W. Cedar Hills Drive. Because many residents are unable to meet at this time, 

the city has set up a special e-mail address where questions, concerns, complaints or comments 

may be sent -- citymanager@cedarhills.org. 

Hildebrandt said, "The actual amount of people that take advantage of the Thursday time period 

has diminished over time due, I believe, to the fact that we do not actively promote it. 

Nonetheless, the program is always open and a part of city operations. We do handle a 

substantial amount of electronic questions -- which I believe allows residents to discuss issues at 

a more convenient time for them." 

In addition to the City Manager Chat Program, there are countless other ways to stay updated 

and informed about current issues in Cedar Hills. Each month, a newsletter is included with 

residents' utility bills and contains information relevant to everyone residing within Cedar Hills 

boundaries. In addition to mailing these newsletters, the city also makes each issue available on 

the Web site at www.cedarhills.org, under the Residents tab. 

The Web site also includes a forum where residents may post issues and respond to others' 

comments. Included on the forum is a section for all things golf-course related, community wide 

issues, want ads and services and goods for sale by members of the community. Current issues 

posted in the forum range from national and local politics to city events and advice on recreation 

and lawn care. Residents can find the forum by going to the city's Web site, then clicking on the 

Community Resources link. 

City staff members are available for questions or appointments. All contact names, numbers and 

e-mail addresses are listed at www.cedarhills.org in the City Departments link under City Staff. 

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City meeting agendas are posted on the Web site as well. Interested residents may view the 

issues to be discussed in upcoming Planning Commission, City Council meetings and public 

hearings. These agendas and minutes can be accessed under the Government menu, on the All 

Meeting Agendas page. These can also be found around the city in four places: inside the city 

office at 3925 W. Cedar Hills Drive and boards at 4393 W. Cedar Hills Drive, 3959 W. Cedar 

Hills Drive and at 9814 N. Dorchester Drive. 

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July 21, 2005 

Cedar Hills issues water restrictions 

Author: CALEB WARNOCK - Daily Herald 

Cedar Hills issued an "emergency notice" of mandatory water restrictions on Wednesday, citing 

a shortage in its pressurized irrigation supplies. 

Residents who don't comply with the restrictions will receive a warning, with a $50 citation on 

the second offense, said city administrator Konrad Hildebrandt. 

City staff spent more than half the day Wednesday going door to door to hand-deliver the notices 

to residents, he said. 

Just over a week ago, the city had asked residents to voluntarily restrict their watering, but that 

"didn't work," he said. 

The city has more than enough water, and more than enough space in the tank and ponds that 

store pressurized irrigation water, he said. 

The problem is the pumps, and the people. 

Overall, residents are using twice the state-recommended amount of water for their lot sizes, he 

said. State recommendations were used to design the system's capacity. 

Pumps have been unable to fill the city's 2 million gallon storage tank fast enough to keep pace, 

even though the tank was designed to service the city at build-out, which the city is still 900 

homes shy of, he said. 

Until now, residents have been prohibited from watering between 10 a.m. and 6 p.m. each day, 

he said. That allowed eight hours a day for the pumps to refill the tanks. 

But the 23-foot-tall tank has been dropping 10 feet a day, he said. To fill the tank, the city must 

pump water from a reservoir on the golf course at the mouth of American Fork Canyon up a 

bluff to a second pond, and from that pond to the tank, which sits above the city's east bench. 

The pumps are only able to fill the tank 6 feet in the eight hours when residents are not allowed 

to water, he said. 

"Then we start another 16-hour watering period and we are 4 feet down to begin with and we 

slowly start to run out of water," he said. "People are using water faster than we can put it back 

in the tank." 

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The tank services 1,050 of the city's 1,700 homes, mostly located along the east bench, he said. 

The rest of the city is serviced by storage ponds. Only the tank has suffered water shortages, but 

the mandatory watering restrictions are effective citywide. 

The restrictions allow residents to water only on Monday, Wednesday, Friday and Sunday, and 

only between midnight and 10 a.m., and 6 p.m. to midnight. 

"What we are asking residents to do is only water on certain days of the week so we have a full 

24-hour time period to regenerate water into the tanks," Hildebrandt said. 

Why did residents not respond to the call for voluntary restrictionsfi 

"We are a new community and a lot of new homes are being landscaped and we got caught in a 

real heat," he said. 

Another problem is that residents pay a flat monthly fee, which varies by lot size, for their 

pressurized irrigation. Usage is not metered, and there is no per-thousand-gallon charge, as there 

is in Spanish Fork and other cities. 

Residents also need to be educated about the importance of water conservation, Hildebrandt 

said. 

The city expects water usage to slack in mid- to late August, he said. At that point, the city will 

get new pumps or resize existing pumps. 

"We are absolutely going to see what we need to do to make sure this never happens again," he 

said. 

Because revamping the system will require the city to shut off the water for days or weeks, 

nothing can be done now, he said. 

"It is just a small window that we have to see this through," he said of the shortages. 

The restrictions go into effect on Friday, he said. That same day, the city's zoning director will 

begin handing out warnings and citations for noncompliant residents. 

There is no shortage of drinking water and no restrictions on the use of drinking water, he said. 

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July 10, 2005 

Cedar Hills makes cuts to balance budget 

Author: KARISSA NEELY AND CALEB WARNOCK - Daily Herald 

Cedar Hills residents will see more than a dozen fee increases and a reduction in services as the 

city struggles to balance its budget. 

The City Council reined in expenses and added some fees to its $10 million budget for fiscal 

year 2005-2006. 

Belt tightening includes dropping the library reimbursement program, slashing the Community 

Services Department from $149,000 to $60,000, cutting departmental materials and supplies by 

10 percent, and slicing mayoral and council education, training and travel expenses by 80 

percent. 

"The city has a balanced budget, without using a dime of growth revenue. We're not operating at 

a deficit," said City Manager Konrad Hildebrandt. 

The city would like to increase property taxes, said Councilman Jim Perry. In November of 

2003, an initiative was passed with 70 percent voter approval requiring any property tax increase 

to go to a vote of the people. 

"It's ironic, we did a statistically valid survey that showed our residents favor more services, not 

less, and are even willing to pay for them. But we are completely unable to so, because of the tax 

cap," Perry said. 

The city will work to rescind that initiative, he said. 

With the new budget, the city has created new fees and raised some existing fees. 

In a culinary water audit commissioned by Cedar Hills, Horrocks Engineers found the city's 

existing water rate was not high enough to cover costs. Based on that information, council 

members decreased the city's base rate from $7.50 for up to 10,000 gallons to $7.50 for 8,000 

gallons. 

In addition, those who use between 8,000 and 10,000 gallons will be charged $1 per thousand 

gallons over the base rate. Those who use 10,000 to 13,000 gallons will be charged an extra $2 

per thousand gallons. Those who use over 13,000 gallons will be charged $3 per thousand 

gallons. 

Before the new rates went into effect, residents were charged 95 cents per thousand gallons up to 

13,000 gallons, $1.25 per thousand up to 15,000 gallons, and $2 per gallon over 15,000 gallons. 

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The city also increased the fee for new water meter installations from $324 to $375. 

Monthly storm drain fees were increased to $3.25 from $2.65, and business license fees were 

increased from $40 to $50. 

The city has never before charged a bounced check fee to residents who have their utility 

payments automatically debited from their checking accounts but now will begin charging 

$15, Hildebrandt said. 

So many residents were requesting that the city re-read their water meter that the city now will 

charge $15 for the service, he said. 

"People would call ask us to re-read their meter and most of the time it would be right and it was 

becoming costly," he said. 

When the city must send a second warning to residents that their utilities are about to be shut off, 

the city will now charge $15, he said. 

The city used to charge nothing for second warnings, which give residents 24 hours to pay their 

bill. 

The city will also require a $30 per hour charge for residents who are trying to hook up to the 

city's pressurized irrigation line but cannot find it. 

"There is also a new universal city late fee," Hildebrandt said. "Any payment that is late to 

come it will be a $10 charge, whatever it is, for any department." 

To stave off future rate increases, the city must bring businesses to the city, said Perry. 

"Projections show taxes will go up" without a commercial tax base, he said. "That's why we've 

slashed nonessential services." 

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Deseret News, The (Salt Lake City, UT) 


Cedar Hills is courting buyers for its struggling golf course 

Author: Kelly L. Martinez Deseret Morning News 

CEDAR HILLS -- While no formal offer has been extended, negotiations are under way between 

Cedar Hills officials and several undisclosed companies interested in buying the struggling Cedar 

Hills Golf Club. 

"I think the mayor and City Council would love to get out of the golf course business," Cedar 

Hills City Manager Konrad Hildebrandt said on Friday. "But they're looking at all the options 

right now." 

The $6.4 million, 160-acre golf course has been a source of financial difficulty for the city since 

it opened in August 2003. A shortfall in expected revenue and the last-minute backing out by a 

company that was to manage the golf course has put the city more than $220,000 in debt. 

Debate has been ongoing in the north Utah County bedroom community over what path the city 

should pursue to keep the golf course from being repossessed by the bank and, in turn, ruining 

the city's credit and future ability to do business. 

In addition to the sale negotiations, the city has been actively discussing the restructuring of its 

loan with Zions Bank. Of the two options, the city favors selling the course. 

At a city meeting this week, developer Rimrock LLC of Salt Lake informed the city of its plans 

to partner with Kroger Co., owner of the Smith's Food and Drug Stores chain, to develop an 18- 

acre retail center across from Lone Peak High School. 

The planned 66,000-square-foot Smith's store is expected to create nearly 100 full- and part-time 

jobs while at the same time giving the city much-needed tax revenue. 

City officials hope that the retail center will attract other businesses such as restaurants, 

convenience stores and gas stations, as well. 

Some believe the project -- the city's first-ever commercial development -- is an attempt to ease 

the city's golf course financial woes. But Hildebrandt stressed that the project is motivated more 

by a desire to create a convenience for the residents of Cedar Hills than to benefit from sales-tax 

revenue. 

"The Smith's project and the golf course are entirely separate issues," he said. "Our residents 

have wanted a grocery store for quite awhile." 

Once Smith's opens, residents won't need to drive to neighboring cities to buy groceries. 

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An issue that has been mentioned but has received little attention so far is whether the store will 

be open or be allowed to sell alcohol on Sundays. 

Five of the other six Smith's stores in Utah County -- Pleasant Grove, Provo, American Fork and 

Orem -- are prohibited by city ordinance from selling alcohol on Sundays. 

City officials do not expect the Sunday issue to be a major factor in the decision-making process 

of the commercial project, however. 

About half of major retailers in Utah County are open on Sunday. 

Nearly 90 percent of Utah County's population are members of The Church of Jesus Christ of 

Latter-day Saints, which teaches that shopping is not in compliance with proper Sabbath day 

observance. 

The city seeks input via its Web site on the open-on-Sunday issue. 

One of the proposed solutions to the city's problems with the golf course included levying an 

$11-a-month fee to help pay the debt. Since some residents have expressed displeasure with the 

fee, the city has decided to not move forward with that option for now. 

Annual payments of $528,000 are needed for the city to remain current on its golf course loan. In 

2007, a balloon payment of $6 million will be due. 

City property taxes alone do not generate enough to make the annual payment, government 

officials have said. Should Cedar Hills default on its loan, the city stands to lose its $800,000 

public safety building as well. 

Wal-Mart wanted to build in Cedar Hills last year, but the city fought the store's development 

because -- at 160,000 square feet -- the proposed store was too big for the piece of land that was 

available. 

The Smith's project is a better fit for the land, Hildebrandt said. 

Smith's Food and Drug Stores are owned and operated by Kroger Co., the nation's largest 

grocery retailer, which has been in business since 1883. 

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TAB 6 


March 15, 2004 

Cedar Hills starts barrier project 

Author: ELISABETH NARDI - The Daily Herald 

After a two-year standstill on a sidewalk and barrier in Cedar Hills that would shield homes from 

traffic on Canyon Drive, construction is finally under way. 

Konrad Hildebrandt, city manager, said construction began two weeks ago and will be 

completed by the end of this month. 

The city is not building the barrier alone. The Utah Department of Transportation is paying half 

the bill for the $100,000 project because Canyon Drive is a state road. 

"They have been a great partner," Hildebrandt said. "Without their assistance, well, the project 

would have been more minimal and may have taken longer." 

There are two parts to the project. First, a decorative barrier wall will be built to prevent cars 

from sliding off the road on the eastern side of Canyon Road. The barrier will be extended 3 to 4 

feet into the ground and stand 6 feet high. There have been problems during the winter with cars 

coming down the hill and sliding on the snow and off the road. There was a vinyl fence in place, 

but it had been buckling and wasn't strong enough to stop cars. 

The second part of the project is the sidewalk construction. The new sidewalk was requested by 

residents so they could walk north, to a new meetinghouse for the Church of Jesus Christ of 

Latter-day Saints, and to trailheads into the foothills. 

Resident Rachelle Stubbs said she is very excited about the barrier and especially the sidewalk. 

She said the neighborhood has been waiting a long time. 

"We are so excited we are giddy," she said. "Right now we wouldn't feel safe walking that road. 

And it will be done in time when the weather is nice enough that we would want to walk to 

church." 

As Cedar Hills has grown northward, city officials realized that people needed to be able to 

access the southern end of the city without having to drive, Hildebrandt said. 

He said the project serves a dual purpose of safety and access. 

"It will really provide another connection for people," he said. 

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TAB 6 



Storms draining cities' snow-removal funds 

Author: TAMMY MCPHERSON - The Daily Herald 

Last winter, Cedar Hills spent $11,000 to clear the city roads. 

This year, the city budgeted nearly twice as much, but with a few more snowy months to go, the 

city has already used up about half of the $30,000, said city administrator Konrad Hildebrandt. 

"We've used more salt and sand than the previous two years combined," Hildebrandt said. 

Like Cedar Hills, many cities throughout Utah County have been surprised at the amount of 

money they've already used clearing streets in the wake of recent snowstorms. 

The funds many cities planned for snow removal, including materials and wages, may not be 

enough this year. If the money runs out, city managers say they might have to juggle the street 

department budget or ask the city council to let them take the money out of other areas of the 

budget. 

Regardless of the cost, Hildebrandt and others said the most important thing is to have safe 

roads for residents. 

"Safety is paramount," Hildebrandt said. 

Pleasant Grove city administrator Frank Mills said he thought snow removal would cost about 

$15,000 this winter. But after meeting with the public works director, he found the costs will be 

about $10,000 more. 

"It's not nearly enough after seeing what's happening," Mills said. 

In December, Pleasant Grove received 16.5 inches of snow, with many cities throughout the 

county getting at least that much, according to David James, BYU weather station overseer. 

Most of the snow removal money is going to overtime pay, with the crews working throughout 

the night to ensure safe roads for those heading to work in the mornings, said Layne Long, 

Springville city manager. 

"Snowstorms typically don't fall between 8 a.m. and 5 p.m.," Long said. 

American Fork is also spending most of its money on overtime wages. This year, the city 

budgeted $10,000 for overtime related to snow removal, but the city will soon need to make 

adjustments in the budget, said Carl Wanlass, city administrator 

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TAB 6 

"I'm sure we've used our $10,000 up," Wanlass said. 

Wanlass said the city might let the salt and cinder inventory run lower than usual. The city keeps 

extra stockpiles and typically restocks throughout the winter, he said. 

"If the account gets thin, then we'll just hold off on restocking inventory until the new year," 

Wanlass said. 

Provo also keeps materials in stock and has already gone through the 350 tons of leftover salt 

from last year. So far, Provo has used 790 tons, or half of the salt budget, said Scott Peppler, 

public service manager. 

Many of the Provo employees are taking compensation time rather than overtime so that area of 

the budget isn't a concern yet, he said. 

"We're not hurting right now, but if it keeps going like this, there could be some problems," 

Peppler said. 

It's too early in the snow season to tell whether the Utah Department of Transportation, which 

maintains the state roads and highways, will use all of the money budgeted for snow removal this 

year, said Geoff Dupaix, a UDOT spokesperson. If the state is hit with more big storms and 

UDOT uses the almost $13 million allocated, other monies are available, he said. 

"We have some flexibility to our budget, as it refers to snow removal," Dupaix said. 

The snowstorm that lasted from Christmas to Dec. 28 alone cost UDOT more than $3.6 million 

statewide, Dupaix said. 

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TAB 6 


August 9, 2003 

Cedar Hills hits runaround to finish Harvey Boulevard 

Author: TAMMY MCPHERSON - The Daily Herald 

Parents of Deerfield Elementary School students: Harvey Boulevard is still closed on the east 

side. 

The city of Cedar Hills planned to have the eastern portion of Harvey Boulevard, the road to 

access Deerfield Elementary, finished before the end of this summer, said Konrad Hildebrandt, 

city manager. 

But with 12 days left before school starts for the elementary's second year of operation, plans for 

the road are stagnant and some parents are upset. 

"The biggest concern is that the school's on a dead end. It creates a whirlpool of traffic," said 

Geri Clements, who has two children attending the elementary school. "A lot of people are 

making a U-turn where they could have just gone out." 

The unfinished portion of Harvey Boulevard is within Pleasant Grove city limits and Cedar Hills 

has to build the road according to Pleasant Grove's requirements. The two-lane road is planned to 

run from 4000 to 4800 West in Cedar Hills, hitting both Pleasant Grove and American Fork at 

the ends. About 1,300 feet still needs to be completed, Hildebrandt said. 

In order to get plans rolling, Cedar Hills engineer David Bunker said the city needs a cross 

section, or the width, curb and gutter requirements, from Pleasant Grove. 

Bunker said Cedar Hills hasn't sent the needed information to them yet, but Pleasant Grove 

officials said they have sent it. 

JUB Engineers Inc., the engineering firm that works for Pleasant Grove, said it is waiting for 

Cedar Hills to decide whether to hire them to design the road. 

"We may go with their engineering firm, but we need to get all of the information from 

them," Hildebrandt said. 

Pleasant Grove city manager Frank Mills said that, although Harvey Boulevard is in Pleasant 

Grove, it was a project that the city didn't need -- which is why Cedar Hills is paying for the road 

and then deeding it to Pleasant Grove. 

"We really didn't need the road at the time and we told them if they wanted to build it they were 

welcome to do that," Mills said. 

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For Cedar Hills, the road is a priority because officials want to make it a major east-west 

connector road. Cedar Hills built the western portion of Harvey Boulevard, which connects to 

American Fork, last year. In the 2003-04 budget, Cedar Hills has set aside $523,000 to finish the 

east part of the road, Hildebrandt said. 

While the school is located in Cedar Hills, students from Pleasant Grove and American Fork also 

attend the elementary. 

"It's not our school. It's the area's school. That's why we need the cooperation from all of the 

cities," Bunker said. 

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TAB 6 


August 12, 2002 

City fights high-low water flow 

Author: Sharon Haddock 

CEDAR HILLS -- Several cities in Utah County are finding themselves victims of the "Super 

Bowl Halftime Syndrome." 

"It's just like everybody flushing during the break in the Super Bowl game," said Konrad 

Hildebrandt, city manger for Cedar Hills, referring the statewide practice of watering lawns and 

gardens during nighttime hours. 

"It maxes out the system." 

Cedar Hills officials are therefore asking the larger users, Alpine School District which has two 

elementary schools in the city, The Church of Jesus Christ of Latter-day Saints (Mormon), which 

has two churches, and local businesses to water during the day rather than at night. 

"We were jumping all of our water," Hildebrandt said. "Then we'd spend all day refilling the 

tanks. The thing is, it's not that we don't have enough water. We have plenty of water, but 

everybody can't use it at once." 

Hildebrandt said a couple of times the demand from the 5,500 residents has emptied the tanks 

to a level that set off the automatic warning system. 

"It rang all our cell phones," he said. "It got to one of the lowest levels we've had." 

City officials have put announcements on the city Web site and in the city newsletter to let 

people know about the change and to ward off complaints about city watering during the 

forbidden hours of 10 a.m. through 6 p.m. 

"We haven't had any complaints that I know of," Hildebrandt said. "I think we've gotten the 

word out." 

In Spanish Fork, watering the Spanish Oaks Golf Course only during the evening hours has been 

problematic because the canyon winds blow away the water and prevent good soaking. 

When the golf course managers switched to watering during the day, they heard from the public. 

"It just doesn't work (to water at night)," said golf course superintendant Doug Adams. 

Brigham Young University Professor of Agronomy and Horticulture Frank C. Williams said the 

winds evaporate more water than heat and actually cause a waste of water. 

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In Payson, the antiquated pipe system couldn't take the pressure of the demand so city officials 

there are watering city parks during daytime hours and have advised residents to water on 

Mondays, Wednesdays and Fridays if their address is an even number, Tuesdays, Thursdays and 

Saturdays if their address is odd. 

There is to be no watering on Sundays. 

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TAB 6 


March 12, 1996 

OREM FOLLOWS COMMITTEE'S ADVICE IN DISBURSEMENT OF CDBG FUNDS 

Author: Sharon M. Haddock, Staff Writer 

`Àlways a struggle,'' said Konrad Hildebrandt, overseer for the disbursement of community 

development block grant funds in Orem, ``fitting the many worthwhile projects into the available 

money.'' 

However, following the recommendations offered by a citizens advisory committee, the City 

Council managed to do just that last week. 

Thirteen programs and services divided up the 15 percent of the total entitlement or $117,450 

that Housing and Urban Development guidelines allow to be spent for public services. 

Orem's share of the CDBG pie is actually $1,295,274 after the 1996-97 grant of $783,000 is 

added to program income of $302,274 and carryover funds of $210,000. By mandate, $217,054 

must be spent on administration. 

- Community Action Agency received $14,000 of $15,000 requested. 

- The Parent Education Resource Center received $5,000 of $20,594 requested. 

- The Low Income Recreation Program providing recreational opportunities through free annual 

passes to the fitness center and various programs received $19,000 of a $30,000 request. 

- The Gathering Place, which provides substance-abuse treatment, received $11,450 of a $20,000 

request. 

- The Family Support and Treatment Center, which provides therapeutic intervention to families 

and individuals at risk, received $9,000 of a $25,000 request. 

- Recreation for All Handicapped received $12,000 of a request for $18,000. 

- Kids on the Move Early Intervention received $11,000 of a request for $12,000. 

- The Schoolsite Wellness Program received $5,000, their total request. 

- The Children's Justice Center received $20,000 of a $25,000 request. 

- The Utah Crisis Line Program received $5,000, their total request. 

- The Fire Education/Smoke detector program received $1,000 of $3,000 sought. 

- Family Literacy/Project Read received $5,000 of a $44,800 request. 

Earlier, the Family Literacy/ 

Project Read request had not been funded. 

There were also some questions over whether the city should continue to subsidize Orem Junior 

High School for improvements that perhaps ought to come from Alpine School District instead. 

Councilwoman Judy Bell particularly cited concerns over fairness. 

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TAB 6 

It was pointed out that only Orem Junior High qualifies and has applied for the CDBG funds. 

Councilman Timothy Christensen along with the mayor, Stella Welsh, and Councilman Steve 

Heinz said when the city can cooperate in putting facilities in place for low- and moderateincome 

citizens, they fully support the effort. 

Councilman Chris Yandow voted against the CDBG recommendations, saying he wants to 

register a protest against the process itself. `Ì cannot support, in principle, that the government is 

giving us back money if we jump through the right hoops. The process is flawed,'' he said. 

Councilman Stephen Sandstrom said the city would be foolish not to take advantage of a chance 

to get some tax revenue back. 

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TAB 6 



OREM FOCUSES ON 4 AREAS THAT NEED SOME SPRUCING UP 

Author: Brooke Adams, Staff Writer 

Four neighborhoods that need some sprucing up may get help from the city. 

The city's federal programs/redevelopment office identified the four areas during a study of 

Orem's housing stock conducted last summer. The office is now developing proposals for 

revitalizing the areas, according to Konrad Hildebrandt, program manager. 

`Ì don't think any of the neighborhoods in Orem are that bad; it's just they have the potential,'' 

Hilde-brandt said. 

The neighborhoods targeted for revitalization are: 

- Area 1: Geneva neighborhood bounded by I-15 and 600 West and 400 North and 800 North. Of 

the 607 structures in the neighborhood, 48 percent meet revitalization criteria. Thirty-eight 

percent of residents are low- to moderate-income. 

- Area 2: Sharon neighborhood bounded by State Street and 400 East and 400 North and 800 

North. Of 477 structures, about 30 percent need rehabilitation of some kind. About 50 percent of 

the residents are low- to moderate-income. 

- Area 3: Cherry Hill neighborhood bounded by State Street and Main Street and 1300 South and 

1600 South. Of 753 structures, 32 percent need rehabilitation. Forty-five percent of residents are 

low- to moderate-income. 

- Area 4: Hillcrest neighborhood bounded by State Street and 800 East and 800 South and 1300 

South. Of 270 structures, nearly 40 percent need fixing up, and 38 percent of residents qualify as 

low- to moderate-income. 

Each of the neighborhoods has a significant percentage of deficient, deteriorating or dilapidated 

housing. Problems typical of homes in the areas include peeling paint, bad roofs and cracked 

foundations, Hildebrandt said. 

He also registered code violations and excessive junk, weeds and debris in yards. The survey 

also noted problems with curbs, gutters, sidewalks and streets. 

Based on 1990 Census data, the areas have a high incidence of crime, a higher population of 

residents 65 or older compared to the city as a whole, higher minority populations, more female 

heads of households and more renter-occupied units, said Stacey Spencer, Orem housing 

specialist. 

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TAB 6 

Spencer plans to present a revitalization program to the City Council early next year. Hildebrandt 

wants to fund the program with federal community block grant money. 

The city already has a low-interest loan program to assist low- to moderate-income people with 

home improvement projects. The new program is aimed at neighborhoods, similar to Provo's 

Town Hall Neighbors Together. 

Smith is reviewing programs used in other cities to build a model for Orem. She also plans to 

survey residents of the neighborhoods to see what they think needs improvement in their areas. 

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TAB 6 


April 5, 1991 

OREM INTRODUCING ITS RESIDENTS TO BENEFITS OF FEDERAL BLOCK 

GRANTS 

Author: Kenneth S. Rogerson, Staff Writer 

During National Community Development Week this week, Orem is trying to acquaint residents 

with federal funding opportunities that are available through Community Development Block 

Grants. 

Konrad Hildebrandt, Orem's Community Development Block Grant administrator, said the city 

has been utilizing the funding source since 1975. `Èvery city with a population more than 

50,000 is eligible to receive federal grant money,'' Hildebrandt said. 

The objective of the grants is to develop urban communities by providing decent housing and a 

suitable living environment and by expanding economic opportunities. Much of the national 

emphasis is for improved housing, and Orem participates in that through its Housing 

Rehabilitation Program, Hildebrandt said. This year the block grants will contribute $80,000 

toward this program. `Òver the years, we have been able to help more than 60 families with 

housing rehabilitation,'' he said. 

Hildebrandt said the city can take pride that the block grant funds have been used for many 

different projects and public service entities. 

``We have really tried make our parks and buildings `handicapable,' '' he said. The city has also 

used the funds to provide for programs and projects that benefit all age groups, from early 

childhood intervention programs to a senior citizens center. 

He said Orem and Salt Lake City are the only Utah cities participating in National Community 

Development Week, sponsored by the U.S. Department of Housing and Urban Development. 

Orem is participating in part to recognize the people that have worked on the projects, 

but Hildebrandt said there are other reasons. ``We want to show that people are being 

benefited,'' he said. Also, the city would like to encourage other groups, especially minority 

groups, to apply for funding. 

Those wishing to apply must fill out a simple registration form, Hildebrandt said. Then, during 

the fall, groups will make presentations to a committee that will then decide who receives 

funding. 

The 1991-92 grant allotment of $670,000 provided funding for 13 projects. Only three of those 

that applied were not given any money. 

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TAB 6 

Compiled By: Sean Baenziger, Colin Baenziger & Associates 

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Marla P. Marcinko 

TAB 7

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PAGE 

RESUME 1 





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TAB 7 

EDUCATION 

MPA, San Diego State University, San Diego, CA 

BS, Psychology, Northern Arizona University, Flagstaff, AZ 

EXPERIENCE 

Borough Manager, Borough of Wilkinsburg, PA 


Manager, Municipality of Penn Hills, Pittsburg, PA 2005 – 2007 

Borough Manager, Borough of Zelienople, PA 1994 – 2005 

Township Manager, West Deer Township, Russellton, PA 1989 – 1991 

Administrative Assistant, City of Oceanside, CA 1987 – 1989 

BACKGROUND 

The Borough of Wilkinsburg has a population of 15,000 with 65 full time and approximately 15 

part time employees. I directly supervise six individuals. The general fund budget is 

approximately $11 million with the total budget of approximately $20 million. The primary 

issues facing the Borough of Wilkinsburg are: 

Countywide property value reassessment. Our county is the only one in Pennsylvania 

that is currently going through the assessment and it has turned into a very large legal 

battle. Some neighborhoods will be fine, but others will be hit very hard. It will be 

challenging working through the entire process especially with the residents that will be 

hardest hit; 

Police service contract with the City of Pittsburg. The Borough has successfully 

contracted both a garbage and fire in the past, but is now facing a very divided 

community and council in regards to consider contracting to provide police service. 

Many of the Council meetings have been extremely contentious; and 

Fiscal challenges. Like most municipalities in the nation, Wilkinsburg has been in a 

financial decline over the past several years. Unfortunately, the Borough has experienced 

a large out-migration as well that has left a huge number of vacant properties. Because 

property taxes produce most of the Borough’s revenues, it has been quite challenging. To 

return the vacant properties to a productive status where they produce tax revenues will 

be challenging for many years to come. 

MANAGEMENT STYLE & EXPERIENCE 

I am interested in Satellite Beach precisely because I am ready for new and different challenges. 

After having worked in two states, I know that much of local government is the same wherever 

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TAB 7 

you go. On the other hand, the law and at least some of the challenges, while similar in some 

ways, will be different in others. For example, Florida has hurricanes while Pennsylvania has 

floods and harsh winter storms. The result can be a disaster any way you look at it and working 

with FEMA to clean up afterwards is what you do. I see Satellite Beach as the next logical step 

in my career. From a personal point of view, the climate is very attractive as my husband and I 

enjoy the outdoors. It would be nice to be in an environment where we could take advantage of 

our zest of being outside more often than we can in our current area. 

I characterize my management style as engaging. I am very hands on (which can be a weakness 

at times as I does not delegate as much as I should). I lead my team with open communication 

and participation. I put a great deal of trust in my staff and expect much from them without 

being dictatorial. I give my department heads ownership in projects. That results in them having 

buy-in and leads to better results. 

If asked about me, my staff would comment, for the most part, that I am extremely competent 

and knowledgeable about what I do. Additionally, they would say that although I am demanding 

and have high expectations, I am very easy to work with and they like having me as a boss. The 

community in which I work has a contentious council and is historically known to be split 5-4 on 

virtually everything. The majority of the elected officials would speak very highly of me and the 

work I do. Given the political environment, however, not everyone will be happy. Still most 

would give me glowing reviews. 

When it comes to performance metrics I start with the legislative goals that the Council 

establishes for the organization. I put together specific performance objectives based on those 

goals once. Next, a specific end result and timeline is identified. As time passes, I and the team 

meet and we discuss what has been accomplished and what has not. Where the effort does not 

produce the desired results within the expected timeframe, a plan is drawn up to get the project 

back on track. 

My biggest strength and the one I am most proud of is my extremely high ethics. I am also 

organized (almost to a fault) which is a quality that allows me to accomplish many things while 

at the same time juggling several other items. Additionally, I am very honest, dependable and an 

exceptionally hard worker. 

In regards to weaknesses, I refer back to my earlier comment about not delegating as much as I 

should. In my current position it has been more difficult to delegate because much of my staff is 

inexperienced. The old adage of “if you want the job done right, you must do it yourself” is not 

necessarily a good thing. Another weakness that I tend to display is my passion when trying to 

point the Council in the right direction. In trying to prevent them from going down the wrong 

path, my efforts are not always well received, at least at the time. 

I had my greatest success while working in the Borough of Zelienople. The Borough had a water 

utility whose primary source of water was a small reservoir. When the primary source dried up, 

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TAB 7 

the secondary source, a small creek, was used. Unfortunately, the creek was contaminated by 

large amounts of nitrate coming from an upstream steel mill. This issue was something that had 

been going on for several years prior to my arrival. With more droughts, the Borough found 

itself relying more often on its secondary water source and I had to find a way to remedy the 

situation. By enlisting the help of Clean Water Action I was able to put a significant amount of 

pressure on the Department of Environmental Protection and the mill to eliminate the hazardous 

discharge to the creek. The problem stemmed from the plant’s process that discharged effluent 

that exceeded the limit by several hundred times what was allowed. It was a difficult, but in the 

end the plant changed its process and the limits on the nitrates were enforced. Because of what 

was done, not only was the drinking water cleaned up, but aquatic life was also improved. 

Asked about mistakes or failures, I would cite one I recently experienced in Wilkinsburg 

regarding the police services merger with the City of Pittsburg. I do not view it as a failure, but 

looking back I realize that I could have approached it differently. The community is very diverse 

and race is used very often as an issue as well as a means to an end in the political process. Had 

the process been more transparent and support sought aggressively from the outset, many fears 

could have been put to rest. Although the same model that was used for the fire services merger, 

the dynamic is completely different. Unfortunately, the support of the Police Department does 

not exist as it did with the Fire Department. That support should have been sought more 

assertively from the beginning. 

I have had to fire people although I have never terminated anyone who did not deserve it. It is 

never an easy task to end an individual’s employment regardless of the circumstances, but in 

every case that I have been involved with it, it has been justified. I set a level of expectation for 

my staff and when someone is not doing his / her job and it is adversely affecting the 

organization, it is time for that person to move on. I start with a performance plan for the 

individual. If performance does not reach a satisfactory level after some time, termination is 

inevitable. Since my arrival in Wilkinsburg, it has only escalated to that point twice. In the past 

in Wilkinsburg it was not unheard of for a terminated employee to sue the Borough. During my 

tenure, no one I have fired has filed a suit. The key is to give the employees clear expectations 

from the beginning and hold them accountable. 

I think that some of the challenges facing the next City Manager in the City of Satellite Beach 

are: 

 

 

 

 

Balancing interests between the tourist and the residents; 

Developing / redeveloping to expand the tax base while maintaining Satellite Beach’s 

current ambience; 

Following (somewhat indirectly) a manager who was there for a very long period of time 

and is almost a local icon; and 

Emergency preparedness. 

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TAB 7 

If selected as the next Manager in the City of Satellite Beach in the first six months I will: 

 

 

 

 

Work with the Council to understand its objectives clearly before making any changes; 

Dig into each issue that the City is facing. 

Figure out what is working and what is not and look for alternative solutions where 

things are not working; and 

Identify the stakeholders in the community. Find out what their opinions are in regards to 

where the City needs to change, if at all. 

I understand that six months is a very short period of time and during that time it is important to 

get a handle on the issues and proceed with as much information as possible. During that time it 

is also imperative to read how the community and council react before making any major 

changes. 

I get along well with the media but unfortunately in Wilkinsburg, the Borough only gets covered 

when something contentious happens. When I do deal with the media I am always forthright as I 

can be without putting the municipality in a bad position. I understand media deadlines and 

make myself as available as possible to answer questions. 

I have nothing personally controversial in my background. The only people who might speak 

out with the “dirt” on me would be people that are unhappy with the police services merger. The 

community is a very difficult and highly politicized one and people are not always happy with 

what is being done. 

In my spare time, I like to golf, swim, boat and kayak. I also enjoy playing cards socially and 

reading when the opportunity presents itself. Although I enjoy spending time at home, I and my 

husband also like to travel. In addition to all of these activities, spending time with my family is 

also very important to me. 

Six Adjectives or Phrases I Would Use to Describe Myself: 

 

 

 

 

 

 

Bright, 

Sociable, 

Funny, 

Kind, 

Open, and 

Compassionate. 

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Reason for Considering Leaving My Current Position 

I would like to continue further my professional development in a new venue and am very 

excited about the position in Satellite Beach. I have always said that my next move would be 

very much to the South and Florida is as far south as one can go. I and my husband have been 

looking to make a change for several years and going to Satellite could not be a more perfect 

opportunity. 

Current Salary 

Approximately $86,000 

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TAB 7 


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MARLA P. MARCINKO 

TAB 7 




County 

Allegheny County, PA 

Butler County, PA 



State 

Pennsylvania 



County 

Allegheny County, PA 

Butler County, PA 

Federal 

Pennsylvania 

Motor Vehicle 

Pennsylvania 

Credit 

Bankruptcy 

Education 

Employment 



December 2005 – Civil rights law suit filed 

against the City of Penn Hills, including 

Ms. Marcinko in her capacity as City 

Manager 

Disposition = January 2007, Terminated 


of record found 


Very Good 


Confirmed 

1994 to 2007 Employment Confirmed 

Current Employment Verification Pending 

Page 15 of 76



Explanation of Record Found 

TAB 7 

From: Marla Marcinko 


Subject: Fwd: Satellite Beach Background Check Records Found that Require an Explanation 

Ms. Knutson – I was involved in the DeNinno case due to my official capacity as Municipal Manager 

for the Municipality of Penn Hills. This was a case of a resident of the municipality who took issue 

with certain decisions of the municipality’s planning department and code enforcement in a matter 

which started as a civil issue between this individual and a neighbor. Mr. DeNinno would visit the 

municipal offices, with a handgun which he was permitted to carry, and intimidate staff and goad them 

into verbal altercations. The Director of Public Safety at the time ordered that Mr. DeNinno have an 

escort when visiting the municipal offices. Mr. DeNinno saw this as a violation to his civil rights and 

filed a federal lawsuit. 

I hope this provides the clarification you were seeking. Please do not hesitate to contact me if you 

have any questions or require anything further. Thank you. Marla Marcinko. 

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Jill Stedina – Assistant Manager, Borough of Zelienople, PA 724-452-6610 ext. 233 

Ms. Stedina and Ms. Marcinko first met in 1994 when Ms. Marcinko was hired as the first 

Borough Manager. They worked together until Ms. Marcinko left in 2005. Over the course of 

the decade they worked together they had an excellent working relationship and became friends. 

They continue to have regular professional and personal contact. 

Ms. Marcinko’s job performance was fine. Ms. Stedina never experienced any difficulties 

working with her. She appreciated the way Ms. Marcinko rolled up her sleeves and got the job 

done. One of her greatest strengths was being a very hands on manager. She sees projects 

through from the beginning to end. She was also quite dedicated to her position and took much 

pride in her work. At one time during her tenure, when Zelienople experienced severe flooding, 

she remained at City Hall around the clock to help residents first hand. 

Although the Borough tends to be very parochial in nature, Ms. Marcinko got along very well 

with her elected officials. The community is not extremely politically charged but is very small, 

and many people are very set in their ways. Even in this type of environment Ms. Marcinko was 

not afraid to voice her opinion on issues. She let her Council know what they needed to know, 

not just what they wanted to hear. 

Ms. Marcinko consistently kept Ms. Stedina well informed; so Ms. Stedina never felt out of the 

loop. Ms. Marcinko was also good at dealing with the public. She responded well to residents 

who came to her office, and maintained her composure, even when speaking with irate citizens. 

Ms. Marcinko solved problems well and made decisions easily. She made excellent 

recommendations to the Council and carried out the assignments she was given by her elected 

officials. She never labored over decisions. She made decisions quickly, but always armed with 

the proper information. 

Ms. Marcinko excelled at meeting her deadlines. She was very detail oriented. Although the 

Borough did not experience much staff turnover while she was there, the few people she did 

have to hire were skilled and fit well into the organization. 

Ms. Marcinko is a forward thinker. Any problems which arose in her relationship with the 

Council stemmed from this trait. The Council’s nature is very conservative, and occasionally its 

members did not appreciate her innovative ideas. 

Ms. Stedina is not aware of anything controversial or embarrassing involving Ms. Marcinko. If 

given the opportunity to hire Ms. Marcinko, Ms. Stedina would definitely do so. 

Words or phrases used to describe Marla Marcinko: 

 

 

 

Very dedicated to her work, 

Assertive, 

Strong commitment to what she believes in, and 

Page 19 of 76



TAB 7 

 

Takes great pride in her work. 

Strengths: 

Very hands on, and a dedicated worker. 


Greg Primm – Township Manager, Allegheny Township, PA 412-603-0164 

Mr. Primm first met Ms. Marcinko about 1992. They were both managers in neighboring 

jurisdictions. They have developed a wonderful professional relationship over the years. The 

nature of their contact at this time is mainly through professional development conferences and 

seminars, and the occasional phone conversation. 

What Mr. Primm likes most about Ms. Marcinko is her leadership style. She fixes problems. 

She excels at resolving issues, not an easy task in her current municipality. She is well respected 

in the region and known for her strength of collaborating with others. She is a first rate 

communicator and is very detail oriented. She explores new ideas and every day learns from 

others how to improve her own organization. Furthermore, she tackles big challenges other 

managers would shy away from and does not avoid politically charged situations. 

Ms. Marcinko is an excellent communicator and, when they work together on conference 

planning committees for the Association for Pennsylvania Municipal Management, she always 

keeps Mr. Primm well informed about every aspect. She has a superb skill for organizing 

conferences and keeping everyone up to speed. Besides demonstrating wonderful 

communications skills on these committees, she also applies the same skills when working with 

her staff. Mr. Primm has learned a great deal from her and knows her staff truly respects her. 

Ms. Marcinko has experience with the public and her interactions with the community are quite 

good. She also handles members of the media very well, especially in her current Borough. She 

is consistently professional and never says or does anything that might embarrass the Borough. 

She keeps her elected officials informed; so they look good in front of the public and the media. 

Ms. Marcinko is definitely customer service oriented. She understands that taxpayers are her 

customers. Mr. Primm approaches customer service the way he does based on the mentoring of 

people like Ms. Marcinko. She deals with residents confidently and does her best to 

accommodate them whenever she can. 

Mr. Primm has never witnessed Ms. Marcinko make a bad decision. Whether or not her current 

elected officials would agree might be another story. Before moving forward with any decision 

she thoroughly researches all relevant issues. She makes quick, concise decisions unless the 

issues are new to her. In such cases she educates herself so she can make the appropriate choices. 

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TAB 7 

Ms. Marcinko is innovative. She quickly identifies problems and finds creative solutions, 

especially when handling finances. Wilkinsburg was a community no one wanted to drive 

through at one point. Within the last six to seven years people’s attitudes have changed 

dramatically, and Mr. Primm gives Ms. Marcinko an enormous amount of credit for that change. 

The only controversial issue Mr. Primm could recall involving Ms. Marcinko occurred when she 

was in West Deer Township. Most municipalities in the State of Pennsylvania operate under 

different classifications and have an option to change their classification to a home rule charter. 

Under a home rule charter a municipality can draft and amend its own charter and exercise any 

power or perform any function which is not denied by the State Constitution. West Deer 

Township decided to change its classification to a home rule charter. Unfortunately for her, the 

Commission chose to go with an elected Township Manager and, at that point, she had to leave. 

Mr. Primm is not aware of any issues or events that might be construed as embarrassing 

regarding Ms. Marcinko. She is truly professional and extremely straightforward. If given the 

chance, he would hire Ms. Marcinko in an instant. 


 

 

 

 

 

 

Ambitious, 

Smart, 

Collaborative, 

Caring, 

Prompt, and 

Sympathetic. 

Strengths: 

Extremely professional and an excellent collaborator. 

Weaknesses: Although one of Ms. Marcinko’s strengths is her ability to enter into politically 

charged situations with no qualms, occasionally such an approach can be a 

weakness, because she just might be taking on more than she can handle. 

Bonnie Brimmeier – Prior Solicitor, Boroughs of Zelienople, Penn Hills, and West Deer, 

PA 412-370-1649 

Ms. Brimmeier and Ms. Marcinko first met in 1989 when Ms. Marcinko was employed by the 

Township of West Deer. They have worked together on and off over the last 23 years and, 

during that period of time, have become very good friends. Although they do not currently work 

together, they continue to have contact on both a personal and professional basis. 

Ms. Marcinko’s job performance is excellent. Any organization that hires her will be extremely 

lucky. She is extremely hardworking, thorough, and knowledgeable about the responsibilities of 

Page 21 of 76



TAB 7 

her job. She made Ms. Brimmeier’s job easy because she had such exceptional knowledge of the 

many aspects of local government. 

Ms. Brimmeier cannot say enough about Ms. Marcinko’s strengths. She is diligent, professional, 

and very intelligent. She also respects the fact that Ms. Marcinko is not afraid to be the bearer of 

bad news. She will not compromise her ethics for anyone else’s political agenda. Not only is 

she phenomenally dedicated to her job, she also enjoys it and displays a good sense of humor. 

While working with Ms. Marcinko, Ms. Brimmeier remembers that she always got along well 

with her elected officials. Ms. Marcinko understood her role was to be the front person for the 

municipality; so she dealt with the personalities of her elected officials in a professional manner. 

Ms. Marcinko was very customer service oriented in terms of how she worked with residents and 

the Council. When a very large flood hit the Borough of Zelienople, she was out in the middle 

of it all helping in any way she could, even helping with sandbagging to protect properties. She 

truly cares about the community she serves. 

Ms. Marcinko has natural communications skills, and Ms. Brimmeier always felt well informed 

when they worked together. She is equally talented in how she deals with the public. She 

handles herself well and speaks to the others with the utmost professionalism. She is sensitive to 

the needs and interests of her elected officials and handles delicate situations quite well. 

Ms. Marcinko does a fine job of solving problems. She is especially creative when dealing with 

finances and resourceful when using her community contacts to better the organization. She is 

also a first rate decision maker who does not labor over decisions, but is quick though thoughtful. 

Ms. Brimmeier is unaware of anything in Ms. Marcinko’s past that would be considered 

controversial or embarrassing. She would definitely hire Ms. Marcinko, if given the opportunity. 


 

 

 

 

 

Reliable, 

Trustworthy, 

Honest to a fault, 

Friend, and 

Good employee. 

Strengths: 

Refreshingly ethical and hardworking. 


Jason Cohn – Council President, Borough of Wilkinsburg, PA 412-241-4536 

Mr. Cohn first met Ms. Marcinko when her name was given to him by the Center for Local 

Governance as someone who could fill the role of Interim Manager when the Borough’s previous 

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TAB 7 

manager left. He and the Council were so impressed, they offered her the job full time. She 

began working for Wilkinsburg in 2007, and they have worked together ever since. 

Ms. Marcinko’s job performance has been above and beyond Mr. Cohn’s expectations. The 

workload in the Borough is far more than is reasonable, because she has to operate without the 

support in numbers, attitude, and experience that is needed. She has good, strong instincts and 

accomplishes her tasks. The Borough has been rebuilding the basic structure of its organization 

for the last few years, and he thanks her for her hard work. The Borough has made significant 

progress due to her efforts. 

Basic functions such as record keeping and the organization of ordinances had not been taken 

care of for many years but are now under control due to Ms. Marcinko’s leadership. Her 

innovative approach has shone through her work with the comprehensive, business oriented, and 

environmentally sustainable nature of her planning. She constantly explores new ways of 

approaching daily operations and addressing Council’s issues. On the heels of the above 

mentioned items, the Borough merged its fire services with the City of Pittsburg to save money 

and make services more efficient. In fact, the Borough is now being examined as a national 

model for conducting mergers. Ms. Marcinko definitely played the key role in that process. 

From Mr. Cohn’s standpoint, Ms. Marcinko gets along well with her elected officials. 

Historically the Borough has always had a five to four split Council. The four individuals who 

do not wield control have not generally worked well with any manager they had. Ms. Marcinko 

does not play politics, and the few people who would not have flattering comments to make 

about her are likely politically motivated. She has gone out of her way to be fair, even when the 

minority does not agree with her. She is the last person who would be involved in any unethical 

activity and, if she judges a decision as a bad idea, she is never afraid to voice her opinion. Mr. 

Cohn finds this quality in her admirable and appreciates her frankness and honesty. 

Ms. Marcinko does not tolerate poorly performed tasks and, frankly, neither does the Council. 

She is a distinctive leader and by far the best manager the Borough has ever had since Mr. Cohn 

has been involved. Others were not even close to being as capable or accessible as she has been. 

To a certain extent she thrives in challenging situations and areas which create major workloads. 

Ms. Marcinko has very good communications skills. Mr. Cohn is not interested in the day to day 

operations of the Borough. Ms. Marcinko handles such issues without hesitation. If he needs to 

know about any situation or problem, she advises him without delay. 

Wilkinsburg is a unique community, diverse in every way possible. Someone is always upset or 

angry about some issue. Ms. Marcinko has an excellent ability to respond well to all personality 

types and addresses complaints or questions promptly. 

Ms. Marcinko focuses on accomplishing tasks; so her approach to customer service is to identify 

what may not be working properly, attack the problem, and make sure the process works better 

or properly. She is less the politician and more an action oriented person but remains 

consistently professional with the community and displays a friendly demeanor. 

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TAB 7 

Ms. Marcinko thoroughly enjoys solving problems. She employs considerable thought when 

handling each one. She is equally talented at decision making and very decisive about what 

actions need to be taken. Unfortunately a minority on the Council would prefer to be involved in 

every issue within the administration, and they tend to slow the process down. If allowed to 

work without their interference, Ms. Marcinko would be able to get much more accomplished. 

The only individuals who might say anything to the contrary of what Mr. Cohn has stated would 

be those few Council members. They do not like Ms. Marcinko because he is the Council 

President, and they do not like him. They are upset because they are not in control. Even when 

considering such particular issues, the person who is the most obnoxious towards Ms. Marcinko 

still knows how valuable her contributions have been to the organization and the community. 

Mr. Cohn is not aware of anything controversial or embarrassing in Ms. Marcinko’s background. 

The situation for every manager who comes to Wilkinsburg becomes polarized because of the 

nature of the Council and the diversity of the community. Ms. Marcinko has an incredibly 

impressive skill set and is highly motivated. The Council is very lucky to have her on board. 


 

 

 

 

 

 

Hardworking, 

Professional, 

Organized, 

Good sense of humor, 

Innovative, and 

Ethical. 

Strengths: 

Gets things done, and is an excellent problem solver. 

Weaknesses: She occasionally made her life more difficult than necessary and could benefit 

from recognizing politically charged matters and steering away from them. Also, 

she does not delegate as much as she should, but Mr. Cohn is unsure if this 

represents a lack of organizational depth or a skill she truly needs to work on. 

Vanessa McCarthy–Johnson – Council Vice-President, Borough of Wilkinsburg, PA 

412 867-5882 

Ms. McCarthy-Johnson first met Ms. Marcinko when she came to Wilkinsburg in 2007. They 

have worked together since then. 

Overall Ms. Marcinko has done a fine job. She is very professional and takes the actions which 

need to be taken, especially difficult considering the political nature of the five to four split on 

Council in Wilkinsburg. Some Council members are always out to challenge her, and she 

occasionally gets caught in the middle. However, she has risen above this situation and has done 

an excellent job for the Borough. 

Page 24 of 76



TAB 7 

Ms. McCarthy-Johnson has a good relationship with Ms. Marcinko and trusts her to perform her 

job. As for the other Council members, Ms. Marcinko deals with the existing strained 

relationships in a very professional manner and treats each individual fairly and respectfully. 

Ms. Marcinko has very good fiscal management skills. The Borough’s books should be in the 

red at the moment, but they are not. She makes sure that Wilkinsburg comes out ahead at the 

end of the year. She is definitely creative at identifying sources of funding for various projects in 

the Borough in ways that do not require the organization to spend more of the taxpayers’ money. 

Ms. Marcinko keeps Ms. McCarthy-Johnson abreast of all events or issues occurring in the 

Borough by every means possible. She is especially efficient and responsive with her emails, 

making it easier for Ms. McCarthy-Johnson who has a very busy schedule. 

Although Ms. Marcinko does have experience dealing with the community, she could improve 

her public relations. However, this concern exists only because she is so focused on taking care 

of the Borough’s day to day business. She has not avoided the line of fire, particularly during the 

past few months when Council meetings have been very heated over discussions of a potential 

merger of police services. Even when such situations arise, she consistently conducts herself 

with the utmost respect for others and is very polite. She also practices good customer service 

with the Council and with citizens who come to the Council meetings. She always takes time to 

carefully answer people’s questions and, if she does not have one, follows up in a timely fashion. 

Ms. Marcinko performs very well when she is resolving issues and making decisions,. She can 

make good, quick decisions when necessary. She is equally talented when hiring personnel. She 

hired a Public Works Director who has been a perfect fit for the community which, in 

Wilkinsburg’s case, is a very rare occurrence indeed. 

The only controversy Ms. Marcinko has been involved in that Ms. McCarthy-Johnson can recall 

would be the current police merger issue. Unfortunately, as Manager, she is caught in the middle 

with between some Council members who wish to make a huge deal of the process. These 

Council members are the only people who might say anything contrary to the opinions Ms. 

McCarthy-Johnson has expressed. 

Ms. McCarthy-Johnson is not aware of anything embarrassing in Ms. Marcinko’s background. 

She would definitely hire Ms. Marcinko, if given the chance. 


 

 

 

 

 

 

Organized, 

Responsible, 

Authoritative, 


Out of the box thinker, and 

Gives attention to detail. 

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TAB 7 

Strengths: 

Creative with finances, and extremely professional. 

Weaknesses: Occasionally assumes Council members understand certain concepts; however, 

considering the people she is dealing with, she should take a different approach. 

Larry Focareta – Administrative Assistant, Borough of Wilkinsburg, PA 412-298-9308 

Mr. Focareta first met Ms. Marcinko in 2008 through a mutual friend. The Borough needed 

someone with experience in municipal government to fill his current position. He had spent 

eleven years in municipal government, and decided to take the job as an added benefit to his 

retirement. Mr. Focareta reports directly to Ms. Marcinko. 

Ms. Marcinko is one of the most knowledgeable managers Mr. Focareta has known in all of his 

years in municipal government. He is very impressed with her abilities and her work, and has 

only praise for her job performance. 

Wilkinsburg is a very unique, diverse community with an equally diverse and unique Council. 

Ms. Marcinko gets along well with all of her elected officials, even when situations become 

challenging. 

Ms. Marcinko can deal with all types of people. She is fair and even handed whether dealing 

with union or management situations. She is extremely dedicated to her job and puts in all the 

hours necessary to accomplish her tasks in a timely manner. 

Mr. Focareta is definitely well informed of events and issues in the Borough because Ms. 

Marcinko keeps him involved. She is good at communicating what actions must be taken but 

gives him the autonomy to complete his assignments on his own. 

Ms. Marcinko has experience and is good at dealing with the public. The Borough is currently 

experiencing controversy because of a proposal for the merger of police services with the City of 

Pittsburg. She has been most professional in her dealings with all of the media and the 

community at large during discussion on this matter. 

Ms. Marcinko demands that excellent customer service be provided to everyone who walks into 

the building. She has rearranged the layout of the building to provide the most efficient possible 

customer service for all visitors. She firmly believes that everyone’s concerns must be addressed 

professionally and with the highest degree of integrity. 

When solving problems Ms. Marcinko comes up with solutions Mr. Focareta would never think 

of. She is equally as savvy when making decisions. She listens to all sides and solicits different 

ideas or proposals before moving forward with any decision or solution to a problem. 

Innovativeness comes as second nature to Ms. Marcinko, particularly when she tackles 

environmental projects. She quickly understands and grasps the concepts because she 

understands how important such projects can be for the sustainability of an organization and a 

Page 26 of 76



TAB 7 

community. For example, the Borough became involved with neighboring municipalities in the 

purchase of energy from Pittsburg as a source of power for municipal lighting. The move was a 

smart one and has saved the organization and the community a considerable amount of money. 

The only controversies he can recall Ms. Marcinko being involved in are the fire and police 

mergers with the City of Pittsburg. When the fire services merger took place it quickly became a 

fairly contentious issue. People were quick to criticize, even before they had the proper facts. 

Once a dialogue opened, Ms. Marcinko explained the benefits, and the merger went through with 

no further incident. Unfortunately, controversy has returned over the issue of a police services 

merger and has proven much more volatile. Ms. Marcinko maintains her dignity, composure, and 

sense of humor while continuing to move the project forward in the face of such controversy. 

Mr. Focareta is not aware of any other issues or events involving Ms. Marcinko that would be 

construed as embarrassing, if the press went digging. She is a great asset to the Borough, and he 

hates to think that she might leave. He would hire Ms. Marcinko in a flash, if given the chance. 


 

 

 

 

 

 

Dedicated, 

Honest, 

Intelligent, 

Innovative, 

Fair, and 

Firm. 

Strengths: 

Exceptionally professional, and highly ethical. 

Weaknesses: Has a tendency to work too much. 

Gail Mitchell Hall – Director, A for the People Training Institute, Pittsburg, PA 

412-523-5006 

Ms. Hall first met Ms. Marcinko in 2009 when she was selected as a consultant for the 

Borough’s Weed and Seed Program. She was hired permanently shortly after beginning as a 

consultant and reported directly to Ms. Marcinko for about three and a half years. They continue 

to stay in occasional contact. 

Ms. Hall would characterize Ms. Marcinko’s job performance as superb. She is very 

knowledgeable and consistently professional. Ms. Marcinko took Ms. Hall by the hand and 

helped her become very successful at the Borough. Ms. Hall feels privileged to know her and to 

have worked with her. 

Even though some elected officials disagreed with Ms. Marcinko on a few issues, the majority of 

council members truly enjoy working with her. Those who did have problems with her were 

generally politically motivated, and their opposition was never a reflection on her work. 

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TAB 7 

Ms. Marcinko’s many strengths include being caring and a good, considerate listener. She is 

very knowledgeable about municipal procedures. She understands the rules and regulations and 

abides by them to the letter. She is also a wonderful communicator and, while Ms. Hall was with 

the Borough, they interacted on a daily basis through several forms of communication. 

Although Ms. Marcinko only dealt with the public in a Council setting or occasionally at Town 

Hall meetings, she is experienced and treats residents with respect. In turn, they respected her. 

However, she did go above and beyond her job responsibility to deliver customer service, when 

the opportunity arose. One family had been investigating the ancestry of their relatives who had 

lived in the area during 1920’s. She personally helped them find the documentation they were 

seeking. That family was extremely appreciative, and Ms. Marcinko was very happy to help. 

Ms. Marcinko is the go to person when problems need to be resolved, and she is just as skilled at 

decision making. She is creative and thoughtful. Her turnaround time for decision making or 

problem solving depends on the nature of the issues. She makes sure to cover all her bases and 

conducts the requisite research so she can reach well informed, appropriate conclusions. 

Ms. Hall is not aware of anything in Ms. Marcinko’s past history that would be construed as 

unfavorable or would be looked at as unflattering, if researched by the press. Ms. Hall would be 

happy to employ Ms. Marcinko, if given the chance. She cannot think of anyone who would 

hold a different opinion of Ms. Marcinko than what she has shared. 


 

 

 

 

 

Innovative, 

Articulate, 


Friendly, and 

Professional. 

Strengths: 

Impressive knowledge of municipal government and an excellent mentor. 


Tracey Evans – Council Member, Borough of Wilkinsburg, PA 412-727-7855 

Ms. Evans and Ms. Marcinko first met when Ms. Marcinko was brought in as the Interim 

Manager in 2006. Given her superb qualifications and experience, the Council asked her to sign 

on permanently in 2007. The two women have been working together ever since. 

Ms. Marcinko’s job performance is excellent. She is very strong in the areas of finance and 

budgeting. From the very beginning of her tenure she helped get the Borough’s disastrous 

finances in order. She is knowledgeable about new processes and procedures, and keeps up to 

date on new concepts being proposed for improved operations in local governments. Ms. 

Marcinko handles legal issues quite well, especially when dealing with unions and contract 

negotiations. Furthermore, she is a superb at collaborating with other municipalities in the area 

and knows that, if each helps the other, their efforts will benefit the broader community. 

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TAB 7 

Ms. Marcinko has to deal with a unique situation on her Borough Council. The Council operates 

with a five to four split. Certain members definitely do not like Ms. Marcinko, but only because 

they wish to control her actions, but cannot. Even faced with such circumstances, she is 

extremely fair to all elected officials and is very thorough in her communications and responses. 

Ms. Marcinko has experience with the public. She interacts with residents quite well, especially 

people who are upset or angry. Before Ms. Marcinko came to the Borough, Ms. Evans and her 

fellow Council members received several complaints every day. Once Ms. Marcinko took over 

Council members stopped receiving such complaints because she and her staff took care of the 

residents’ issues. In this respect, she is definitely customer service oriented. 

Ms. Marcinko can solve problems. She has a knack for examining an issue and figuring it out by 

working with others to identify solutions. At times, accomplishing any task in Wilkinsburg 

seems to be difficult, but Ms. Marcinko does her best with what she is given and understands she 

cannot force her elected officials to always do what is best. She provides the Council with 

excellent recommendations and her opinion about what actions should be taken then leaves the 

decision up to them. 

Local governments are not necessarily innovative entities, but Ms. Marcinko definitely is an out 

of the box thinker. With Council’s help and approval he has created and implemented shared 

service agreements which no one else had previously tried in the State. Wilkinsburg would 

definitely not being participating in such programs without Ms. Marcinko. The Borough shares 

its garbage services with Pittsburg, saving the residents enormous amounts of money. Also, fire 

services have been expanded, and Wilkinsburg has joined forces with Pittsburg in this area. She 

was the key to ensuring that this very difficult and laborious process was successfully completed. 

Some Council members may have a different opinion of Ms. Marcinko than Ms. Evans. 

However, those opinions would have nothing to do with her job performance, only politics. 

To the best of Ms. Evan’s knowledge, Ms. Marcinko has not been involved in any type of 

controversy. She is not aware of anything in her background that would cause embarrassment to 

a future employer. If Ms. Marcinko does leave, she will be sorely missed. 


 

 

 

 

 

 

Loyal, 

Diligent, 

Committed, 

Intelligent, 

Strong, and 

Good sense of humor. 

Strengths: 

Has a vast amount of knowledge in government, and is a top notch professional. 

Weaknesses: Ms. Marcinko focuses on accomplishing her tasks and is not the type of person to 

be out and about in the community. She leaves that task to her elected officials. 

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TAB 7 

Jerry Andree – Township Manager, Cranberry Township, PA 724-776-4806 

Mr. Andree first met Ms. Marcinko when she came to Zelienople in 1994. He was a Manager in 

a neighboring municipality, and they got to know each other quite well through several joint 

ventures. They continue to maintain a collegial relationship. 

Ms. Marcinko’s job performance has been nothing short of outstanding. She has a good grasp on 

the bigger issues and deals with them effectively. Her leadership skills are exceptional, and she 

was the person who reached out to him and other managers for the purpose of collaboration. 

Ms. Marcinko’s had excellent relationships with her elected officials in Zelienople. Mr. Andree 

has helped out Wilkinsburg a few times and, although the Council can be challenging, she does a 

fine job working with them. The only time he ever saw her experience difficulties occurred 

during her tenure in Penn Hills, and the problems she had to face only arose because Penn Hills 

had a very bad political environment that would have been hard for anyone handle. Since he has 

known her, she has only demonstrated respect and support for her elected officials. 

Other strengths Ms. Marcinko exudes include her technical communication skills. She is 

approachable and friendly. She is aware of the resources available in her community and uses 

them to ensure success for her municipality and the citizens as a whole. 

Ms. Marcinko definitely has experience interacting with members of the public and is a seasoned 

professional when dealing with residents. Because Zelienople is a small town she was on the 

frontline, out and about in the community. She developed wonderful rapport with the residents. 

However, Wilkinsburg is another story altogether. It has a very diverse community in which 

race often plays a major part in every issue. Even with this diversity and occasionally strained 

community relationships, the residents trust her and respect her at the end of the day. She 

delivers nothing less than the best customer service and is driven by her ambition to serve others. 

In Wilkinsburg, problems are and will continue to be significant. Ms. Marcinko keeps working 

steadily, even with a divided Council, and still manages to resolve issues. Problem solving is 

definitely her forte. In fact, she was recruited to Penn Hills primarily because of her amazing 

problem solving skills. 

When making decisions, Ms. Marcinko is equally skilled. Mr. Andree has never witnessed her 

make a bad decision. She is very inclusive, methodical, and thoughtful in her decision making 

process. She also has a way of making sure that any beneficial decisions are credited to the 

Council members so that they are seen in a positive light. 

To endure in Wilkinsburg one must be innovative. Without innovation the Borough would not 

survive, especially financially. Ms. Marcinko has successfully developed creative solutions to 

help the Borough save money and become more effective and efficient in its operations. One 

example was how she helped consolidate several services with the City of Pittsburg, resulting in 

major financial savings for her community. 

Mr. Andree is not aware of any events or issues involving Ms. Marcinko that would be construed 

as controversial or embarrassing. Any organization that hires her will not be disappointed. He 

would absolutely hire her, if given the opportunity. 

Page 30 of 76



TAB 7 


 

 

 

 

 

Quiet leader, 

Trustworthy, 

Loyal, 

Respectful, and 

Modest in her accomplishments. 

Strengths: 

Exceptional collaborator and very innovative. 

Weaknesses: Ms. Marcinko tends to have blind faith in others and believes that people come 

forward with a clean slate. Unfortunately, some may consider this quality a 

weakness and think that she is naïve. 

Prepared by: 

Lynelle Klein and Heather Linares, 


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Marla Marcinko 


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Pittsburgh Post Gazette.com 

July 11, 2012 10:14 pm 

Wilkinsburg Council OKs county grants to cut blight 

By Pamela E. Walck / Pittsburgh Post-Gazette 

Wilkinsburg Borough Council unanimously approved Wednesday night grant applications, that 

if funded, would assist the community in its ongoing battle against blight and abandoned 

properties. 

Part of an Allegheny County Community Development grants package seeking more than 

$853,000, Wilkinsburg officials hope to reconstruct streets, make aesthetic improvements to a 

retaining wall along Ardmore Boulevard and demolish some 39 dilapidated buildings across the 

borough. "In the future, I wish we could focus on one street at a time," said Councilwoman 

Pamela Macklin, prior to voting. "If we are ever to stop the constant slide, we need to stop 

selecting houses so randomly." 

But Council President Jason Cohn countered that despite appearances, there was a method to the 

selection process for the $280,000 grant application -- namely, dilapidated properties that 

appeared to be most dangerous to residents. "Sadly, we can't even get all the ones that are 

currently endangering our residents," Mr. Cohn said, adding that the borough's code office was 

consulted in the process for selecting which abandoned homes to hopefully demolish. 

Wilkinsburg officials are also seeking $133,000 to repair three borough streets, including South 

Avenue, from Trenton Avenue to Peebles Street; Hill Avenue from Coal Street to Swissvale 

Avenue; and Rebecca Avenue, from Wood to Mulberry streets. 

Borough Manager Marla Marcinko said borough officials won't know whether their 

applications to the county were successful until early 2013. 

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Pittsburgh Tribune-Review (PA) 

March 15, 2012 

Turtle Creek Valley COG: Board will take up contractors’ appeals 

Author: Tory N. Parrish 

Municipalities finding it difficult to fill seats on little-used construction code appeals boards are 

joining forces to create boards that several towns can use, officials say. Communities that opt to 

enforce the state's Uniform Construction Code must have boards to hear appeals of building 

plans denied by the towns under the UCC, said Roland Hall, a regional manager of government 

relations in the Washington, D.C. based International Code Council's Philadelphia office. 

Board members must have experience related to the building industry, in such fields as 

architecture, engineering, real estate and construction, but sometimes municipalities have a hard 

time filling those positions, they said. 

The Turtle Creek Valley Council of Governments, whose 20 members include Wilkins and 

Wilkinsburg, is following the path of other COGs in Pennsylvania by forming a UCC appeals 

board that its members can use. 

The Turtle Creek Valley COG's appeals board will have five seats and should be set up by June, 

said Amanda Settelmaier, executive director of the COG. 

At a board of commissioners meeting Monday, Wilkins, which does not have its own appeals 

board, approved advertising an ordinance to agree to use the Turtle Creek COG appeals board. 

Wilkinsburg Council was to vote Wednesday to advertise an ordinance to participate because the 

borough doesn't have a board, Manager Marla Marcinko said. 

The UCC, which sets rules for construction materials, structural requirements, fire protection and 

energy conservation, became effective in 2004. The intent was to encourage standard 

construction rules. 

In 2004, the Quaker Valley Council of Governments formed a three-member appeals board in 

which 12 of its 14 member municipalities participate, Executive Director John Jakiela said. The 

board, however, has heard only three appeals, he said. 

Since 2004, the North Hills Council of Governments' five-member UCC appeals board has heard 

an appeal in McCandless and one in Shaler, said Roller, who said 13 of 19 member 

municipalities have agreed to use the joint board. 

In about 5 years, there has only been one appeal in Wilkinsburg, Marcinko said, which was 

heard by Plum's board. 

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Targeted News Service (USA) 

March 21, 2011 

City and Wilkinsburg Reach Historic, Cost-Saving Agreement on Fire Merger 

Dateline: PITTSBURGH 

PITTSBURGH, March 21 -- The city of Pittsburgh issued the following news release: 

Mayor Luke Ravenstahl announced today that the City of Pittsburgh and the Borough of 

Wilkinsburg have reached an Intergovernmental Agreement (IGA) on the terms of the 

Pittsburgh-Wilkinsburg Fire Bureau merger. The agreement outlines all of the operational and 

financial details of the cost-cutting and response improving merger and will be introduced to 

Pittsburgh City Council tomorrow morning. 

'I believe this merger will be looked at as the state-wide model for efficient and effective 

consolidation,' Ravenstahl said. 'At no cost to City taxpayers, this merger will save the residents 

of Wilkinsburg hundreds of thousands of dollars annually while improving their fire protection.' 

In February of 2010, the City and Wilkinsburg embarked on the negotiation of such a merger, 

recognizing the cost-savings and service benefits to residents. A working group led by Public 

Safety Director Michael Huss was formed and met bi-monthly in order to tackle the legal, 

financial, and operational obstacles of such a merger. 

'This merger will not only provide better fire protection to Wilkinsburg residents, but save 

borough taxpayers more than $600,000 dollars on its annual $2.2 million budget for fire service,' 

said Wilkinsburg Borough Manager Marla Marcinko. 

The execution of the IGA agreement required cooperation between two municipalities, the state 

general assembly, the City's IGA and Act 47 teams, and two firefighter unions. Last fall, the 

Governor signed Senate Bill 918 which will allow the City to hire Wilkinsburg firefighters with 

appropriate service and pension benefits. The passage of the bill was a critical step in allowing 

the merger to move forward. 

'In my 20-years of experience in public safety, I've looked at the benefits of many possible 

mergers and consolidations,' said Public Safety Director Michael Huss. 'Merging Wilkinsburg's 

fire department with the City's didn't just make financial sense, it made operational sense and all 

parties were committed to ironing out the details and getting this deal done.' 

Under the IGA, 24 Wilkinsburg firefighters will become PBF firefighters pending Pittsburgh 

City Council approval of the IGA. Wilkinsburg City Council approved the IGA during their 

March 16th meeting. Wilkinsburg firefighters have already completed emergency medical 

technician certification, and PBF fire operations and procedure training. They will have 12- 

months from the start of employment to obtain City residency. In addition, they will carry over 

54 percent of their time for purposes of pension vesting and benefits, and will enter the City's 

pension fund at a 100 percent funding level. 

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Wilkinsburg Councilman Jason Cohn, and member of the merger's working group commented, 

'Wilkinsburg residents will be benefitting greatly in public safety and financially from this 

landmark agreement. The City of Pittsburgh is getting an outstanding group of employees that 

will serve their residents as they have ours, with professionalism and skill.' 

The City's expenses will be covered through annual reimbursements, and the PBF will gain a fire 

station, increasing the City's public safety response capacity. The current Wilkinsburg fire station 

will become PBF Engine Company No. 16 and will be dispatched to calls in both Pittsburgh and 

Wilkinsburg. Currently eight on-duty firefighters respond to a structure fire in the Borough 

versus the 23 firefighters that respond to a City fire. The improved response under the merger 

will allow Wilkinsburg to meet the National Fire Protection Agency's standards for safe and 

efficient fire ground operations. In addition, the PBF will provide emergency management to the 

borough including: hazardous materials response; vehicle and technical rescue services; and fire 

prevention and education. 

Due to the population density of the Wilkinsburg Borough and high amount of structure fires, the 

PBF often responds to calls for mutual aid. 

'Residents deserve and demand quick public safety responses and professional fire protection,' 

Ravenstahl said. 'Operationally, our fire bureau was often called out to structure fires in 

Wilkinsburg. Now, the City will be getting paid for it, Wilkinsburg will save money, and 

residents will be safer. This is what we call a win-win.' 

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McClatchy-Tribune Regional News (USA) 

May 27, 2010 

Energy auction cuts $1 million off electric bills 

Author: Adam Brandolph, The Pittsburgh Tribune-Review 

May 27 Government officials spent a few hours shopping online Wednesday in an eBay-style 

auction for energy. 

Ten entities, including the city of Pittsburgh, saved a combined $1.03 million over three years on 

electric bills. They pooled their annual need for 30 million kilowatt hours of electricity as three 

suppliers Duquesne Light Energy, First Energy and Direct Energy bid against each other. 

Duquesne Light was the lowest bidder at 6.54 cents per kilowatt hour, more than a penny less 

than the 7.75 cents it charges each agency directly. The agreement, which takes effect in June, 

includes a guarantee that 10 percent of the power will come from renewable sources. 

"Anytime we see savings, it's a good thing," said City Controller Michael Lamb. 

Pittsburgh spends about $5 million a year on electricity. The city will save about $170,000 a year 

under the 35-month contract, which includes 131 midsized buildings such as fire and police 

stations and public works facilities. 

"I am more than happy with our results," said Jim Sloss, city energy and utilities manager. 

"We're seeing some nice savings, locking in some long-term rates." 

Wexford-based Co-exprise Inc., which handled the transaction, will receive a fraction of a cent 

for each kilowatt hour the city uses, Sloss said. 

Pittsburgh was joined by its Parking Authority, Water & Sewer Authority, East McKeesport, 

Edgewood, Edgeworth, Millvale, Wilkinsburg, Wilmerding and the Steel Valley Council of 

Governments. 

Wilkinsburg Manager Marla Marcinko said the borough will save $7,600 a year under the 

contract. 

"I wish we could do this every day," Marcinko said. "Every little bit helps." 

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March 25, 2010 

Wilkinsburg enters flood insurance program 

Author: Deborah M. Todd, Pittsburgh Post-Gazette 

Mar. 25 Wilkinsburg residents who got little financial help following severe flooding in June 

may soon be eligible for relief from a future deluge. 

Council approved the borough's application into the Federal Emergency Management 

Association's Flood Insurance Program at its legislative meeting March 17. 

The borough, which is not in a flood plain, experienced heavy flooding during severe storms in 

June. Some residents experienced basement flooding from moderate rains. 

"There were a number of council members who received phone calls from residents who 

attempted to purchase flood insurance and couldn't unless the borough enrolled in the program," 

said manager Marla Marcinko. 

She said residents of Montier Street, West Street and parts of Lamar Avenue sustained the 

heaviest flood damage last year, mostly in basements. There also was about $80,000 in damage 

to borough-owned facilities. 

Council vice president Jason Cohn said the borough should receive a response regarding the 

application in a few months. 

In other news, council established committees and their chairs on March 3. 

Mr. Cohn was named chair of the finance committee and will serve with council members 

Pamela Macklin and Michael Lefebvre. 

Ms. Macklin is chair of the capital planning committee, serving with Mr. Lefebvre and 

councilwoman Barbara Ervin. 

Mr. Lefebvre was named public safety chair to serve with Mr. Cohn and councilwoman Vanessa 

McCarthy-Johnson. 

And councilwoman Paige Trice will head the personnel committee, working with council 

members Carl Lewis and Tracey Evans. 

The meetings are all advertised in advance and conducted before the general public and other 

members of council. Last year's committee meetings were closed to the public and to council 

members who weren't part of the committee. Council approved a motion opening the meetings 

and advertising them to the public in February. 

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No tax rate increase in proposed 2010 budget in Wilkinsburg 


Dec. 3 Wilkinsburg's proposed 2010 budget would spare residents a tax rate increase, but 

dramatically decrease a fund balance that stood at millions of dollars a few years ago. With 

$11,134,122 in projected expenditures and a little more than $10 million in revenues, the 

borough plans to use an estimated $1,130,279 fund balance from this year to make up the 

difference. Councilwoman Denise Edwards said the balance was about $2 million in 2007. 

"Ideally, we want to have a balanced budget, but we want to prevent a tax increase," said Council 

Vice President Jason Cohn. Mr. Cohn, Ms. Edwards and council President Eugenia Moore 

discussed recent amendments made during a sparsely attended final budget meeting on Tuesday. 

Manager Marla Marcinko presented a seven-page list of adjustments made to reduce 

expenditures and increase the bottom line, including wage freezes for nonunion employees, a 

reduction of anticipated health care increases, the elimination of a public works foreman post and 

a temporary halt on new hires. 

The borough also will attempt to collect $40,000 in delinquent taxes from 12 properties 

recommended for sheriff's sale. In another attempt to raise revenues, Ms. Marcinko presented a 

plan for the borough to reach out to nonprofit organizations in the area to request donations in 

lieu of taxes. The manager's office calculated an estimated $59 million in tax-exempt property in 

the borough, which would bring the borough about $826,000 if taxed. 

Ms. Marcinko said that if the borough sends letters to all nonprofit entities in the area and 

collects even a small percentage of the projected tax burden, it could receive an estimated 

$30,000. Mr. Cohn called the figure optimistic but encouraged Ms. Marcinko to include a 

synopsis of the borough's financial condition in the letters. 

Ms. Edwards said she would not vote to pass the budget in its current condition because it 

depletes the fund balance. "We don't begin getting revenues from real estate taxes until the 

spring," she said. "We need the fund balance to cover that." Ms. Edwards questioned 

expenditures in the police department, particularly the hiring of seven detectives, and whether 

cuts made to the public works department would affect service. 

She also said she believed that a new policy that closes committee meetings to the public 

prevented the budget process from being as transparent and successful as it ultimately could have 

been. "The finance committee meetings were closed to the public, and I've been unable to attend 

because they're 2 in the afternoon or 9:30 in the morning," she said. "It locks out the public, and 

it locks out members of council." Council will vote on the proposed budget at its Dec. 16 

meeting. 

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Pittsburgh Post-Gazette (PA) 


WILKINSBURG COUNCIL DIVIDED OVER VOTE TO FIRE MANAGER 


After a vote last week to fire Wilkinsburg's municipal manager was rendered null and void, some 

council members are saying the vote was necessary while others are describing it as politically 

motivated. 

Council voted 4-3 on Sept. 2 to fire Manager Marla Marcinko. Councilwomen Vanessa 

McCarthy-Johnson and Barbara Nicholas were not present for the vote. Borough Solicitor Pat 

McGrail, however, informed council members the next day that a full council vote is required to 

terminate a manager. 

Councilman Carl Lewis said he introduced the motion because Ms. Marcinko does not have 

good working relationships with residents or members of council. "I've gotten calls from a 

number of residents who feel she's been nonresponsive or has treated them rudely when she 

responds," he said. "She picks and chooses which council members she wants to interact with." 

Councilwoman Denise Edwards said Ms. Marcinko has shown a preference for certain 

neighborhoods in Wilkinsburg and works to divert the borough's resources to those areas. 

She said Ms. Marcinko told Carnegie Mellon University that Hamnett Place and Regent Square, 

sections of the borough adjacent to Pittsburgh's Regent Square, were the best neighborhoods to 

spur development and released a demolition list heavily featuring properties in those areas. "To 

only focus on two neighborhoods and completely ignore an entire ward, that hurts the residents," 

Ms. Edwards said. 

Ms. Marcinko said she hadn't heard any of the complaints leveled against her until now, and she 

would have worked to resolve the issue if council members had spoken to her before voting for 

her ouster. 

"I think it's very unfortunate because it was extremely hasty," Ms. Marcinko said of the vote. 

"What should have been done -- if [the vote] was truly performance-related and the intention was 

to improve performance -- they could have come to talk it over." 

Ms. Marcinko also denied steering services to specific neighborhoods. She said she made 

recommendations to Carnegie Mellon based on the Wilkinsburg Neighborhood Transformative 

Initiative, which was created before she became manager. She also said that the borough 

engineer is responsible for creating demolition lists, not her. 

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Council President Eugenia Moore, Vice President Jason Cohn and Tracey Evans voted against 

firing Ms. Marcinko. Mr. Cohn said borough operations have been running more smoothly than 

ever since Ms. Marcinko took the helm, and there is no legitimate reason to fire her. 

Mr. Cohn wrote in an e-mail: "Ms. Marcinko is the best manager we've had in over a decade, 

maybe longer, and Wilkinsburg is unlikely to find someone of her caliber again. It's taken the 

last three years to build a strong management team, which is what the residents have said they 

wanted for years. It would be terribly irresponsible to dismantle it with no thought or 

discussion." 

Ms. McCarthy-Johnson, who left the meeting before the final vote to care for a sick child, said 

she believes the vote was an attempt by council members to exert greater control over the 

manager's office. "Several council people were so used to being able to micromanage the 

borough offices under previous managers, it's difficult for them. They have no control over [Ms. 

Marcinko]," Ms. McCarthy-Johnson said. 

She also said she thought Mr. Lewis waited until she left to introduce the motion because he 

knew it would fail with her vote. 

Mr. Lewis said he has no desire to control the manager's office, and he made the motion during 

new business because it was the appropriate time. He also said "only a stupid person would raise 

a vote if they don't know if they have the votes to win." 

Mr. Lewis said the solicitor's interpretation of the borough code was incorrect and the firing 

should stand, but he is willing to put the motion up for vote again. "I will raise that motion at 

every single council meeting until it passes," he said. 

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April 16, 2009 

Managers parading through Penn Hills 

Author: Tony LaRussa 

John Brennan said he doesn't know any of the three people who followed him as Penn Hills 

manager after he was fired in March 2004. But he's not surprised they didn't last long. 

"Penn Hills has always been politically volatile, and it's usually the manager that ultimately 

pays," said Brennan, 59. 

Each of Brennan's successors said interference from council members made it impossible for 

them to effectively manage the day-to-day operations of Allegheny County's second-largest 

municipality. 

"I felt there was no point in continuing to work in Penn Hills if they weren't going to let me do 

my job," said Peter Colangelo, 71, of Monroeville, who resigned in June 2005 after four months 

on the job. "I was really excited about that job. I found a number of areas I thought could be 

improved or where a significant amount of money could be saved." 

Colangelo said his resignation was a "mutual decision" between him and council. His successor, 

Marla Marcinko, described her resignation as mutual, and for some of the same reasons that 

Colangelo cited. Marcinko declined to elaborate on her experiences working in Penn Hills. 

Marcinko was followed by Terry Van Horne, who was fired after 18 months. He refused a 

request by the mayor and deputy mayor that he quit. 

Van Horne said council members regularly ignored the municipality's home rule charter by 

dealing directly with department heads instead of going through the manager. "With so many 

people in and out of the manager's chair in such a short time, it's pretty clear (elected officials) 

aren't satisfied with setting policy and then letting people do their jobs," he said. 

Deputy Mayor Sara Kuhn, who has accepted the resignations of two managers and voted to fire 

another since taking office in November 2005, said council has a responsibility to replace underperforming 

employees. "We answer to the voters," Kuhn said. "It might not be the popular thing 

to do, but if we have to go through 10 managers to find someone who can do the job right, then 

that's what we'll do." Kuhn said the previous managers failed to: 

• Present council with accurate annual budgets. 

• Develop employee policy and procedure manuals that provide clearly defined job 

descriptions, goals and evaluations. 

• Follow through on projects and assignments. 

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• Respond to requests for help or information from residents. 

Van Horne called the reasons behind his dismissal "excuses," noting that he received raises that 

increased his salary from $88,000 to $93,000 during his 18 months on the job. "It's been my 

experience that you don't usually get raises if you're doing a terrible job," said Van Horne, 62, 

who described the work environment as "radioactive." 

Mayor Anthony DeLuca Jr. said he is in no particular hurry to find a permanent replacement for 

Van Horne. Mohammed F. Rayan, the municipality's public works director, has been serving as 

interim manager. Rayan, 47, has a degree in civil engineering and has worked for the 

municipality since 1999. "Mo lives here, so he's already invested in the community, and there 

won't be an issue with complying with the residency requirement, which has been a problem in 

the past," DeLuca said. "I'd like to give him a chance to see how he does." 

DeLuca and Kuhn said Van Horne's failure to move to Penn Hills contributed to their decision to 

fire him. 

Rick Schuettler, managing director of the Association for Pennsylvania Municipal Management, 

said the turnover rate could make it difficult to attract candidates if Penn Hills decides to hire 

someone other than Rayan. "I think some people will certainly stop and take a long hard look 

and question whether they are getting in the middle of a volatile situation," Schuettler said. 

DeLuca said he believes what's most important is having someone committed to improving the 

municipality of more than 44,000 people. "We (council) want to change the direction this 

community is headed," DeLuca said. "To do that, we have to have a manager who can prioritize 

the things to make that happen. We just haven't found that person yet." 

Exodus 

Penn Hills Council has fired or accepted the resignations of four managers since March 2004. 

Here's a look at their backgrounds: 

• John Brennan has a degree in urban management and policy studies from the University 

of Pittsburgh and spent 30 years with the municipality, working his way up from laborer 

to manager. He lasted eight years as manager, fired 2.5 months after Mayor Anthony 

DeLuca Jr. took office in 2004. 

• Peter Colangelo has a degree in civil engineering and had 43 years of federal and state 

government experience, including running the state Fish and Boat Commission, when he 

became manager. He resigned after four months. 

• Marla Marcinko has a master's degree in public administration from San Diego State 

University and more than 20 years of experience in municipal government. She resigned 

after 18 months. 

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• Terry Van Horne is a former Arnold councilman, 20-year veteran of the state House and 

an attorney specializing in municipal government. He was fired in January after 18 

months, refusing a request from Kuhn and DeLuca that he quit. 

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April 9, 2009 

WILKINSBURG TAKES HOLISTIC APPROACH TO ITS FUTURE 

Author: Moriah Balingit, Pittsburgh Post-Gazette 

Wilkinsburg is in the process of formulating a plan that could shape the borough's development 

for the next decade. 

The Wilkinsburg Plan is unprecedented in that it would incorporate a traditional comprehensive 

plan -- guidelines for future community facilities, development and transportation -- with 

recommendations for financial management and guidelines for the development of the business 

district along Penn Avenue and on Wood Street. 

Borough Manager Marla Marcinko said the plan is more holistic than a traditional 

comprehensive plan and the financial management portion will help ensure that the borough will 

be in a position to implement other parts of the plan. 

"We included the financial component with it to make sure that we would be able to implement 

each of the recommendations that come out of each of the components," she said. 

But Vanessa McCarthy-Johnson, a borough council member, said the plan has the potential to 

reshape Wilkinsburg from the ground up, and not just economically. 

She hopes the mere process of formulating the plan will bridge the divide between the "haves 

and the have-nots" in the community. It's something she's already observed in planning meetings. 

"The community has become greatly divided," she said. "I think this is an opportunity to bring 

people together, to make it more cohesive." 

At a meeting Tuesday night, she and other residents broke out into small groups and discussed 

everything from the community's bad rap to the impact of blight. 

They developed suggestions for educating residents about the impact of blight and litter and to 

being in better touch with the media to advertise some of the community's development sucesses. 

Ms. McCarthy-Johnson said she would like to see more green and sustainable development, such 

as buildings with green roofs and turning vacant lots into community gardens. 

Green development could be the gateway to niche development and could serve as a way to 

attract people into the community, she said. 

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The borough is contracting with consultant Delta Development to facilitate the plan's creation. 

Consultant Dan Santoro said comprehensive plans help local governments develop more longrange 

visions of where their community is headed. 

"The challenge of local government everywhere is we are so focused on providing the day-today 

needs of our community ... that we leave little time for what are we trying to achieve next 

year, five years out, 10 years out," he added. 

Community members will have the opportunity to give their input at the following meetings: 

Next Thursday at 6:30 p.m. at Turner Elementary School, 1833 Laketon Road, 

Wilkinsburg. 

April 17 at 6:30 p.m. in the Mifflin Avenue United Methodist Church gym, 905 Mifflin 

Ave., Pittsburgh. 

April 22 at 6:30 p.m. at Blackridge Civic Center, 1020 Beulah Road, Churchill. 

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COUNCIL COMMITTEE MEETINGS REVISED 

Author: Deborah M. Todd Pittsburgh Post-Gazette 

Wilkinsburg Council has restructured its committee meetings and will not advertise them in the 

future. 

The decision was announced during a reorganization meeting Jan. 7. Three council members 

each were assigned to the finance, personnel, public safety, parks and recreation, economic 

development and infrastructure committees. 

Council president Eugenia Moore said members at previous meetings "micromanaged" different 

departments. The changes were intended to make committee meetings run more smoothly. 

"I always wanted to make meetings more effective," she said. "I want meetings to look at longterm 

plans for the borough." 

The meetings will allow committee members to discuss pressing issues without any votes being 

taken at the time. The meetings do not have to be advertised to the public because committees 

are prohibited from taking any actions, unless they are in a public meeting with a quorum of 

council members in attendance. 

"The previous structure of the meetings was ineffective in the fact that with meetings being 

advertised, any number of council members could come and a quorum of council can take 

action," said Marla Marcinko, borough manager. "So there was the possibility for committees 

to take action outside of the full competence of council." 

Ms. Moore and Ms. Marcinko say the new structure of the meetings will not keep residents 

from hearing what the committees have planned. Committees, with the exception of the 

personnel committee, must report their discussions during planning sessions before council. 

There are also two public meetings per month where residents are able to comment. 

Ms. Marcinko said residents can call her directly about specific concerns and she would forward 

them to the correct department. 

"The public is by no means being shut out of anything that's going on in the borough," Ms. 

Moore said. 

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Knight-Ridder/Tribune Business News 

April 17, 2007 

Penn Hills replaces municipal manager 

Author: Tony LaRussa, The Pittsburgh Tribune-Review 

Apr. 17 Penn Hills council hired its fourth municipal manager in four years on Monday. 

Council chose Joe Catanese, 52, of West Deer, to fill the post after accepting the resignation of 

manager Marla Marcinko, who held the job since August 2005. 

"Working as a municipal manager is something I've thought about for a number of years," 

Catanese said when reached by phone. "I'm very excited about going to work for Penn Hills and 

look forward to working with the people there." 

Catanese, who has been Allegheny County Council's chief of staff since April 2000, will be paid 

$88,000 a year. His salary with the county is $74,200. He will be required to move to Penn Hills 

within a year. 

Catanese is a member of the Deer Lakes School Board, a post he will have to resign to meet the 

municipality's prohibition against employees serving as elected officials. His term runs through 

the end of the year, and he is not seeking re-election. 

Ed Schrecengost, the municipality's finance director, will serve as acting manager until Catanese 

begins work May 1. 

The vote to hire Catanese was 4-0, with Councilwoman Yvonne Lamanna abstaining. The 

surprise action by council raised concerns among a number of residents attending the meeting. 

"I'm very concerned that this municipality loses a manager, and in a very short time you are 

prepared to announce a new manager," said Don Sanker. "When did you have the time to 

interview anybody? How long has this been going on? Something is radically wrong with that 

time frame." 

Council did not interview any other candidates, said Mayor Anthony DeLuca Jr. Catanese was a 

runner-up when Marcinko was hired. 

Marcinko declined comment on her resignation when reached by phone last night. Officials did 

not disclose the details of the severance package she will be receiving. 

Marcinko replaced Peter Colangelo, who resigned in June 2005 for personal reasons after four 

months on the job. 

Colangelo had replaced John Brennan, who was fired in January 2004 after eight years as 

manager. Penn Hills hired Brennan after firing longtime manager Harry McIndoe. 

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March 8, 2007 

Officials at odds over library 'accessory' 


Mar. 8 Penn Hills officials are considering whether to nix the proposed amphitheater from the 

library being built along Aster Road to make up for costly overruns when the site was being 

prepared during the early stages of the project. 

Councilwoman Sara Kuhn said she had "serious concerns" about paying for the library because 

an additional $400,000 was needed to stabilize the ground for construction shortly after 

excavation work began in early April to clear the heavily wooded land at corner of Saltsburg and 

Stotler roads. 

In jeopardy is an outdoor amphitheater with a covered stage and seating for 200 to 300 people. A 

walkway connecting the library to nearby Linton Middle School is planned, too. The 

amphitheater and walkway are estimated to cost about $140,000. "The library building is what 

we are obligated to," Kuhn said. "I cannot, in good conscience, vote for an accessory, no matter 

what it might be." 

Howard Davidson, the municipality's planning director, said the original budget for the library 

project contained sufficient contingency money to cover unanticipated problems costs. 

"We don't need to cut money out of the budget; we have enough to cover the contracts. It's 

already in the capital budget," said Davidson. Davidson advised against eliminating the 

amphitheater because it will be one of the few features with the potential to generate income 

through rentals. 

Municipal manager Marla Marcinko said more than $6.28 million was budgeted for the library 

project. But a combination of lower bids than were originally anticipated and cost containment 

has resulted in a total estimated cost for completion of the work at about $6.13 million. 

Marcinko said the actual cost for soil stabilization work during excavation was about $257,000, 

not $400,000. 

Kuhn was incensed when she learned that even if council decided to axe the amphitheater 

project, the municipality would likely only get back a portion of the money because the 

contractor has been paid $73,000. "How on earth did that happen when for months we've been 

discussing whether to take the amphitheater in or out?" Kuhn said. 

Marcinko said while some work may have been done on the site, the bulk of the $73,000 was 

spent on materials. "It is very, very common that as soon as contracts are awarded particularly 

on large projects where there are substantial lead times involved contractors will order materials 

as soon as possible," Marcinko said. 

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Budget would increase sewerage rates 


Dec. 28 Penn Hills residents will see their sewerage rates increase nearly 30 percent in 2007 

under a spending plan to be voted on by council Friday. Real estate taxes will not change under 

the $49 million budget as it now stands. If that budget is approved Friday, residential sewerage 

rates will go from $6.50 per thousand gallons to $8.38 per thousand next year, an increase of 

$1.88, or 28.9 percent. Commercial sewerage rates will increase from $7.25 per thousand 

gallons to $9.13, for a 25.9 percent increase. The municipality's 4.6-mill real estate tax will 

remain unchanged. At the current rate, the owner of a property valued at $100,000 pays $460 a 

year in municipal real estate tax. 

Municipal Manager Marla Marcinko said the increase in the sewerage rates reflects the 

cumulative increases the Allegheny County Sanitary Authority has imposed since 1998, the last 

time the rate was raised in Penn Hills. 

"For all intents and purposes, the municipality has been using money from the general fund to 

subsidize the increases we've received from Alcosan," Marcinko said. "Last year I suggested we 

move away from subsidizing those increases, and our engineer this year supported that 

recommendation." 

At the current rate for sewage treatment, the quarterly bill for typical residential customers using 

between 12,000 and 15,000 is between $78 and $98. Under the new rate, those customers' bills 

will increase to between $100.56 and $125.70 per quarter. 

Marcinko called next year's budget "fiscally responsible" and one that maintains the current 

level of services. However, she cautioned that the municipality faces uncertain financial times 

because of its declining and aging population and stagnant business growth. "Like many other 

communities in Allegheny County, we're moving into a new era that will require us to do more 

with less," she said. 

Marcinko said she still is considering a number of suggestions from council on how to reduce 

spending and will include some of them when the budget is presented for consideration 

tomorrow at 4 p.m. in council chambers. 

Planned spending on major capital projects includes: 

$4.19 million for the new library, currently under construction 

More than $6.19 million for sewerage projects 

Nearly $1.13 million for street improvements 

About $884,550 for storm water management and improvements 

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More than $246,000 for parks 

Trib Total Media 

August 23, 2006 

Manager meets requirement on residency; Marcinko purchases Crescent Hills home 

by Vera Miller Staff Writer 

The Penn Hills municipal manager has fulfilled the residency requirement for her position by 

purchasing a house in the Crescent Hills neighborhood. 

Marla Marcinko closed on the house sale on Aug. 11, but she is still cleaning the previously 

vacant house so she can move in, she said. 

Marcinko is not sure whether she will sell the house she owns in Beaver County or keep it. She 

looks forward to moving into her Penn Hills house. 

The manager has completed her first year in the position, which she started on Aug. 15, 2005. 

Her deadline for residency was Aug. 15, 2006. 

Most Penn Hills Council members are pleased with the work Marcinko has done in the past 

year. 

Mayor Anthony DeLuca Jr. said Marcinko has proven to be an excellent choice. 

"A lot of people didn't think she could do the job," he said. "She has proven to the naysayers she 

can. She has done a great job in the past year." 

DeLuca Jr. is pleased with several changes Marcinko has made, such as the new policy 

restricting use of municipal vehicles. 

She is working on an evaluation system for employees so they will know what is expected of 

them and how they are performing, he said. 

Marcinko's efforts to collect more delinquent sewer fees also have been appreciated, DeLuca Jr. 

said. 

He believes residents will see Marcinko become more involved in the community and attend 

more events. 

Councilman J. LaVon Kinc-aid said he always was confident Marcinko would fulfill the 

residency requirement after he interviewed her for the job. 

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"I have been very im-pressed with Marla's ability to come in and take the reins to move Penn 

Hills forward," Kincaid said. 

The fact that Marcinko now owns homes in Beaver County and Penn Hills doesn't concern 

Kincaid. 

"It is not uncommon to have more than one home," he said. "As long as she abides by the home 

rule charter, I have no concerns." 

Councilwoman Sara Kuhn is also pleased with the work Marcinko has done as municipal 

manager. 

She said Marcinko could have rented an apartment or purchased a house to fulfill the residency 

requirement. 

Councilwoman Yvonne Lamanna said she is happy Marcinko purchased a house. 

"I am glad to see the manager is complying with the charter, which requires her to be a resident," 

she said. "I would hope Ms. Marcinko registers to vote here, pays her wage taxes here and does 

what constitutes a true resident of Penn Hills." 

She believes Marcinko will perform well in her job as long she is autonomous and doesn't have 

outside interference. 

Marcinko said she is pleased to have a good environment to serve as manager. 

"I am blessed to have a very involved and concerned council and an experienced staff." 

In her first year, her goal was to absorb information about Penn Hills like a sponge and provide 

consistency, guidance and structure as an administrator. 

Now, she looks forward to increasing delinquent sewer fee collections and making the 2007 

budget more understandable for residents. Marcinko hopes to give council a preliminary budget 

in October. 

Councilwoman Debra Costa could not be reached for comment. 

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August 10, 2006 

NO HEADLINE 

Officials are so pleased with the success of this summer's sewer bill amnesty program that 

they've decided to extend it through September. 

Council voted Monday to extend the amnesty so customers who are behind can pay face value 

charges without penalties and interest. 

Municipal Manager Marla Marcinko said many of the more than 300 people who have come 

forward to sign up for the amnesty program, which began July 1, are those who are about 30 

days behind. 

The customers with larger balances have yet to come forward, so it's those people, as well as 

anyone with smaller accounts in arrears, who are being encouraged to sign up under the extended 

amnesty. The period will run now through Sept. 21. It was set to expire Aug. 20. 

Exact figures for receipts aren't available yet. Ms. Marcinko said those totals probably would be 

available this week. 

Realistically, the municipality expects to collect about $500,000 in delinquent sewer bills, about 

half of what is outstanding. 

With the extended amnesty period, officials plan to contact delinquent customers in person or by 

letter to explain the program and encourage them to sign up. 

After Sept. 21, all bets are off. Solicitor Bonnie Brimmeier said penalties and liens would return. 

Page 54 of 76




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Penn Hills reserves take a hit 

Author: Reid R. Frazier 

A large savings promised by Penn Hills council for 2005 will come up short because of pay 

raises and personnel decisions made by Manager Peter Colangelo before he left the job in June, 

municipal officials say. Council passed a budget in February cutting $250,000 in costs by 

eliminating four jobs and freezing administrative salaries at 2004 levels. 

But almost a year later, two of the four employees still are on the job, the finance director 

received a 9 percent raise after being offered another job and his staff received a 5 percent raise. 

All told, the municipality paid an extra $125,600 this year to employees it was supposed to lay 

off or whose salaries were to be frozen. 

Municipal officials blamed the extra costs on a revolving door in the manager's office. Five 

people have had the manager's position since January, including Colangelo, who was in the 

position from February to June. "We changed managers so many times," Councilman J-LaVon 

Kincaid said. "The discontinuity -- that's understandable from one person to another." 

Colangelo decided to keep two people whose jobs were eliminated by the 2005 budget. Council 

had voted in March to eliminate the positions of Tom O'Grady, assistant water pollution control 

director, and Nancy Jones, administrative assistant to the manager. Administrative secretary 

Kitty Macioce and Jack McCrory, assistant police chief, were laid off in April. Colangelo could 

not be reached for comment. 

Manager Marla Marcinko said the decision to keep Jones and O'Grady was based on "the need 

to maintain some semblance of order with qualified, experienced personnel." 

O'Grady, whose annual salary is $61,615, declined comment. He has been serving as acting 

director since May in place of director Jim Schaffer, who is on sick leave. Jones, whose salary is 

$53,688, could not be reached for comment. 

Colangelo approved a $6,300 pay raise for finance director Ed Schrecengost in April after he was 

offered a similar position near State College. "I told them I had another job offer, and this is 

what they gave me to stay," Schrecengost said. Schrecengost said he asked Colangelo to give 

the raises to his staff of four because they had put in long hours while the office was short-staffed 

for a year. Those raises added another $4,000 to the 2005 budget. 

The manager is allowed to make personnel decisions without bringing them before council as 

long as there is enough money in the budget from other areas, Marcinko said. Colangelo 

discussed all the decisions in executive session with council, municipal clerk Diane Fitzhenry 

said. 

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No tax increase next year 

Author: Judy Laurinatis, Pittsburgh Post-Gazette 

Penn Hills residents will have one more chance to comment on next year's proposed $34.7 

million budget, which carries no increase in the current 4.6-mill tax rate. 

The first budget hearing was held last week, and a second one is scheduled for 7 p.m. Dec. 14, at 

which Mayor Anthony DeLuca and council may vote on Manager Marla Marcinko's spending 

plan. 

While the budget contains no tax increase, residents did question some of the proposed wage 

increases for workers. Some raises, like those for union workers, range from 2 percent for water 

pollution control department employees to 3.5 percent for police. A 3.5 percent rate increase is 

being proposed for nearly all nonunion employees, management and nonmanagement, because 

of wage freezes last year. 

However, raises above 3.5 percent were recommended for three positions. Those include director 

of public safety and human resources director, two positions created this year, and administrative 

assistant to the manager. The latter two positions would be filled through promotions, and all 

three salaries would be above $50,000. 

Several factors made the across-the-board raises and a no-tax-increase budget possible. While 

revenue this year is expected to be below estimates by $693,000, estimated expenditures for the 

current fiscal year will likely be below budgeted estimates also, by about $956,000. The net 

savings will be $263,000. 

Three jobs were eliminated from the overall municipal payroll late this year, even though several 

new positions were created. The biggest change was in the police communications unit, which 

was disbanded when emergency dispatching was turned over to Allegheny County 911. Seven 

jobs were eliminated there, though five workers were absorbed into other police duties. 

Finally, Ms. Marcinko's budget proposes a lean $60,452 general fund balance at the end of the 

next fiscal year. This year's fund balance is expected to be around $1 million. 

Nevertheless, resident and former school board member Heather Hoolahan told council, 

"Remember, the median income in Penn Hills is $44,000." 

But Ms. Marcinko is also recommending that future raises for nonunion employees be tied to a 

performance evaluation system to be implemented for the future. This will "tie salary increases 

to merit," she said in her budget message. 

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Manager may suggest fee for garbage removal 


Free garbage removal in Penn Hills might soon be a thing of the past. 

Municipal manager Marla Marcinko said she is considering ways to pass along costs of garbage 

pickup to customers. The municipality currently pays $1.8 million per year to a hauler, which 

comes out of the municipal garbage fund. 

"The municipality provides or contributes many many services ... it's very difficult to cover all of 

those without increasing costs," Marcinko said. 

Garbage pick-up was singled out, along with the costs of street lighting and fire hydrants, as 

services the municipality "provides or substantially subsidizes" and which it might have to seek 

outside revenue for in Marcinko's budget message, released last week. 

Marcinko's message recommends that council consider assessing a charge for trash removal, 

which Penn Hills currently contracts with Greenridge Waste Services of Scottdale. 

Marcinko said she hasn't discussed the plan with council and had no firm plan worked out. 

Mayor Anthony DeLuca Jr. said he was not in favor of assessing a fee. 

"What happens if somebody doesn't pay, and it doesn't get picked up? It will just sit there and 

dogs will get into it," he said. 

Municipalities that don't provide garbage collection either assess a quarterly or yearly fee or let 

residents contract with a hauler. 

Pittsburgh and Monroeville provide garbage collection. Wilkinsburg charges residents $140 per 

year, while Plum charges $112 per year. 

Paying extra for garbage didn't sit well with some residents. 

"That's all we need," said Justine Masi, of Outlook Drive. "It would make me very unhappy, I'm 

an 83-year-old widow on a fixed income. I'm not a hardship case, but at the same time, I 

wouldn't like it." 

The plan wasn't popular with Alyce Rote, 83, of Veronica Drive. "That's just another bill I have 

to worry about," said Alyce Rote, 83, of Veronica Drive. "I struggle to pay my bills as it is, so I 

would not be looking forward to adding another bill to that." 

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Trib Total Media 

August 24, 2005 

Budget priority for new manager 

by Vera Miller Staff Writer 

The new municipal manager of Penn Hills has moved into the position ready to get the 2006 

budget process moving. 

Marla Marcinko is meeting with department directors this Friday, Aug. 26, to check the status 

of their budgets. She believes adoption of the 2006 budget in December is a realistic goal. 

Marcinko, who started on Aug. 15, brings 13 years of experience in local government 

management. She last served as the borough manager of Zelienople, where she worked for 11 

years. 

Her first position as a manager was in West Deer Township, which has 11,500 residents. 

Marcinko was happy working for Zelienople, a community with 4,100 residents, but she was 

looking for a change. 

"It was a very difficult to make the decision to leave Zelienople. I was in the community for 11 

and a half years and I knew everyone and everyone knew me," she said. "Being the manager of 

Penn Hills is an opportunity to meet new challenges and just have different experiences." 

Marcinko will soon tour the community with department directors to better know the 

community and learn the issues that need to be addressed. 

She is impressed with the years of service of many municipal employees. 

"The staff is very competent and dedicated," Marcinko says. "There is an impressive collective 

years of experience here. It is an incredible asset to the municipality." 

Her position in Penn Hills is much different from her two previous positions. Besides managing 

those communities, she was responsible for capital planning, finance, and human resources 

management. 

Her accomplishments in Zelienople include planning and implementing a $5 million water 

system improvements project and a $1 million municipal building renovation project and 

refinancing the borough's debt, which resulted in $500,000 of savings. 

In West Deer, she secured $600,000 in grants and loans to extend public water service to 

residents with contaminated private wells and developed a solid waste/recycling plan that 

resulted in the average household's bill decreasing by 15 percent. 

Page 58 of 76




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Marcinko has some ideas about how she would like to improve the operations of the 

municipality but she wants to wait before making any changes. 

"There needs to be a comfort level in times of transition," she said. "It is very important at least 

for a short period of time. I need to be a sponge to see how the organization needs to operate." 

She is required to move into Penn Hills within a year from her Beaver County home. Marcinko 

has started her search for a home in the community. 

Council hired her as municipal manager after Peter Colangelo resigned for personal reasons after 

almost four months on the job. Ed Schrecengost, finance director, was the interim manager until 

Marcinko arrived. 

Page 59 of 76




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July 28, 2005 

MARCINKO LEAVING ZELIENOPLE 

TO BE FOURTH MANAGER IN 2 YEARS 

Author: Maureen Byko 

Marla Marcinko possesses what may be the ultimate combination of qualifications needed to 

succeed as a municipal manager: a keen understanding of the law, an affinity for new challenges 

and a degree in psychology. 

Marcinko, manager of Zelienople for more than 10 years, has resigned effective Aug. 10 to 

become manager of Penn Hills, which has a population, budget and political climate that share 

little in common with Zelienople's. 

Penn Hills has a budget of $33 million; Zelienople, $8 million. Penn Hills has 46,000 people; 

Zelienople, 4,000. 

And Penn Hills has churned through three municipal managers in less than two years; 

Zelienople's administration has been stable. 

Marcinko, 43, is not intimidated by the differences. 

"I really think it's a great opportunity for professional growth and development," she said, though 

this is not the profession Marcinko had in mind when she studied psychology at Northern 

Arizona University. 

"I thought I was going to eventually go to law school," she said. 

But shortly after she earned her master's degree in public administration from the University of 

San Diego, her sister, who lived in Sewickley, called and told her a municipal manager's position 

was available in West Deer. 

At 26, Marcinko became the youngest municipal manager in Allegheny County. When the 

Zelienople position opened, Marcinko, charmed by the community, applied and won the job. 

"It's a lovely, quaint town. I had no idea the complexity of the community on first glance," she 

said. 

In Zelienople, the manager is the head of just about every department. 

"We don't have a [human resources] person here. We don't have an [information technology] 

person here. We don't have a public safety director here," she said. 

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Because the borough's main source of drinking water became polluted with industrial 

contaminants, she had to learn her way around federal pollution regulations, the dangers of 

nitrates and how to fight big business. 

Because the borough supplies its own electricity, she had to learn to manage a utility and deal 

with endless regulations. 

"There are so many issues surrounding the operation of utilities," Marcinko said. 

What she hasn't had to deal with is political turmoil. There may have been personality clashes 

over the years, but the council has not seen the kind of factional in-fighting typical in many 

communities, Marcinko said. 

"The political climate has been a joy," she said. 

Penn Hills, on the other hand, is known for its political squabbles and has the dubious distinction 

of recently going nearly a whole year without a municipal budget. 

Council members there voted 4-1 to hire Marcinko, but a Republican Party official questioned 

her qualifications in one newspaper report. Marcinko said she believes that by remaining 

apolitical and staying committed to community goals, she will gain support. 

"I think when people get to know me and see the job I will be able to do, hopefully all that 

negativity will go away," she said. 

Over the years, Marcinko has earned the respect of neighboring officials for her ability to 

cooperatively seek solutions to regional problems. 

"Harmony Borough will miss Marla's departure from Zelienople," said Harmony council 

President Jeff Smith. "Harmony and Zelienople boroughs have developed a very close working 

relationship in recent years and Marla was a big part of that. She was a true professional and a 

strong proponent of inter-municipal cooperation." 

Further south, in Cranberry, Manager Jerry Andree said Marcinko's professionalism and her 

ability to stay focused on solving problems was instrumental in helping an inter-municipal 

cooperative known as the Council of Governments of Beaver and Butler Counties when it faced 

some administrative difficulties. 

"Marla can always be counted on for a steady and well-thought-out approach to any challenge 

presented to her," Andree said. "I am confident she will be an asset to Penn Hills." 

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July 24, 2005 

ZELIENOPLE MANAGER POISED 

TO MEET CHALLENGES OF NEW JOB 

Author: Maureen Byko 

Marla Marcinko possesses what may be the ultimate combination of qualifications needed to 

succeed as a municipal manager: a keen understanding of the law, an affinity for new challenges 

and a degree in psychology. 

Marcinko, manager of Zelienople for more than 10 years, has resigned effective Aug. 10 to 

become manager of Penn Hills, a city suburb with a population, budget, and political climate that 

share little in common with Zelienople's. 

Penn Hills has a budget of $33 million; Zelienople, $8 million. Penn Hills has 46,000 people; 

Zelienople, 4,000. 

And Penn Hills has churned through three municipal managers in less than two years; 

Zelienople's administration has been stable. 

Marcinko, 43, is not intimidated by the differences. 

"I really think it's a great opportunity for professional growth and development," she said, though 

this is not the profession Marcinko had in mind when she studied psychology at Northern 

Arizona University. 

"I thought I was going to eventually go to law school," she said. 

But shortly after she earned her master's degree in public administration from the University of 

San Diego, her sister, who lived in Sewickley, called her and told her a municipal manager's 

position was available in West Deer. 

At 26, Marcinko became the youngest municipal manager in Allegheny County. When the 

Zelienople position opened, Marcinko, charmed by the community applied and won the job. 

"It's a lovely, quaint town. I had no idea the complexity of the community on first glance," she 

said. 

In Zelienople, the manager is the head of just about every department. 

"We don't have a [human resources] person here. We don't have an [information technology] 

person here. We don't have a public safety director here," she said. 

Page 62 of 76




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Because the borough's main source of drinking water became polluted with industrial 

contaminants, she had to learn her way around federal pollution regulations, the dangers of 

nitrates and how to fight big business. 

Because the borough supplies its own electricity, she had to learn to manage a utility and deal 

with endless regulations. 

"There are so many issues surrounding the operation of utilities," Marcinko said. 

What she hasn't had to deal with is political turmoil. There may have been personality clashes 

over the years, but the council has not seen the factional in-fighting typical in many 

communities, Marcinko said. 

"The political climate has been a joy," she said. 

In Penn Hills, council members voted 4-1 to hire her, but a Republican Party official questioned 

her qualifications in one newspaper report. Marcinko said she believes that by remaining 

apolitical and staying committed to community goals, she will gain support. 

"I think when people get to know me and see the job I will be able to do, hopefully all that 

negativity will go away," she said. 

Over the years, Marcinko has earned the respect of neighboring officials for her ability to 

cooperatively seek solutions to regional problems. 

"Harmony Borough will miss Marla's departure from Zelienople," said Harmony Council 

President Jeff Smith. "Harmony and Zelienople boroughs have developed a very close working 

relationship in recent years and Marla was a big part of that. She was a true professional and a 

strong proponent of inter-municipal cooperation." 

Farther south, in Cranberry, Manager Jerry Andree said Marcinko's professionalism and her 

ability to stay focused on solving problems was instrumental in helping an inter-municipal 

cooperative known as the Council of Governments of Beaver and Butler Counties when it faced 

some administrative difficulties. 

"Marla can always be counted on for a steady and well-thought-out approach to any challenge 

presented to her," Andree said. "I am confident she will be an asset to Penn Hills." 

Page 63 of 76




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July 14, 2005 

Supporters, detractors abound for new manager 


The Penn Hills manager's job is not for the faint of heart. Marla Marcinko, hired last week to 

run Allegheny County's second largest municipality, hopes she is up to the task. 

Marcinko, who resigned this week as borough manager for Zelienople, will take over the bigger 

job Aug. 1, inheriting a porous municipal budget, leaky sewer system and bickering council. She 

will be the sixth person to occupy the manager's office in the past 16 months. 

Ed Schrecengost, the acting manager, started his second tour of duty in that position when Peter 

Colangelo resigned in June after only four months on the job. The previous full-time manager, 

John Brennan, was fired in March 2004 after new Mayor Anthony DeLuca Jr. took office. 

Although Marcinko comes from Zelienople, a small borough in southern Butler County, those 

who know her say she's ready to make the move to a bigger municipality with bigger problems. 

"They have some problems in Penn Hills, I know they have some problems, and God bless her in 

dealing with those," Cranberry manager Jerry Andree said. "But if anyone can do it, she can." 

Marcinko, who declined to comment about Penn Hills, will get a pay raise, from $63,000 a year 

in Zelienople to $86,000 in Penn Hills. The Penn Hills job also comes with a municipal car, a 

perk Zelienople doesn't offer. She has a year to move to Penn Hills from her home in Fombell, 

Beaver County. 

Zelienople Councilman Bill Dickinson said Marcinko was instrumental in reaching a consent 

agreement between the borough and the Pennsylvania Department of Environmental Protection 

to find another source of water for the borough. 

The agreement came after Butler-based AK Steel agreed to stop dumping unhealthy levels of 

nitrates into the Connoquenessing Creek, a source of drinking water for Zelienople. 

"It was a very arduous process. There were meetings upon meetings upon meetings. I think it 

took a lot of effort on Marla's part to get that (agreement) through," Dickinson said. 

DEP Northwest regional director Kelly Burch, who sat across the table from Marcinko many 

times in discussions over the Connoquenessing, called her "one of the toughest negotiators I've 

ever come across." 

"She really understands the balance between the economic and environmental side of things, and 

what it takes for communities to meet regulations," Burch said. 

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Myron Arnowitt, director of Clean Water Action, the environmental group that first raised 

concerns about nitrates in the Connoquenessing, said Marcinko didn't hesitate to confront the 

steel company about environmental regulators. 

"She put the concerns of the residents first and didn't worry about who would get mad at her," he 

said. 

Burch said Marcinko took a hands-on approach when the borough's water plant was closed after 

getting hit by the remnants of Hurricane Ivan in September. 

"I thought that would be closed for weeks if not months. They got the water supply back on line 

in a matter of days," Burch said. "Talk about hands-on. I've seen pictures of her in wader boots 

out there. She just doesn't issue orders. She gets in there and helps." 

Dickinson said Zelienople's municipal politics are for the most part civil, in contrast to the 

rambunctious meetings in Penn Hills. 

Bob Sevcik, a Republican candidate for council in Democrat-dominated Penn Hills, said he 

thinks the Zelienople job is poor preparation for what awaits Marcinko. 

"What's a manager of some podunk town going to do in Penn Hills? What's their public works 

(department), five guys with a pickup truck?" said Sevcik, the Penn Hills Republican Committee 

chairman and frequent critic of the Democrat-controlled council. 

Zelienople Councilwoman Marietta Reeb said Marcinko is sharp, hardworking and adept at 

working within the many layers of government in Pennsylvania. 

Zelienople, with about 4,000 residents, 21 full-time employees, and an $8.4 million budget, is a 

fraction of Penn Hills, an inner-ring suburb with 46,000 residents, 175 full-time employees, and 

a $33 million budget. 

"She's been in the minor leagues. I'm afraid she's going to get hit with a 90-mile-an-hour fast 

ball," Sevcik said. 

By the time Marcinko starts work, the municipal budgeting process will be in full swing, having 

lagged behind because of Colangelo's departure. 

Penn Hills councilwoman Sara Kuhn hopes Marcinko can help council pass a budget sooner 

than 2004, when it was approved 11 months late, with an 80 percent tax increase. The council 

didn't meet at all for several months because a feud between members resulted in too few 

showing up. "I told her she'd better be ready to hit the ground with both feet running," Kuhn 

said. 

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WATER SYSTEM MERGER POSSIBLE COUNCIL WANTS RATE INCREASE LIMIT 

IN ANY AGREEMENT WITH HARMONY 

Author: MAUREEN BYKO 

Zelienople council is willing to consider a water system merger, but only if the average 

residential rate would rise by no more than $3 per month, an increase of slightly more than 10 

percent. 

The borough has been talking for months with officials from neighboring Harmony about the 

potential merger. Council discussed the proposal's financial ramifications Monday without 

coming to conclusions. 

Zelienople Manager Marla Marcinko said the merger would make financial sense only if the 

average residential rate could be held at $30 per month. She said the average monthly bill now is 

$27. 

Officials from Zelienople and Harmony will turn to state Sen. Jane Clare Orie, R-McCandless, 

and state Rep. Richard R. Stevenson, R-Grove City, for financial help. In particular, the 

communities hope to tap into the state's Safe Water Fund, which Marcinko said holds $14 

million for distribution statewide. 

The grant money is distributed at the discretion of individual legislators, she said. 

No details on the amount of money necessary for the Zelienople/Harmony merger have been 

presented publicly. Both boroughs have held limited open discussions on the proposal, saying 

they are waiting for a final report from a consultant. The report will include projections of costs 

to customers under various funding scenarios. 

Marcinko said she expects the final report by Friday, when it will be distributed to council 

members. The details will be discussed publicly at the Sept. 13 council meeting. 

Marcinko hopes to schedule a meeting including the legislators and representatives from 

Harmony and Zelienople within the next few weeks to see what help is available from the state. 

Council should vote in early October on whether to proceed with the merger, Marcinko said. 

The merger discussions were initiated by Harmony, which is facing a choice between making 

expensive water system repairs or selling its system to the private Pennsylvania-American Water 

Co. 

Zelienople has a water system that, although in need of repair, is in better condition than 

Harmony's. However, Zelienople's water source, Scholars Run, has been known to dry up during 

Page 66 of 76




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summer months, and its backup source, Connoquenessing Creek, has been tainted with industrial 

pollutants and rendered unsafe to drink in the past. 

Harmony has a safe source of water in Little Connoquenessing Creek. 

A consultant hired by the state Department of Environmental Protection to evaluate the merger's 

feasibility recommended that a new water supplier be created to take over the two serving the 

two boroughs, and that water be piped from Harmony's water source to Zelienople's treatment 

plant. 

On Monday, Zelienople council members discussed a portion of the feasibility study that 

pertained to financing. 

The study, which was described as incomplete and not ready for release to the public, was certain 

on at least one aspect: Public funding is needed to make the merger worthwhile. 

"If the money's not available, the project doesn't get off the ground," said Councilman Drew 

Mathew, Zelienople's representative to a committee that has been working on the merger. 

Among other costs, the new water supplier would have to pay Zelienople about $7 million for its 

water system and Harmony, $1.5 million. 

Low-interest state loans would also be needed for the proposed financial plan, Marcinko said. 

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April 23, 2003 

BOROUGH QUESTIONS POWER LINE BILL 

Author: NIKI CAMPBELL 

The bill for installing a power line at Zelienople's new substation is $85,000 higher than the 

original estimate, and the borough wants to know why. 

Borough Manager Marla Marcinko told council April 14 that she repeatedly has asked 

FirstEnergy Corp. for a breakdown of the additional costs contained in the $265,000 bill. The 

original estimate for the project was $180,000. 

"FirstEnergy is telling us there were additional costs associated with the construction at the 

substation," Marcinko said. "We just want to know what those costs are. I've requested a 

breakdown numerous times and have received no response." 

Marcinko said she believes about $50,000 of the amount is for a federal capital improvement tax 

that the borough must pay. 

FirstEnergy spokeswoman Kristen Baird said later that an explanation of the charges is 

forthcoming. 

"We are investigating the additional costs and hope to have something to the borough soon," she 

said. 

Councilman James Zeigler suggested that the borough authorize a payment of $180,000, the 

original estimate, but council tabled the matter until its workshop meeting on Monday. 

Zelienople is one of the few communities in the state that runs its own electric company, 

supplying residents with electricity that the borough buys wholesale. The borough built the 

substation on Route 68 to handle increased demand for electricity. The total cost for the project, 

which was plagued by years of delays and schedule changes, is about $2 million. 

Marcinko said she expected the substation to be up and running this month. In response to 

questions from council members, she said the unpaid bill to FirstEnergy was not causing a delay 

in putting the substation into operation. 

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July 10, 2002 

BOROUGH SWITCHES TO BACKUP WATER 

FILTERS TO BE USED 

Author: JUDY SALISBURY CLINE 

Zelienople began drawing drinking water from Connoquenessing Creek, its backup water source, 

on Monday after the water level in its reservoir dropped over the weekend. A filtration system is 

being set up and is expected to be in operation in about two weeks, borough Manager Marla 

Marcinko said. 

AK Steel set up the filtration system, called reverse osmosis, last year as part of a consent 

agreement with the federal Environmental Protection Agency, after the steel-pickling process at 

the company's Butler Works was found to be the cause of excessive nitrates in the creek. The 

filtration system was dismantled after nitrate levels in the creek dropped to acceptable standards 

following changes AK Steel made in its pickling process. 

Marcinko said drawing water from the creek before the filtration system is in operation does not 

pose any health concerns for residents because the nitrate levels in the creek are at an acceptable 

standard for drinking water. 

She said residents may have complaints about taste or odor if the levels of sulfate or chloride 

rise. The company's new operating permit also sets limits on sulfate and chloride discharges. 

Currently, they are at acceptable levels, she said. 

Marcinko said the water level in the borough's reservoir normally is 12 to 13 inches below the 

top but dropped to 34 inches below the rim over the weekend because of a lack of rain in recent 

weeks. By Monday, it had risen back to 28 inches below the top, she said. 

She said it was difficult to tell whether a waterline break on Saturday along Route 288 near 

Marion Drive affected the water level in the reservoir. A crew was able to repair the break by 

working all night, she said at Monday's council meeting. The borough's primary water source is 

Scholar's Run. 

Nitrates can cause illness in infants, but no illnesses or deaths have been linked to the discharges 

from AK Steel's plant in Butler Township. Zelienople is considering an agreement with 

Harmony Water Authority for sharing water during an emergency. Council decided to meet with 

the authority July 22 to discuss how the two boroughs can cooperate by opening a connection 

between their waterlines during an emergency. Harmony has proposed a written interconnect 

agreement, but Zelienople asked that a flow meter be installed so that Zelienople could charge 

Harmony for any water supplied through the lines. The two-way meter also would regulate 

water flow from Harmony to Zelienople in case of an emergency. Harmony's primary water 

source is Little Connoquenessing Creek. 

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May 19, 2002 

BOROUGH REVIEWS DESIGN, COSTS OF DAM 


Correction: The following CORRECTION/CLARIFICATION appeared on May 26, 2002. 

If Zelienople goes ahead with work on the Scholar's Run dam, it will use funds from its Water 

Revenue Bond Series. The wrong bond series was reported in a story last Sunday. 

Article Text: 

Zelienople's borough manager, engineer, water superintendent and some council members plan 

to take a long, hard look at the Scholar's Run dam project before committing funds to it. 

Begun as a $60,000 project to improve the borough's water supply during the dry season, the 

project has ballooned in cost -- council learned last month that price tag was at an estimated 

$250,000. 

Dale Krysinski, engineer for Killam Associates of Pittsburgh, estimated that installing a second 

intake pipe could cost the borough as much as $140,000. The dam already has one intake pipe 

that pulls water from Scholar's Run into the reservoir. 

"We're trying to coordinate these things," said borough manager Marla Marcinko. "We 

question how much further to go on the parallel intake line. We may make some changes." 

Councilman William Dickinson said the borough's previous engineering problems with storm 

sewers, water system and roads had been costly. He suggested hiring a second engineering firm 

to check the design of the dam upgrades. 

"Burn me once; burn me twice; burn me three times. How many times are we going to get 

burnt?" Dickinson said. 

Council passed Dickinson's motion for a second engineering firm to review Killam's design by a 

vote of 4-2. 

Tom Thompson, an engineer for Gannett and Fleming Inc., who was at the meeting to speak 

about a different project, said such peer reviews are common for jobs backed by state loans. 

However, Zelienople did not receive a state loan for the dam project. The $60,000 comes from 

AK Steel as part of a consent decree issued by the federal Environmental Protection Agency. AK 

Steel was legally dumping nitrates in Connoquenessing Creek, which is Zelienople's backup 

water source when Scholar's Run has too little water, but the company agreed to cut back 

substantially as part of the consent decree. 

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Marcinko said additional funds would come from the borough's water revenue and a general 

purpose bond taken out several years ago to renovate the borough building. 

The borough randomly samples the nitrate levels in the creek to make sure its drinking water is 

safe. As part of the consent agreement, AK Steel last year provided Zelienople with a reverse 

osmosis system for purifying water from Connoquenessing Creek. 

However, since the steel company changed its pickling process, its nitrate levels have dropped 

dramatically. 

Marcinko said even though nitrates may no longer be a problem, if sulfates and chlorides are 

found to be polluting the Connoquenessing, the company will have to continue the reverse 

osmosis system until the EPA consent order ends in January 2004. So far, the borough has not 

tested for sulfates and chlorides. 

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ZELIENOPLE MAYOR RECONSIDERS NEED FOR PUBLIC WORKS DIRECTOR 


Two years ago, Zelienople advertised for a public works director to help the borough manager 

but then decided against creating the position. 

At the time, Mayor Tom Oliverio said there simply was not enough work to justify the two 

positions, but he believed Zelienople needed a manager, not just a borough secretary. 

Borough Manager Marla Marcinko, who has worked for the borough for eight years, not only 

kept her job but received a raise that year. 

Oliverio, however, reversed his stand after the Nov. 12 borough council meeting, saying 

Zelienople needs a public works director. He said he was frustrated over recent problems the 

borough has faced with contractors supervised by the borough manager. 

"No one has inspected their work," he said. "Many residents are upset." 

Oliverio referred to the uneven curbs on Main Street and to flooding on South Jefferson Street, 

which could have been avoided, he said, if the borough manager had heeded residents' 

complaints earlier. 

"That's showing no respect at all to the residents," he said. "I've got nothing against [Marcinko], 

but let's get somebody in there who can do the job. This is a business decision." 

The borough is in the process of awarding contracts to construct a new electrical substation, a 

process that has taken much longer than originally anticipated. 

Oliverio suggested the borough hire a public works director knowledgeable about construction 

and keep a borough secretary for administrative tasks. 

When contacted last week, Marcinko said she would welcome help with the day-to-day 

administrative details involved with overseeing public works. 

"We are a community of basically 4,100 people and a couple of square miles, but 

administratively there is a lot of work to do," she said. 

The position of public works director previously had been discussed as an augmentation to 

management. The position called for more direct supervision of the electric, water and streets 

departments, each headed by a superintendent. 

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The budgets for those departments are electric, $2.5 million; water, $1 million; and streets, 

$400,000 to $1 million. 

Marcinko said after advertising two years ago for someone to fill the public works director 

position, council received three applicants and selected one, but that applicant wanted more 

money and a relocation package, so no one was hired. 

Marcinko said the mayor is entitled to his opinion on her job performance, but she hadn't been 

aware of his concerns. 

"None of the concerns that Mr. Oliverio has expressed has been raised with me, with members of 

the council or with any of my superintendents, as far as I'm aware," she said. "If the mayor wants 

to address anything in particular at this point, he should come talk to me." 

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May 13, 2001 

SOUNDING OFF: TOWN DIVIDED OVER REINSTALLING FIRE SIREN 


Politics over the antiquated fire siren in Zelienople seem to have polarized the town. 

Council is split on the issue, the mayor and the fire department favor the siren, and the borough 

manager is against it. 

After receiving a petition from junior firefighter Brian Dambaugh last month with more the 400 

signatures supporting the siren, council reluctantly decided to retain the three-horn system. Now, 

the questions are where it should be located and whether it should be replaced with a more 

modern system. 

The main siren was taken down temporarily a few months ago so that roof of the borough hall 

could be repaired. Some residents, including Borough Manager Marla Marcinko, oppose 

putting that siren or another back in operation because a fire anywhere in the borough causes all 

the sirens to sound throughout the community. 

"As far as the council is concerned, [putting it back up] is a done deal," said Councilman William 

Bessor, who said he is against the siren even though he is a former fire chief. 

Bessor said he has recommended that council hire an acoustical engineer for advice on the best 

placement for the old siren because of the hills surrounding the town. He said the main siren had 

been on the top of the borough building for as long as he could remember and used to be the only 

one. 

Now, there are smaller sirens in outlying areas. 

"I don't think we need a siren, but maybe what we need is one new one for the whole town. The 

modern way is doing away with sirens. That's why we got pagers. Why we have to have three 

sirens, I don't know. There are people with little babies who say it makes them wake up and cry. 

"[The siren] is not going to be put back until [the engineer] makes a [sound] survey and makes 

an intelligent decision as to where it will do the most good," said Bessor. "To me, it makes an 

awful lot of sense." 

However, Bessor said he was not able to find an independent acoustical engineer and had to rely 

on an expert from the company that sold the town the siren 40 years ago. He said he had directed 

Marcinko to request a proposal for that survey, which should take a few weeks. 

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Then, council has to decide whether to spend the money on the survey. It's not clear how long a 

survey would take. 

Meanwhile, the main horn is stashed behind the borough building, where it has been silent for 

the past several months. 

Fire Chief Drew Mathew laughed when he heard about the council's plan for a sound survey 

from a representative of the siren company. "The only thing they're going to find out is that the 

siren's antiquated, and they're going to have to replace it," he said. 

Bessor said he would not favor purchasing a new, expensive digitally controlled siren for the 

town. 

"I have been unhappy with the fire department since we have been supporting them with 

taxpayer money," he said. "They think they have to have gold-plated equipment like when they 

supported themselves. When you're using taxpayers' money you need to get the most for your 

money." 

Bessor said he expected the survey to cost about $200. Mathew estimated that a new siren 

system could cost about $18,000. 

Meanwhile, Marcinko has been busy urging residents to come to the council meetings to sound 

off about their problems with the siren. 

"She shouldn't be doing that," Bessor grumbled. "I've told her before she is not the eighth council 

member." 

Research Compiled by: 

Keith Knutson and Lynelle Klein 


Page 76 of 76

Armando G. Martinez 

Tab 8

Tab 8 


PAGE 

RESUME 1 





Tab 8 

Resume 

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135 Ridgemont Circle, SE 

Palm Bay, Fl.32909 

(386) 569-8880 Cell 

elcapi@aol.com 


Qualifications 

Currently, City Manager and Chief Executive Officer for the City 

of Bunnell, with comprehensive financial responsibility of the 

City’s Budget and all city Departments, such as: Utilities (Water 

and Sewer), Public Works, Finance, Administration, Human 

Resources, the City Clerk’s Office, Community Development, 

Engineering, Solid Waste, Police, and Fire. 

Over thirty years of Public Service with extensive Senior 

Executive Management, Leadership, Law Enforcement and Public 

Administration experience with the City of Bunnell and City of 

Miami. Highly experienced in managing all municipal City 

functions, along with criminal investigative and uniformed police 

patrol functions. Comprehensive responsibility for all aspects of 

budgetary and financial performance. 

Creative self-starter with extensive public management, training, 

teambuilding, and problem solving experience in revising, 

developing, and implementing training and organizational standard 

operating manuals for the day to day operation of, sections, 

departments, districts, and divisions of an organization. My people 

oriented and analytical management style played a significant role 

in the implementation of changes in all my professional endeavors. 

This resulted in getting the employees to buy into the changes, 

while increasing the efficiency and effectiveness of the elements 

under my responsibility. Extensive experience in inter and intraorganizational 

net working. 

Experience 

2008-Present City Manager and Director of Public Safety City 

of Bunnell, Florida. 

• Chief Executive Officer responsible for the management of all 

Departments within the City of Bunnell, such as: Public Works 

Department, Utilities (Water and Sewer) Department, Finance 

Department, Engineering Department, Parks and Recreation 

Department, Police Department, Fire Department, The City Clerk’s 

Office, and The Community Development Department. 

• Recruited and hired an experienced and professional management 

team, who were people oriented, to replace Department Directors that 

were unqualified and not willing to move the City in a new direction “just 

because that’s the way has always been done attitude,” and had an 

autocratic leadership style that was hurting morale and efficiency. 

• Updated and established new written directives for the City of Bunnell, 

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to include a General Rules of Conduct, Disaster Mobilization Plan, and 

a Safety Plan for employees. 

• Created a new user friendly Website to enhance the City’s ability to 

attract new development, along with enhancing our level of service with 

future on-line billing availability at no cost to the City. 

• During my first year as City Manager in Bunnell, I realigned and 

streamlined expenditures, which procured the revenues to create the 

following positions: City Planner, Grant Writer, Assistant Finance 

Director, Police Captain, along with providing employees with a 3% 

COLA increase denied by the prior administration for lack of funding. 

Also procured required funding to facilitate the data and analysis 

needed to complete our Comprehensive Plan rewrite. The new Grant 

Writer position was successful in procuring just under four million 

dollars in additional revenues the first year. 

• Created Budget Sheets outlining expenditures leading to line item on 

budgets, and justification for each individual department budgets. 

• Consistently established business practices to reduce taxes from roll 

back to Milage Rate: FY 2009- 9.5872%, FY2010-22.802%, FY 2011- 

1.418% and FY 2012-9.22%. A total average of 10.7568% reduction 

for the four years, while enhancing the City’s level of service, efficiency, 

and professionalism. 

• For Fiscal Year 12-13, produced a budget providing for a 5% COLA 

increase for employees, a pay plan adding an additional 2% increase 

based on merit to establish a means for salaries to grow on merit not 

just tenure and a tax cut to our citizens with a 9% budget decrease. 

This was accomplished by enhancing efficiency in our workforce not 

sacrificing services. 

• Enhanced the Community Development Department from a one 

person operation, to a cohesive team ready to promote development in 

our city and rewrite our comprehensive plan. 

• Represented the City of Bunnell with the State of Florida Department of 

Community Affairs concerning changes to our comprehensive plan and 

land use amendments as a result of the largest land annexation in the 

State of Florida 87,000 acres. 

• Coordinated and facilitated the adaptation of the City’s new 

Comprehensive Plan with the State of Florida’s Department of 

Community Affairs. Currently working on the Land Development 

Codes. 

• Established the City’s first computer network and negotiated 

computers, laptop computers, and Information Technology Support for 

the City from the Flagler County Sheriff’s office at no extra cost. 

• Created structure and a fair progressive discipline and training policy to 

enhance personnel development and guidance. 

• Hired new Water and Sewer Director and consulted with an 

engineering firm to develop a five year capital improvement plan for 

water and sewer to facilitate future city needs and growth. 

• Created the City’s first Engineering and Solid Waste departments to 

generate savings and produce revenues, and enhance services. 

• Represented the city in several mediation hearings concerning lawsuits 

inherited by the prior administration. 

• Coordinated the City’s five year Capital Improvement Plan in 

anticipation for the Capital Improvements Element required by the 

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Comprehensive Plan process as one of its elements. 

• Reviewed and facilitated the submission of the City’s Water Supply 

Plan to the Florida Department of Community Affairs. 

• Coordinated a Utility Rate Study at no cost to the City of Bunnell. Note: 

The Utilities Department (Water and Sewer Plant) had no Capital 

Reserves because they were depleted by a -$300,000.00 a year 

operating expenditure shortfall. Therefore, the following fiscal year 

there would not be enough revenues to cover the expenditures 

required to run the Utilities. 

2007-2008 Chief of Police Bunnell Police Department, Bunnell, 

Florida. 

• Chief of Police responsible for the management of the City of Bunnell 

Police Department. 

• Established written directives for the Police Department. 

• Established community policing and investigative initiatives which 

resulted in a -59.6 reduction of crime (FDLE UCR crime index Jan-June 

2007) and -26% for the year (FDLE UCR crime index Jan-December 

2007) and a -34% for the first six months of 2008. 

• Established the Chief of Police Crime Watch advisory board, which 

meets monthly to address citizen complaints and crime concerns. 

• Established Community Policing Initiatives, such as: Park and walk, 

Watch Over Bunnell, Business Check cards, Alliance of Involved 

Ministers (AIM), Student Report Card Program, and Trespass After 

Warning Citizen Program. 

• Established minimum standards for the hiring and training of all 

department members. 

• Establish internal procedures for the logging and investigation of 

Internal Affairs Complaints in compliance with state law. 

• Restructured property and evidence procedures for the department to 

maintain efficiency and a higher level of accountability. 

• Procured funding and commission approval for five new police vehicles 

and equipment. 

• Procured funding for Computer Aided Dispatch and related laptop 

software and hardware for 15 police vehicles. 

• Comprehensive responsibility for all aspects of budgetary and financial 

performance administered a $1,138,708.00 budget. 

• Developed and implemented a Policies and Procedures Manual to 

enhance high liability areas, such as: Training, Less Lethal Force, 

Deadly Force, In-custody Deaths, Criminal Investigations, Active 

Shooter, Internal Affairs, Vehicular Pursuits, etc. 

1998–2007 Captain of Police/Commander : Criminal Investigations 

Division, Internal Affairs Division, Administration Division, and 

Field Operations Division 

• Criminal Investigations Section’s Deputy Commander responsible for 

the management of over 175 Detectives and Civilian Staff. 

• Commanded and managed all investigations involving: Kidnappings, 

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Extortion, Robberies including Armed Robberies, Juvenile Gangs, 

Missing Persons, Sexual Battery, Auto Theft, Domestic Violence, and 

Homicides (made several appearances in “The First 48” series 

shown in the A&E channel). 

• Established minimum standards for investigators and related training 

required to achieve this goal. 

• Assisted in the Professionalizing the Economic Crimes Unit through the 

Certified Fraud Examiner certification. 

• Implemented new measures that dramatically increased clearance 

rates in compliance with current Federal Bureau of Investigation 

Uniformed Crime Reporting System. 

• Assisted in the development of a temporal based violent crimes 

mapping tool currently used to assist NET Commanders and 

Investigation Lieutenants in their on going operational planning. 

• Deputy Commander of the Special Investigations Section responsible 

for working with federal, state, and local agencies in 

investigations/details concerning: narcotics trafficking, terrorism, 

homeland security, and dignitary protection. 

• Coordinated dignitary details and escorts for many high profile 

dignitaries including: the president of Peru, the President of Ecuador, 

the president, of Costa Rica, the president of Haiti. 

• Deputy Commander of the Internal Affairs Division and managed all 

investigations concerning police misconduct and corruption. 

• Deputy Commander of the Administration Division and have 

accumulated experience in special projects, budget preparation, and 

capital improvement projects. Served as part of the management team 

that administered the department’s 135 million dollar budget and capital 

projects. 

• Deputy Commander of the Central District of the City of Miami for all 

uniformed patrol functions and calls for service responses. 

Responsible for the implementation of community policing concept and 

measures in that district. Commanded and managed over 360 officers 

and civilian staff, in this assignment. 

• Commanded and responsible for all access pass clearance checks, 

access point entry, and inner perimeter security including the command 

of several field forces during the Free Trade Area of the Americas 

(FTAA) convention hosted in Miami in 2003. 

• Commanded and spearheaded a team selected by the Chief of Police, 

through the United States State Department, to travel internationally 

and provide training. Trained the Honduran National Police, and the 

Dominican Republic National Police in: Survival Tactics, Criminal 

Investigations, Bicycle Patrol Techniques, Community Policing, and the 

Internal Affairs function. 

• Effectively commanded and managed the Police Emergency 

Operations Center, as the EOC Deputy Commander for during 

departmental emergency mobilizations and major incidents. 

1995–1998 Lieutenant of Police/Commander: Criminal 

Investigations Division, and the Field Operations Division 

• Commanded Juvenile Investigations Unit and implemented innovative 

ideas to combat juvenile gangs and delinquency. Also procured and 

managed over $850,000.00 in federal and state grants. 

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• Commanded and managed over seventy sworn and civilian personnel. 

• As the Juvenile Unit Commander training courses were implemented 

for new recruits and officers concerning gang awareness, juvenile 

delinquency, and missing children. 

• Created proactive initiatives targeted towards at-risk youths in danger 

of joining violent street gangs. 

• Responsible for the first major case against violent street gangs in the 

City of Miami, using Racketeering Influenced Corrupt Organizations 

(R.I.C.O.) statutes. Over 70 violent gang members were arrested and 

indicted, subsequently eradicating the violent street gang. 

• Commanded and initiated the first Tactical and Investigations Unit for 

the Miami Police Department. This included the creation and 

implementation of written Standard Operating Procedures for this 

function. 

• Commanded numerous major scenes involving critical incidents such 

as: homicides, hostage situations, bomb scenes, civil disturbances, and 

grid searches for missing children. 

• Commanded field forces during civil disturbances and/or civil 

demonstrations. 

1991–1994 Sergeant of Police/Supervisor: Field Operations 

Division, Criminal Investigations Division, and the Internal Affairs 

Division 

• Field supervisor (Sergeant) responsible for two patrol squads which 

provided calls for service responses to citizen requests for police. 

• Acted as first responder to major scenes and critical incidents. 

• Assigned to the Special Investigations Section and supervised the 

Miami-Vice Detail, and the Interceptor Detail which dealt with 

prostitution and upper level narcotics trafficking related crimes. 

• While assigned to the Internal Affairs Section, was responsible for the 

supervision of over three hundred investigations concerning allegations 

of misconduct and corruption lodged against police officers. 

• Supervised the expenditure of $70,000.00 worth of federal and state 

grants targeted at combating street prostitution and citizen nuisance 

abatement complaints. 

1981–1991 Police Officer/Detective Field Operations Division 

Criminal Investigations Division and the Internal Affairs Division 

• Uniformed Police Officer responding to calls for service to many 

different culturally diverse neighborhoods within the City of Miami. 

• Community Relations Officer responding to numerous community 

meetings and concerns. Also conducted many radio and television 

programs to provide community service and improve police/community 

relations. 

• Training Instructor to academy recruits, and coordinated the civilian 

crisis response team training for the Miami Police Department. 

• Crime Prevention Specialist provided many lectures, security surveys, 

and programs to the community on many topics targeted on increasing 

community awareness and reducing the crime rate through the 

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reduction of crimes of opportunity. 

• Internal Affairs Investigator and investigated over a 150 investigations 

concerning police misconduct and/or corruption. 

Education 

2006 Barry University, Miami, Florida 

• Bachelors of Public Administration 

• Graduated summa cum laude, with a 3.75 GPA 

1982 Miami-Dade College, Miami, Florida 

• Associates Degree, General Studies 

Professional 

Licenses 

2006 

Florida International University 

• Certified Business Executive Manager 

State of Florida Department of Law Enforcement 

• Law Enforcement Officer Certification 

• Certified Law Enforcement Instructor 

Training 

I have received over 1700 hours of training throughout my 30 year 

career. A full listing and documentation is available upon request. 

Federal Emergency Management Agency 

• National Response Plan 

• National Incident Management System 

Florida Department of Law Enforcement 

• Weapons of Mass Destruction 

• Terrorism Incident Defense Operations 

Florida International University 

• Leadership for Decision Makers Course 

Miami Police Department 

• Cultural Diversity Training 

U.S. Drug Enforcement Administration 

• Narcotics and Dangerous Drugs School 


• Major Case Management 

University of Louisville 

• Crime Prevention Specialist Course 

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Professional 

Organizations 

2008-Present International Association of City Managers 

2006-Present Florida County/City Managers Association 

2006-2010 Florida Police Chief’s Association 

2006-2010 Volusia County Chiefs Association 

1982-Present 

1982-Present 

Fraternal Order of Police 

Police Benevolent Association 

Awards 


• Administrative Excellence Award 

• Silver Lifesaving Medal (2 awards) 

• Gold Lifesaving Medal 

• Unit Citation ( 4 awards) 

• Over 77 Commendations and Letters of Commendation 

Miami Mayor Xavier Suarez 

• Certificate of Appreciation Commendation 

City of Bunnell 

• Certificate of Appreciation Commendation for Leadership and 

Executive Management 

(Over 70 commendations and letters of commendation received) 

On January 2007, I retired from the Miami Police Department, and was hired as Chief of Police 

for the City of Bunnell, Florida and subsequently was promoted to City Manager and Director of 

Public Safety. In all my professional endeavors, I utilized my experience to fix and restructure 

departments within all the organizations I have had the privilege to serve. Initiatives were 

implemented that made an impact on the levels of professionalism and efficiency. The scope of 

my responsibility expanded to entire Departments with City Government, which were comprised 

of many different elements. While under my leadership these elements were nominated and won 

many meritorious service awards. They have not been listed for the purpose of this resume. 

However, the management decisions I made that facilitated those awards and impacted on 

service enhancement within those elements, are explained in a Comprehensive Professional 

Experience Portfolio. The portfolio is available upon request. 

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EDUCATION 

Bachelors of Public Administration, Barry University, Miami Florida 

Miami Dade College, Associate in Arts Degree, Miami, Florida 

Certified Business Executive Manager, Florida International University, Miami, Florida 

State of Florida Law Enforcement Certification-Current 

EXPERIENCE 

City Manager and Director of Public Safety Bunnell, Florida 


Chief of Police 2007 – 2008 

Miami Police Department 1981 – 2007 

Rose from the rank of police officer to captain 

BACKGROUND 

The City of Bunnell is the County Seat of Flagler County, and considered the crossroads of the 

county. The City is bordered by I95 and US1, and is located in the center of the County next to 

the Flagler County Airport. In 2010, the City was involved in the largest annexation in the State 

of Florida, when it added over 87,000 acres (approximately 136 square miles) making it the 

second largest city geographically in the State. With only a population of 2,685 people, the City 

is strategically located in one of the fastest growing counties in the State of Florida. 

Although the level of service has dramatically increased in the City, both the operating General 

Fund Budget of $4,002,173.00 and total City Budget of $13,386,711.00, (excluding Capital 

Projects) have been gradually reduced and taxes not increased. While most cities have elected to 

raise the millage rates to keep pace with the depreciation of property values and resulting taxes, 

Bunnell has increased efficiency and services. For example, in 2011, the City created a Solid 

Waste Department which is now generating an additional $125,000.00 annually in revenues, 

while also creating needed jobs. A grant writer ($48,000 in salary) has generated over $13 

million dollars for the City. 

The three most significant issues facing Bunnell were: 

 

Poor Infrastructure: In order to grow, and be ready for the economic recovery and 

development that will come with it, the City needed to enhance its utility system. The 

lack of planned, regular and gradual utility rate increases had left it with a deficit of 

($300,000) and no reserves. Further, nothing had been set aside for renewal and 

replacement or capital improvements. To overcome that situation a rate study was 

immediately conducted through Florida Rural (at no cost to the City) and presented to the 

community through educational workshops. The idea was to obtain their “buy in.” In 

Page 10 of 104


Tab 8 

addition, $5.5 million dollars in grants and low interest loans were obtained. The result 

secured the Utility’s and, indeed, the City’s future. 

 

Reduction of Revenues: Bunnell has experienced the same issues other municipalities 

have with the current economic crisis. In order to survive and prosper, we started to 

“think outside the box.” The City has improved its competitive bidding to get maximum 

services without sacrificing quality. The City is also run more like a business. We 

watch the bottom-line on spending while finding ways to increase revenues by creating 

positions that generate revenue. In addition to that, by investing in its employees through 

training and accountability, this year we were able to give a 5% raise for our employees, 

establish a 2% merit increase for good performance and not raise taxes. This result was 

not accomplished by any one factor alone, but rather with teamwork and creativity. 

Economic Development: In order to be competitive, the City needed to create a 

foundation that would encourage economic development. After successfully 

accomplishing the aforementioned annexation, the City needed a complete re-write of its 

Comprehensive Plan and Land Development Code to make it more developer friendly. 

Instead of spending hundreds of thousands of dollars on a consultant, the Community 

Development Department was staffed with competent and talented persons and the Plan 

was rewritten in-house. This not only created jobs, but it also saved the City money 

which it frankly did not have. The Plan was approved by the Department of Community 

Affairs in 2011. 


Bunnell is a great City that has afforded me the type of hands on experience, very few get to 

benefit from. As the City Manager, and with the cooperation and trust of our City Commission, I 

was able to overhaul this nearly bankrupt City. I started as an ambassador for change in a broken 

Police Department and then, as City Manager. I was entrusted to create a management team that 

would assist me in accomplishing many goals that led to the City’s economic recovery in just 

five years. Our reserves have tripled, our utilities are self-sufficient and financially sound, and 

our level of service is better than ever. 

I have a participative people oriented, lead by example, and “can do” management style. I refuse 

to accept the status quo or the “that’s the way it has always been done attitude.” I analyze the 

areas under my responsibility and look for ways to enhance morale, efficiency, professionalism, 

and the level of service provided to the citizenry. It is important in today’s economy to come up 

with “outside the box” alternatives to reduce expenditure and increase revenues. However, I do 

not believe time and effort should be wasted on the elements identified as not broken and 

running efficiently within an organization. 

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I believe in clear transparency with the City’s elected officials, the citizenry, and employees. 

You are better off admitting to a mistake than to cover it up or attempt to justify it. I believe in 

being clearly visible and available to all. I enjoy mentoring and recruiting talented individuals to 

be the future leaders of the organization. To be a true leader is to gain respect not by the 

authority granted through a position, but through the trust and respect of those employees under 

you. I believe in leading by example, treating others with the respect and courtesy one desire for 

themselves, and creating a positive work environment wherein every member of the organization 

plays an important role. 

The elected officials for whom I have worked would be my best references, and can corroborate 

that I am the person with the qualities described above. I would add that I have over thirty three 

years in public service, twenty seven of which I served a community in the City of Miami with a 

population of over 400,000. I believe that my comprehensive public safety experience gives me 

an added advantage only gained by experience and that cannot be learned in books. 

My accomplishments in Bunnell include: 

‣ Recruited and hired an experienced and professional management team, who were people 

oriented, to replace Department Directors that were unqualified and not willing to move the 

city in a new direction. They also had an autocratic leadership style that was hurting morale 

and efficiency. 

‣ Updated and established new written directives for the City of Bunnell, to include a General 

Rules of Conduct, Disaster Mobilization Plan, and a Safety Plan for employees. 

‣ Created a new user friendly website to enhance the City’s ability to attract new 

development, along with enhancing our level of service at no cost to the City. 

‣ Realigned and streamlined expenditures, which permitted us to create the following 

positions: City Planner, Grant Writer, Assistant Finance Director, and Police Captain. We 

were also able to provide employees with a 3% COLA – an increase denied by the prior 

administration for lack of funding. 

‣ Created Budget Sheets outlining expenditures leading to line item on budgets, and 

justification for each individual department budgets. 

‣ Enhanced the Community Development Department from a one person operation, to a 

cohesive team ready to promote development in our city and rewrite our Comprehensive 

Plan. 

‣ Represented the City of Bunnell with the State of Florida Department of Community 

Affairs concerning changes to our comprehensive plan and land use amendments as a result 

of the largest land annexation in the State of Florida 87,000 acres. 

‣ Coordinated and facilitated the adaptation of the City’s new Comprehensive Plan with the 

State of Florida’s Department of Community Affairs. Currently working on the Land 

Development Codes. 

‣ Established the City’s first computer network and negotiated computers, laptop computers, 

and Information Technology Support for the City from the Flagler County Sheriff’s office 

at no extra cost. 

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‣ Created structure and a fair progressive discipline and training policy to enhance personnel 

development and guidance. 

‣ Hired new Water and Sewer Director and consulted with an engineering firm to develop a 

five year capital improvement plan for water and sewer to facilitate future city needs and 

growth. 

‣ Consistently established business practices to reduce millage rate: FY 2009- 9.6%, 

FY2010-22.8%, FY 2011- 1.4% and FY 2012- 9.2%. A total average of 10.8% reduction 

for the four years, while enhancing the City’s level of service, efficiency, and 

professionalism. 

‣ 

5 Year History Millage Rates 

7.2 

7 

6.8 

6.6 

6.4 

6.2 

6 

5.8 

5.6 

2008 2009 2010 2011 2012 

5 Year History Millage 

Rates 

With property values steadily dropping, the City of Bunnell successfully maintained their millage 

rate at 6.05440 for 3 consecutive fiscal years. In 2011 the City adopted a millage (once again 

below the roll back rate) of 6.9506 and successfully maintained the millage for a second 

consecutive year for 2012 while property values reduced an additional 7.65%. 

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1,400,000 

1,200,000 

1,000,000 

800,000 

600,000 

400,000 

2008 

2009 

2010 

2011 

2012 

200,000 

- 

General Fund Reserves 

‣ General Fund Reserves remained relatively flat since 2008; however, in 2012 the City’s 

General Fund Reserve increased from $300,212 to $1,294,486 of which $1,040,415 is 

unrestricted. 

‣ Created the City’s first Engineering and Solid Waste departments to generate savings and 

produce revenues, and enhance services. 

‣ Represented the City in several mediation hearings concerning lawsuits inherited by the 

prior administration. 

‣ Coordinated the City’s five year Capital Improvement Plan in anticipation for the Capital 

Improvements Element required by the Comprehensive Plan process as one of its elements. 

‣ Reviewed and facilitated the submission of the City’s Water Supply Plan to the Florida 

Department of Community Affairs. 

If selected as the City Manager of Satellite Beach, my first six months will involve: 

‣ Familiarize myself with City codes and Policies before the start date. 

‣ Conduct a financial audit. 

‣ Meet with city leaders individually to obtain their vision and goals for the City. 

‣ Meet with staff and employees to obtain feedback and their assessment on: 

1. Morale, 

2. Efficiency, 

3. Needs, and 

4. Ideas to enhance service and increase savings. 

‣ Assess staff and begin to build a relationship based on trust and mutual respect. 

‣ Have community workshops to hear citizen concerns and establish accessibility to me. 

‣ Assess staff and employee performance. 

‣ Assess each department’s productivity and level of service to the community. 

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‣ Develop a plan to: 

‣ Improve efficiency where needed, departments and employees, 

‣ Establish training where required to enhance performance and efficiency, 

‣ Create policies and procedures where needed, 

‣ Get employee “buy in” and cooperation, 

‣ Reduce expenditures and increase revenues, and 

‣ Create accessibility and transparency with the elected officials and the citizens. 

‣ Brief elected officials on the plan – obtain needed input and implement. 

‣ Create a positive relationship with the media as a means of providing public service 

information to the community. 

‣ Create follow up measures to monitor the plan. 

‣ Reevaluate and make necessary changes to the plan if required. 

‣ Continuously evaluate the plan and brief the elected officials and the community. 

I believe my staff would also corroborate the fact that I include them in the problem solving 

process and listen to their input. Then I can make a decision based on thought and reason. I 

pride myself on having a lot of common sense, and using that as a foundation to all my decisions. 

I have established a great reputation and cannot think of anyone who would attempt to discredit 

me. In my leisure time I am a family man and grandfather and enjoy spending time with my 

family. 


 

 

 

 

 

 

Leader, 

Transparent, 

Highly Competent, 

Highly Ethical/Honest, 

Team Builder, and 

Great Personality – very friendly, very fair. 

REASON FOR DEPARTING CURRENT POSITION 

When I retired from my job in Miami, I moved to Palm Bay in Brevard County and chose it as 

my final destination to live and work. However, the opportunity presented itself in Flagler 

County where I have worked for the past six and a half years. The result is that although, I have 

a great job, bosses, and employees, I have to commute for an hour and a half to and from work 

each day. 

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Tab 8 

My children and grandchildren settled in Palm Bay Brevard County, and I wish to find a job I 

can settle into for a long tenure nearer to my family. I will miss all the good people of Flagler 

County, but I feel a need to be closer to my family. I look at the City Manager’s position at 

Satellite Beach as a place I can work and dedicate my talent for a very long time. Satellite Beach 

is a beautiful place to live – a place where I would love to live and call my permanent home. 

CURRENT/MOST RECENT SALARY 

My total compensation at Bunnell is $120,000.00 including benefits and a take home vehicle. 

Page 16 of 104

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Page 17 of 104


ARMANDO G. MARTINEZ 



County 


Flagler County, FL 

Miami-Dade County, FL 

State 

Florida 


County 


Flagler County, FL 

Miami-Dade County, FL 






December 2008 – Civil Action Law Suit 

filed by Mr. Martinez 

Disposition = Open, Litigating 


for record found 

Results Pending 


Federal 

Florida 


Motor Vehicle 

Florida 

Credit 

Bankruptcy 

Education 

Employment 


Good 

Results Pending 

Confirmed 

Confirmed 

*See page 2 for candidate explanation for record found 

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Explanation for Record Fond 

Tab 8 

From: Armando Martinez] 


Kathryn, 

I am the person listed and identified in your search. Unfortunately, I as many other Americans in our 

country who invested in the real estate market, am suffering from the current economic situation our 

country is facing. I have purchased and sold many properties throughout the years and have always paid 

my creditors. 

However, there are some unique circumstances surrounding these issues for which I had to contract an 

attorney to defend my interests. Early on I contacted my mortgage company and attempted to 

refinance some of the properties I invested in. This has seemed impossible since the property is 

appraised significantly lower than the purchase price. The two specific properties listed are currently 

being worked through the legal system and resulted in the civil action I initiated. 

My attempt all along is to refinance at a lower interest rate to secure these properties until the market 

returns. However, I am also currently considering placing the homes as short sales and am willing to take 

a substantial loss to settle my debt with my creditors. 

Thank you, I appreciate your time. 

-Armando Martinez 

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Armando Martinez 


Tab 8 

Catherine Robinson – Mayor, Bunnell, FL 386-503-8837 

Mayor Robinson has known Mr. Martinez since 2006. He was the Police Chief and she moved 

him into the City Manager’s position in 2008. 

Mayor Robinson has been on the commission for 17 years and Mr. Martinez is by far the best 

manager she has ever had. The Bunnell Police Department was in terrible shape when he was 

hired. He did an excellent job bringing in professionalism and ridding the department of useless 

employees. He is a quick thinker and does an outstanding job of public relations. He adheres to 

human resources policies and procedures and has made her job as Mayor a delight. 

When Mr. Martinez first came to work in Bunnell he would stay the bulk of the week and make 

the two hour drive home on the weekends. He is Cuban American and has extremely strong 

family ties. When he moved into the City Manager’s position he gave up his house in Bunnell 

and started to drive home every evening to be with his family. He is adored by the community 

and it will be a tremendous loss if he chooses to leave. However taking a job without such a 

terrible commute will be a significant gain for his family. 

Mr. Martinez is transparent and open. He has a great deal of integrity. He and the former city 

manager did not see eye to eye so he resigned as Police Chief rather than drag the city through a 

controversy. 200 people showed up to a public meeting to beg him to stay. Mayor Robinson 

decided to let the City Manager go and asked Mr. Martinez to step into that role. 

Mr. Martinez is not corrupted by politics. He has instinctive people skills and works well with 

everyone. When he was promoted to city manager, his only area of weakness seemed to be 

economic development - he was, after all, trained to be a Police Officer not a City Manager. He 

immersed himself in anything that would give him more knowledge of the subject and soon 

learned everything he needed to know. 

Mr. Martinez is not afraid to move someone out of a position if they are a detriment to the city. 

He is fair and committed to his team of employees. He is a leader and maintains the organization 

at a high performance level. He hires quality personnel then allows them to lead their 

departments. He initiated a pay plan based on merit for the employees, which was initially 

controversial. By doing so the staff has additional incentive to work hard. 

The City did not have a solid waste department until Mr. Martinez put one together. The newly 

formed department has increased customer service and brought in additional revenue. With 

some of the revenue he was able to give the employees a raise for the first time in five years. 

Mayor Robinson cannot imagine life in Bunnell without Mr. Martinez. He is simply 

irreplaceable. She and the entire community will be devastated if he leaves but she will be happy 

for him and his family if he accepts a position closer to his home. 

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Tab 8 

Words or phrases used to describe Armando Martinez: 

 

 

 

 

 

 

 

Energetic, 

Positive, 

Bubbly personality, 

Go getter, 

Charismatic, 

Loves people, and 

His family is extended to the people of Bunnell. 

Strengths: 

Public relations, people skills and integrity. 

Weaknesses: At one time, Economic Development. He has, however, educated himself and it 

is no longer a weakness. 

______________________________________________________________________________ 

Richard Diamond – Former City Manager, Bunnell, FL 863-496-1910 

Mr. Diamond was the City Manager in Bunnell and hired Mr. Martinez as Police Chief in 2006. 

They worked together until 2008. He has excellent interpersonal skills and worked well with 

everyone. 

The Police Chief prior to Mr. Martinez did not do a very good job. He did not like the Sheriff so 

they never spoke. The City had extensive drug problems and the officers were afraid to go into 

certain neighborhoods. The department had a high turnover rate and when Mr. Martinez was 

hired he had to reach out to the Sheriff’s Department for help. He set up an advisory committee 

and with the help of the Sheriff’s Department, improved training substantially. He recruited 

quality police officers and turned the community around. Some activists said it was the first time 

in 50 years that they had seen cooperation between the City and Sheriff’s Office. 

Mr. Martinez’s greatest strengths are his experience and people skills. Coming from Miami, he 

had to get acclimated to a smaller community (Bunnell’s population is a little over 3,000) but 

showed no weaknesses. He held monthly meetings in an older neighborhood that had one of the 

highest crime rates in the City and stood side by side with Mr. Diamond to take criticism and 

answer hard questions. 

Mr. Martinez was timely with his budget preparation and always accomplished tasks quickly. 

He was not involved in anything controversial in Bunnell. Something did turn up in his 

background check when he was hired. Mr. Diamond does not remember the details but it had 

something do to with falsifying overtime in South Florida. He was exonerated from any wrong 

doing in the end. 

Mr. Martinez is a leader. He learned how to be a leader through his paramilitary training. He 

could also be described as a great manager, but he first leads then manages. 

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Although Mr. Diamond did not work with Ms. Martinez in his current position as City Manager 

he has heard great things about what he has been able to accomplish. He highly recommends 

Mr. Martinez for the City Manager position. 


 

 

 

 

 

 

Energetic, 

Enthusiastic, 

Loves police work, 

Builds strong working relationships, 

People person, and 

Experienced. 

Strengths: 

People skills and experience. 


______________________________________________________________________________ 

Arthur Jones – Police Chief, Bunnell, FL 954-391-0885 

Chief Jones has known Mr. Martinez since 2004 and indirectly before that. Mr. Martinez was 

with the Miami Police Department at the time that Chief Jones was working homicide in Fort 

Lauderdale. They met again in Bunnell when Mr. Martinez was Police Chief and Chief Jones 

was one of his detectives. Chief Jones has been in law enforcement for 30 years and considers 

Mr. Martinez one of the best he has ever worked with. Although Chief Jones retired in April 

2012 they have continued to maintain the same amount of contact. 

Mr. Martinez is a leader in every sense of the word. He participates in mentoring programs 

throughout the City. Anyone can go to him and he will have the solution to your problem. He is 

extremely versatile and knows the ins and outs of running a city 

When Mr. Martinez was the Chief of Police he changed the Bunnell Police Department by sheer 

will and the desire to make a positive difference. He is a Christian man and earned Chief Jones’ 

respect right away. The Police Department was small and needed to be restructured. Mr. 

Martinez laid the groundwork with new policies and established relationships with other 

agencies. His personality and interactions with others is refreshing. He gives all of himself to 

better the environment. He is uniquely unselfish. He will never put a limitation on what needs 

to be done. He overdoes it sometimes but seems to go home and rejuvenate with his family. 

In 2006 when Mr. Martinez came to Bunnell some of the officers were not performing up to 

expectations. He redefined the positions clearly and ensured only qualified employees could fill 

them. As City Manager he has done the same with other departments. Some of those people are 

now gone and the rest at least meet expectations. 

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Tab 8 

The public is the reason Mr. Martinez does his job. He gives the people what they ask for. He 

consoles citizens and makes them feel important. When someone needs something, it should be 

strongly considered because the people matter. He stands for process and every goal is set with 

the community in mind. 

At one point, a resident of Bunnell was complaining about a stop sign that made vehicles stop 

too close to his bedroom window. Chief Jones looked into it and determined the sign was legally 

placed. Hence, nothing could be done about it. Mr. Martinez went a step further and spoke to 

the school under construction in the area. He worked with the FDOT and restructured the area to 

a three way stop so the sign in question could be moved. That is only one example of how he 

goes above and beyond on a daily basis. 

Since becoming the City Manager Mr. Martinez has brought the professionalism and dedication 

to the entire City that he brought to the Police Department. He put in a new operations system 

that allowed each department to communicate with each other that was more conducive to 

change. The first thing he did was pull his team of directors together and clearly state what his 

mission was and gain their support. He explained that while some of the people were not 

necessarily qualified for their positions he let them know that he was going to give them the 

opportunity to receive training and become qualified. He made the directors live up to their title. 

Mr. Martinez also made changes to the budget. Many times directors get accustomed to a certain 

amount of money for their budget and feel that they have to continue to get that same amount to 

survive. However, he taught them that they can do more with less. Once they realized he was 

right they were proud of what they had accomplished and were even more motivated to do better. 

Mr. Martinez instated the Clean-Up Bunnell day, which occurred one day every year. He 

encouraged all of the employees to participate and he was there every year as well. Whatever he 

attempts to do he puts his whole heart into. The City is cleaner and more efficient than ever with 

him at the helm. 

Mr. Martinez has been under a microscope in such a small town. He taught his employees to 

avoid controversy by always being on the right side of the law. He encourages them to bring 

issues to the surface and never try to hide anything. 

Chief Jones would definitely hire Mr. Martinez as City Manager. He works towards perfection. 

The first thing he will do as the City Manager is learn and master the policies. Then he will be 

able to determine where changes need to be made and perfect those policies to meet the needs of 

the city. 


 

 

 

Can go to him at any time for support, 

Spiritual brother, 

Awesome guy, 

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Problem solver, 

Gives good direction, and 

Loved by all. 

Strengths: 

Personality, people skills and drive to make a difference. 

Weaknesses: Overworks himself. 

______________________________________________________________________________ 

Barbara Harkins – Human Resources Administrator, Bunnell, FL 386-313-4079 

Ms. Harkins became the Administrative Assistant for Mr. Martinez in 2007, they have worked 

together ever since. He is forthright and extremely kind not only to her but to all department 

heads and employees. He will commend you for a job well done but never criticize in public. 

He makes himself available to anyone who wants some of his time. 

Since becoming the City Manager Mr. Martinez has accomplished a great deal. He developed a 

solid waste and engineering departments, and cleaned up the city. Things are moving forward 

and not only are the employees happier working for him than ever before, but so are the 

residents. Currently the City is negotiating the purchase of a private utility that will help them 

provide better service to some of the citizens. In addition he pushes for modernization. He 

implemented a new plan to replace a portion of the City's computer equipment every year so they 

will continue to remain technologically viable. 

Mr. Martinez gets people to work toward a common goal. He had built a relationship with every 

single employee in the City. He will go out and work the equipment with street sweepers to see 

what they really do and understand what they face every day the work. He is more of a leader 

than manager because he inspires the staff to do their job so that he does not have to manage 

very much. 

Mr. Martinez is very intuitive. He reads people incredibly well and can pinpoint the meaning in 

what is being said. He is also compassionate. When she is sick, he will call her at home. When 

her husband passed away, he was there to offer help. If he hears someone is sick or has lost a 

loved one, he will ask her to send a card on his behalf. 

Before Mr. Martinez was hired, the central theme among the staff was self-preservation. He 

brought everyone together and taught the departments to rely on each other. He has hired good 

people who are getting the job done. He will listen even when he does not agree. He will 

compromise if he feels it will be beneficial to the city. He will stand firm on his decisions and 

help the people understand the reasons they are made. 

Residents and business owners stand behind Mr. Martinez. They all know that he is the one to 

go to when a problem comes up and that they will be welcomed into his office to speak with him. 

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He keeps a neat schedule and consistently checks in with Ms. Harkins to review his daily 

calendar. 

The Police Department had a number of issues which Mr. Martinez had to investigate and 

resolve. He always kept the good of the community in mind when working on them. If it was 

found that an officer had done wrong, he had no problem stepping in and rectifying the situation. 

Ms. Harkins highly recommends Mr. Martinez for any City Manager position. 


 

 

 

 

 

 

Pleasant, 


Always there to help in any situation, 

Forthright, 

Kind, and 

Compassionate. 

Strengths: 

Reads people well, intuitive and strives to do the right thing. 


______________________________________________________________________________ 

Don Fleming – Former Sherriff, Flagler County, FL 386-931-9703 

Sheriff Fleming has known Mr. Martinez since 2008. They worked together until December 

2012 when the Sheriff retired. He is doing a wonderful job for the City of Bunnell. He is 

outgoing and willing to network with other agencies and other cities. If Sheriff Fleming was in a 

position to do so, he would hire him. Of the four City Managers that the Sheriff worked with, 

Mr. Martinez has accomplished the most by far. 

Mr. Martinez balanced the budget which had not been done in years. He made improvements to 

City Hall with bonds and so many other things it would be hard to quantify. Although the 

majority of his career was in law enforcement he has found a new niche in city management. 

Mr. Martinez mixes work and people to resolve issues before they become larger problems. He 

is experienced and transitioned from Police Chief to City Manager effortlessly. He has led the 

City through some rough times. His only weakness is being a two hour drive away from his 

family. 

Mr. Martinez has done a good job hiring personnel considering the limited money he has to 

spend. He is a good speaker and presents himself well in public forums. He mingles with the 

chamber of commerce and has good working relationships with the community. 

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When Mr. Martinez became the Chief of Police in Bunnell, he requested the Sheriff 

Department’s assistance. He asked them to determine the strengths and weaknesses of his 

department. Sheriff Fleming felt they needed additional training and Mr. Martinez immediately 

provided it. He also felt the turnover was high and recommended paying officers more. Sheriff 

Fleming could rely on Mr. Martinez to provide manpower in a timely manner if it was requested. 

Mr. Martinez is an outstanding City Manager and will make an excellent addition to any city. 

He has the knowledge and the skills to make him one of the best. 


 

 

 

 

 

 

Outgoing, 

Well dressed, 

Personable, 

Great verbal communication, 

Experienced, and 


Strengths: 

Motivated and resolves issues before they get bigger. 

Weaknesses: Wants to be closer to his family. 

______________________________________________________________________________ 

Doug Baxter – President, Flagler County Chamber of Commerce, FL 407-247-5153 

Mr. Baxter has known Mr. Martinez since he was hired in 2006 as the Police Chief for the City 

of Bunnell. He has since taken over as the City Manager and made a tremendous difference 

from the previous manager. Mr. Baxter is not happy about even considering losing him. They 

worked together until November 2012 when Mr. Baxter resigned from his position. 

The county-wide chamber has three smaller chambers under its umbrella and Bunnell is one of 

them. They put together the annual Potato Festival and without Mr. Martinez it would have 

never have happened. 

Since taking over as the City Manager, Mr. Martinez has taken the City out of its bubble and 

brought it up to modern standards. He brought the solid waste collection in house, saving 

Bunnell money. He has partnered with the county to purchase a water treatment plant from a 

private company. The county was unable to acquire the bonds on its own so its asked Mr. 

Martinez and the City of Bunnell to partner with them. The treatment plant will be yet another 

source of revenue that he has helped bring to the City. 

Mr. Martinez is extremely supportive of his chamber and community. He helps everyone he 

possibly can. He has opened many doors with his positive attitude and charismatic personality. 

He is an excellent communicator and team builder. He functions well in every area. Dealing 

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Tab 8 

with elected officials can be a challenge, especially for someone with a background strictly in 

law enforcement. Mr. Martinez was challenged to learn politics as the City Manager and he did 

so while earning the full respect of his elected officials. 

Mr. Martinez increased the caliber of his employees to meet the needs of the City. He has done 

an excellent job with a very limited budget. He is fantastic at getting out into the public and 

meeting people. He wants the residents to know him. He has an open door policy and is 

completely transparent. He has brought back trust in the government that was lost with previous 

managers. He knows the boundaries of the law and follows them. 

Mr. Martinez has balanced the budget and made it easier for the elected officials to do their jobs. 

He has also made Mr. Baxter’s job as the Chamber CEO enjoyable and it will be a terrible loss 

when he moves on. 

Mr. Baxter has no doubt that Mr. Martinez is a capable City Manager. He is confident Mr. 

Martinez will do extremely well anywhere he goes. 


 

 

 

 

 

 

Very big asset to the city, 

Easy to talk to, 

Experienced, 


Supportive, and 

Respected. 

Strengths: 

Personality, communication and experience. 

Weaknesses: Needed to learn politics for his position as City Manager but did that very well. 

______________________________________________________________________________ 

Raul Martinez – Retired Chief, Miami Police Department, FL 305-975-0939 

Raul Martinez worked with Mr. Martinez in Miami and retired in 2003. They have known each 

other since the 1980’s. 

Mr. Martinez is very honest, conscientious and outgoing. He did excellent work in community 

relations and was the Deputy Commander of Internal Affairs. He is ethical and fair. He always 

gets the job done. He has a knack of speaking with the community in a manner they understand. 

Every new position has a learning curve that takes time to master. Mr. Martinez had mastered 

every position he has taken on. He has never been involved in anything that could be an 

embarrassment to a future employer. 

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Raul Martinez cannot recall specifics but Mr. Martinez is a problem solver. He recommends him 

for the City Manager position. He is a balance of a good leader and manager. 


 

 

 

 

 

 

Straight shooter, 

Gets the job done, 

Committed to his job, 

Honest, 

Good communicator, and 

Conscientious. 

Strengths: Works well with the community, ethical and fair. 


______________________________________________________________________________ 

Prepared by: Emilee Anderson and Trissa White 


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Internet Research 


(Note: Articles Appear in Reverse Chronological Order) 

Tab 8 

FLAGLERLIVE 

March 3, 2013 

Bunnell’s City Election Tuesday: From the Revealing to the Embarrassing 

Bunnell elections are like the town itself: blink a couple of times and you might miss it. Most 

Bunnell residents needn’t even blink. They either don’t know or don’t care that a municipal 

election is taking place Tuesday. 

Two city commission seats are up. The city of 3,000 will be lucky if 300 people turn up at the 

polls—or rather, the poll, at Bunnell’s old city hall–although in that regard Bunnell’s 

traditionally dismal turnout is only slightly worse than Palm Coast’s or even Flagler Beach’s of 

late. 

The difference with those two towns is that in Bunnell no one bothers to host candidate forums. 

So issues are hardly discussed outside of commission meetings, giving incumbents an automatic 

advantage since they can simply advertise themselves as sitting commissioners with 

“experience.” Also, not much is done to signal the coming election and give potential candidates 

a better chance to enter the race. As a result, few do. Mayor Catherine Robinson was re-elected, 

without opposition, just as she was three years ago. 

Two commission seats are up. Both incumbents (Elbert Tucker and Daisy Henry) are in the 

running. Only one additional candidate is in the race, Bill Baxley, who fell three votes short of 

winning a seat two years ago. 

That’s still better than Flagler Beach’s municipal election, which was to be held concurrently 

with Bunnell’s. Two seats were up on the Flagler Beach City Commission, but after one 

candidate briefly flirted with challenging the two incumbents, he withdrew, resulting in the 

automatic re-election of Jane Mealy and Steve Settle. That’s unusual for Flagler Beach, where 

elections have been hotly contested in recent years, if with a revolving set of familiar candidates. 

In Bunnell on Tuesday, the top two vote-getters will be elected. So at least one of the two 

incumbents will be reelected. 

Absent forums and public interest—and better coverage from local media, this news source 

included—Bunnell’s city commissioners are left to their own devices to draw the few dozen 

votes that assure them victory. That involves the usual campaign signs and knocking on a few 

doors. But mostly, it involves the equivalent of a mass mailing, or as close to a mass mailing as 

Bunnell’s absence of anything like a critical electoral mass can elicit: Henry, Tucker and Baxley 

each sent a letter in the form of a personal appeal to registered voters. 

The letters are the sharpest self-portraits by candidates that most voters are likely to get. 

They are also, in one case, the cause of controversy: Henry’s letter to constituents was so poorly 

written, so incoherent and at times factually wrong that it drew a letter of protest from Hardy 

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Underhay, a Bunnell resident, to the mayor and the commission. Underhay’s letter might have 

carried more weight had it not itself had its share of misspellings (it’s “grammar,” not 

“grammer”), terrible punctuation, and run-on sentences. But Underhay isn’t running for office. 

“Receiving a letter like the one mailed to us by Ms. Daisy M. Henry is a poor reflection on all of 

you, the City of Bunnell and not to mention Ms. Henry herself,” Underhay wrote. “What a 

disgrace to think that this is someone who is supposed to be out there helping to run the City of 

Bunnell.” 

Henry, a pastor, wrote lines like this, reproduced here exactly as they appear in the original 

letter: “As a native of Flagler county, resident, and commissioner of Bunnell. I have serve as 

your commissioner for fourteen years. I am very proud of the position ,it have been very, very 

challenging educational, and rewarding.” 

The lines don’t get better. 

No one would begrudge a local politician’s poor writing skills. Few can write. But most try hard, 

when they write, either to edit their work, or to get a little help from someone who can, before 

disseminating it widely. Not doing so can be as offensive to the intended audience as it can, or 

should, be embarrassing to the author. It also raises questions of competence beyond English, 

especially when Henry asks residents to “please remember that some commissioners live within 

the city” (no, all of them do, otherwise they couldn’t run for office there), or that “the millage 

have not increase in a while” (yes it has, though the actual taxes property owners pay may not 

have increased as much, or in some cases at all, because of falling valuations). 

Each letter is revealing in its own way, as are to a lesser extent the candidates’ campaign 

finances. Both are detailed below. 

Bill Baxley 

Baxley’s letter is the briefest, and like Baxley himself, it is to the point and frills-free. It makes 

no outlandish promises, as candidates often do. Baxley tells constituents of his service in the 

Marines (10 years) and the Florida Department of Corrections, tells them he’s now retired, 

giving him time to devote himself to city issues, and tells them that he’s attended commission 

meetings and “studied the agendas for the past three years.” That’s no boast: few local residents 

attend any of the county’s five local governments’ meetings as religiously as Baxley attends 

Bunnell’s. He’s also been serving on the city’s zoning board for the last two years. 

Baxley pledges to “lower taxes when possible” and “lower the water and sewer rates,” two very 

difficult promises to keep in an economic climate that keeps pushing tax and water rates the 

other way. Bunnell’s recent acquisition of the Plantation Bay utility will also—its officials’ 

promises notwithstanding—sooner or later likely lead to higher water rates for all residents, 

because the city (along with the county) took on a clunker. Repair costs will be heavy. The city 

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will not be able to isolate them entirely from ratepayers elsewhere in the city. (The closing on the 

Plantation Bay utility sale is not before May). 

Baxley also says he will cast his vote “to cut all excessive spending” (a vague enough pledge that 

doesn’t necessarily flirt with the impossible) and “to bring more businesses to Bunnell” (an 

obligatory and costless pledge every candidate in every election makes). 

Baxley’s campaign finances are as spare as his letter: through Feb. 28, he raised $700, including 

$500 in a loan to himself, and $100 each from Charles Chambers of Bunnell, and Vickie 

Waddell of Bunnell. He spent most of the money on signs and mail. 

Elbert Tucker 

Elbert Tucker’s letter is the longest of the three, but also the most substantive, and just as 

revealing for what it says as for what it doesn’t. Until the election of John Rogers two years ago, 

Tucker was the commission’s lone ranger, voting in dissent more often than any other 

commissioner. He is also the odd man out when it comes to ideas: he proposes them, sometimes 

from a limb, even though a majority of commissioners usually rebuff him. It was Tucker’s idea 

to invite the sheriff to take over policing in Bunnell two years ago, after a State Attorney’s 

investigation revealed, for the third time in 10 years, that the department was a morass of 

incompetence and corruption. Consolidation with the sheriff’s office would save the city 

hundreds of thousands of dollars, Tucker argued. But his colleagues rejected the proposal. 

Tucker’s dissents were at times prescient, as with his early opposition to Bunnell’s participation 

in a consortium, led by Palm Coast, to build a desalination plant. Bunnell’s participation cost it 

$40,000, Tucker says, a contribution he opposed early while the rest of the commission approved 

it—only to realize, as every government that joined Palm Coast’s consortium eventually did, that 

the desalination plant would instead be a white elephant. The plan died after local and regional 

governments lost well over $2 million on it. 

Tucker also takes credit—though it was more of a group commission effort—for the city’s 

resumption of running its own garbage pick-up operations. He also takes credit for ending the 

city’s illegal scheme, operated in conjunction with its police department, of seizing and towing 

vehicles, usually on flimsy pretexts. Drivers would get their cars back for $350 fees the city 

pocketed. While it’s true that Tucker voted to repeal the ordinance that made the scheme 

possible, he did not initiate the idea: a State Attorney’s investigation exposed the scheme’s 

excesses, embarrassed Bunnell, and essentially forced the city to repeal the ordinance, since it 

was illegal, and make refunds available to drivers affected. 

Tucker also takes credit for opposing merit-based raises to city employees (he was in dissent on a 

vote that a majority of the commission approved). “I recognize the value of our city employees 

and believe they should be paid a meaningful wage,” he writes in his letter to citizens. “But, in 

these bad economic times and with many of our own citizens themselves suffering (those on 

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fixed incomes, those who have lost their job or have had their pay or work hours cut) I didn’t 

think it right to ask Bunnell taxpayers to fund ‘merit’ pay increases for city employees. Do you?” 

Tucker had no such concerns when it came time to give himself and the rest of the commission a 

100 percent raise a few years ago. Commissioners and the mayor voted together to double their 

pay, to nearly $10,000 a year, and bring it in line with the pay of commissioners in Palm Coast, a 

city with 25 times the population of Bunnell. Tucker was even defiant about his vote approving 

his raise: “I’m worth every dime that I get paid for this job,” he said at the time. “Here’s the final 

analysis. The people don’t like us, they need to vote us out and get the salaries back to $4,800.” 

Tucker raised a total of $1,100, all but $300 from himself. He got a $250 check from Jay 

Beggelman of Palm Coast, and a $50 check from Diane Minotti, who also donated $50 to Henry. 

Minotti is married to Perry Mitrano, the city’s solid waste director who owes his job, in part, to 

Tucker’s support of Bunnell resuming those services. 

Daisy Henry 

Henry’s Feb. 6 letter notes the creation of the solid waste department and the hiring of City 

Manager Armando Martinez, whom Henry does not name but credits for being a qualified 

manager. Martinez brought on a strong administrative staff and placed the city on a stronger 

footing after years of instability and poor management. But it’s just as true that Henry’s long 

tenure on the commission oversaw Bunnell’s more wayward years. 

The rest of her letter makes general statements about the city’s business friendliness, its ability to 

get grants and its special events, none of which entailed Henry’s direct or, in most cases, indirect 

involvement. “Even though you don’t hear or read anything I say in the media I am silently 

working in your behalf,” she claims. If so, she works in mysterious ways. 

Henry can be fierce, passionate and pious, but only concerning matters that concern her directly, 

if not personally. Her commission colleagues never give her leadership responsibilities, 

condescending instead to let her pray or speak her mind on occasions, but little more. There is no 

mystery to her successive reelections: she is black, and as such enjoys the only solid, unwavering 

constituency in the city with the highest proportion of black residents in the county—and the 

only city still with a black ghetto. Bunnell’s South Side, where Henry lives, is a blight of 

poverty, crime and political indifference unparalleled anywhere in Flagler. It’s also her base. 

(Palm Coast is relatively well integrated, and Flagler Beach has no ghetto because it banned 

blacks from living there until recently; few do anyway). 

Yet when Carver Gym, the one unquestionably positive icon that stands out as a service to South 

Side residents, was threatened with closure by the County Commission in 2010, it wasn’t Henry 

who led the battle to save it. She was vocal and organized her own neighborhood’s grass roots, 

but it did not go further than that. Nor did her colleagues entrust her with that battle. After a 

failed attempt by Bunnell Vice Mayor Jenny Crain-Brady to lead the effort, it was Barbara 

Revels, the county commissioner (and a long-time Flagler Beach resident) who took up the fight, 

and won it. It’s still Revels more than anyone who’s keeping Carver Gym’s organizational 

structure and funding solid. 

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Henry seldom votes in dissent: she is a quintessential status quo commissioner, who largely goes 

along with Martinez’s administrative initiatives, and provides the surest third vote for Crain- 

Brady and Robinson. Martinez’s future in Bunnell may well depend on her re-election. 

Revels is among Henry’s campaign contributors: she donated $100. Other contributors include 

Crain-Brady ($50), former Bunnell City Commissioner Jimmy Flynt ($200), Frank Giddens 

($100), and Bunnell developer Mark Langello($500). 

Henry’s campaign finance documents are confusing, and in one case clearly wrong: her last 

report, covering Feb. 9 to Feb. 28, lists just $100 as “total monetary contributions to date,” when 

it should list allof her monetary contributions in the course of the campaign, which appear to top 

$1,000. Henry was also fined $50, in accordance with state law, for turning in a report late. 

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Daytona Beach News-Journal (FL) 


Plantation Bay utilities purchase approved 

Author: Julie Murphy; STAFF WRITER 

BUNNELL — Utilities serving Plantation Bay are beyond old. 

In fact, it wouldn't take much of a failure to leave residents unable to flush their toilets or pour 

themselves a glass of water, according to independent engineers who examined the system on 

behalf of Flagler County and the city of Bunnell. 

"We are going to have a defunct system. I'm not comfortable with this at all," Flagler County 

Commissioner George Hanns said at Wednesday's workshop on the utility's possible purchase. 

"And, you are still recommending that we go forward. You are going to need a sledgehammer to 

convince me." 

The utilities system was built 28 years ago, said engineers from Wade Trim. And capital 

reinvestment to maintain equipment with a 20-year life expectancy hasn't been done. 

Armando Martinez, Bunnell city manager, said he and Flagler County Administrator Craig 

Coffey are now fully aware the system is deficient but are keen on ensuring that residents there 

have quality drinking water and a working sewage system. 

Engineer Clayton McCormick said the Department of Environmental Protection issued a fouryear 

administrative order, that ended in 2010, because there were, and are issues with suspended 

solids in wastewater, no continuous monitoring as required, and the system is unreliable. That 

order was extended until 2012, but because the work wasn't done to correct the issues a consent 

order was issued and fines could be forthcoming. 

The big problem is a lack of redundancy, McCormick said. 

"There's only one tank," he said, referring to the wastewater side of the utilities. "There's no way 

to get in and clean it." 

County Commissioner Frank Meeker, who works for the St. Johns River Water Management 

District, asked whether dual redundancy is needed on the water side as well. 

"It's not required," McCormick said, "but as a good engineer, I would want to have it." 

It would be close to impossible to shut down and repair the facility if it were to fail, Coffey said. 

"It wouldn't be pretty," McCormick said. 

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Getting to the nitty-gritty details, Oscar Duarte, also with Wade Trim, said two of four wells do 

not pump water that can be adequately treated for use. Wiring for the wells' signaling system, 

instead of being buried, string through the trees over 137 acres of forest known as the well fields. 

"If a tree falls because of a storm, the water signaling system (to pump water from the wells) 

could go out," he said. 

The company determined three levels of projects based on dire need and bringing the system into 

compliance. 

To make the repairs necessary to fulfill the DEP's consent order, projects will cost an estimated 

$3.4 million. Capital improvement projects, such as the water supply wells, will cost another 

$1.9 million. The third tier of repairs, the lift stations being the largest part of those repairs, will 

be $2.3 million. 

"It needs substantial improvements," Duarte said. "It has had Band-Aids put on (the problems)." 

The total cost of purchasing the utilities and making the aforementioned improvements is $13.1 

million. 

"I think we're obligated to provide these services for the residents there," Martinez said. 

With Hanns and Bunnell City Commissioner John Rogers opposed, officials approved an 

interlocal agreement to purchase the utility and make the improvements. 

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Flagler County may give courthouse to Bunnell 

Author: Julie Murphy; STAFF WRITER 

BUNNELL — Flagler County and Bunnell officials will meet Thursday to discuss the possible 

transfer of the Historic Courthouse to the city. 

"That building has deep roots in Bunnell," City Manager Armando Martinez said by phone 

Friday. "We think it is very important to the revitalization of the downtown." 

Consensus was reached during a July workshop about how to proceed and an interlocal 

agreement was drawn up by County Attorney Al Hadeed, but with a new request by Bunnell and 

new commissioners seated on the County Commission the agreement could change, County 

Administrator Craig Coffey wrote in a memo to the County Commission. 

"Following the workshop, through (Martinez) it was indicated to county staff that Bunnell 

commissioners desired a deed for the property under the courthouse," Coffey said. 

County Commission Chairman Nate McLaughlin and Commissioner Frank Meeker told staff 

they wanted "to explore a potential alternative to give Bunnell the entire (Historic) Courthouse 

and annex property." 

"Bunnell needs to plan out its future," McLaughlin said by phone on Sunday. "If they can have 

access to the whole building and annex and the property there, they will be able to do that. I 

think it is important for us to try to give them control of it for planning." Martinezsaid the city is 

"excited" about the prospect of having the entire building to use. 

"We want to go into the old courthouse," Martinez said. "With the changes to the commission, 

we want to make sure everybody is on the same page." 

County staff will work toward whatever end is decided, Coffey said. While he said he wouldn't 

speak for sheriff-elect Jim Manfre, Coffey said his understanding is that he is flexible. 

"The Sheriff-Elect is flexible on any office project that the board would like to pursue, whether 

that is the Courthouse Annex or another project," Coffey said. "He is in agreement with the 

Courthouse Annex project and would not object to the Bunnell Police Department occupying a 

portion of the space in the Courthouse Annex. If an alternative project is proposed, he does not 

want it to cost more than the currently proposed project and would even prefer an option that 

would offer a savings." 

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Coffey said he would prefer county staff "no longer be involved" if possession of the buildings 

and property go to Bunnell, but said "county staff will continue to manage a capital project for 

the Sheriff's Office space needs." 

"Staff is in agreement with providing a deed to the City of Bunnell for the property under the 

Courthouse. Although it will complicate any agreement slightly, the basic relationship on a dayto-day 

basis would remain the same," Coffey said. "This is an important point for the City 

officials and can be worked through, should be County Commission choose this direction." 

The meeting will be from 6 to 9 p.m. at the Flagler County Emergency Operations Center, 1769 

E. Moody Blvd. 

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FLAGLERLIVE 


Bunnell Manager Martinez’s Pay Raise Blocked As a Commissioner Calls Him “Overpaid” 

In October 2009, the Bunnell City Commission hired Armando Martinez as its city manager for 

$90,000. He’s now making $102,400, but says he’s never gotten a raise since he became 

manager. Thursday evening, he was up for a merit pay increase that would have brought his 

salary to $104,470, a 16 percent increase from his base pay. 

A 2-2 vote of the commission meant that the motion to give him the 2 percent merit increase 

failed. “I tell him all the time that Mr. Martinez is overpaid,” Commissioner John Rogers said, 

siding with Commissioner Elbert Tucker in opposing the merit increase. 

Mayor Catherine Robinson and Commissioner Daisy Henry voted for the raise, but it wasn’t 

enough: a tie vote means a failed motion. Vice Mayor Jenny Crain-Brady was absent: had she 

not been, she likely would have voted to support the raise, as she has been a staunch supporter of 

Martinez in the past. It’s quite possible that commissioners favoring the raise will bring up the 

matter again at a subsequent meeting, when they’re assured of a majority. 

But the discussion over Martinez’s pay—the latest in a series of such discussions in the last few 

years—again laid bare a fault line on the commission that opposes Tucker and Rogers against the 

remainder of the commission, and that points to how Martinez’s fate hangs in the balance, with 

elections coming early next year, when three seats are up—Tucker’s, Henry’s and Robinson’s. 

One of the leading candidates for the election, Bill Baxley, was in the audience Thursday 

evening, as he has been at most meetings since well before running for a commission seat at the 

previous election and failing to win a seat by 19 votes. He’s not been a fan of Martinez’s, and 

spoke skeptically of the merit raise Thursday evening. 

“If my memory serves me correctly, I would almost be positive that I heard Mr. Martinez say 

he’d be willing to recuse himself from it,” Baxley said of the merit raise, referring to a previous 

meeting’s discussion. 

“Yes,” Martinez said. “What happens was, when the issue came and was brought up by Mr. 

Tucker, about my name being on the list, what I said was, if my name being on the list would 

exclude you from approving the merit list, then go ahead and move it off the list but I think the 

board chose to pass it as was, with my name still on the list.” 

The difference between Martinez’s base pay, when he was originally hired, and its current status 

bears explaining. 

His original $90,000 salary was for his duties as city manager. But he was also given the title of 

public safety director. Before becoming manager, Martinez was briefly Bunnell’s police chief. 

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As a cop, +he was granted hazardous pay, even as manager, since he had the title of public safety 

director. That gave him an additional $6,000 a year, raising his pay to $96,000. 

In late 2010, questions were raised about Martinez’s right to be a public officer in two different 

jobs at the same time. The Florida Constitution forbids such a status. To his chagrin, Martinez 

had to drop his cop’s title (and his gun-carrying). He no longer merited hazard pay. But the 

commission decided not to eliminate that hazard pay, and even gave him a minor bump. In 

effect, he got a $7,500 raise in January 2011, though Martinez and his supporters on the 

commission do not see that as a raise. 

“I’ve never gotten a raise since I became city manager.” Martinez said Thursday, “and I 

wouldn’t have accepted one because my staff never got one.” 

Tucker didn’t buy the argument. “The director of public safety position is really what you’re 

doing as a city manager, so you just got a little more money for being the director of public 

safety,” Tucker said. 

“I do believe that I contribute to that public safety, and you can ask the fire chief or you can ask 

the police chief,” Martinez protested, “that whenever we have anything as the Halloween event 

or any particular issue or parade or something like that, I’m involved and they run their plans by 

me and I give my two cents. Sometimes they come up with a better planned idea than I do, but I 

contribute to that with my years of experience.” 

Tucker: “You really do the same thing as a city manager as our director of public safety would 

do had we hired one separately from you.” 

Martinez: “No, because I don’t think that anybody that doesn’t have the experience that I have, 

doesn’t have the qualifications to stand at the same level with the chief of police and talk in the 

same terms that he understands as to when it comes to planning and recruiting and internal cases 

and police unions and a lot of the issues that come up. I think that I am a sounding board and a 

support mechanism to him that you couldn’t have had here before.” 

Then came the 5 percent “cost of living” increase all Bunnell employees got this year. It wasn’t 

exclusively a cost of living increase. Three percent of it was to compensate for the 3 percent that 

employees must now pay into the state’s public retirement system, by order of the Legislature 

(money most employees may get back should a lawsuit disputing that mandate go employees’ 

way). Two percent was a cost of living raise. 

That brought Martinez’s pay to $102,438. 

He was then evaluated. The evaluations could have been filled out by all commissioners, but 

only the mayor filled it out. She gave him a glowing review. “I did the legwork to do the 

evaluation. You all get to make the decision whether or not you want to give the merit increase,” 

Robinson said. 

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That 2 percent additional, merit raise was what was under discussion Thursday, and what Tucker 

and Rogers resisted. 

“This is a huge amount of money for an employee,” Tucker said, referring to the 5 percent raise 

he’d already received. “You’re doing a good job, there’s no doubt about that. A $5,000 increase 

in his salary, it actually comes out, with all the benefits, to 10.1 percent increase in his salary, or 

the money we have to pay out for him just for the $5,000 increase over the last year’s money.” 

The city’s finance director corrected Tucker, in that the calculation Tucker was presenting 

included the merit amount, not just the cost of living amount. But Tucker’s point was made: a 

salary increase at the top end of the sale is disproportionately higher than a salary increase for the 

rank and file. 

Two people—Bunnell developer Mark Langello and Perry Mitrano, the city’s solid waste 

director, in an unusual pitch on behalf of his boss, who’d approve Mitrano’s merit raise—spoke 

to the commission in support of Martinez’s raise. 

And Martinez made his own pitch. “It’s very important for me to tell you that in the amount of 

years that I have been here, I’ve never, ever asked for anything without the employees being 

compensated first,” Martinez said, a statement that, given the commission’s $7,500 gift last 

year, was only half true. “Whatever I am getting now is no different than whatever the other 

employees are eligible for. As a matter of fact when this issue came up, I tried to really stay 

away from it, but my position is that what I am entitled to is for consideration.” 

Robinson thought the 2-2 vote meant that Martinez’s raise had carried. Sid Nowell, the city 

attorney, corrected her. Martinez’s pay remains, for now, at $102,438, a 13.8 percent increase 

over his starting base pay—still well above the sort of increases most workers, if employed, have 

enjoyed over the past four years. 

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Bunnell officials to weigh synthetic drug ban 

Author: Aaron London; STAFF WRITER 

BUNNELL — Following the lead of Palm Coast, Bunnell city commissioners are set to discuss 

an ordinance banning the sale, manufacture or display of herbal incense, designer drugs or bath 

salts. 

City Manager Armando Martinez said the ordinance, on the agenda for Monday's City 

Commission meeting, would not make the sale or display of so-called synthetic marijuana, bath 

salts or incense a criminal act but "more of a code enforcement act." 

He said Police Chief Jeff Hoffman recommended consideration of a ban, especially with Palm 

Coast passing an ordinance banning the sale of such substances last week. 

"We're just trying to stay ahead of the curve," Martinez said. 

As a former law enforcement officer, Martinez said he is familiar with the impact such products 

can have on a community. 

"A lot of these designer drugs come out and become something that is abused and illicit and 

needs to be controlled," he said. "That is why they are called controlled substances. They are 

being misused and causing harm." 

Martinez said the issue is also one of basic safety for city residents and to ensure that Bunnell 

does not become a haven for purveyors of such products. 

"I think part of our job here is to try and create a safe environment for our citizens," he said. "In 

addition, with surrounding cities and counties already adopting similar ordinances, I want to 

make sure Bunnell doesn't become the new hub for this because we don't have one. Basically, we 

don't want to be known for fried chicken and designer drugs." 

When the issue comes up for debate Monday, Commissioner Elbert Tucker said he will 

reluctantly support the ordinance. 

"I'm going to go along, but I'm sure going to argue against having it," he said. 

Tucker said his concern is that there are already state and federal laws covering such products. 

"It's a redundant law and it's another ordinance on the books," he said. "Now we will have to set 

up another line of rules and ramifications about what we're going to do if somebody violates our 

code." 

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Tucker said the existing state statue "seems to cover anything we could possibly have" and the 

issue "needs to be a law enforcement matter, not a code enforcement matter." 

Tucker is also concerned with jurisdictional issues if violators are cited and said he has not heard 

that the issue is a big problem in the city. 

"They've jumped into something they really don't need to jump into," he said. "They're going to 

create problems that if you just left it alone and let law enforcement take care of it you wouldn't 

have." 

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July 28, 2012 

Bunnell looks to cut taxes, raise salaries 

Author: AARON LONDON - STAFF WRITER 

BUNNELL - Bunnell residents will get a tax cut while city employees will get raises if a 

proposed budget is approved by city commissioners. 

City Manager Armando Martinez and city staff presented a budget proposal during Thursday's 

workshop that would give city employees a 5 percent cost-of-living raise while keeping the 

property-tax rate at same levels. 

"Our employees deserve a raise. It's because of them we're prospering," Martinez said. "The city 

of Bunnell made it a practice to run the city like a business and a lot of revenue budgeted to be 

used was not used and carried forward." 

Martinez said the city is able to offer employees a pay increase without raising the property tax 

rate because it has been able to increase its contingency fund from just under $300,000 to $1.2 

million. 

The budget and tax plan recommended by city staff was one of three options presented to city 

commissioners. The other options included giving employees a 5 percent raise and increasing the 

property tax rate; or keeping the tax rate at the current level with no raise for city workers. 

The current property tax rate in the city is $6.95 per $1,000 of taxable property value. The rolledback 

rate, which would produce the same revenue as the current rate using new assessments of 

the same properties, is $7.59 per $1,000 of taxable property value. If approved by 

commissioners, the proposed rate would represent a 9.2 percent decrease in property taxes. 

A homeowner with a house valued at $125,000 with a $50,000 homestead exemption would pay 

$521.25. The city expects to generate $942,258 of its annual general fund budget of $4 million 

from property taxes. 

Martinez defended the raises for city workers, saying it has been several years since they have 

received a pay increase. 

"I think it is something that's the right thing to do," he said. 

To bolster the point for commissioners, city staff prepared a graph comparing taxable property 

values and property tax rates for Flagler County, Palm Coast and Flagler Beach with Bunnell. 

"All the other entities, with the exception of Palm Coast in 2010, increased their millage every 

year," said Finance Director Cissy Bertha. 

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Staff also prepared budget sheets that break down each department's revenue and spending to 

help commissioners with budget questions. 

"It really is pretty cut and dried," said Mayor Catherine Robinson, reviewing the proposed 

budget. "This used to be a very grueling process. It was hours and days and meetings." 

Commissioners reviewed each department in turn, though there were few questions for the 

department heads. 

Community redevelopment agency head Judi Stetson told commissioners she would like to add 

another $2,000 to the budget for the city's centennial celebration next year. 

"We're trying to be so conservative," Stetson said. "It's going to be expensive." 

Vice Mayor Jenny Crain-Brady said she supported giving city workers raises, despite taking a 

hard line on the issue in past years. 

"I'm thrilled we're in the economic position we're in," she said. "I think the city of Bunnell is 

being run like a business and this is the proof." 

Commissioners approved the proposed property tax rate unanimously and will hold the first of 

two required public hearings on the budget and tax rate at 6:30 p.m. Sept. 10 in the Government 

Services Building, 1769 E. Moody Blvd. The second meeting is scheduled for 6:30 p.m. Sept. 

24, also in the Government Services Building. 

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April 25, 2012 

Bunnell's new top cop ready 

Hoffman set to take over on Saturday 

Author: JULIE MURPHY - STAFF WRITER 

BUNNELL - Daytona Beach Police Capt. Jeffrey Hoffman officially becomes the city's new top 

cop on Saturday. 

The City Commission unanimously approved hiring Hoffman on Monday night while 

commissioners said their good-byes to Chief Arthur Jones. 

Jones announced his intention to retire in December and Friday will be his last day on the job. 

"We appreciate your long hours, hard work and dedication," Mayor Catherine Robinson said to 

Jones during Monday's meeting. "We expect you not to be a stranger." 

"I'm feeling good about all aspects of the situation," Jones said by phone Tuesday. "I'm pleased 

that the commission approved him. He'll be able to carry on the work that's been done here in the 

community." 

Jones said he's looking forward to "serving the community in a different capacity" through 

volunteer work with a group he created - the Alliance of Involved Ministers - starting with the 

coming session of summer camp. 

"I'm really looking forward to this," he said. 

Michael Barr, chairman of the Bunnell Chamber of Commerce, called Jones' efforts since 

November 2008 when he was hired "outstanding." 

"Bunnell is a much better place to come to since (Jones) has been here," Barr said. 

City Manager Armando Martinez said Hoffman was his top pick because he is a local and 

hardworking law enforcement officer with 21 years of experience under his belt. 

The 41-year-old Ormond Beach resident has worked for the Daytona Beach Police Department 

since 1991, two years after graduating from Oviedo High School. He received an associate's 

degree from Daytona State College and a bachelor's degree from Warner University in Lake 

Wales. 

"You asked and I think we were able to deliver," Martinez said to commissioners regarding the 

vetting process done with the help of a selection committee that included Rick Look, former 

chief deputy at the Flagler County Sheriff's Office. 

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"He is recognized and known by all law enforcement in the area," Martinez said of Hoffman. 

Hoffman said it was "the hardest promotional process" he has been through in his 21 years of 

service and that he started to get cold feet about leaving Daytona Beach, the only place he's 

worked in law enforcement. 

"Chief Mike Chitwood said, 'You're good for this. You need to see this through,' " Hoffman said. 

"I've always prided myself for integrity and professionalism." 

Commissioners voted unanimously to approve the new chief with little comment. 

Hoffman, who is married with five children, currently earns an annual salary of $94,500. His pay 

as Bunnell police chief will be $50,000. 

"He will retire from Daytona Beach so his pay will be on top of whatever his pension is," 

Martinez said during a previous interview. "A lot of cops want to make the career move to top 

cop because they love it. They love the job." 

Commissioner Elbert Tucker specifically asked for Martinez to find local candidates when the 

search for chief began. 

"A plus for me is that he has a little country background," Tucker said by phone Tuesday of 

Hoffman, who originally hails from Seminole County. "Chitwood is tough on criminals. 

Chitwood, I bet, is a really good teacher about how things should be." 

Jones intends to take Hoffman on a driving tour of Bunnell as soon as possible. 

"I know he's still finishing up some things in Daytona Beach," Jones said. "He may have time 

(today). 

"This was an adventure and a learning experience. I'm looking forward to providing the 

community with some of its other needs." 

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Bunnell administrator needs more oversight 

Bunnell residents probably could use a refund on the thousands of dollars in gas money they paid 

to their city manager, but at the least, taxpayers deserve a review of city policy. 

Many Bunnell residents likely have questions about how their city government handled expenses 

incurred by City Manager Armando Martinez, who commutes from Palm Bay in Brevard 

County. Martinez, who has said that he wants to be closer to family in Brevard County, was 

turned down recently in a bid for a police chief position in Melbourne. He now says he plans on 

staying in Bunnell. 

Martinez, 52, is a retired Miami police captain and former Bunnell chief of police. Bunnell 

officials liked his resume when they hired him as city manager in 2008. 

But Martinez ran up hefty travel expenses. His home in Flagler went into foreclosure in 2008 

and until November, Martinez was racking up mileage and wearing down city-owned tires when 

he was commuting to work from Palm Bay in a Chevrolet Impala owned by Bunnell. 

According to city records, Martinez put 37,000 miles on the Impala between January and 

September. And he burned through 1,481 gallons of gasoline purchased by the city of Bunnell 

for $4,875.80. After hearing from city commissioners, Martinez now drives his own car to and 

from work. 

It's a common practice for city and county governments to allow their administrators to drive a 

government-owned vehicle. But surely most administrators don't put almost 5,000 miles a month 

on their cars. 

City Commissioner Elbert Tucker said he told Martinez that he should limit his use of the city's 

car to conducting city business "in and around Bunnell, a trip to Tallahassee on occasion and 

four miles down the road to his home in Palm Coast." 

That sounds about right. It's unfortunate for the taxpayers that the message didn't get through 

until Martinez had used up almost 1,500 gallons of gasoline. 

This raises some questions. Does the city spell out its policy regarding use of city cars and 

gasoline credit cards? Are travel records regularly reviewed? The taxpayers need these 

safeguards. 

Martinez did not violate his contract, which allows him to take his city car home. In the future, 

city commissioners should make sure that top officials understand the city's view of appropriate 

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travel. It would be wise to add a line in future contracts that city-owned cars may be driven home 

only if the employee lives in Flagler County. 

Another issue with Martinez is his insistence on being certified as a Florida law enforcement 

officer. Martinez was carrying a badge until January, when questions arose about holding two 

offices. The Florida Constitution forbids that, and Martinez no longer is involved in law 

enforcement. 

But Martinez still collects $500 a month in hazard pay, which is in his contract. The extra 

hazard pay also costs the city $6,000 in annual worker's compensation costs, officials said. This 

arrangement is not in the public's interest. 

Martinez is a well-paid city administrator. That's his job. He shouldn't be mixing public 

administration with police work. 

City commissioners like the overall job Martinez has done. He made budget cuts and kept 

property taxes at reasonable rates. He has also tried to steer economic development toward 

Flagler County's smaller cities. 

But he should work within the customary boundaries of public administration. It appears that he 

has enjoyed a little too much latitude in his job, and the City Commission needs to make a 

resolution to exercise stricter oversight in the coming year. 

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August 13, 2011 

Rules cut Bunnell manager meeting short 


Dateline: BUNNELL 

BUNNELL- A special meeting of the City Commission on Friday about the future of the city 

manager was short but not very sweet. 

Commissioner John Rogers called for the special meeting after City Manager Armando 

Martinez informed commissioners that he is a candidate for the police chief's job in Melbourne. 

Rogers said he was concerned because Martinez's contract automatically renews for another 

year today, and a clause in Martinez's contract provides for a severance package that would pay 

the manager the equivalent of six months' salary and benefits "if Mr. Martinez falls out of favor 

with the board." 

Martinez is paid $102,733.60 as city manager. Rogers said the severance package would cost 

the city "somewhere around $51,000" if paid. 

When Martinez was hired as city manager in 2008 he received a one-year contract which 

renews automatically for two more years. However, if he is offered the Melbourne job and 

resigns as city manager he is not due the severance pay. 

Rogers said he "felt time was of the essence" in addressing the issue and was motivated to call 

for the special meeting because "something was churning up inside of me and I couldn't ignore 

it." 

However, his fellow commissioners were not inclined to discuss the contract. 

Mayor Catherine Robinson pointedly noted that the commission was there to discuss "only 

what's on the agenda" and was supported in that by City Attorney Sid Nowell. 

The notice for the special meeting listed the agenda as "discussion regarding Mr. Martinez's 

application for the position of Chief of Police with the City of Melbourne, Fl.," and Nowell said 

that was the only item that could be discussed under the terms of the city charter. 

Keeping a tight rein on the discussion, Robinson said Martinez had notified commissioners of 

his job search. 

"I think he did that solely and only to inform his bosses," she said. "He has the right to get 

another job if he chooses." 

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Robinson added it was "premature" to discuss the city manager position. 

"I see it as a nonissue," she said. "The contract is a nonissue." 

In a terse exchange with Rogers, Robinson said it was her understanding that Rogers had some 

"inside information" regarding Martinez's job search and his contract. 

"I did not tell you that," Rogers retorted. 

After the meeting, Rogers characterized the limitation of discussion to the noticed agenda as "a 

rookie mistake" and reiterated his concern with any potential severance package that could be 

paid to Martinez. 

"The fact of the matter is he's looking for a job," he said. "It wasn't a personal agenda. I was just 

looking out for the citizens of Bunnell." 

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FLAGLER LIVE 

JANUARY 25, 2011 

Bunnell Manager Armando Martinez Forced To Give Up Cop Shield, But Not Extra $7,500 

Pay 

Bunnell City Manager Armando Martinez will no longer be a law enforcement officer, as he 

had been for the last two years as city manager — a contractual arrangement that enabled him to 

earn an extra $7,500 on top of his base $90,000 salary. But Martinez is keeping the extra $7,500 

a year. 

The Florida Constitution forbids government employees from being public officers in two 

different jobs at the same time. An article in the News-Journal earlier this month pointed out 

what appeared to be Martinez’s—or the city’s—constitutional violation, compelling City 

Attorney Sid Nowell to explore the issue. Martinez argued at the time that he was a police 

officer but not a public officer. 

Skirting the constitutional language, Nowell and Martinez insisted that there was no law 

forbidding the dual positions, but both conceded that they were on legally safer ground if 

Martinez gave up his shield and became a civilian. Nowell said Attorney General’s opinions 

made clear that the two jobs were incompatible within the purview of a single employee. “My 

bottom line is, if someone challenged and questioned whether or not the city manager position 

constituted a public officer, more likely than not, that would be the determination,” Nowell said. 

“I spoke to Mr. Martinez and I said, I couldn’t in could faith advise him that as a city manager 

he was not a public officer.” 

On Monday, the Bunnell City Commission accepted Martinez’s resignation as a police officer. 

But the commission increased his base salary by $7,500, essentially nullifying that saving to the 

city. (The city will realize an eventual saving of some $5,000 that it would no longer have to pay 

in workers’ compensation costs attached to Martinez’s former law enforcement designation.) 

“I don’t want the city and I don’t want me to be in the gray,” Martinez said. “I want us and I 

want me to be in the black and white. So even though it isn’t law, and it’s not challenged, why 

stay on the gray?” He said that because of his service to the city, and the work he’d done through 

the Bunnell Police Department, he asked the city to roll over his $7,500 pay to his regular salary. 

Earlier in the meeting, Martinez and Police Chief Arthur Jones had choreographed an elaborate 

award ceremony for several Bunnell police officers for various acts of valor while on duty. The 

ceremony softened Martinez’s request to the commission, even though there never was a doubt 

that he would not lose the $7,500. The commission voted 4-1 in favor of the new package, with 

Commissioner Elbert Tucker in dissent. 

One commissioner’s biggest concern was that there would be one less armed man in the room. 

Civilians are not allowed to carry guns in public buildings. Police officers are. Martinez carried 

his. “That’s what I have a problem with because I just don’t understand why people would 

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pursue this and the end result would be disarming you,” Jenny Crain-Brady told him. “I just flat 

have a problem with that.” 

She then asked: “Does that mean we will always have a law enforcement officer at our meetings, 

armed?” Crain-Brady asked. 

“Yes,” Martinez said. 

But there had almost always been an armed law enforcement officer at the meetings: the chief of 

police himself, who makes a point of being at most meetings. Jones is often overshadowed by 

Martinez, who’s commonly believed to call most of the shots in the police department. 

Martinez will preserve his dual title: city manager and director of public safety. He, too, had 

misgivings about giving up his gun, at least temporarily. (He may seek to be a reserve officer 

somewhere, to maintain his certification.) 

“I’ll just feel naked without my gun for a while,” Martinez said, “but I’ll need a permit or 

something.” 

“Not something,” Nowell corrected, eliminating still more shades of gray. “You need a permit.” 

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Bunnell manager's role may violate law 

Author: JULIE MURPHY - STAFF WRITER 


BUNNELL - Armando Martinez may be violating the state constitution by working as 

Bunnell city manager while continuing to serve as a police officer. 

Martinez maintains his active Florida Department of Law Enforcement status and collects $500 

per month hazard pay, on top of his $90,000 annual salary, according to city officials. That 

hazard pay adds up to an additional $6,000 a year. 

While current Police Chief Arthur Jones said it would be prohibitive to go through the entire 

2010 call log, he remembers Martinez at "a minimum of five calls" over the course of the past 

year. 

Martinez cited armed robbery and armed burglary calls as two of the "many" calls he went on, 

noting he monitors the city's police radio though he's not called out through dispatch. 

"I back up officers continuously," Martinez said. "I just don't write these all down besides 

everything else I do." 

But his continued work as a police officer may violate a section of the Florida Constitution, 

which states: "No person shall hold at the same time more than one office under the government 

of the state and the counties and municipalities therein. . . ." 

Martinez maintains that since he is no longer police chief, he is not holding two offices. 

"I'm still a police officer, but I'm not an 'officer' because I resigned as chief just like Mark Barker 

did in Holly Hill." 

Barker, acting city administrator, had his police credentials temporarily inactivated before taking 

over the post. 

"I will reactivate them when I go back to being chief," he said. 

Both of Martinez's roles appear to fit definitions of holding an office, according to the 

Bunnell city charter and Attorney General's Office. 

"There shall be a city manager who shall be the chief administrative officer of the city," the 

charter says. 

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The Attorney General's Office defines all law enforcement officers as "officers" in its Dual 

Office-Holding Pamphlet. 

"It is the powers that a law enforcement officer may exercise, particularly the authority to arrest 

without a warrant and to carry firearms in carrying out his duties, not the salary or certification 

requirements, that characterize the law enforcement officer as an 'officer,' " the pamphlet reads. 

The consequences of dual office-holding, according to Attorney General press secretary Jennifer 

Krell Davis, is "resignation of the first" office, which was excerpted from the pamphlet in an e- 

mail from her office. 

It is not clear which position "the first" refers to, in this case. 

Martinez said his position, city manager/director of public safety, was created specifically for 

him so he could keep his law enforcement credentials through FDLE. 

"I was being considered in several other places," he said. "Most of my career is in law 

enforcement, so I didn't want to give that up." 

City Commissioner Elbert Tucker said in a phone interview Friday that he asked the commission 

to take away Martinez's public safety director designation during the past budget session 

because it costs the city an extra $5,000 in workers' compensation, in addition to the $6,000 

hazard pay he receives. He said, "it's aggravating," that the city doles out about $11,000 a year to 

have Martinez respond to a handful of calls. 

Martinez was hired as police chief in January 2007 and accepted the position as administrator in 

October 2008. Martinez set his own salary and extra compensation when he was hired, and City 

Attorney Sid Nowell told commissioners then that he worked those terms into his contract. 

Afterward, the contract was unanimously approved. 

Nowell did not return phone messages left on his cell phone Friday. 

"The hazardous pay is a result of him responding to calls and being involved in crime scenes," 

according to an e-mail sent by City Clerk Dan Davis in response to reporter questions. 

City commissioners Daisy Henry and Jimmy Flynt said they'd rather have Martinez carry a gun 

and assist calls than not, but Henry said if it goes against Florida law, she's prepared to do 

whatever is necessary. 

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Sizing up Bunnell 

More room in the county seat makes for a good fit 


BUNNELL - Tampa, Miami and Orlando are major cities in Florida and key tourist areas. They 

also have something else in common: They're all smaller than Bunnell. 

After a series of voluntary annexations from 2005 to 2007, Flagler's county seat became the 

second-largest city in the state in land area, trailing only Jacksonville. 

But while Bunnell's 135.9 square miles - compared to around 4 square miles before the 

annexations - put it near the top of the size list, city leaders are determined to retain the smalltown 

feel for the 2,722 residents. 

By comparison, Palm Coast encompasses just under 51 square miles while Daytona Beach 

comes in at just under 59 square miles in size. 

In City Manager Armando Martinez's office at the Government Services Building, a large map 

of Flagler County dominates one wall, with Bunnell's extensive boundaries highlighted. It's 

something he likes to show to business owners and developers who might be interested in 

relocating to Flagler County. 

"We get a 'Wow!' reaction when people see the map," he said. "That's one of the purposes of the 

map." 

Martinez points out that the annexations have also meant that the city is no longer land-locked, 

despite being several miles from the Atlantic Ocean. 

"We even got some waterfront property on Crescent Lake," he said. "It certainly brightens the 

future for Bunnell." 

That "Wow!" reaction is not exclusive to first-time visitors to Bunnell. Kathy Hull, owner of 

Guys & Girls Hair Salon in the Bunnell Plaza on U.S. 1, was stunned when told of the city's size. 

"Wow, we're big," she said. "If people realized how nice Bunnell is, there'd be a whole lot more 

people coming through here." 

Martinez said despite the city's large size geographically, officials want Bunnell to retain its 

sense of community. 

Community Development Director Mick Cuthbertson said that of the city's total land area of 

87,000 acres, 18,000 are permanently undevelopable and 60 percent of the remaining acreage 

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also won't be developed. He said some of the annexed acres include wetlands but most are rural 

Florida lands. 

"We wanted to maintain the agricultural and timberlands character of the land," he said. 

A desire to maintain the rural designation for the open land west of the city was a big factor in 

why landowners sought voluntary annexation into Bunnell. 

"The appeal was that we probably were losing political ground to those who didn't know about 

the west side (of the county)," said Elbert Tucker, a Bunnell city commissioner and a landowner. 

"The political climate was not warm enough." 

Tucker said water issues were a major concern for landowners in the county's agricultural west 

side - generally the area west of U.S. 1. He said being annexed by Bunnell offered protection 

from "enroachment" from other municipalities. 

"We needed to cut off that westerly expansion of other municipalities," Tucker said. 

Flagler County officials say the growth of Bunnell can be a good thing for the city and the 

county. 

"Although the annexation presents some unique challenges, it also creates new opportunities to 

partner and work closer together on projects," County Administrator Craig Coffey said in an e- 

mail. "We have already worked with Bunnell on our comprehensive plans and other cooperative 

efforts. 

"As always, we will continue to work with our city government partners to give our residents the 

best service possible in whatever jurisdiction they choose to be a part of." 

The annexations weren't done just to make the city bigger, Cuthbertson said. 

"We annexed a significant amount of property along the railroad that will allow us to develop 

property that will create good-paying jobs." 

At the same time, Martinez said the city wants to enhance its inner core, and give residents and 

visitors a strong sense of community. 

"We'd like to give our inner core a Norman Rockwell-ish feel," he said. 

Officials are not looking to see the city's population swell to fill all that land. 

"Bunnell doesn't have any desire to be a large population center," Cuthbertson said. He said he 

expects the population to grow to about 11,000 in the next 10 years. 

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For Martinez, the city's status as the state's second-largest is a big bonus when it comes to the 

future. 

"When the economy turns around, we're going to be a front-runner that developers want to come 

to," he said. "The future's so bright, we're going to have to wear sunglasses." 

In the meantime, officials are content to wait for economic conditions to improve and to be ready 

for growth when it comes. 

"We're a small town in a cocoon ready to grow," Martinez said. 

Big, Bigger, Biggest 

It might seem strange to see Bunnell on a list of the largest cities in Florida, but some of the 

other names are more familiar. 

Top 5 largest cities by land area (square miles): 

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July 8, 2009 

Fired cop gunning for his old job 

Former Bunnell officer says he should have been disciplined, not dismissed 

Author: HEATHER SCOFIELD - STAFF WRITER 

BUNNELL - A former Bunnell police captain fired in April after an internal investigation says 

he will continue to fight to get his job back. 

Randy Burke also leveled some accusations of his own against his former supervisors, including 

that they knowingly allowed two employees to violate written department policy without 

consequences. 

"I admit I should have been disciplined, but not fired," Burke said in a recent telephone 

interview. 

Burke was fired after an internal investigation conducted by the Flagler County Sheriff's Office 

concluded that his subordinates had begun to question his integrity because he neglected to 

deliver $100 collected by staff members to a former employee in time for Christmas 2007. 

That employee, Ed Culver, was fired from his position as a road patrol officer shortly before the 

2007 holidays by officials citing poor job performance. 

Police Chief Arthur Jones also found Burke was "less than truthful" during the internal 

investigation because he told a Sheriff's Office investigator that he thought Culver shouldn't have 

been fired. Jones wrote in his synopsis of the investigation that a department memo indicates it 

was Burke who initially recommended firing Culver. 

Those findings led Jones and City Manager Armando Martinez to fire Burke. But Burke said 

the city's action was too harsh. He said he thinks his firing might be in retaliation for complaints 

he made about other employees' violating written department policy in the months preceding the 

internal investigation. 

Burke also claimed his rights were violated during the internal investigation because he didn't 

receive proper notice of the city's intent to discipline him. 

Martinez and Jones said Burke was given adequate notice of their intent to discipline him and 

denied that his rights were violated. 

"I would never want to violate anyone's rights," Jones said in a June interview. 

In his defense, Burke said he simply forgot to deliver the cash gift to Culver, who lived next door 

to him. He said he left the money in a briefcase that wound up stowed in a closet at his home. 

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The money, $20 of which Burke said he donated out of his own pocket, eventually was delivered 

to Culver after the investigation. 

Burke said he was truthful during the internal investigation and that he never felt Culver should 

have been fired. Instead, he said he felt Culver should have been given additional training 

through the Sheriff's Office. 

"I guess I'm not allowed to have an opinion," Burke said. 

As for the memo Jones mentioned in his written synopsis of the internal investigation, Burke said 

it only indicates that Culver failed the city's training program. Burke said he wrote the memo the 

way Martinez ordered him to do it and that he did not offer an opinion on how the matter should 

be handled. He said that decision was left to Martinez, who was the city's police chief at the 

time. 

Burke also contends not only was his firing over the top for his perceived infraction, he believes 

it could be in retaliation for complaints he made regarding a personal relationship between two 

fellow officers. 

Burke said he complained to Jones and Martinez about police Lt. John Murray's romantic 

involvement with a subordinate - Cpl. Lisa Poole. Burke and other department employees, who 

requested their names not be published for fear of reprisal, said Murray supervised Poole directly 

and indirectly for months and that's against policy. 

The employees said they also feel Poole has received preferential job treatment due to her 

relationship with Murray. 

He and Poole were married in early June and both still work with the agency. 

A copy of the police department's policy manual, obtained by The News-Tribune, reads that, "in 

order to promote the efficient operation of the agency and to avoid misunderstandings, 

complaints of favoritism, other problems of supervision, security, and morale, and possible 

claims of sexual harassment, supervisors are forbidden to date or pursue romantic or sexual 

relationships with members who they supervise, directly or indirectly. Members who violate this 

guideline will be subject to discipline." 

In a separate interview, Martinez defended the couple's relationship and his decision to keep 

them both on staff. 

"You can't tell people what to do in their personal lives," Martinez said. 

He called Poole and Murray "good employees" and said in an agency as small as the 

Bunnell Police Department, officials simply don't have the luxury of letting good employees go 

over something benign. 

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"There's nothing amiss here," Martinez said. "It's not something we're keeping a secret." 

He said Poole has received no favoritism and plans are under way to change department policy 

regarding such relationships. 

Jones added that Poole's chain of command has been rerouted to exclude her husband and she 

now reports directly to the chief. 

Meanwhile, Burke's second appeal to get his job back was denied June 19. He can make a final 

appeal to the city's interim human resources director, who happens to be Martinez's 

administrative assistant. 

Burke said he'll file the appeal, but he isn't holding out much hope. 

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May 2, 2009 

Officials take aim at enhancing Web site 



BUNNELL - The city of Bunnell is aiming to look more professional with a new Web site. 

"We're trying to put Bunnell in the forefront of business minds to be more competitive for 

economic development," said Armando Martinez, city manager. 

The site, www.bunnellcity.us, is more aesthetic and professional, and is also easier for users and 

prospective businesses to navigate, Martinez said. 

It's all a part of Martinez's quest to put Bunnell on the Florida map as a strongly organized city 

with great residential and commercial potential. He's been working to give city government and 

its departments a more professional structure since his first day as chief of police in January 

2007. 

"We didn't even have computers in the police department when I started," Martinez said. 

The city government offices had computers, but no network at the time. It's something 

Martinez saw as in need of immediate correction. 

So he called on his counterpart in Flagler County, Sheriff Donald Fleming, for help. 

"The Sheriff's Office has been instrumental in getting our computer technology upgraded," 

Martinez said. 

Shortly after taking the lead of the police department in Bunnell, Martinez capitalized on an 

existing contract with Fleming's office for information technology services related to the 

countywide dispatch system and crime recording software. 

At Martinez's request, Fleming sent his crew, which is led by Information Technology Director 

Bob Urie, to Bunnell to get some new computers up and running at the police department. 

Martinez said Fleming was kind enough to expand his aid to the city when Martinez took over 

as city manager last year, Martinez said. 

"He extended the services to city government to help get Bunnell on its feet," Martinez said. 

A provision to include city government in Bunnell's contract with the Sheriff's Office on a more 

permanent basis will be added next year when the current contract expires, Martinez said. 

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Martinez and city commissioners said they're pleased with the new city site. 

However, some things are still to be worked out and there's a slight delay in getting meeting 

documents and such on the Web site where there once wasn't, said City Clerk Ronya Johnson. 

But officials said those issues will be rectified in the coming weeks and months. 

"We're playing catch-up right now," Johnson said. 

What's the address? 

To access the city of Bunnell's Web site and see the changes, go to www.bunnellcity.us. 

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April 28, 2009 

Restructuring in Bunnell 

Misconduct claims lead to multiple changes in police, city policy 


BUNNELL - On the heels of several recent internal investigations and terminations, the 

Bunnell Police Department is being restructured and city policies are being refined across the 

board, said City Manager and Public Safety Director Armando Martinez. 

Four Bunnell city employees, including one police officer, were fired and another city employee 

resigned after various allegations of misconduct during the past three months. That put an effort 

to clarify the city's rules and regulations for employees into high gear, Martinez said. 

Among the adjustments: 

*A policy specifically explaining that employees are responsible for knowing the rules and 

regulations of the city. 

*A new safety manual for city employees. 

*Outlining some activities deemed not acceptable, such as reading newspapers or other leisure 

activities during work hours in public view - even when on break. 

"There are private break areas provided for employees to do such things," Martinez said. It will 

prevent the public perception that city employees aren't doing their jobs and will better allow 

management to know when such a thing is happening, he said. 

*A new policy relating to computer usage, which is not fully addressed in the city's current rules 

and procedures. 

Martinez said he'll soon be asking commissioners to approve making city policies clearer and 

more specific. He said he wants employees to better understand their roles and what's expected 

of them, both on and off the job. 

"City employees are representatives of the city, even when they're not on the clock," 


And though it was hard to see one of his former police officers terminated and another demoted 

earlier this month, it did give Martinez and police Chief Arthur Jones a chance to change the 

structure of the department, Martinez said. The 16-member department has 13 police officers 

and a vacant officer position, which will be filled. 

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Jones and Martinez said they don't plan to fill the vacant position opened with the firing of Capt. 

Randy Burke after an internal investigation this month. Instead, they're eliminating the post and 

creating a new, lesser-ranked position of lieutenant. Burke was fired after an investigator found 

he misappropriated $100 that employees had collected for a former police officer in 2007, 

according to Martinez and a report. 

And with the demotion of Cpl. George Hristokopolis to the rank of officer, a corporal position 

will be dissolved. In its place, a new sergeant post will be added. Hristokopolis was demoted 

after complaints about a lack of patrol visibility on shifts he supervised, Jones said recently. 

The changes do a few things, Jones and Martinez said. First and foremost, they put into place 

more supervision in the agency. They also balance the chain of command from its previously 

lopsided structure, Martinez said. 

For the public, the reorganization will mean more uniform patrol visibility on Bunnell's streets 

all hours of the day, Jones said, with more "knocking on doors and talking to the community." 

And it relieves an overburdened sergeant who has been on call 24 hours a day, seven days a 

week, until now. 

Martinez said the changes won't cost a single cent to taxpayers and it won't change the Police 

Department's fiscal year 2008-09 budget of $1,053,601. 

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Bunnell unable to repay $529,000 

City begs FDOT to forgive loan 


BUNNELL - City officials say they can't afford to repay a half-million dollar loan from the state 

and now they're hoping for a miracle. 

When Bunnell accepted the $529,000 loan from the Florida Department of Transportation in 

2005, "we didn't know that Amendment 1 and an economic downturn was coming," said City 

Manager Armando Martinez. "We didn't know the future would be so gray." 

The funds were accepted years before Martinez took over as city manager but now he must find 

a solution to the small city's inability to repay the debt. 

The money was used to move utility lines along State Road 100 when state officials decided to 

widen the road. County Administrator Craig Coffey, who also wasn't around in 2005, said he 

doesn't know whether city officials had much say in whether they even wanted to move the lines. 

It was something that had to be done for the state road project, Coffey said. 

A spokeswoman at FDOT acknowledged Bunnell officials never signed the loan documents that 

dictate an obligation to repay. But she said it doesn't matter, state laws obligate the city of a few 

thousand residents to repay the loan even without a signature on the promissory note. 

Martinez has sent a letter to FDOT officials requesting forgiveness of the loan. Flagler County 

Board Chairwoman Milissa Holland and other Flagler officials also sent letters of support to 

FDOT. 

Holland's letter begs state officials to understand that the tax rate freezes, voter-imposed tax cuts 

and economic slump that's marked the last few years has affected Bunnell more than most other 

Florida cities. She said skyrocketing unemployment and a small, rural population has put the city 

into a bad situation that will likely only "worsen for the foreseeable future." 

"Bunnell is definitely less financially stout than other cities," Coffey said. "If there's a criteria for 

a hardship exemption, I'd think Bunnell would fit." 

But there's no program that allows for anything like this, said FDOT spokeswoman Pam Griffis. 

The only way for Bunnell to get some relief, either through a total forgiveness of the debt or a 

restructuring of the payment plan, is with an order from state legislators. 

And that's happened only twice before, Griffis said. 

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She said the most recent case was in 1999 when Milton- a small city in the Florida panhandle - 

had a utility loan forgiven through legislation. The other was granted during an economic 

downturn in the 1980s when Opalocka, a South Florida city, was allowed to delay making 

payments on a loan until the economy improved, Griffis said. 

Martinez and Coffey said they weren't aware it would take legislation to handle the debt. Coffey 

said he plans to recommend Martinez personally address Flagler's legislative delegates when 

they visit this month. 

Griffis said FDOT also plans to send the local officials a letter telling them they'll have to take 

their request to legislators. 

Martinez said if Bunnell is forced to repay the loan under current conditions, it will hurt local 

residents. The city can't raise taxes to pay the bill, he said, because "the residents are suffering 

financially, too." 

Instead it will mean further cinching of a belt that's already painfully tight, Martinez said. 

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April 7, 2009 

3 Bunnell employees fired after complaints 

4th worker resigns amid allegations of misconduct 


BUNNELL - Internal investigations concluded in the last two months have resulted in the firing 

of three city employees, including the public works director, and the resignation of another. 

Eric Crandall, Bunnell's public works director, was fired March 27 after an internal investigation 

found he yelled, used profanities and created a hostile work environment. One of his employees 

also was fired that day for lying to investigators, documents show. 

Earlier in March, another city employee was fired following an internal investigation into the 

theft of a car battery. 

And in February, an employee resigned amid allegations of misconduct and filing a false police 

report. 

"You don't plan these things, they just happen. Coincidentally there were a few (investigations) 

back-to-back this time," said City Manager Armando Martinez, regarding the quantity of 

investigations in the past few months. 

Martinez said the city's Police Department typically handles internal investigations but he can 

and will bring in other agencies, if warranted, to ensure a fair and unbiased investigation. 

Discipline is left up to the city manager after the investigation is completed, Martinez said. 

The eight-day investigation that led to Crandall's firing began with a March 19 incident 

witnessed by two information technology employees from the Flagler County Sheriff's Office. 

The Sheriff's Office employees said were working on some nearby computers when they 

overheard Crandall yelling and swearing at a female employee who started crying. 

The woman, Ines Alonso, confirmed the incident, adding that Crandall has yelled at her and 

others in the past, documents show. Alonso also told investigators that some employees are so 

afraid of Crandall they installed a mirror in the break room so they could see him coming and 

escape. 

According to the report, an investigator also found a sticker on a bulletin board in Crandall's 

office that read: "The beatings will continue until morale improves." 

Crandall denied the claims against him and one of his employees, Sheila Bevacqua, backed up 

his account. But the "preponderance of evidence" to the contrary led the investigator to conclude 

that both Bevacqua and Crandall had lied, documents state. 

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Weeks earlier, Ralph Silcox Jr. was fired after he admitted to stealing a car battery from the city 

maintenance yard. A witness said he saw Silcox unload a vehicle battery from the back of a city 

truck and put it into his car. Two other staffers corroborated the witness' account, documents 

said. 

Less than a week before that, Alexander Dearriba - a water works supervisor for the city - 

resigned amid allegations of misconduct and filing a false police report. 

According to investigation documents, Dearriba reported a rental car stolen to Flagler Beach 

Police on Feb. 26, but officers soon learned the rental car hadn't been stolen at all. Police found a 

man driving the car in Bunnell and stopped him. The man said Dearriba had acted as a 

middleman in renting the car for him and he showed officers text messages he had exchanged 

with Dearriba to prove it. 

Dearriba later admitted to filing the false report. He said he became nervous and reported the car 

stolen after the man he'd rented the car for didn't immediately return it at the agreed upon time, 

the report states. 

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Flagler County in hunt for company, 470 jobs 


BUNNELL - A deal is in the works that could eventually bring up to 470 new jobs to Flagler 

County over a period of years starting in January, said Bunnell City Manager Armando 

Martinez. 

"All I can say is we are aggressively moving to bring economic development to Bunnell," 


Martinez, who has dubbed the deal "Project Sprint," said that, of the 470 jobs, 70 would be 

filled within 90 days of signing a deal and more than 100 would be guaranteed by the end of the 

first year. 

If successful, the deal also could mean new construction work in the city, Martinez said, as 

company officials plan to build a new facility in Bunnell for their operations. 

Martinez said negotiations are ongoing so he could not elaborate about the company's name or 

the types of jobs that might be brought to the city. 

"Project Sprint" comes as Flagler County continues to be home to the second highest unemployment 

rate in the state, despite the recent success of "Project Continental," which retained 1,000 

jobs at Palm Coast Data and added 700 new ones. 

The deal with Palm Coast and its parent company, New Jersey-based AMREP Corp., means an 

estimated $175 million in new economic activity in Flagler, city and county officials have said. 

But to land it, Palm Coast officials had to hand over their Commerce Boulevard city hall site for 

the company's new headquarters. 

AMREP will pay $240,000 annually for the site and has the option to buy it for $3 million within 

three years. 

Doug Baxter, president of the local Chamber of Commerce, said then "the fallout" from the deal 

was "huge." 

"What we have here is a foundation to build on to bring other companies to the area," he said. 

That's exactly what Martinez is banking on now. 

Martinez wouldn't say if the incentives that he and county officials are negotiating with the 

company they're trying to woo would be similar to those offered to Palm Coast Data earlier this 

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year. Just before the deal closed in October, Palm Coast City Manager Jim Landon called that 

incentive package "very aggressive." 

In addition to the work site, the package gave Palm Coast Data mitigated wetland issues on 

project properties, expedited permitting and processing, use of city fiber optics and tax 

abatements valued at more than $400,000. 

Flagler County also forked over $100,000 to help city officials land the deal. 

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Bunnell city manager decides own salary 

Commissioner questions Martinez's hazard-duty pay 


BUNNELL - Armando Martinez decided his own salary and extra fees for his new post as city 

manager and public safety director in Bunnell, the city attorney said. 

Martinez, the city's former police chief, provided City Attorney Sid Nowell with the 

compensation details he hoped to get in his new post, Nowell told commissioners in a special 

meeting this week. Nowell worked those terms into a contract that commissioners accepted 

unanimously. 

Martinez will get a $90,000 annual salary plus another $500 per month in hazard-duty pay under 

the new contract. 

Commissioner Elbert Tucker noted at Monday's meeting that the hazard-duty pay amounted to 

an extra $6,000 each year for Martinez. 

"Is the (city) manager's job that hazardous?" Tucker asked. 

Martinez, 48, told Tucker his new role still leaves him as a law enforcement officer. And that 

means if one of the city's police officers is headed into a building where a suspect is armed - 

and Martinez was the available person - he'd be there with a gun as backup. 

He's already been a first responder on multiple law-enforcement calls since taking the position as 

city manager just weeks ago, Martinez said. And with a small police force like Bunnell's, it's 

entirely believable he would continue to be needed in a police capacity, he said. 

Tucker said he wasn't sure he liked the idea of the city manager risking his life and risking 

leaving the city without a manager - yet again. 

"I don't know if that's the wisest choice," Tucker said. 

Even Martinez acknowledged at the meeting that one of the city's biggest problems in recent 

years has been the repeated turnover of city managers. 

Commissioner James Flynt disagreed with Tucker's concerns, calling Martinez's new dual role 

in the city "the best of both worlds." 

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Though he has never been a city manager before, Martinez has more than 25 years of publicsafety 

and law-enforcement experience that includes managing staff and dealing with large 

budgets. 

The new contract allows Martinez to keep his new take-home Dodge Charger patrol car. It also 

entitles him to 27 days of paid time off annually. And it pays Martinez the cash value of medical 

and dental benefits usually offered to employees so he can obtain his own. 

The deal works out to be a sweet $36,000 pay increase for the former police chief. It's also a bit 

higher than the $75,000 salary that former City Manager Syd Crosby was making when he left 

abruptly in August amid conflicts with Martinez. But it's right on a par with what former 

manager Richard Diamond, who hired Martinez to be the city's police chief in 2007, was 

making. 

And despite early speculation that hiring Martinez could mean a "two-for-one" deal that saves 

the city a chunk of change, the move will, in the end, mean about the same cost for taxpayers. 

This year's city budget set aside approximately $135,000 to pay for a police chief and a city 

manager. A new police chief will be promoted or hired at an annual salary of $50,000. The new 

chief will report to Martinez and work under his direction, commissioners decided at the 

meeting. A new captain's position will also be opened up as part of the changes happening at the 

police station. 

Vice Mayor Jennifer Crain-Brady said Martinez's recommendations for his contract and the 

future operations at the police department amounted to more than commissioners wanted to 

spend. But they agreed it was money well-spent. 

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Chief takes over as Bunnell manager 


BUNNELL - By unanimous vote, Bunnell city commissioners named Police Chief 

Armando Martinez manager of the city. 

Martinez accepted the title change graciously late Tuesday night and praised city workers, 

saying leadership is only as good as the people under it. 

And for those concerned how the change might affect operations at the Police 

Department, Martinez said he feels confident an arrangement can be made to find someone to 

run the day-to-day operations at the police station, under his direction. 

The move could save taxpayers some cash, too, he said. 

"We might get a two-fer - two for the price of one," Commissioner Elbert Tucker said. 

Martinez' salary as city manager - and the future of the leadership structure in the Police 

Department - will be discussed during a public meeting at 7 p.m. Monday at City Hall. 

Martinez, who almost quit his post as police chief in late July, was instead named interim city 

manager after Syd Crosby resigned abruptly on Aug. 4. As directed by the city's charter, City 

Clerk Ronya Johnson took over as interim city manager - for the second time this year - after 

Crosby left. But for medical reasons, Johnson was unable to fulfill those duties so the interim 

torch was passed to the next person in line: the police chief. 

Crosby's resignation came amid public outcry from residents who wanted Martinez to 

stay. Martinez said then that he wanted to leave because he and Crosby couldn't resolve 

differences between them. 

It wasn't the first - or even the second - time the city has lost a manager due to conflicts with the 

police chief, commissioners said. They said the previous conflicts didn't involve Martinez, who 

was hired in January 2007. 

But commissioners have been hard-pressed to find a manager who didn't want to meddle too 

much with Bunnell's biggest expense - the Police Department. And it is one department that local 

residents are passionate about protecting, because drug-related crime has been a long-standing 

problem in the city. 

Since Martinez, 48, was hired by former City Manager Richard Diamond, crime rates have 

consistently fallen in the small city, Florida Department of Law Enforcement statistics show. 

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And now city officials and commissioners say he's proven to be a good city manager, too. 

"(Hiring Martinez) is the best of both worlds," Commissioner James Flynt said. 

Commissioner Daisy Henry once voiced concern in a meeting that having Martinez lead both 

the city and its biggest department could create some kind of unforeseen conflict. 

So City Attorney Sid Nowell suggested commissioners research how other Florida cities have 

handled similar situations. 

But Mayor Catherine Robinson quickly shot down Nowell's suggestion, saying she "doesn't care" 

how other cities handle it. 

"We are unique - in our own world," Robinson said. "I'm willing to try something new." 

Besides, if it doesn't work out, commissioners can always change the plan later, she said. 

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Bunnell chief may vie for manager 


BUNNELL - From leaving to leading, a lot can happen in a month. 

Just ask Police Chief Armando Martinez. 

Martinez, who was named temporary city manager of Bunnell last week, said Friday he might 

consider throwing his hat in the ring to make the title permanent. 

This, just a month after he almost walked away from the city for good. 

"I will do anything the commissioners think will be best for the city," Martinez said. "Being 

offered a position like (city manager) would be an honor for anyone." 

City Commissioner Daisy Henry said Friday commissioners have received a couple of letters of 

interest for the vacant city manager position. But commissioners won't even consider the 

applicants until after the budget process is finalized in September. 

"We're taking it one day at a time," Henry said. 

She said she hadn't really thought about making Martinez the permanent replacement for City 

Manager Syd Crosby, largely because he's found a good niche leading the city's police force and 

his background is in law enforcement. 

Commissioner James Flynt said commissioners are taking things slowly, especially until the 

budget process has concluded. But he said Martinez has had a positive impact on the city in 

many ways. 

"His professionalism and leadership in our Police Department leads me to believe that he would 

be a good candidate for city manager," Flynt said. 

Depending on how the next several weeks progress, there may be a number of possibilities for 

commissioners to explore to meet the city's management needs, Flynt said. 

Martinez announced his plans to resign as police chief on July 29, citing irreparable differences 

with Crosby. But after an outcry from residents who wanted him to stay - and Crosby's 

subsequent, and abrupt, resignation on Aug. 4 - Martinez rescinded his resignation. 

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As directed by the city's charter, City Clerk Ronya Johnson took over as interim city manager - 

for the second time this year - after Crosby left. But for medical reasons, Johnson was unable to 

fulfill those duties so the interim torch was passed to the next person in line: the police chief. 

Martinez, 48, a former Miami police captain, was hired in January 2007 by then-City Manager 

Richard Diamond. Since he began leading the city's small police force, crime rates have 

consistently fallen each year in Bunnell. 

Statistics the agency sent to Florida Department of Law Enforcement for its semiannual crime 

report show that crime in the city again declined more than 34 percent in the first half of 2008. 

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July 31, 2008 

Bunnell police chief quits 

Resignation letter cites conflict with city manager 


BUNNELL - Police Chief Armando Martinez has resigned, citing irreconcilable differences 

with City Manager Syd Crosby. 

According to his letter of resignation, submitted Tuesday, Martinez will leave at the end of the 

fiscal year, which is Sept. 30. 

"My sixty days' notice will provide ample time for you, as the new city manager, to find a 

candidate that better serves your new administration's management style and vision for the police 

department," Martinez wrote. 

Martinez declined to elaborate on the differences he and Crosby have. "I don't want to try this in 

the media," he said Wednesday. "I think (leaving) is the best decision for me and the department 

at this time." 

Meanwhile, Crosby said he was "totally caught by surprise" when Martinez presented his 

resignation. 

"I hated to receive it," he said. "I asked him to reconsider, asked him to hold it and think about it 

overnight, asked him if we could talk about it. But his mind was made up." 

Crosby said he wasn't aware he and Martinez were at odds. 

"I thought we were working together very well," he said. 

Crosby said his job is to put together a budget for city officials. Then department heads tell 

commissioners what their needs are and commissioners usually make a decision that's 

somewhere in the middle. So Crosby said he didn't feel anything out of the ordinary had 

happened during recent budget wrangling. 

"He's done an excellent job in Bunnell," Crosby said of Martinez. 

Martinez, 48, a former Miami police captain, was hired in January 2007 by then-City Manager 

Richard Diamond. His resignation comes on the heels of several policy and procedural changes 

made in his department in June under the direction of Crosby. 

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Some of the changes included prohibiting officers from taking their patrol cars home at night, 

halting officer training, and demanding more stationary radar activity and nighttime walking 

patrols to reduce fuel consumption. 

Most recently, during a budget workshop for city commissioners last week, Crosby proposed a 

reduction of six officers - or nearly half the small police force of 13. But Martinez asked 

commissioners to rethink such a move, saying Bunnell is the "storefront" for drug activity 

countywide. 

Commissioner Daisy Henry said Wednesday she was upset by news of Martinez' resignation. 

She said since he took the reins and the city began more seriously investing in the department, 

"our streets are safer." 

Statistics compiled by the Florida Department of Law Enforcement confirm that crime in 

Bunnell has dropped each year for the last few years. 

Ed Pinto, vice president of the Flagler NAACP and president of the African American Cultural 

Society, said Wednesday he also was surprised and disappointed by the news. 

"It's just sad," Pinto said. "Crime is down, there's better minority representation on the police 

force, and he's very involved in the community and crime prevention." 

Pinto said Martinez' leadership would be sorely missed. 

Henry said she hopes residents will fill City Hall and speak their minds during the next budget 

workshop, which is slated to begin at 7 p.m. Monday. 

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June 7, 2008 

Bunnell pushes to solve rape cases in timely manner 

2 arrested in separate cases 



BUNNELL - Bunnell police have arrested two people on rape charges, one involving a woman 

held hostage and another in which a 7-year-old boy was attacked, officials said. 

John Robert Stubbs, 38, Bunnell is being held without bail at the Flagler County Inmate Facility 

on charges of sexual battery and false imprisonment. 

And Edward G. Sampson, 14, Bunnell, was taken to the juvenile detention center in Volusia 

County, also charged with sexual battery, Chief Armando Martinez announced this week. 

Both were cases that would likely have gone unsolved before Martinez was hired just over a 

year ago, the chief investigator on the cases, Cpl. John Murray, said. 

"In the past, these kinds of cases were closed out if they couldn't be solved in eight hours," 

Murray said. 

But it's "cases like these you never stop pursuing," Martinez said, and that's been his motto since 

becoming chief. 

One rape investigation was initiated May 15 after a 25-year-old woman reported she'd been held 

hostage for two days, tied to a bed and raped multiple times by Stubbs, according to police 

reports. 

She said Stubbs grabbed her and pulled her into a home on South Anderson Street in Bunnell as 

she was walking nearby in search of drugs to support her cocaine habit, according to the report. 

On the second day, Stubbs brought in another woman, with whom he had sex. After Stubbs fell 

asleep and the second woman left, the first woman escaped and called police. 

When police arrived, the woman had a black eye, numerous cuts and bruises on her body and 

many around her throat, according to the incident report. She told police when she tried to fight 

Stubbs during the rapes, he choked her until she passed out, the report said. 

Stubbs told investigators sex with the woman was consensual, but she was only willing when 

high. He denied holding her against her will or injuring her. 

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Another rape investigation began 10 days earlier when a 7-year-old boy told his mother that he'd 

been raped by another boy, Edward Sampson, according to a police report. The mother 

approached her son after a friend of hers said she saw the boys on a couch together naked, the 

report said. 

Sampson denied sexual contact with the 7-year-old to police, saying only that he'd spent the 

night at the boy's home, the report said. 

With more resources at his disposal, including the victim's advocates who aided the victims in 

both of these rape cases, Murray said his job has become easier and more gratifying. 

And, now, a second officer will begin working with Murray on the agency's open 

investigations, Martinez said. 

Arthur Jones, a retired police officer from South Florida, assisted Murray on the two rape cases. 

"We were pulling our hair out to get these cases solved before something else happened," 

Murray said. 

Both investigators said they have children, which made the two rape cases rewarding to solve. 

Although rape cases like these aren't frequent in the small Flagler town, "one is too many," in 

Jones' fatherly opinion, he said. So "it's a pleasure to get that element off the streets." 

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March 24, 2008 

Top cop takes back the streets 

After 1 year, Bunnell chief tames crime, stirs some citizen unease 


BUNNELL - A year can make a world of difference. 

Since Bunnell police Chief Armando Martinez took over early last year, locals say 

improvements at the agency and in the community are many. 

Before city officials hired Martinez, criminals and drug dealers were running the streets in 

south Bunnell. And the poorly trained, underpaid officers in the city's ill-equipped Police 

Department feared they might never gain the upper hand. The issues kept turnover high and 

morale low, said Cpl. John Murray, a seven-year employee. 

But city officials hoped to fix it and hired the then 47-year-old Martinez, who earns $65,000 

annually. They had high hopes the "enthusiastic" Miami man could turn things around in their 

small city of slightly more than 2,000 residents with rapidly spiking crime. 

In just one visit, Martinez knew he had his work cut out for him in Bunnell. 

"Others would have been discouraged and high-tailed it out at that point," Martinez said. "But I 

wanted a challenge and there was no bigger challenge than this Police Department." 

As he and city officials began the task of taking back turf from criminals, big decisions were 

made. The city implemented an underage curfew and gave 17.2 percent overall raises to police 

officers. The city and the Sheriff's Office also worked with Martinez to ensure his officers had 

the training, tools and equipment they needed to do their jobs properly, Martinez said. 

Martinez and his approximately 15 officers would spend hours walking, riding bikes and driving 

in the community. They'd introduce themselves to residents and watch for anything suspicious. 

And if people seemed nervous or if they were loitering in high crime areas, they might be 

arrested. 

Some of the arrests didn't stick. 

In fact, the State Attorney's Office dropped the charges in several arrests. And some in the 

community were angry about the wrongful arrests. 

Edmund Pinto, vice president of the Flagler chapter of the NAACP, knew of Martinez' plans 

before they were put into action. And he knew he might get calls about it. But the calls never 

came, he said. 

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"(Martinez) was received with a little resentment from the criminal element in the community, 

but the average Joe Q. Citizen objectively took a look at him and his platform" and appreciated 

the goals he was reaching for, Pinto said. 

The initial arrests that caused some minor controversy may not have been completely 

"necessary," Pinto said. "But it amounted to a lot of good things." 

Delories Hall, a resident in the then crime-stricken south side of Bunnell and once a strong critic 

of the Police Department, said "(Martinez) had to come in and let people know there was law 

here now." 

Martinez and Murray, his lead investigator, made "major changes" in the way investigations are 

handled. Organized files, proper officer training, attention to details, are now the norm, both said. 

"Now cases that can be solved are worked until there's no more work that can be done," Murray 

said, and people are going to jail who wouldn't have under the old policies. In the past, Murray 

said cases that couldn't be solved in an eight-hour shift were dropped and never touched again, 

with the exception of homicides, which are investigated by the Florida Department of Law 

Enforcement. 

But Martinez and his officers are putting too much focus on drugs and not enough effort into 

other crimes, resident Lasongia McKay said. 

"Don't get me wrong," McKay said in a telephone interview. "I don't condone drugs, but crime is 

crime and it all should be dealt with equally." 

McKay also said there are times when officers' fight against drugs is inconveniencing good, lawabiding 

people. She knows of several people who would rather not meet their friends 

in Bunnell for fear they'll be stopped by police because they are driving in a known drug area, 

and officers sometimes jump to the initial conclusion that they must be in the area to purchase 

drugs. 

McKay also complains officers are ignoring other crimes in the city such as the loud music that 

thumps in the wee hours of the mornings and the sale of bootleg products such as CDs and sodas 

from people's homes. And they're missing the little things like teenagers in the parks fighting and 

engaging in "gunplay," McKay said. 

"I don't feel like my kids are protected," McKay said. For her to feel her children are safe, 

Bunnell cops need to "kick everything - not just drugs." 

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Miami Herald, The (FL) 

May 23, 2007 

ARMANDO MARTINEZ 

The way Armando Martinez sees it, you can only be in one place at one time. So he can live 

with the fact that Flagler County has only one Outback Steakhouse. 

"In South Florida, there are lines at all of them," says Martinez, 47. "Here, there is one, but you 

walk right in." 

Martinez left Miami six months ago, when he retired from a 20-year career with Miami police. 

He became chief of the Bunnell Police Department and lives in much slower Palm Coast. He had 

lived in South Florida since age 14. 

He first got turned onto Central Florida in the 1980s, when he visited relatives in Brevard 

County. 

"Miami is a beautiful city. I would never say a bad thing about it. It will always have a special 

place in my heart. 

"But it was time for a slower pace," he says. "I don't have to leave an hour early to get to work 

on time. If I want a faster pace or a fancy dinner, I go to St. Augustine or Orlando. It might seem 

like a long drive, but going from Kendall to South Beach will take you 25 minutes. And then it 

takes another 30 minutes to find parking, so it's the same thing really." 

In short, he loves the new life. 

"I love both Miami and Flagler, really. Like you love your mother and father. You love them 

both, just different." 

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April 11, 2007 

Area police struggle with minority hirings 

Author: BARRY FLYNN - STAFF WRITER 


BUNNELL - Even before former Miami cop Armando Martinez took the job as Bunnell police 

chief in January, he was convinced the city's all-white department desperately needed some black 

officers. 

In contrast, Chief Roger Free of the nearby Flagler Beach Police Department said recently he 

was unconcerned about whether his city's white force brought on any blacks. 

The striking contrast between the neighboring departments highlights issues that law 

enforcement officials throughout Volusia and Flagler counties grapple with. Racial and ethnic 

balance is one matter. Recruiting is another. 

Daytona Beach Chief Mike Chitwood said his department has about half the minority officers it 

needs. He has launched recruitment efforts to change that. 

"For a police department to be effective, you have to reflect the community," Chitwood said. 

That is a theme law enforcement leaders sounded repeatedly. In Port Orange, for instance, Chief 

Gerald Monahan said, "You do want your department to mirror the diversity of your 

community." So far, his department has fallen short, he said. 

The police chiefs in Bunnell and Flagler Beach each said his department should reflect its city's 

demographics. That's the catch: though separated by only about 5 miles at their closest points, in 

some ways the cities are worlds apart. 

The population of Bunnell, an inland, old-Florida city and county seat, is about one-third black, 

according to the 2000 U.S. Census figures. Residents and civic leaders alike in the city's 

predominantly black south Bunnell area long complained of getting shorted when it came to 

police protection. 

The department's last black policeman quit five years ago to take a higher-paying job 

elsewhere, Martinez said. 

"From Day 1 it dawned on me that the department needed a black officer," Martinez said 

recently. "When I interviewed for the job, I researched the community. Common sense told you, 

you need black representation. I need black officers." 

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Martinez, who said he is proud to be the first Hispanic chief of any Flagler County police 

agency, has met with black community leaders, including members of the NAACP, for help 

letting black potential applicants know they are welcome in Bunnell. 

In contrast, Flagler Beach is almost all-white, and its 16-member police force with no blacks 

meets the goal of reflecting local demographics, Free said. 

"Our community is a predominantly white community," he said. "We have a few Hispanics. And 

I'm sure we have a few blacks. I feel right at the moment we pretty much mirror our 

community." 

Even so, Free said he would not hesitate to hire a minority officer. 

"I would take a black officer in a heartbeat," he said. "Even if I brought two or three, or one 

black officer on, I'd still be mirroring the community." 

Robert E. Williams, president of the NAACP of Flagler County, said Free is not wrong in his 

perception. 

"He's right. If you're going to go according to the population, that would be all right," Williams 

said. 

The 2000 Census put Flagler Beach's black population at just 26 residents, about 0.5 percent of 

the approximately 5,000 population. 

Elsewhere in the area, however, Williams sees a troubling racial imbalance. 

"I would like to see an equal amount of minorities as the population," he said. "In that south side 

(of Bunnell) there would be a majority of blacks" on the police department, he said. 

No local governmental agency adequately reflects the racial makeup of the community, nor, for 

that matter, do many businesses, Williams said. 

"So, it's not just the police department; it's every department," he said. 

The sheriff's offices in Flagler and Volusia counties are somewhat different from the cities for 

two reasons. They serve a more rural area than the city forces and in some cases their coverage 

areas have higher proportions of other ethnic groups. 

Flagler County Sheriff Donald Fleming said his department tries to have a racially and ethnically 

diverse force, including representatives of a growing Portuguese community. The department 

also serves Palm Coast, a burgeoning city that estimates its population at 73,000 but still has no 

police department of its own. 

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Fleming said he is satisfied with the department's ethnic and gender diversity, having recently 

hired three Portuguese officers and two women. 

Competition from bigger departments that often offer higher pay was another problem many law 

enforcement officials cited as barriers to reaching the levels of minority representation that they 

wanted. 

Chitwood said he has a wide range of recruitment efforts in Daytona Beach, including an 

internship program for students in the criminal justice major at historically black Bethune- 

Cookman University. 

But his short-term goal, Chitwood said, is simply "to get word out it's a good place to work." 

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Chief pushing initiatives into action 

Author: DEREK L. KINNER - STAFF WRITER 


BUNNELL - The last case Armando Martinez worked as a captain with the Miami Police 

Department resulted in the seizure of 9 tons of cocaine. 

Now, as Bunnell's new police chief, Martinez, 47, is in a position that will let him see firsthand 

the other end of the cocaine highway. 

He says the cocaine he helped confiscate in Miami one day would have wound up on the streets 

of small cities and towns like Bunnell, being sold in powder form or as crack. 

"I didn't pick Bunnell because of the money," Martinez said recently. "I picked Bunnell because 

it's a small town, and it's where I wanted to be." 

Bunnell officials picked Martinez, who will make $60,000 a year, largely because of that 

enthusiasm, City Manager Richard Diamond said. 

"I think that's good," Diamond said. "I think his idea is to get the community policing itself and 

to get involved with the neighborhoods. He's already made contact with the business owners, and 

he's already put together an advisory board. 

"I think they're all good programs." 

City officials say the police department has suffered from a lack of organization and morale for 

several years. After former Chief Bill Davis resigned, interim Chief Mike Ignasiak was hired to 

fill the spot temporarily. Ignasiak managed to get better training for officers, upgraded 

equipment and uniforms, and reached out to the community and other law enforcement agencies 

for help in fighting crime. 

There still is a lot to do, officials said, and Martinez says he's up for the task. 

"This will not happen overnight," the new chief said. "I do want to praise the City Commission 

and city manager for giving us full support in what we've got to do." 

Martinez, who spent 25 years with the Miami department, rising through the ranks from a police 

officer to captain, retired this year. 

"Usually, after you retire, you decide what else you want to do with your life," he said. 

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Going into a small community was the answer Martinez came up with. 

He said it makes police work all the more gratifying when he can see the direct results of his 

work. 

"You see the people it affects - the kids on bicycles, the people at barbecues, the people in the 

park. You get to interact with them and you get to see the change," Martinez said. 

He has moved from Miami, a department with about 1,100 officers, to Bunnell, one with 15 

employees, including two unfilled positions and the chief. 

Martinez plans to make some changes quickly, especially in south Bunnell, where drug dealers 

and users have openly made transactions on neighborhood streets. 

"Custer once said, 'You head to the sound of the cannons.' I'm heading to the sound of the 

cannons. That's south Bunnell, but I will not ignore the other areas," Martinez said. 

Martinez said his officers will show zero tolerance for drugs, and will arrest anyone who tries to 

interfere with the arrests. In the past, officers have complained that when they tried to arrest 

someone, family and friends came into the street to harass them. 

"We're going to hit them hard, and we're going to hit them quick," Martinez said. "We will not 

be intimidated by mob rule. We're going to hold the line. If you come out there, you're going to 

jail if you obstruct us." 

Martinez, who started Jan. 29, already has numerous other plans for community interaction. He 

wants to form bike patrols, get all of his officers trained as crime prevention specialists, and have 

officers help people make their homes safer. If the officers see things like open garage doors, 

bicycles left lying in yards or car windows rolled down, they will leave cards on the residents' 

doors telling them how they can make their property safer. 

Martinez also has formed a Police Chief Citizen Advisory Committee consisting of residents 

from all parts of town who will meet monthly to discuss the job police are doing and evaluate the 

effects. 

"We need to win the trust of the community that we serve," Martinez said. "I think the 

community had lost their trust in their police department. By holding the line, and being fair, 

we're going to regain that trust." 

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New Bunnell police chief ready to hit the streets 


BUNNELL - The last case Armando Martinez worked as a captain with the Miami Police 

Department resulted in the seizure of 9 tons of cocaine. 

Now, as Bunnell's new police chief, Martinez, 47, is in a position that will let him see firsthand 

the other end of the cocaine highway. 

He says the cocaine he helped confiscate in Miami one day would have wound up on the streets 

of small cities and towns like Bunnell, being sold in powder form or as crack. 

"I didn't pick Bunnell because of the money," Martinez said recently. "I picked Bunnell because 

it's a small town, and it's where I wanted to be." 

Bunnell officials picked Martinez, who will make $60,000 a year, largely because of that 

enthusiasm, City Manager Richard Diamond said. 

"I think that's good," Diamond said. "I think his idea is to get the community policing itself and 

to get involved with the neighborhoods. He's already made contact with the business owners, and 

he's already put together an advisory board. 

"I think they're all good programs." 

City officials say the Police Department has suffered from a lack of organization and morale for 

several years. After former Chief Bill Davis resigned, interim Chief Mike Ignasiak was hired to 

fill the spot temporarily. Ignasiak managed to get better training for officers, upgraded 

equipment and uniforms, and reached out to the community and other law enforcement agencies 

for help in fighting crime. 

There still is a lot to do, officials said, and Martinez says he's up for the task. 

"This will not happen overnight," the new chief said. "I do want to praise the City Commission 

and city manager for giving us full support in what we've got to do." 

Martinez, who spent 25 years with the Miami department, rising through the ranks from a police 

officer to captain, retired this year. 

"Usually, after you retire, you decide what else you want to do with your life," he said. 

Going into a small community was the answer Martinez came up with. 

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"You see the people it affects - the kids on bicycles, the people at barbecues, the people in the 

park. You get to interact with them, and you get to see the change," Martinez said. 

Martinez plans to make some changes quickly, especially in south Bunnell, where drug dealers 

and users have openly made transactions on neighborhood streets. 

"Custer once said, 'You head to the sound of the cannons.' I'm heading to the sound of the 

cannons. That's south Bunnell, but I will not ignore the other areas," Martinez said. 

Martinez said his officers will show zero tolerance for drugs and will arrest anyone who tries to 

interfere with the arrests. 

"We're going to hit them hard, and we're going to hit them quick," Martinez said. 'We will not 

be intimidated by mob rule. We're going to hold the line. If you come out there, you're going to 

jail if you obstruct us." 

Martinez, who started Jan. 29, already has numerous other plans for community interaction. He 

wants to form bike patrols, get all of his officers trained as crime prevention specialists and have 

officers help people make their homes safer. If the officers see things like open garage doors, 

bicycles left lying in yards or car windows rolled down, they will leave cards on the residents' 

doors telling them how they can make their property safer. 

Martinez also has formed a Police Chief Citizen Advisory Committee consisting of residents 

from all parts of town who will meet monthly to discuss the job police are doing and evaluate the 

effects. 

"We need to win the trust of the community that we serve," Martinez said. "I think the 

community had lost their trust in their Police Department. By holding the line, and being fair, 

we're going to regain that trust." 

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Chief aware of problems facing city 



BUNNELL - The search for a new police chief is over. City Manager Richard Diamond said 

Miami Police Capt. Armando Martinez has agreed to lead Bunnell's Police Department. 

Martinez, 47, has spent more than 25 years with the Miami department, serving as a captain 

since 1998. He has had more than 1,700 hours of police training. 

"I'm very humbled by the assignment," Martinez, who will earn $60,000 annually, said Friday. 

"I consider it an honor and a privilege to serve the community." 

In the letter he sent with his resume, Martinez said, "I am a strong proponent of being highly 

visible, accessible and accountable to the community in order to form a trusting and lasting 

partnership." 

Those are some of the qualities Bunnell residents are looking for after crime exploded in the 

community of 2,000 in recent years. Residents say things have gotten better since interim Police 

Chief Mike Ignasiak took over and made sure officers were patrolling high-crime areas. The City 

Commission also contracted with the Sheriff's Office to provide a deputy 24 hours a day to assist 

city police. 

While city officials made it clear they would have liked Ignasiak, the former chief of Edgewater, 

to accept the Bunnell position permanently, he declined. 

Diamond said Martinez's obvious eagerness to work in Bunnell won over members of the panel 

given the task of finding a chief . 

"He ranked pretty high with all of them," Diamond said. "Other candidates had more experience, 

but they (the panel) seemed to like his enthusiasm, his real eagerness to work for the city, and his 

background dealing with drug enforcement." 

Martinez said he is well aware of the problems that have faced Bunnell . 

"I read a couple of articles, met with Chief Ignasiak, read the (Ignasiak) report, met with the city 

manager," he said. "I think I have a grasp with what the problems are. The first thing I need to do 

is introduce myself to the community and gain their trust and gain their cooperation. It takes a 

collaborative effort." 

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Martinez began working for the Miami Police Department in 1991 as a police officer, then an 

internal affairs investigator. He served as a sergeant and lieutenant before being promoted to 

captain. 

Martinez was picked from more than 35 applicants, Diamond said. 

Martinez and his wife, Nubia, have two grown children, ages 23 and 25. 

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Miami New Times 

Sep 25 2003 

This Just In ... 

We have unconfirmed reports that a major daily newspaper has reinvented journalism 

By Tristram Korten 

I wasn't going to say anything. Who wants to spoil a birthday party, even if it's the Herald's 

ballyhooed 100th anniversary? No, I was just going to let it slide -- their endlessly selfcongratulatory 

centennial, their costly new redesign, their coy suggestion that perhaps they'd 

actually reinvented journalism. ("The next generation of news and information!" boasted 

publisher Alberto Ibargüen, who should have used an exclamation point but didn't.) 

And I wasn't planning on saying anything about the Herald's new partnership with public radio 

WLRN-FM, in which Herald reporters get to talk about the stories they'd written for that day's 

paper -- which, for any informed person, is simply redundant. Like many, I've been ambivalent 

about the partnership. For years WLRN's local news reports have been monotonously delivered 

rip-and-reads from the paper anyway; now they're just being up-front about it. 

Then the anniversary celebration and the news partnership merged in unholy union. Last week I 

woke up listening to a purported news story on WLRN. The subject? The Herald's redesign. So 

important was this shocking development that it was repeated all morning in different 

variations.Riveting. What's next? Breaking news about weekend classified ad specials? 

Circulation gains in west Broward? 

Later that week Joseph Cooper, the peppy host of the station's midday talk show Tropical 

Currents, laboriously discussed the redesign with Herald executive editor Tom Fiedler, who 

does a drop-dead Mister Rogers impersonation. Fiedler murmured fretfully about the "risk" that 

the redesign might take "people outside their comfort zones." But he was quick to reassure that 

when confused readers called the Herald in a panic, his staff was ready to talk them through the 

trauma and "metaphorically reach out and hold their hand, and say, 'It's going to be okay.'" 

Puhleeze! They changed some type fonts, stripped in some color, and added a digest page for the 

attention-deficit-disorder crowd. (USA Today, watch your back!) But as far as I can tell, the same 

people are still doing the same job. New coat of paint, same old jalopy. Even the touted daily 

tabloid insert, "Tropical Life," is the erstwhile "Living" section by another name printed 

sideways. 

Shameless self-promotion is nothing new to the Herald. But when it's tarted up as news and 

drilled into our heads on the local National Public Radio affiliate, it becomes something else -- a 

deception. Not unlike the paper's makeover itself, which is a marketer's attempt to cover up with 

snappy graphics the damage done by years of staff cuts inflicted by Tony Ridder in his relentless 

drive for ever-higher profit margins. Ibargüen and Fiedler can hype the redesign all they want. 

The truth still lies in the numbers, and the numbers don't lie. Since 2000 Herald total average 

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paid circulation has plummeted by more than 20,000. Surprise, surprise -- none of that was 

mentioned in the WLRN report. 

The State Attorney's Office recently closed a case against some high-ranking Miami 

police officers suspected of stealing money from a federally funded program to supply security at 

public-housing sites. The SAO declined to prosecute. 

I wrote about the case in July. Within the MPD it was viewed as one of the last necessary but 

painful thresholds the department needed to cross in an effort to reform itself. First was the 

indictment and trial last spring of eleven officers in the so-called throw-down gun cases. Then 

came the resignation of old-school Chief Raul Martinez and the selection of his replacement, 

outsider John Timoney. 

Rank and file viewed this latest case as an important investigation because two of the suspect 

cops were prominent -- Maj. Mario Garcia, in charge of the South District substation; and Capt. 

Armando Martinez, second in command of the department's internal-affairs 

bureau. Miami cops are accustomed to seeing powerful officers skate, so they were watching 

carefully. Many will be disappointed with this outcome. But it's not for lack of effort. In a yearlong 

probe, a task force of the FBI, Florida Department of Law Enforcement, and Miami police 

investigated whether the officers submitted invoices for overtime pay without showing up for the 

security jobs. 

Task force members reviewed hundreds of pages of worksheets for each officer and compared 

them with duty rosters and payroll records spanning four years. They found five discrepancies in 

Martinez's records, involving less than $700. They found four discrepancies in Garcia's 

paperwork, also involving less than $700. And only one discrepancy involving a third officer, Lt. 

Alejandro Oliva, for $108. (I had previously identified another officer, Lt. Ramon Fernandez, as 

a suspect. While he participated in the security program and his records were reviewed by 

investigators, he was not a criminal suspect.) 

Given the small dollar amount and the difficulty proving this wasn't just sloppy paperwork, both 

federal and state prosecutors took a pass. In an August 22 memorandum, assistant State Attorney 

Howard Rosen wrote, "One would expect that if there were any criminal intent, the amounts 

involved would be much larger, and that the alleged 'double dipping' would have occurred much 

more frequently." 

Those following the case can take heart in the fact that it's not over. Chief Timoney says the 

matter is now up for internal administrative review. Meanwhile Martinez was transferred from 

internal affairs to the criminal investigations unit and Garcia has been demoted from major to 

lieutenant. 

Speaking of Timoney, two weeks ago he tried to stay one step ahead of the untold number of 

protesters who vow to descend on Miami and disrupt the Free Trade Area of the 

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Americas summit in November. Timoney asked the city commission to outlaw golf balls during 

the protests. Not just golf balls but also "ball bearings, marbles, paint balls or other solid shapes 

made of rubber, plastic, metal, wood, or any other similar hard substance." By which the chief 

means anything in the known universe that could possibly be launched as a projectile. 

With all due respect to our new chief, throwing something at a cop is already unlawful, so why 

the need to criminalize golf balls? I know the motive is to protect police and civilians, but at this 

rate we'll be requiring the protesters to march naked with their slogans painted on their chests. 

Local ACLU president Lida Rodriguez-Taseff sums it up tartly: "You don't outlaw the object, 

you outlaw the behavior." If the ordinance passes, she said her organization may sue. 

For his part, Timoney isn't worried. He reports the proposed law is virtually a word-for-word 

copy of one enacted in Los Angeles, which survived legal challenges. "It just gives us greater 

discretion," he says soothingly. "We're not going to lock up people for having golf balls. If 

you've got golf balls, you're going to be told you can't go into the protest area." 

When it comes to cops and crowds of rowdy protesters, the word "discretion" sounds like an 

invitation to detain just about anyone. ("Hey, kid, that belt of yours has a metal buckle. Come 

with me.") 

Other items he wants to prohibit at the expected protests (in addition to water balloons!) are gas 

masks. The reason? When he was police commissioner of Philadelphia during the 2000 

Republican National Convention, protesters used tear gas on police, not the other way around. 

"I've never used gas on a crowd in 35 years," Timoney boasts. "And I have no intention of using 

gas now. Doesn't mean I won't, but I don't intend to." 

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May 7, 2000 

MIAMI POLICE HONORED FOR EFFORTS DURING CRISIS ON MDCC CAMPUS 

Author: Herald staff 

During a recent Miami-Dade Community College District Board of Trustees meeting, College 

President Dr. Eduardo J. Padron and Medical Center Campus President Dr. Kathie Sigler 

acknowledged the outstanding efforts of the Miami Police Department during an incident at the 

Medical Center Campus. 

Miami Police responded to an alert involving a criminal suspect fleeing an alleged drug bust and 

hiding on the campus grounds. During this tense situation, the police conducted a wellorganized, 

coordinated and thorough search of the campus, while being sensitive to the safety of 

students and staff. 

Those honored were District Cmdr. Maj. John Buhrmaster and Deputy District Cmdr. Capt. 

Armando Martinez, along with Lt. Armando Guzman from the SWAT Team. 

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June 25, 1997 

POLICE GANG UP ON STREET `THUGS' AMONG CHARGES: MURDER, DRUGS 

Author: JOHN LANTIGUA Herald Staff Writer 

One of the biggest street gangs in Miami is no more, police say. 

Investigators said Tuesday they had broken up the 10th Street Thugs, a Little Havana gang they 

say is responsible for at least two murders, attempted murders, kidnapping, armed robberies and 

drug dealing. The arrest of 23 gang members on the street and in residences began June 6 and 

followed a one-year investigation, said Lt. Armando Martinez, who headed the sweep. Those 

arrested range in age from 14 to 26, but no names were revealed. Martinez said laws that apply 

to organized crime -- called RICO statutes for Racketeer Influenced and Corrupt Organizations -- 

will be used to prosecute at least the adults in the case. ``They're looking at time in both the state 

and federal systems,'' Martinez said. ``Heavy time.'' 

Martinez said that in April 1996, investigators noticed for the first time the 10th Street Thugs' 

``tag'' spray-painted on local buildings -- a Roman numeral ``X,'' which stands for 10. By June, 

the investigation was under way, including the use of undercover police. 

The gang was based a block from 10th Street in a grimy, beige stucco duplex at 1775 SW Ninth 

St. The gate was padlocked Tuesday, the house empty. On its second floor, boards could be seen 

behind the windows, apparently to protect against drive-by shootings. Neighbors said gunfire 

from rival gangs was frequent in the past two years. 

``Cars coming by and strafing the house -- that was a common thing,'' said Maria Sanchez, 23, 

who lives with relatives, including her daughter Aimee, 1, next door. She pointed at a rusted 

bullet hole in the left front fender of her blue Buick. That happened, she said, during one of those 

strafings. 

``They always came at night, sometimes a few times a month,'' she said. ``The people in that 

house never did anything to us, but it has been very scary to live here, especially with a baby.'' 

Esperanza Ballester, 40, who lives in the same unit as Sanchez, said windows in the family car 

were shot out twice. She pointed to a bullet hole in a palm tree on the property. 

``We used to sit inside at the top of the stairs, where we figured it was safest,'' she said. ``These 

weren't just a couple of shots. They were a lot. I ended up spending almost all my time inside, 

because I was afraid for me and my children. 

`À policeman said to me a year ago that we should move, because what was going on next door 

wasn't good,'' she said. ``But we couldn't afford it.'' 

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Police say at least one person was killed outside the house, although they didn't identify the 

victim. 

The house was rented, neighbors said, by a Nicaraguan-born man whose first name was Misael. 

Police said many of the gang members were Nicaraguan and Honduran. 

The gang was making thousands of dollars in narcotics sales every week, much of it in crack 

cocaine, Martinez said. He said gang members operated all over the city, although they were 

based on Ninth Street. 

Martinez said the street gang's operation was the largest ever broken up in Dade County. 

`Ìn 1991, there were 32 active street gangs in Miami, and now there are 13,'' he started to say. 

``Scratch that. Make it 12, now that the Thugs are gone.'' 

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POLICE BAG THREE SUSPECTS IN 20 HOLDUPS 

Author: ARNOLD MARKOWITZ Herald Staff Writer 

To keep up with the Burger King Gang, specialists in fast holdups of fast-food restaurants, it was 

necessary to get up early and stay up late. To catch them, it took a gang three or four times the 

size of theirs. 

Miami police said they did that and declared the triumph worth the trouble Thursday, when they 

showed off the handcuffed suspects: 

* Dwight Harris Jr., 22, of South Miami Heights. 

* Clifton Mann, 20, of South Miami Heights. 

* Cory Mills, 20, of Leisure City. 

The three robbed 20 Burger King and McDonald's outlets starting Oct. 19 and ending on 

Monday, said Lt. Armando Martinez, who headed the investigation by the robbery squad's 

crime-suppression team. 

All the suspects have arrest records. Harris has convictions for auto theft, Mills for drug 

possession and burglary, and Mann for burglary, grand theft, criminal mischief, kidnapping and 

armed robbery. 

The hamburger holdups were so much alike that police figured the same crooks must have done 

them. 

There was a standard operating procedure: Smash the glass in the locked door, stick up the staff, 

take off. The robbers took turns driving and robbing. On average, they got away with $2,000 to 

$3,000 each time. 

Sometimes they pushed victims around, but did not injure anyone. At first, they wore masks. 

Later they didn't bother. 

"We started a coordinated surveillance of potential targets," Martinez said. 

"These were stores that we thought were the most prominent ones because of location, the 

amount of times they'd been robbed and so on. As these robberies went on and on, we started 

seeing a sequence, a pattern." 

The beef called for a stakeout. Miami got the help of Metro and Florida state agents who have a 

task force for that sort of thing. 

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The officers spent a week watching Burger Kings and McDonald's before opening time and after 

closing, because those were the periods when the gang struck. The last two robberies were 

committed early Monday, at Burger Kings in Miami and Coral Gables. 

Once the robbers held up a Burger King 10 minutes before a policeman arrived on his off-duty 

security job. Everything about the robberies indicated that the robbers planned well, probably 

casing each place carefully. 

That is what appeared to be happening a little after midnight Monday, in a gasoline station at the 

corner of Le Jeune Road and Southwest Eighth Street. Robbery detectives Placido Diaz and 

Boris Mantecon, the lead investigators, were touring restaurants not under steady watch when 

they drove by a McDonald's next to the station. 

They observed three guys who were observing the McDonald's, Diaz said. 

"One was on the passenger side of their vehicle. One was standing by the gas station window. 

One was standing by the pay phone, but he wasn't using the phone. Then for some reason they 

left." 

Diaz said the three drove to a Red Road intersection where there is a McDonald's and a Burger 

King, and turned onto a side street. The officers followed, but it was a dead end. The other car 

turned around and was nose to nose with the unmarked police car. Politely, the police moved 

aside, let it pass and resumed following. 

A little while later, the officers pulled the car over and arrested the people inside -- Harris, Mills 

and Mann, they said -- on charges of loitering and prowling. They could not throw the key away 

for that, but before the suspects were released, the police got their pictures and fingerprints. 

On Wednesday, detectives showed photo lineups to Burger King and McDonald's employees 

who had been robbed. Then they obtained arrest warrants on armed robbery charges, and early 

Thursday went after the suspects. 

Martinez was with a squad that followed Mills and Mann to the Goulds area of South Dade 

before seizing them. "When they got far enough from home, we arrested them like a thief in the 

night," he said. 

Diaz and Mantecon went after Harris. They found him at his girlfriend's place, just waking up, 

when they burst into the bedroom. Diaz said Harris looked surprised to see him and Mantecon, 

the same ones who had stopped him on the street two days before. 

"I know you," he said. 

Compiled by: Sean Baenziger 

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Calvin R. Peck, Jr. 

Tab 9

Tab 9 


PAGE 

RESUME 1 





Tab 9 

Resume 

Page 1 of 84

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303 Fern Creek Lane 

Carolina Beach, NC 28428 

(910) 458-6782 (home) 

(910) 617-4213 (cell) 

Calvinpeck13@gmail.com 


Mr. Baenziger: 

Please accept my application for the position of City Manager with the City of Satellite Beach. With 

seventeen years of experience managing small, coastal communities, I am eager to take on this new 

challenge. 

I have been very fortunate to have several positions with great communities. I have developed 

specialized knowledge of the challenges coastal communities face, I am strong on project management 

and have an effective style for working with and developing employees. In looking at where I want to 

develop new skills, I feel that the opportunities associated with the Gulf Coast have the most to offer 

me. I am particularly interested in the challenges of working with larger projects, with more 

complicated outcomes, with diverse and varied stakeholders. 

For the past six years I have served as the Manager for the Village of Bald Head Island and during that 

time accomplished many important projects. Key among them are the creation of the Public Safety 

Department from merging the previous fire/medic and police departments for a significant savings to 

the community and the expansion of our wastewater treatment facility, including moving to re-use 

quality effluent. This position has allowed me to develop my skills in management of large, politically 

sensitive projects, while also expanding my background in crisis/emergency management. These 

experiences, coupled with a combined 17 years of experience in municipal government, prepare me well 

to take on the larger challenges of a city such as Satellite Beach. 

I am certain that my proven track record in management, commitment to customer service and 

excellent project management skills will be of great value to Satellite Beach. I have a broad repertoire of 

skills across all areas – communication, executive leadership, strategic planning, finance, tourism, 

disaster relief, and community relations. 

I look forward to discussing with you how I can join the team at the City of Satellite Beach. 

Sincerely, 


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Summary of Experience 

Proven Community and Organizational Leader –Seventeen years of experience in municipal leadership 

positions with demonstrated success managing through crises/emergencies, developing and delivering 

on major Wastewater Treatment projects and transforming communities through innovative ideas, such 

as moving from separate Fire/Police departments to integrated Public Safety. Demonstrated effective 

community outreach skills working with homeowner associations, private recreational facilities and 

other stakeholders to build and keep consensus. Successfully implemented employee programs 

designed to improve morale and reduce turn-over. 

Financial Acumen – Managed $20M budget for Carolina Beach for major infrastructure improvements, a 

$17 million voted bond debt from inception for Bald Head Island, through a very successful information 

campaign that resulted in a 92% approval vote, to completion of Capital Project on time and under 

budget. Restructured the town's budget document so that it functions as a work plan in guiding 

departmental operations. The format incorporates departmental mission statements and goals in order 

to give citizens and the governing body a concise, yet comprehensive, snapshot of the town's 

operations. Governmental Finance Officers Association (GFOA) recognized has recognized previous 

budgets with their Distinguished Budget Presentation Award. 

Emergency Management – Led coastal communities through Hurricanes Bertha and Fran (1996), Bonnie 

(1998), Dennis and Floyd (1999), Isabel (2003) and Irene (2011). Intimately familiar with FEMA process 

for recovery, hazard mitigation and community response for flood victims; secured millions of dollars in 

post storm FEMA recovery grants. 

Education 

Post-Graduate (1995-2006). Institute of Government, University of North Carolina. Wilmington, NC. 

Post Graduate work in Resolving Public Disputes, Municipal Administration, Budgeting and Financial 

Planning. 

Master of Arts (1994). Public Policy and Public Administration, Purdue University, West Lafayette, IN 

47907. 

Bachelor of Science (1987). Political Science, Campbell University, Buies Creek, NC, 27506. 

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Tab 9 

Work History 

2006 – Present Manager, Village of Bald Head Island, NC 

The Village of Bald Head Island has a permanent population of approximately 200 year-round 

residents and a swell to 8,000 Island visitors during the height of tourist season. The Village is a fullservice 

organization providing planning, water and wastewater, stormwater, public works and public 

safety. The annual budget is approximately $13M with a staff of 50 employees. 

2005 – 2006 Interim Town Administrator, Town of Caswell Beach, NC 

The Town of Caswell Beach has a permanent population of 443 (seasonal 4,000). It is a small, 

progressive, residentially-oriented beach community with a full-service town providing planning, water, 

stormwater, police and public works. 

1998 – 2005 Manager, Town of Carolina Beach, NC 

The Town of Carolina Beach has a permanent population of 7,500 which expands to over 40,000 

during the summer tourist season. It is a full service town providing planning, water and wastewater, 

stormwater, fire, police, parking enforcement, fire, public works, sanitation, streets and recreation 

services. Annual expenditures are $15M with 100 full-time and 50 part-time/seasonal employees. 

1995-1998 Administrator, Town of Murfreesboro, NC 

The Town of Murfreesboro with a population of 2,300 and a planning district of 5,000. The Town has 

annual expenditures of $2M and 33 employees to provide a full range of services including planning, 

water and wastewater, police, fire, public works, streets and recreational services. 

1995 Management Intern, city of Hampton, VA 

Worked with the Assistant City Manager in developing Hampton's annual employee survey and 

implementing initiatives suggested by the compiled data. Completed many special projects for the City 

Manager, to include a comprehensive review of the city's telecommunications policy. During a formal 

on-the-job training worked in all city departments to experience municipal operations on a very large 

scale. 

1975 – 1995 US Army (Enlisted 1975-1983; Officer 1983-1995). 

Command of a tank company in Germany. Managed delivery of logistical support for over 5,500 

personnel and 100 vehicles. Demonstrated technical, planning and coordination skills through 

excellence in administration 

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Tab 9 

Professional Memberships &Associations 

Credentialed Manager, International City Management Association 

Member /Former Second Vice President, North Carolina City/County Manager Association. 

Member /Past Chairman, MPA Community Advisory Committee, University of North Carolina 

Wilmington 

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CALVIN PECK 

Tab 9 

EDUCATION 

Master of Arts (1994) Public Policy & Administration, Purdue University 

Bachelor of Science (1987). Political Science, Campbell University 

Post-Graduate (1995-2012). Institute of Government, University of North Carolina. Post 

Graduate work in Resolving Public Disputes, Municipal Admin, Budgeting & Financial 

Planning. 

EXPERIENCE 

Manager, Village of Bald Head Island, NC 

2006 – present 

Interim Town Administrator, Town of Caswell Beach, NC 2005 – 2006 

Manager, Town of Carolina Beach, NC 1998 – 2005 

Administrator, Town of Murfreesboro, NC 1995 – 1998 

Management Intern, City of Hampton, VA 1995 

US Army (Enlisted 1975-1983; Officer 1983-1995) 1975 – 1995 

BACKGROUND 

Bald Head Island is a vacation home destination located off the North Carolina coast. The Island 

is only accessible via a 20-minute ferry ride which has helped preserve the unique character and 

quality of the Island. The Island has historical significance as the location of North Carolina’s 

oldest lighthouse (commissioned by Thomas Jefferson) and has ecological significance as a 

nesting home for sea turtles. Bald Head Island is home for approximately 200 permanent 

residents and swells with 8,000 visitors during the height of tourist season. The Island economy 

is driven by tourism, which sustains a quality recreational club and golf course, private beach 

club and spa, several restaurants, shops and stores. Property owners participate in the 

community through the local historical society, conservancy and various homeowners’ 

associations. 

The Village of Bald Head Island is a full-service organization providing planning, water and 

wastewater, parks and recreation, public works, shoreline protection, and public safety (Police, 

Fire, and Paramedic Svc). The annual budget is approximately $13M. The Village has 50 full 

time employees led by eight department heads, reporting directly to the Manager. 

The three most significant issues facing the Village of Bald Head Island are: 

 

Shoreline Protection: The Island sits immediately adjacent to a federal shipping channel 

on the Cape Fear River and as a result suffers considerable non-natural erosion. 

Maintenance of the channel falls under the purview of the US Army Corps of Engineers, 

who have struggled to find funding to do the work necessary to meet their obligations 

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CALVIN PECK 

Tab 9 

 

 

relative to protecting the shoreline. As a result, the Village has pursued all options – 

engineering, legal, legislative, privately funded projects. In addition, the shoreline has 

suffered natural erosion from recent hurricanes. At present, our efforts are realized as the 

Corps is spending $16M to move 1.8 M cubic yards of sand for placement on our 

beaches, while we are working through FEMA to repair portions of our engineered beach 

that was damaged by Sandy last year. 

Wastewater Treatment: We are in the process of both expanding capacity and improving 

the quality of effluent from our wastewater treatment plant. The biggest immediate 

challenge is to implement upgrades that will produce reuse quality effluent. We are still 

in the permitting stage of the process, but are very pleased that our golf course has joined 

the effort and will be reusing the water for irrigation. 

Aging Buildings: The Village has need for a new Public Safety facility and a new 

Village Hall. We have had to defer these needs in favor of more pressing priorities. 

MANAGEMENT STYLE & EXPERIENCE 

Why are you interested in Satellite Beach? 

After 14 years of living and working at the beach I consider myself a Beach manager. I 

love all the things that Satellite Beach has to offer. It really plays to my strengths in 

Emergency Management and Growth Opportunities with a tourism focus. I believe that 

Satellite Beach is a great fit for myself and my wife as it is close to the military and 

Disney World, and is a warm weather climate. I believe that being the Satellite Beach 

Manager meets my ultimate goal. 

Management style: 

Staff perception: At our 2012 Holiday Party, my department heads worked together and 

did a “roast” of me as part of the entertainment. The presentation was fun and was an 

interesting look, for me, into how my staff sees me. I was humbled that they felt safe 

enough to make fun of the “boss.” In addition, I found it interesting that they highlighted 

the fact that I delegate well and give them plenty of latitude to run their own departments. 

I also noticed that they appreciated my efforts to support them outside of work. 

Elected Officials: I just completed my annual review with Council and was pleased that 

they agree that my key strengths are in strategic planning, project management and 

budgeting. Generally I have a strong relationship with our Mayor and Council members. 

On some issues, we disagree about the level of involvement Council should take, but we 

enjoy a high level of agreement on overall strategy. 

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CALVIN PECK 

Tab 9 

Strengths: 

Weaknesses: 

Proven Community and Organizational Leader –Seventeen years of experience in 

municipal leadership positions with demonstrated success managing through crises / 

emergencies, developing and delivering on major Wastewater Treatment projects and 

transforming communities through innovative ideas, such as moving from separate Fire / 

Police departments to integrated Public Safety. Demonstrated effective community 

outreach skills working with homeowner associations, private recreational facilities and 

other stakeholders to build and keep consensus. Successfully implemented employee 

programs designed to improve morale and reduce turn-over. 

Financial Acumen – Managed $20M budget for Carolina Beach for major infrastructure 

improvements, a $17 million voted bond debt from inception for Bald Head Island, 

through a very successful information campaign that resulted in a 92% approval vote, to 

completion of Capital Project on time and under budget. Restructured the town’s budget 

document so that it functions as a work plan in guiding departmental operations. The 

format incorporates departmental mission statements and goals in order to give citizens 

and the governing body a concise, yet comprehensive, snapshot of the town’s operations. 

Governmental Finance Officers Association (GFOA) recognized has recognized previous 

budgets with their Distinguished Budget Presentation Award. 

Emergency Management – Led coastal communities through Hurricanes Bonnie (1998), 

Dennis and Floyd (1999), Isabel (2003) and Irene (2011). Intimately familiar with 

FEMA process for recovery, hazard mitigation and community response for flood 

victims; secured millions of dollars in post storm FEMA recovery grants. 

As part of my annual evaluation this year, I completed a 360 degree assessment through 

the ICMA. This process is excellent for soliciting viewpoints from a variety of people – 

Staff, Elected Officials, and other Managers. As a result of that process, I have identified 

that I could do more to communicate clearly the basis for some of our decisions to 

community leaders and encourage more participation by citizens in our process of 

governance. As a result, we are developing some public information sessions about a 

project we are planning for 2015 but that will likely have some taxpayer implications. 

Performance Metrics: 

There are many great systems for measuring performance. We are currently 

implementing NEOGOV’s performance appraisal system which will simplify the process 

and improve communication between supervisors and employees. For me, however, the 

crucial metric is continuous improvement. I believe strongly in setting goals and 

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CALVIN PECK 

Tab 9 

measuring performance relative to those goals, but just looking at goals sometimes 

misses the mark. So performance to goals, I believe, must always be assessed within the 

larger context of ongoing improvements. 

Biggest Achievement (success): 

Developing new leaders. When I got to Bald Head Island I saw that my Assistant Village 

Manager / Planning Director had stagnated in his job and was merely going through the 

paces on a daily basis. I challenged him to do more. First, I gave him opportunities to do 

more than 'just being a planner' by giving him authority and ultimate responsibility for 

the successful completion of various projects. Once he had gotten the 'leadership bug', I 

urged him to apply for his Masters of Public Administration at UNC Wilmington. As a 

member of the MPA Community Advisory Board I was able to work with his professors 

and him to shape his education so that he now has exactly the right skills he needs to be 

successful. I am very proud that I have been able to train my successor. 

Biggest failure (mistake): 

I was not as successful in developing and motivating a former Police Chief. He had been 

on the force for many years, coming up through the ranks, and was eligible to retire. The 

department appeared leaderless and lacked direction. I sought to challenge him and 

develop the skills so that he could take charge of his department. I worked with him by 

sending him to the NC State University Senior Police Management Program. Ultimately I 

was unsuccessful in my attempts to lead and motivate him to improve as he was merely 

seeking to maximize his retirement check and not interested in getting better. Ultimately, 

I failed to find the proper motivation trigger so that he would get excited about teaching 

the younger officers so that they could benefit from his vast experience. 

Have you fired people? How did you handle it? How did you feel about it? 

This past year, I decided it was necessary to find a new leader for our Public Safety 

Department. The decision involved months of efforts to work with the employee, 

including mediation and an external review. I went to considerable lengths to provide the 

employee with the feedback and opportunity to make changes in his conduct. Although I 

had every reason to terminate him, we chose to offer him the opportunity to resign. I 

struggled throughout this process and sought consultation with many people. As a result, 

I have no regrets because I know that we did everything to provide him the opportunity to 

change. 

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CALVIN PECK 

Tab 9 

The challenges I see facing Satellite Beach are: 

 

 

 

Development / Redevelopment of the three big parcels: I was part of a successful 

redevelopment effort in Carolina Beach that, by including all stakeholders, was able to 

produce a win-win-win for all involved. I will bring this experience to Satellite Beach. 

Budget: My budgets have won recognition by the GFOA as being readable, concise, and 

a working document that guides staff decisions throughout the year. I have extensive 

experience in a Phase II Stormwater community. 

Organization Structure and Approaches: I have been a change agent wherever I went. I 

believe we all have to question how and why we do things in our jobs and look for ways 

to improve. 

During the first six months my efforts will involve: 

 

 

 

 

 

Meet with and assess staff and the overall organizational structure; 

Understand the current budget situation and projections for next three years; 

Meet with Council to understand their priorities and the political landscape; 

Consult with town attorney to understand current issues and risks; and 

Learn about the key stakeholders in the community and how we can better meet their 

needs. 

How do you work with the media? Anything embarrassing? 

I believe in transparency with the media and work to be sure that we fully use the reach 

of the media to proactively share messages with the community. As others have said 

“Sunshine is a great disinfectant”. I am not aware of there being anything captured by 

the media that would be embarrassing or compromising in any fashion. 

When it becomes known in your community that you are a finalist, are there any community 

activists likely to contact our client with “the dirt” on you? 

I do not believe so. 

What do you do in your leisure time? 

I golf and play to a 12 handicap. 

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CALVIN PECK 

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REASON FOR DEPARTING CURRENT POSITION 

I have worked on Bald Head Island for 6 years and I love my job. But every day I travel 

on two ferries to get to work (each way). While different from most commutes, and better 

than some, getting up at 5am to catch the ferry is simply wearing me down. I feel that I 

can better spend these three hours of my life and look forward to not having my day 

dependent on a ferry schedule. As I sit here writing this it is 41 degrees (with a low of 27 

tonight) and my wife and I am ready for a warmer climate. 


 

 

 

 

 

 

Integrity, 

Innovative, 

Risk taker, 

Transformative leader, 

Strategic planner, and 

Peacemaker. 


$112,438 

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CALVIN R. PECK JR. 

Tab 9 




County 

New Hanover County, NC 

Brunswick County, NC 

Hertford County, NC 




State 

North Carolina 



County 

New Hanover County, NC 

Brunswick County, NC 

Hertford County, NC 

Federal 






Motor Vehicle 


Credit 

Bankruptcy 

Education 

Employment 


Excellent 


Confirmed 

Confirmed 

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Personal Disclosure with Explanations 

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Calvin Peck 

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Gary Doetsch – Former Carolina Beach Councilman, Carolina Beach, NC 910-458-6729 

Mr. Doetsch has known Mr. Peck since about 1997 when Mr. Peck was the Administrator of 

Murfreesboro. Mr. Doetsch was a member of the Town Council. They interviewed Mr. Peck 

and made a unanimous decision to hire him. Mr. Peck’s job performance was outstanding. 

Whenever Council gave him adequate instructions it never had to wait for him to get started. His 

proactive approach was a breath of fresh air because the prior Town Manager made very slow if 

any progress. When Mr. Peck approached Council with a plan or idea, he never presented a 

fragmented plan. He offered solutions to potential problems along with a means of assessing 

how well his plans were working. Council never had to second guess his plans or try to rework 

their details down the road. 

Mr. Peck was productive and successful when solving problems. When Mr. Doetsch joined the 

Council it was facing major challenges. The previous Council had squandered money in the 

Town coffers. After Mr. Peck started he put the Town on the right road financially. The Council 

provided the roadmap of where it wanted to go, and Mr. Peck offered the strategies for how it 

could get there. Mr. Peck was the leading proponent for building up the Town’s capital 

improvement fund. One way he accomplished this was by reviewing revenues and determining 

if there were instances in which the Town was giving up valuable revenues compared to how 

other towns were operating. He examined other towns’ practices and brought back ideas which 

their town could incorporate. Mr. Peck was very skilled financially and a good judge of what 

needed to be done to get many more capital improvement projects going. 

Mr. Peck faced problems and challenges with skill. During one period Murfreesboro was 

renovating its Town Hall and was experiencing a major building boom at the beach. So, while 

kept the Town going in a positive direction he was also planning for an expansion of the Town, 

including additional manpower and funding. If you ask him a question, he is the type of person 

who will give you a straight answer with no candy coating. He was always honest and upfront 

when dealing with the public. Some people like his approach while others did not. However, 

Mr. Peck always acted professionally when he was confronted by difficult residents. A 

community member once came into the office and approached him in a very aggressive, caustic 

manner. Mr. Peck very calmly explained that the best option at that time was for him to leave 

and return when they could sit down and have a respectful discussion. 

When he had to make hiring decisions Mr. Peck clearly understood the requirements of each 

position, demonstrated that he is a good judge of people, and made sure the person he chose to 

hire had the right fit skills and abilities for the job. 

Mr. Peck is very committed to his community. Living on the coast, not much time passed before 

he experienced his first hurricane. During the storm Mr. Peck did not simply sit in his office and 

attempt to manage the situation; he rallied his employees then went out into the community 

himself to take care of problems that arose. It was not in his nature to just let crises come to him; 

rather he looked out for problems, met them upfront, and worked hard to resolve them. 

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Calvin Peck 

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Nothing in Mr. Peck’s past would be considered controversial. Mr. Doetsch would hire Mr. 

Peck without reservation. He will make an excellent manager. 

Words or phrases used to describe Calvin Peck: 

 

 

 

 

 

 

Aggressive, 

Efficient, 

Complete, 

Professional, 

Good communicator, and 


Strengths: 

A self-starter, meticulous with his details, and very good at explaining his work. 

Weaknesses: Some people may find Mr. Peck’s communication style too direct. 

Tony Caudle – Deputy City Manager, Wilmington, NC 910-465-6113 

Mr. Caudle has known Mr. Peck since 1993. They were both City Managers. They did not work 

together on a daily basis; so Mr. Caudle was only able to observe Mr. Peck from afar. He did not 

witness Mr. Peck solving problems, hiring employees, or making decisions. However, from his 

viewpoint Mr. Peck was professional and well accepted by his community. He was responsible 

for Economic Development in Carolina Beach and the fundamental rebranding of that 

community. For example, he managed the cleanup of the City’s boardwalk and rejuvenated the 

area by attracting a variety of events to the area. 

Nothing exists in Mr. Peck’s background that would be considered controversial. He has lived 

his life in a personally impeccable manner. He will continue to be an excellent City Manager for 

any municipality that employs him. 


 

 

 

 

Confident, 

Bold, 

Professional, and 

Direct. 

Strengths: 

Does not shy away from responsibilities because of any potential outcome or the 

magnitude of a project, and is very confident. 

Weaknesses: Mr. Peck has made great strides over the past years, but initially he was so bold 

and upfront that his style could have been off-putting to some people. 

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Dr. Suzanne Dorsey – Executive Director of BHI Conservancy, Bald Head Island, NC 

336-813-3666 

Ms. Dorsey has known Mr. Peck since about 2005 when he came to work for Bald Head Island. 

Ms. Dorsey is the Executive Director for the Bald Head Island Conservancy. His job 

performance has been excellent. He possesses core knowledge about policies and the process of 

managing municipalities, and the community is better for having him there. Bald Head Island 

has only about 200 permanent residents; so citizens are more likely than in other municipalities 

to become involved in your business and get into your face over various issues. Mr. Peck did not 

take such direct interactions personally and has dealt very well with any difficult personalities 

who attacked him personally. Mr. Peck is excellent at dealing with the public when he attends 

Council or community meetings. Ms. Dorsey and Mr. Peck interact very well together. He is 

always respectful or professional; however, he certainly will not sugar coat any issues when he 

has to deliver challenging information to his elected officials or residents. 

Mr. Peck makes good decisions in general and certainly when hiring. He had to make a Human 

Resource decision fairly recently when he fired an employee who was popular within the 

community, a difficult but correct decision. With his military background, Mr. Peck clearly 

follows a chain of command. In other words, he obtains direction from his Council then 

implements the plan. He is an excellent leader who has high expectations for the community and 

for his staff. 

Nothing controversial exists in Mr. Peck’s background. The only people who might disagree 

with Ms. Dorsey’s positive endorsement of Mr. Peck would be a group of women who were very 

upset when Mr. Peck fired the Police Chief. They took very personal exception to his decision. 

Still, if she could, Ms. Dorsey would absolutely hire Mr. Peck because she respects him and 

values his skill set. He is an excellent manager and will continue to be in the future. 


 

 

 

 

 

 

Professional, 

No frills, 

Capable, 

Structured, 

Gentleman, and 

Intelligent. 

Strengths: 

A strong working knowledge of municipal management, and able to deal with 

many different or difficult personality types in a respectful, professional manner. 

Weaknesses: With his military background, he does not have a touchy-feely manner about him. 

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Dennis Barbour – Former Carolina Beach Mayor, Carolina Beach, NC 910-470-5041 

Mr. Barbour has known Mr. Peck since about 1998 when Mr. Peck was hired as Manager for 

Carolina Beach. His job performance was outstanding. Carolina Beach took great strides while 

he was there and, if it could get him back now, the City surely would. One of Mr. Peck’s most 

influential accomplishments was the establishment of funding for projects in the Capital 

Improvement Plan. One project the City completed was the replacement of old terracotta water 

and sewer lines with PVC pipes. Mr. Peck was a strong leader who delegated tasks 

appropriately to help him complete his assignments. 

Mr. Peck’s has strong financial knowledge and maintained a balanced budget. When Mr. Peck 

began, the undesignated fund had a balance of -8%. When Mr. Peck left, that same balance was 

at 42%. Mr. Peck is a retired military office and applies a structured approach to the process of 

making decisions. He identified the best employees to hire, including a Police Chief and a Fire 

Chief. He always explored options which would be good for the Town. He worked well with 

residents in the community and understood that, by living in the community he managed, he 

could have a greater impact. Mr. Peck also worked with department heads and had an open door 

policy for both them and his elected officials. He did not simply nod his head in agreement 

when dealing with his elected officials. He was prepared and willing to offer them direct, 

knowledgeable guidance. 

Mr. Peck solved problems successfully. One instance occurred when Mr. Peck began developing 

the budget. He suggested a Capital Improvement Plan that would not require raising taxes. 

Instead, officials would simply take 4% of the dollars taxed and apply that amount to capital 

improvement. He worked in concert with the Council quite well and took whatever actions they 

required rather than what he might have wanted to do on his own. Mr. Peck never made quick 

decisions, nor conversely would he continue to flog a dead issue once Council had made a choice 

not to proceed. 

Mr. Peck was forced into a situation where he had to replace the Police Chief, but some residents 

did not approve, even though the reasons for dismissal were justified. This decision, while not 

controversial per se, was not popular. Mr. Barbour would hire him again, if given the chance. 


 

 

 

 

 

Organized, 

Personable, 

Caring, 

Dedicated, and 

Approachable. 

Strengths: 

Creative, works well with people in the community as well as elected officials, 

and accomplished his work in a timely manner. 

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Larry Lammert – Former Bald Head Island Mayor, Bald Head Island, NC 910-457-6364 

Mr. Lammert hired Mr. Peck in 2003. He was an excellent Village Manager. He is fully aware 

of state and village ordinances. Mr. Peck dealt with a variety of problems, but many of them 

involved tough personnel issues. That being said, he generally made good hiring decisions, and 

the individuals he hired usually remained for a long period. Mr. Peck helped Bald Head Island 

to function at a high level. One example occurred when Mr. Lammert and Mr. Peck went to 

Washington DC to work with the Core of Engineers. Together they figured out a process that 

would allow Bald Head to have sand put on its beaches. 

Mr. Peck performed very well when dealing with the public. He handled individual concerns 

and attended community meetings. His financial skills were strong. He was manager who was 

in charge and who made sure tasks were completed on time. He expected his employees to do 

their jobs. A Village Manager always has to face people who are not pleased with some action. 

For example, one woman did not appreciate the beach renourishment project because she had to 

walk further to reach to the water. However, Mr. Peck always responded to criticism with 

professionalism. 

Mr. Peck does not have anything controversial in his background. Mr. Barbour would certainly 

hire Mr. Peck again. He will make an excellent City Manager. 


 

 

 

 

 

 

Dedicated, 

Loyal, 

Calm, 

Intelligent, 

Creative, and 

Responsible. 

Strengths: 

Keeps Council well informed and keeps tasks moving in a timely manner. 


David Hewitt – Holden Beach Town Manager, Holden Beach, NC 910-508-1950 

Mr. Hewitt has known Mr. Peck since about 1999. Mr. Hewitt was the Manager in Leland while 

Mr. Peck was managing Carolina Beach; so they were both members of the North Carolina City 

and County Managers’ Association. Professionally, Mr. Peck seemed to do a fine job and 

adeptly handled all the natural disasters that occurred in their beach communities. 

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Although Mr. Peck obviously had to solve problems on a daily basis, Mr. Hewitt did not observe 

him solving any firsthand. However, he was able to observe how Mr. Peck handled the problem 

of erosion in his beach areas. He completed a beach nourishment project, which always involves 

permitting nightmares and requires millions of dollars in funding. 

Mr. Peck makes good decisions, especially in recruitment, hiring, and retention. Mr. Hewitt 

could offer no opinions regarding Mr. Peck’s ability to deal with the public or handle financial 

matters. 

Mr. Hewitt is not aware of any controversy surrounding Mr. Peck. He would definitely hire Mr. 

Peck, if he was in a position to make such a choice. 


 

 

 

 

 

Relatable, 

Empathetic, 

Flexible, 

High-caliber, and 

Professional. 

Strengths: 

Has the ability to maintain calmly above the fray, recruits and maintains good 

staff, and holds his employees accountable. 

Weaknesses: He could get more personally involved instead of delegating at times. 

Karen Ellison – HR Director, Bald Head Island, NC 910-616-3976 

Ms. Ellison has known Mr. Peck since about 2012 when he hired her to be the Communications 

and Human Resources Director. She has the highest regard for Mr. Peck. He is very responsive 

when dealing with the public and makes certain people receive the information they need. Some 

individuals were upset with his decision to terminate the Chief of Public Safety. The decision 

did not sit well and some members of the public lashed out at him, but Mr. Peck responded 

appropriately and never reacted in anger or desperation. 

Mr. Peck has good financial skills. In fact, the University of North Carolina at Wilmington has 

asked him to be a guest speaker several times for its government finance classes. He has 

networked with other professionals and developed good relationships with surrounding 

municipalities. He is innovative. For example, he has incorporated more technology into City 

Council deliberations. He got the entire Council to convert to using iPads, even some older 

members who found themselves outside of their comfort zones, technologically speaking. This 

initiative help the Council streamline its processes because they were able to share documents 

more easily and refer to the same information pieces more quickly. 

Mr. Peck successfully solved problems. The Village faced the problem of converting waste 

water so that the quality would be high enough for use with irrigation. This required a high level 

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project because he had to deal with permitting, engineers, and members of the community. He 

partner with the golf course to have a retention pond on the golf course. Along with this the 

Village required easements from about ten property owners. So he met with all property owners 

to ease their concerns while still honoring the necessity of meeting certain engineering 

requirements. 

Nothing in Mr. Peck’s background could be considered controversial or embarrassing. Ms. 

Ellison would hire Mr. Peck without reservation. 


 

 

 

 

 

 

Honest, 

Patient, 

Fair, 

Detail oriented, 

Strong leader, and 

Caring. 

Strengths: 

Provides oversight for projects and sets clear priorities, and always takes the 

appropriate actions, even when doing so is not easy. 

Weaknesses: Mr. Peck provides certain staff members with too many chances. 

Chris McCall – Assistant City Manager, Bald Head Island, NC 910-616-7625 

Mr. McCall has known Mr. Peck since about 2005 when Mr. McCall was the Assistant City 

Manager and Mr. Peck was the City Manager. Mr. Peck’s job performance was excellent. He 

does not micromanage his employees but rather allows them do their jobs. He clearly 

communicates his expectations, with the understanding that, if they have any concerns or 

questions, he has an open door policy. Mr. Peck accomplishes tasks in a timely manner and 

makes good decisions, both in general and when hiring personnel. 

Mr. Peck was constantly solving problems, but one that stood out occurred when he had to hire a 

new Public Safety Director. Everyone loved the previous Police Chief, but the Chief was simply 

not getting the job done. His decision to replace the Chief was not popular, but Mr. Peck made 

the right move. Now Bald Head has a new Director who is working out very well. Mr. Peck 

collaborates well with both the Human Resources Director and the Council. He presents himself 

very professionally when he has to deal with the public, both in one on one situations and in 

group settings. He does not rush to make decisions but rather always performs his due diligence. 

Mr. Peck takes an innovative approach to all his responsibilities. He handled the merger of Bald 

Head’s Fire and EMS Departments with the Police Department to create a Public Safety 

Department, which was not a common practice in their area. He maximized the police officers’ 

abilities to fight fire by cross training them with firefighting skills. Mr. Peck’s intent was to 

reduce cost to the Village, and he was successful. Mr. Peck works in tandem with his Finance 

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Calvin Peck 

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Director and solicits input from his governing board so he can formulate a budget that will allow 

him to maintain the Village’s infrastructure and provide the services the citizens need and 

expect. 

Mr. McCall is unaware of anything controversial in Mr. Peck’s background that would cause 

embarrassment for a future employer. He would definitely hire Mr. Peck, if given the chance. 


 

 

 

 

 

Driven, 

Diligent, 

Humorous, 

Witty, and 

Professional. 

Strengths: 

Communicates well with his department heads, and he takes direction then sets to 

work accomplishing the goals. 

Weaknesses: He could make an effort to have more formal Department Head Meetings. 

Charles Baldwin – Attorney, Bald Head Island, NC 910-524-9511 

Mr. Baldwin has known Mr. Peck since about 2007 through his role as the Attorney for Bald 

Head Island. He has been delighted to know and work with Mr. Peck, a person who is head and 

shoulders above many other Village Managers he has worked with. He understands the finer 

workings of municipal law and procedures, and is well versed in financial matters. When Mr. 

Peck is faced with problems, he works hard to solve them. The Village was struggling with the 

problem of erosion, but Mr. Peck was able to locate $7 million in funding for a beach 

renourishment project using general obligation bonds and discounts from the national 

government. Mr. Peck is also innovative when trying to develop clever ways of addressing 

issues. One example involved the need for more creek access with canoe put-in spots. Mr. Peck 

worked out a deal with residents to swap their dock access for increased driveway access. 

Mr. Peck was timely when accomplishing tasks. He dealt with the public very well, especially 

considering the sometimes difficult environment when one tries to keep residents happy. Some 

of his decisions were not popular, but he was always active at village events. 

Nothing in Mr. Peck’s background could be considered controversial. Mr. McCall would hire 

Mr. Peck. He will make an excellent City Manager. 


 

 

 

 


Hard working, 

Honorable, 

Creative, and 

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Calvin Peck 

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Competent. 

Strengths: 

Makes sound decisions, and is not afraid to face challenging situations. 

Weaknesses: No weaknesses that might affect a hiring decision could be identified. 

Completed by: 

Ashley Bingham, Colin Baenziger & Associates 

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CALVIN R. PECK, JR. 


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Before It’s News 


Dead beached pygmy sperm whale returns to Bald Head Island, North Carolina 

Author: Kate Elizabeth Queram 

A beached whale pushed back out to sea Sunday afternoon died sometime during the night and 

floated back onto Bald Head Island's eastern shore this morning, officials said. 

"It has washed back on the beach late this morning, around 11," said Village Manager Calvin 

Peck. "The North Carolina Marine Mammal Stranding Team is working on a plan to return the 

body to their lab for a necropsy." 

The whale – believed to be a female pygmy sperm whale, between 10 and 15 feet long – first 

washed up on East Beach around 11 a.m. Sunday, according to Suzanne Dorsey, executive 

director of the Bald Head Island Conservancy. 

"We started our wildlife protocol, which is to contact the standing team," Dorsey said. "We 

dispatched some folks out to the island and started organizing getting the stranding team out 

here." 

While officials awaited the arrival of the team, a handful of Bald Head Island residents decided 

to band together and push the whale back out to sea, a well-meaning but ultimately incorrect 

course of action. As a federally protected species, it's illegal to come within 1,500 feet of certain 

species of whales. 

"Their intention was in no way bad, and they didn't know the stranding team was en route," 

Dorsey said. "But it died while they were pushing it back into the water, and doing that 

prevented us from getting the stranding team there. 

"That team has a vet and the vet could have hopefully helped it, and if nothing else could have 

euthanized the whale, stopped its suffering and determined the cause of death." 

Conservancy staff waited for the whale to wash back on shore and early this morning alerted 

members of the stranding team, who are on-site. 

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Stateportpilot.com 


Bald Head council backs manager amid residents' discontent over Munna firing 

Author: Lee Hinnant 

Discontent about the recent resignation of Bald Head Island’s public safety chief Jerome 

(“Chip”) Munna Jr. boiled over into outrage last week when several residents demanded that the 

village council fire manager Calvin Peck. 

Instead, councilors offered a unanimous statement of support for Peck and insisted that Munna’s 

suspension, and eventual resignation, came through a deliberate, thoughtful process that did not 

directly involve council. 

A 14-year veteran with the village, Munna was suspended with pay on August 17 and resigned 

25 days later. Officials would say only that Munna violated a personnel policy but had not 

engaged in any unlawful activity. 

The event sparked backlash among some residents, who began a petition drive asking for an 

investigation of the manager’s activities and asked council to fire him. 

In a statement to the crowd at the September 21 meeting of council, mayor Andrew Sayre said 

that Peck and human resources manager Karen Ellison “concluded that new leadership was 

needed at the Public Safety Department. This is a decision with which the chief agreed and he 

voluntarily resigned…. 

“Council supported the process undertaken by the manager and human relations director…,” 

Sayre said. “Council recognizes the decision of the chief to resign is not popular with a number 

of the public, as he was highly involved with the community. Chip worked closely with the 

Public Safety Auxiliary and council appreciates and thanks him for his many years of service.” 

The mayor said he considered the matter closed and would not entertain questions. 

Resident Marilyn Ridgeway said the issue was far from over. 

“This will be an ongoing petition,” she said, adding that she had collected more than 100 

signatures from residents who want Peck gone. 

She said the manager “thrives on discord and lawsuits” and had created a negative environment 

for village employees. 

“When only one voice is allowed, how can you work as a team?” Ridgeway said. “We lost the 

best-loved employee on the island.” 

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“We are not happy with his decisions,” said resident Jane Johnson. “You need to listen to the 

voice of the people.” Johnson suggested the village reconsider its charter and vest more power in 

the council instead of the manager. She also said the village could do without Ellison, who also 

serves as public information officer. 

“The seeds of discontent have fallen on fertile soil,” said Diane Mesaris. “It may take a year, but 

the populous will, in a democratic way, replace the emperor. Calvin Peck may have won the 

battle, but he has not won the war.” 

Peck declined comment. 

The village is actively seeking a new director of public safety and will hold a public “scoping” 

meeting on that topic at 10 a.m. Thursday at the public safety building. Councilor Art Morris is 

serving as the council’s representative in the search. 

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WWAY 3 News Channel 


Bald Head Island residents speak out against Town Manager 

Author: Katie Harden 

BALD HEAD ISLAND, NC (WWAY) -- We told you a few weeks ago about controversy on 

Bald Head Island. Friday the citizens of the island told the Village Council what they thought 

about Village Manger Calvin Peck. 

"You put your name on the ballot. We elected you. You represent us," resident Jane Johnson told 

the council. 

Villagers say they decided to speak out against Peck after Public Safety Chief Chip Munna 

resigned a few weeks ago. Citizens say Munna resigned because of a personality conflict with 

Peck. 

The Village Council says it has said all it can about the situation involving Munna and Peck. 

"Departmental matters, employee performance evaluations and personnel decisions cannot be 

handled in the court of public opinion," Bald Head Island Mayor Andy Sayre told the crowd. 

We tried to talk to Mayor Sayre after the meeting. He said the matter was closed and would 

concentrate on getting a new Public Safety Director. Peck said he would rather not comment. 

Villagers say they plan to keep on fighting until they see results. 

"This is going to be an ongoing petition. We will constantly accept signatures,” resident Marilyn 

Ridgeway said. "We will be watching to be sure the negative behaviors are not acted upon by 

Calvin Peck, and we’ll make sure this village gets back into the hands of the people." 

So far the petition has more than 100 signatures. Villagers plan to collect more in the days and 

weeks to come. 

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Documents, e-mails shed light on BHI chief's resignation 

Author: Holden Kurwicki 

BALD HEAD ISLAND, NC (WWAY) -- Documents and e-mails are shedding some new light 

on what may have led to the resignation of Bald Head Island's Public Safety Chief. 

The Village of Bald Head Island requested an external audit of its public safety department. It 

may have received more than it expected. 

In March, Bald Head Island Village Manager Calvin Peck contacted Leonard Matarese of 

ICMA to perform the first audit of the public safety services since the village formed the 

department in 2009. In the e-mail Peck outlined that it was time for an external review of the 

department to "get better, leaner, and less expensive." 

BHI paid ICMA $7,000 to perform the audit, which was released in July. The report summarized 

that crime was low on the island, and that structure fires only occurred every 18 months. 

But it said that due to the high value of personal property on the island, maintaining a highly 

visible law enforcement presence is critical to tourism, which sustains the island's economy. It 

also recommended that police officers be cross-trained as firefighters to save the village money. 

In a follow-up email sent August 11, Matarese told Peck that "we were not hired to do an 

investigation of personnel; we were actually to review the operations of the public safety 

department." 

He then writes, "we addressed the operational issues. The problem there (the Public Safety 

Department) appears to be managerial/HR related not operational." 

Six days later, the village placed Public Safety Chief Jerome "Chip" Munna on administrative 

leave. He resigned September 5. 

Bald Head Island Communications Director Karen Ellison told WWAY by phone today that the 

village has not taken any steps to address the recommendations in the report. She said village 

leaders won't address any questions about the report until a new public safety chief is in place. 

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Bald Head Island residents call for investigation into village manager 

Author: Marissa Jasek 

BALD HEAD ISLAND, NC (WWAY) -- Bald Head Island residents say one man is tearing 

apart their small community. Last week the island's public safety chief resigned, which was the 

tipping point for residents to call for an investigation into their village manager, who they say is 

at the center of all their problems. 

The quiet community of Bald Head Island is considered a paradise to many, but to its small 

population of residents, the resignation of their Public Safety Chief Jerome "Chip" Munna was a 

wake up call. 

“To just rip him out of this community has just ripped the heart out of this community,” says 

Jane Oakley, a Bald Head Island homeowner. “We are upset about this.” 

After 14 years of service and an internal investigation, Chief Munna resigned. Now Bald Head 

Island residents say it's all because of the village manager, Calvin Peck. 

“It’s like an onion,” says Oakley. “If you peel back the layers of an onion to get to the truth, 

Calvin’s in the middle of it, in my opinion.” 

For more than five years, Peck has served as village manager, and residents say there are 

numerous issues surrounding him. The most recent, and some say last straw, was Chief Munna's 

departure. 

“That’s when we became politically active,” says Jane Johnson, another BHI resident. 

Residents have organized a petition to investigate Peck and the many documented complaints 

from employees and homeowners, including issues like creating a hostile work environment and 

forcing employees to resign. 

“I would like to see Calvin Peck gone and Chip returned to this island,” Oakley says. 

In April, Peck received the "Outstanding Manager" award by the Cape Fear Council of 

Governments. 

Residents plan to present the petition to village council during their September 21 meeting. We 

reached out to Peck, but he has not returned our request for comment. 

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Stateportpilot.com 

April 4, 2012 

Peck is named top government manager in four-county region 

Author: Unknown 

Bald Head Island’s municipal government has “outstanding” leadership in village manager 

Calvin Peck. 

That’s according to the Cape Fear Council of Governments (COG), which last week presented 

Peck the “Outstanding Manager” award at the organization’s annual awards banquet held in 

Hampstead. 

COG, a regional program administrator established by the state legislature, covers local 

governments in Brunswick, Columbus, New Hanover and Pender counties. It singled-out Peck 

for his “efforts to mentor others and engage in regional issues,” according to a news release from 

the village. 

COG executive director Chris May called Peck an experienced leader with a wide wingspan and 

an eye on the greater future of his field. 

“Calvin has always had a heart for the up-and-coming administrators, having served on the 

UNC-Wilmington Community Advisory Board since its inception, even chairing the committee 

for a few years,” May said during the award’s presentation. “An (International City/County 

Management Association) credentialed manager and active member of the N.C. City/County 

Managers Association, Calvin chairs the Membership Outreach Committee serving the needs of 

fellow managers statewide. 

“In addition,” May continued, “he serves as the association’s outreach contact to the UNC- 

Wilmington MPA program, where he cultivates striving local government administrators, 

mentoring them on the importance of public service.” 

Peck has 13 years of management experience along the coast and will mark his sixth year with 

the Village of Bald Head Island in October. 

Previously, he was town manager of Carolina Beach and, before that, town administrator of 

Murfreesboro. 

He holds a bachelor of science degree from Campbell University and a master of arts degree in 

public policy and administration from Purdue University. 

Born in 1957 at U.S. Army installation Fort Belvoir in Virginia, Peck joined the Army in 1975 

and served 20 years before retiring with the rank of captain. 

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StarNews (Wilmington, NC) 

March 22, 2012 

Cape Fear River to be dredged this year 

Author: Kate Elizabeth Queram 

The shipping channel near the mouth of the Cape Fear River will be dredged later this year for 

the first time since 2009, capping a years-long period of beach erosion on Bald Head Island that 

saw large swaths of the sand slip from the coastline into the shipping passage. 

Under an Army Corps of Engineers sand management plan, the inner bar area – which passes 

within 400 feet of Bald Head's south beach – is required to be dredged every two years as part of 

an overall maintenance schedule that keeps the channel at a depth of 44 feet. 

Per the agreement, beach communities adjacent to the shipping channel receive on a rotating 

basis the roughly 1.5-million cubic yards of sand pumped from the water during each dredge 

cycle. That sediment plays a key role in preventing shoreline erosion for those coastal areas, and 

when funding problems prevented the corps from dredging the channel in 2011, Bald Head 

residents – who had been waiting four years for their turn on the receiving end – saw a 

significant portion of their beach slip into the water. 

"We knew we were going to have to go for a gap, but then the gap got doubled because of a lack 

of funding," said Chris McCall, the island's shoreline protection coordinator. "We've been in a 

holding pattern, but right now, the corps is telling us it will be dredged." 

The three years between dredge cycles was due to an overall funding shortage for the corps, 

which forced project managers to prioritize dredging for other parts of the shipping channel. 

"Last year, we got $12.4 million for maintenance dredging, We had a need of more like $18-24 

million," said Bob Keistler, the corps' navigation project manager. "So we talked to the pilots and 

asked, ‘From start to finish, what are the most critical areas for speed bumps?' For the last two 

cycles, Bald Head was not on that list." 

But the channel has worsened since then. According to hydrograph studies from the corps, parts 

of the inner bar area are as deep as 49 feet, well above the required depth of 44 feet. But other 

areas, mostly on the edge of the channel closest to the shoreline, are as shallow as 2.3 feet, 

making the passage precarious for ship pilots. 

"It is concerning, because when you talk to the Cape Fear pilots when they come in, they're 

bringing ships that draft at 41, 42 feet," Keistler said. "When they get too far to that right side, 

it's a dangerous situation. It's gotten worse and worse every year, and it is an issue now." 

He said it's likely the channel will be dredged at the end of the year, due to both the continuous 

sand shoaling and a budget boost from $1.98 million of supplemental funding from fiscal year 

2012 and an additional $6 million in relief money for damage from Hurricane Irene. 

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Bald Head officials said they were pleased that the beaches may finally be replenished, but that 

the dredge cycle's dependence on emergency funding was concerning. Since 2003, according to 

Village Manager Calvin Peck, Bald Head residents have spent roughly $24 million on 

supplemental dredging projects to keep sand on the beaches in the absence of "timely 

maintenance" by the corps. 

"Without the hurricane, it's quite possible we would not be receiving sand this winter for the 

third time," he said. "It's not just our beaches that are at risk, but the channel's not being 

maintained properly ... there's a lot of frustration." 

Keistler acknowledged the disappointment, but said that ultimately the corps' responsibility is 

only to maintain the channel as a whole – not to supply area beaches with sand. 

"I understand that, they have an erosion issue. What the public needs to understand is that the 

funding that we get is to provide safe navigation," he said. "The fact that we're putting sand on 

the beach, from our standpoint, is a good thing only because we're getting sand out of our 

channel." 

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Star-News (Wilmington, NC) 

July 27, 2011 

Violation notice likely for Bald Head Island sand transfer 

Author: Kelly Poe 

The state is investigating Bald Head Island for moving sand without proper permits, and will 

likely soon issue a violation notice, officials said Wednesday. 

N.C. Division of Coastal Management staff discovered the sand being moved from one portion 

of the beach to another without a permit while inspecting something else. 

Before trucking sand across the beach, the Brunswick County village is required to apply for a 

permit to ensure that precautions are taken to protect any endangered species that might be 

impacted. 

Since Bald Head Island is in sea turtle nesting season and there is a nest in the project area, 

government officials have requested the work only be done outside of the season. 

But since the work being done would prevent erosion, Suzanne Dorsey, executive director of 

Bald Head Island Conservancy, said the nest doesn't stand a chance if it's not done. 

"I've even offered to put an intern out there at all times to make sure that the nest is protect, but 

the other thing I need to protect that turtle is sand on the beach," she said. 

"It is in danger. If nothing is done it will fail. That nest will not survive." 

Dorsey said the Army Corps of Engineers is responsible for the erosion after it realigned a 

shipping channel closer to the island, which sits at the mouth of the Cape Fear River. 

This causes a problem with Coastal Management regulations because they're not prepared to 

handle problems due to non-natural erosion, Dorsey said. 

Village Manager Calvin Peck attributed the situation to a lack of communication. 

"We had a misunderstanding as to whether or not we needed a permit," he said. 

Bald Head Island was moving the sand to help protect a groin, which is close to separating from 

the dune line due to the erosion. 

Peck said it was understood that permission to move the sand was included in that project, and 

the village ceased as soon as it learned that it was in violation. 

It has since applied for the permit. 

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"Our primary objective is restoration of the area," said Coastal Management spokeswoman 

Michele Walker. 

Restoration could involve moving the sand back to its original location along with a potential 

fine to Bald Head Island. 

But because the restoration could involve putting trucks back on the beach, there's a chance the 

state will just leave it be, Walker said. 

The Coastal Resources Commission, which regulates development in the state's 20 coastal 

counties, will meet Friday morning to consider a request from Bald Head Island to construct a 

1,300-foot sandbag fortification, also with the aim of preventing erosion. 

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Bald Head Island considers Bambi birth control 

Author: Ken Little 

Bald Head Island won’t cull its white-tailed deer herd this year, but it will definitely do so in 

2012. 

Instead of hiring someone to reduce the deer population with firearms, village officials are 

considering a dart-administered form of contraception that prevents females from becoming 

pregnant. 

“There has to be some way of taking down the population next year,” Village Manager Calvin 

Peck said. 

The island’s deer population stands at about 180, what Peck calls the “upper limit” for what the 

Bald Head Island Conservancy considers a viable number of animals. A population above 180 

would cause excessive damage to the maritime forest and create health-related hardships on the 

animals, Peck said. 

The “immune-contraception” program developed at N.C. State is still in the exploratory stage but 

may be well suited to conditions on Bald Head Island. A few outside deer might swim there, but 

the natives aren’t going anywhere, Peck said. 

“They’ve got it good here, and they recognize that,” he said. 

Hunting is banned on Bald Head Island, whose affluent residents occupy about 2,000 acres of the 

12,000-acre island. 

The remainder is set aside as nature preserves, and white-tailed deer have taken full advantage of 

the situation. 

“It’s a healthy population. They’re doing well. They’re very active,” Peck said. 

It’s not uncommon for a doe to give birth to twins on the island, an indication of the good forage 

available there. 

The survival rate in eastern North Carolina for deer is about 0.8 fawns per doe, said Robbie 

Norville, coastal region supervising biologist with the N.C. Wildlife Resources Commission. 

Culling is rare in most sections of the coast, but it becomes necessary when hunting is not 

allowed, Norville said. 

“There are some gated communities operating under depredation permits and have hunters come 

in,” he said. That’s the case with Bald Head Island, which conducted six herd culls between 2000 

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and 2008. The deer population was so excessive in 2000 more than 200 animals were removed 

from the herd “and the population was still healthy,” Peck said. 

Contraceptives in the general deer population have not proven effective, Norville said. 

“It would only work in a closed setting, like a pen where animals are tightly controlled,” he said. 

“In an open system where the deer fully move and go there is no delivery method that is effective 

enough and proficient enough to deliver a contraceptive to each and every deer, and it is highly 

expensive.” 

The cost is about $500 per animal, Norville said. 

Bald Head Island budgeted money in its current budget for deer culling, but won’t begin the 

process until 2012, Peck said. The 2008 cull, which took about 90 deer, cost the village $35,000. 

The company hired by the village used methods that are illegal for hunters. 

“They use .22 caliber low-powered rifles on an elevated stand,” near a baited area, and track the 

deer by night with spotlights, Peck said. 

As in most communities, there is opposition to hunting of any type, and others who are 

vehemently pro-hunting. Whether by deer contraception methods or by firearm, “We will have to 

do it in January 2012,” Peck said of the herd cull. 

If contraceptives are used, Bald Head Island would have to pay $75,000 a year for five years and 

participate in a study being conducted by N.C. State, Peck said. 

In the past, the village has donated venison from the deer culled from the herd to area food 

banks. If the contraception method is used and an animal is taken by a hunter, the meat is unfit 

for human consumption, Peck said. All does that are given the contraceptive will receive an ear 

tag or other identifying marker, he said. 

Bald Head island citizens will be surveyed to see what they think about the idea, Peck said. 

Norville isn’t so sure it would work, even on Bald Head Island’s deer. 

“They are excellent swimmers. They freely swim the Intracoastal Waterway and they find these 

niches and new habitats,” he said. “The only things that work as far as abating the deer 

population is hunting, sharpshooting and the use of deterrents and exclusionary devices like 

fencing or netting.” 

The state’s deer population is currently estimated at about 1.1 million animals. It’s estimated 

only about 10,000 deer inhabited North Carolina in 1900. A restocking program involving 4,000 

animals between 1940 and 1970 helped restore the population, according to the N.C. Wildlife 

Resources Commission. 

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StarNews (Wilmington, NC) 


Bald Head Island sues feds over beach erosion 

Author: Shelby Sebens 

The village of Bald Head Island filed a lawsuit Tuesday claiming the Army Corps of Engineers 

has not lived up to its end of the deal to keep the island safe from nearby dredging. 

The 83-page lawsuit filed in U.S. District Court alleges the corps has not fulfilled its 

commitment to protect Bald Head Island from erosion caused by the agency's dredging of the 

Cape Fear River's shipping channel. 

Village Manager Calvin Peck said the issues stem from the start of the project in 2000 when 

Bald Head officials warned the dredging would negatively impact the island. 

“We told them then it wouldn't work, that there were going to be problems,” he said. 

Corps spokeswoman Susan Clizbe said the agency has not yet been served with the lawsuit so 

she could not comment. 

Meanwhile, the towns of Caswell Beach and Oak Island planned to file a motion to intervene in 

the lawsuit, Caswell Beach Mayor Harry Simmons said Wednesday. The towns are not opposing 

the lawsuit but rather looking for a seat at the table, Simmons said. 

“We are, at this point, just keeping an eye on things,” he said. 

Simmons said the towns want to make sure that whatever agreement Bald Head Island and the 

federal government might come to on the channel issue does not negatively impact Caswell and 

Oak Island's beaches. 

“We need to find a solution that resolves it for everybody, not just one community,” he said. 

Erosion on Bald Head occurs every time the corps dredges the shipping channel, which was 

relocated closer to the Brunswick County island a decade ago, the lawsuit alleges. 

And the problem was exacerbated in 2009 when the dredged sand wasn't placed back on the 

island. Instead, it was pumped over to Caswell Beach as part of a sharing agreement, according 

to the lawsuit. 

Some areas lost several hundred feet of beach and dune, and by late summer several homes and 

at least one street were relying on sandbags to hold back the encroaching waves. Overwashing 

also was common during storms or higher-than-normal tides. 

The village has its own $17 million sand project, but Peck says that it's not enough and that a 

lack of funding from the federal government is pouring salt in the wound. 

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When the state announced earlier this month that it plans to look at improving access to the 

existing port facilities in Wilmington instead of building a new terminal closer to the mouth of 

the Cape Fear, officials also said they will look at modifying the alignment of the channel as it 

passes by Bald Head Island. 

Relocating that portion of the channel could help alleviate erosion on the Brunswick County 

island's beaches. 

Simmons agreed something needs to be done to curb the erosion problems on Bald Head Island, 

but he added a change should not come at the expense of the beaches across the river. 

He thinks all the parties can find a middle ground. 

“It's going to take a lot of work to find out where that is,” he added. A judge would also have to 

approve Oak Island and Caswell Beach's motion to intervene. 

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Project pumping up erosion-hit beaches 

Author: Gareth McGrath 

After enduring nearly nine months of erosion, Bald Head Island's west and south beaches aren't 

back yet. 

But they're back to growing in the right direction. Crews began marshaling equipment on the 

Brunswick County island in late October and began pumping sand from the Jaybird Shoals in the 

Cape Fear River on Nov. 1. Three weeks later, homes aren't threatened with potentially falling 

into the ocean at the next high tide. 

"Everyone is very pleased, just wishing it would go faster," said Village Manager Calvin Peck. 

Bald Head's beaches began washing away earlier his year when the Army Corps of Engineers 

began maintenance dredging of the nearby Cape Fear River shipping channel. 

Erosion occurs every time the corps dredges the shipping channel, which was relocated closer to 

the Brunswick County island a decade ago. 

But this was the first year that the dredged sand wasn't placed back on the island. Instead, it was 

pumped over to Caswell Beach across the river's mouth. 

That exacerbated the situation, since there was no material to replace what was washing away, 

and the erosion continued through the summer. 

Some areas lost several hundred feet of beach and dune, and by late summer several homes and 

at least one street were relying on sandbags to hold back the encroaching waves. 

Beach overwashing also was common during storms or higher-than-normal tides. 

Corps officials have said that they aren't doing anything different this dredging cycle and that it 

was a buildup of sand on West Beach that made the island "grow" toward the shipping channel. 

But Bald Head officials disagree, and Peck said the village is still considering taking legal action 

against the federal agency. 

Worried about the continued threat to exposed homes and infrastructure, island officials decided 

to fast-forward a $15 million town-funded beach nourishment project. 

Bald Head's nourishment is just the first of what will be a busy winter season for dredging 

companies in Southeastern North Carolina. All three New Hanover County beach towns are 

scheduled to have their beaches nourished in early 2010. 

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August 28, 2009 

BALD HEAD ISLAND 

Storms add urgency to project request 


As Bald Head Island licks its wounds from Hurricane Bill, village officials are again pressing to 

start their $17 million beach nourishment project before the normal dredging window opens. 

Citing concerns about impacts on nesting sea turtles and fish habitat, federal and state regulators 

rejected a request earlier this month to move up the start date for the beach-building project from 

Nov. 15 to Sept. 15. 

But that was before Hurricane Bill sent strong swells crashing onto Bald Head's already eroded 

beaches. 

The village has now applied to start work Oct. 15. 

Suzanne Dorsey, executive director of the Bald Head Island Conservancy, estimated Bill washed 

away 30 feet of dune along a stretch of beach more than three football fields long. 

The beach area already had lost 150 feet in places, erosion that island officials blame on the 

dredging of the adjacent Cape Fear River shipping channel. 

Village Manager Calvin Peck said the erosion washed away nearly a dozen sandbags along 

Sandpiper Trail and left seven homes vulnerable to the encroaching Atlantic. The swells also 

washed away the beach and dunes behind a half-dozen large groins, leaving the structures 

nonfunctional as beach-stabilization devices. 

But Peck said his real concern was what could be in store for the rest of the hurricane season, 

which runs through November. 

"A 400-mile miss caused this sort of damage," Peck said, referring to Bill's track offshore. "The 

next storm could be devastating." 

That could come as soon as this weekend as Tropical Storm Danny approaches the East Coast, 

with a projected track similar to Bill's. 

But regulators could still balk at allowing work on pumping the estimated 2 million cubic yards 

of sand from Jay Bird Shoals onto the beach because of the same concerns about impacts on 

flora and fauna while ocean temperatures remain warm. 

Several hurricanes, notably Hurricane Hazel in 1954, have struck North Carolina in October. 

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A decision on Bald Head's request by the Army Corps of Engineers, which is the lead permitting 

agency, is expected next week. 

News & Observer, The (Raleigh, NC) 


Rising seas worry beach officials 

Author: Wade Rawlins 

Rising sea levels will confront beach communities with complex challenges to remain tourist 

destinations, and the towns will increasingly have to rely on their own resources when they run 

into complications or crises, federal officials said. 

About 150 local officials and representatives of coastal agencies attended a two-day conference 

sponsored by the N.C. Beach, Inlet & Waterway Association, a coastal advocacy group, on rising 

sea levels that are expected to accelerate in coming decades. 

"I'm convinced now the future does include sea level rise, and that has to be taken into account," 

said Calvin Peck, manager of Bald Head Island, which has about 1,100 residences. Peck said 

beach communities would have to take higher seas into account in planning development near 

inlets and in flood-prone areas. 

"We have not done that in the past," he said. 

Scientists predict that rising temperatures from heat-trapping gases in the atmosphere will cause 

polar ice to melt and seas to rise about 18 inches this century. Seas rose about 1 foot during the 

20th century, though it was higher along some parts of North Carolina's coast. 

Building up the sand 

"All is not lost," said Harry Simmons, mayor of Caswell Beach and executive director of the 

association. "We have options to deal with rising sea level, certainly in the next few decades." 

As more expensive and larger houses have risen on North Carolina beaches, the option many 

beach communities have sought is to widen their beaches with costly loads of sand, rather than 

moving the houses away from the advancing ocean. Four coastal towns -- Wrightsville Beach, 

Carolina Beach, Kure Beach and Ocean Isle Beach -- are in a long-term federal program that 

covers much of the costs of replenishing sand. 

A number of other beach communities in Dare and other coastal counties are seeking to join that 

program, but it has become hard to qualify. 

Spencer Rogers, a coastal erosion specialist with N.C. Sea Grant, a research and education 

program, said beach nourishment worked well in some communities with moderate erosion rates 

and helped protect them from hurricanes. 

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"It's made a phenomenal difference here in 42 years," Rogers said of Carolina Beach's 

nourishment project. 

Letting the ocean win 

Jeff Williams, a marine geologist with the U.S. Geological Survey, said replenishing beaches 

might work for a few decades but isn't a sustainable long-term solution because of the high cost 

and lack of adequate offshore sand. 

"It's wrong to build up expectations that beach nourishment is going to get us out of this bind," 

Williams said. "It's not." 

Williams said communities would have to adapt to rising seas by moving away from the coast. 

Debbie Smith, mayor of Ocean Isle Beach and chairwoman of the beach and waterway 

association, said beach communities need to learn how to adapt to rising sea levels. But she said, 

"I don't think you're going to get people on the coast to retreat." 

Last year, Ocean Isle asked the legislature for an exemption to the state ban on hardened 

structures on the oceanfront to try to stabilize an eroding inlet. Smith said the town would 

continue to seek that. 

Margaret Davidson, director of the National Oceanic and Atmospheric Administration's Coastal 

Services Center in Charleston, S.C., said communities would have an increasingly difficult time 

getting federal funds for projects such as replenishing sand on local beaches and dredging inlets. 

"The federal debt is rising faster than the sea level," Davidson said. 

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Bald Head Island finds way to protect its alligators and the public 

Author: Paul R. Jefferson 

You don't have to be up to your neck in alligators before doing something to relieve a dicey or 

dangerous situation. 

But on Bald Head Island, the gators are more than a metaphor. 

And if an unwelcome gator drops by your property, you can't takes steps to have it evicted from 

the island without first consulting the village government and the group that keeps tabs on the 

island's gator population. 

To better coordinate the hows and wheres and when an alligator's presence on property 

constitutes a public danger, the Bald Head Village Council recently ironed out a three-party 

agreement to make sure both the gators and the public are adequately protected. 

Calvin Peck, village manager, said the island community needed a formal system of notification 

when alligators are sighted in unusual places. Alligators are commonly found in the island 

marshes. 

"We reached an agreement with the Wildlife Resources Commission, and the (Bald Head Island) 

Conservancy to contact us next time it happens," Peck said. "The village and the conservancy 

have to be in agreement before an alligator removal permit is released." 

The agreement was deemed necessary after an island homeowner repeatedly spotted an alligator 

on or near his property. Rather than contacting the conservancy or village officials, the 

unidentified home-owner dialed up the Wildlife Resources Commission office to dispatch a crew 

to remove the small gator, which the agency did, to the wilds of the Green Swamp. 

That's a no-no, according to Suzanne Dorsey, executive director of the island conservancy. 

"When you remove a gator, it upsets the balance of territories that the gators have established. It 

puts them into new areas, and their behavior can get a little more unpredictable," she said. "The 

conservancy definitely discourages individuals from doing anything when it comes to alligators." 

The conservancy constantly monitors the island's gator population, she said. Based on nighttime 

"spotlight counts" and daytime observations by conservancy interns on regular gator patrol, 

Dorsey put the resident gator population at 22. The gators are only counted, not marked or 

tagged. 

Bald Head Island has a resident population of about 250 people year-round, though that number 

swells tenfold and more in the tourist season. 

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In a typical gator encounter, Dorsey said, island residents should inform the conservancy and 

village authorities. The village holds a state wildlife permit that allows removal of wildlife, such 

as the annual culling of the island's deer population. 

Dorsey said conservancy staff met with and reviewed the gator behavior noticed by the 

homeowner. "We evaluated and found that it would not be a threat," she said. 

Dorsey said the conservancy conducts annual education programs on alligators, especially during 

the summer months when visitors abound. 

"We take a real deliberate approach to alligators, and alligator education. What we do every 

summer is have a high-energy effort to educate the public about alligators. We have twiceweekly 

conservancy programs, and our interns take people to the overlook area to answer 

questions they may have. If we see people do something they shouldn't be doing with the gators, 

we let them know." 

Feeding an alligator is a recipe for danger, Dorsey said. Alligators fed by humans lose their 

natural fear of humans and begin to look to them for food. 

"We've seen some very scary behavior, but it's from people," she said. 

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Resort village targets deer population 

Author: By Gareth McGrath 

Deer numbers on Bald Head Island appear to be holding steady, with surveys counting roughly 

the same number of animals running around the ritzy Brunswick County resort island as last 

year. 

But environmentalists and village officials said the four-legged population is still too big for the 

small island to handle without risking potentially long-term environmental consequences. 

That likely means another controlled hunt this winter, with marksmen being hired to thin out the 

herd. 

"We've got to be very conservative about how we approach this," said Suzanne Dorsey, 

executive director of the Bald Head Island Conservancy, noting the fragility of Bald Head's 

maritime forest environment. 

The island's Village Council is expected to discuss the issue Friday. 

Village Manager Calvin Peck said his staff's recommendation would be to seek a special 

depredation permit from the state, which would allow hunting with restrictions outside of the 

regular hunting season, to take 100 animals - 60 does and 40 bucks. 

"It's a much healthier herd today than it was a number of years ago," he said. "But we need to 

continue to keep it under control." 

Hunting isn't allowed on Bald Head, and an absence of natural predators, coupled with an 

abundance of tasty landscaping, has created a sort of deer paradise. 

According to a 2002 study, the small, 3-square-mile island could sustain a population of around 

150 deer. 

But biologists estimated more than 500 animals were running around the island by the late 

1990s. 

That led to several run-ins between deer and golf carts on the automobile-free island and 

growing health concerns for both Bald Head's four-legged and two-legged residents. 

A series of culls, or hunts, since then has helped reduce the deer population, with between 75 and 

149 deer shot each year since 2003. 

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But the typical deer population in Southeastern North Carolina is about 35 animals per square 

mile. Experts estimate Bald Head's density before the first controlled hunt was approaching 200 

deer per square mile. 

Dorsey said a survey by the conservancy this summer estimated the population at 106 deer per 

square mile, a slight dip from the 114 per square mile estimated in the 2005 survey. But she 

warned that the count doesn't include fawns, and that preliminary numbers this fall are showing 

it was a good breeding year. 

Subsequently, estimates of the island's deer population are creeping upward. 

"We have large bucks and does that signify a healthy population that's reproducing, possibly 

triplets," Dorsey said. 

A survey by a consultant hired by the village also shows deer numbers to be about the same as 

last year. 

Dorsey said the conservancy was willing to help the village explore alternatives to the annual 

cull, such as shooting does with darts containing semipermanent birth control, if and when the 

methods are shown to be effective and cost-effective. 

"But the risk to the plants and the environment is too high right now to take a chance on 

something that might not work," she said. 

Anthony Snider, manager of the Division of Coastal Management's southern reserve sites, has 

previously expressed concerns about the deer's impact on the agency's 173-acre maritime forest 

reserve in the middle of the island, which is a favored haunt for the island's four-legged 

residents. 

With limited scientific data about the island's environment, the conservancy has hired Steven 

Brewer, a biologist with the University of North Carolina Wilmington, to look at the animal's 

impact on the island's flora. 

"We're trying to back up objectively what the impact of the deer are on the island's maritime 

habitat, particularly the maritime forest," Dorsey said. 

Brewer's study, which is planned to last five years, involves setting up enclosures to protect 

portions of the island's maritime forest. 

The vegetation that takes hold in the enclosures will then be compared to areas nearby that are 

subject to constant nibbling by deer. 

"It's clear they're eating a lot over there and having a significant impact," Brewer said. "But what 

kind of impact? I don't think we know that yet." 

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Carolina Beach town manager quits 


In a move that many saw as inevitable after last month's election, Carolina Beach Town Manager 

Calvin Peck resigned Tuesday. 

The five-member council accepted the resignation just a few minutes after three new members 

were sworn into office. 

All three new officials had questioned Peck's performance during the campaign. The retired 

Army officer became manager in 1998, after a stint as town administrator in Murfreesboro. 

The board also announced Bob Nicholl as interim town manager. He also served as Carolina 

Beach's temporary manager in the mid-1990s. His first day is Thursday. 

Mayor Bill Clark, who was sworn into office Tuesday along with Councilmen Alan Gilbert and 

Jerry Johnson, said Peck accomplished a lot while serving the town for nearly eight years. 

"Let's hold onto the good things and remember Calvin and his family for that," Clark said. 

Unsaid in the mayor's comments was the animosity that rippled through the town as the old town 

council pursued zoning changes to allow high-rise development in Carolina Beach's central 

business district. 

Although Peck and other town officials work at the behest of the Town Council, many residents 

saw the town manager as sympathetic to the proposal to reinvigorate the downtown area by 

allowing high-rise development. 

The new town officials made repeal of the land-use changes the centerpiece of their campaigns. 

Peck immediately left Tuesday's meeting after the announcement, which came after the council 

members held a short closed session, without comment. 

Tuesday's meeting came a day after a contentious special meeting called by the old Town 

Council to protect the town's high-rise projects from meddling by the new council. 

But the plan backfired after the old council declined to approve granting the Arcadia Group a 

lease on a town-owned parking lot. The move seriously wounded the viability of the 11-building 

mixed-use complex. 

While the meeting room was again crowded Tuesday, there was no animosity toward the council. 

"What a difference a day makes," said Gilbert jokingly before the meeting started. 

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He added that he hoped the swearing in of the new council represented a new day of cooperation 

and openness between town officials and residents. 

Clark said he intended to make sure the Town Council represented all interests in the Carolina 

Beach, including developers. 

"There's room for development here," he said. "We need the developers." 

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Political signs in dispute again 

Warning issued in Carolina Beach 

Author: Sherry Jones 

Just weeks after Oak Island repealed a portion of its sign ordinance because of claims it was 

unconstitutional, another town is facing similar charges. 

Earlier this month, Carolina Beach notified all candidates running for office in the town, as well 

as those in Kure Beach, about its sign ordinance, which says political signs cannot be posted 

until 17 days before the election. This year, that would be Oct. 22 because the election is Nov. 8. 

Town officials said they issued the warning because four candidates, including three in Kure 

Beach, had already violated the town's ordinance. But one of those candidates, Dean Lambeth, 

who's seeking a spot on the Kure Beach Town Council, is challenging Carolina Beach's 

ordinance. A letter from his attorney to the town says the law "is almost certainly 

unconstitutional." 

Two other Kure Beach candidates - Tim Fuller, who's running for mayor, and Gary Owen, who's 

running for the Town Council - had signs in the same location on Dow Road near Ocean 

Boulevard. Carolina Beach officials said Mayor Dennis Barbour also had violated the sign 

ordinance when he held a function at the lake and placed dozens of yard signs in the ground 

there. 

Ed Parvin, Carolina Beach's interim planning director, said letters were sent to all candidates as a 

reminder of the time frame, size, number and location permissible for yard signs. 

He said the town typically sends warning letters for the first offense, then starts picking up signs 

after that. The town could issue civil citations to violators, but Mr. Parvin said it's not worth the 

effort. By the time the town followed the proper procedure for issuing a fine, the election would 

be over, he said. 

Besides, he said, the warning letters usually do the trick. In this instance, the violators removed 

their signs immediately. 

Mr. Lambeth said he complied with the town's request even though he doesn't agree with the 

ordinance. He even questions whether the town has authority over the area where his signs were 

posted. 

"We've always put signs there, and there've never been any questions until now," he said. "So, 

yes, I'm upset." 

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According to town officials, Carolina Beach's extra jurisdictional territory includes Dow Road 

for about 1,000 feet past Ocean Boulevard. 

Valita Quattlebaum, the town's spokeswoman, said the ordinance is intended to control clutter. 

Without it, the signs would be all over the place for a long time, she said. 

Carolina Beach Town Manager Calvin Peck said the sign ordinance has been in place since 

2000, and the town has received a few comments on it in the past. 

"But the issues have always been resolved," he said. "The ordinance is the town's attempt to keep 

a level playing field. The section on political signs is just one component of the entire sign 

ordinance. We think it's a different situation from Oak Island." 

The issue arose in Oak Island in August when a mayoral candidate handed out magnetic 

campaign signs. When some appeared on cars, town officials said the signs violated the town's 

ordinance, which prohibited the display of political signs more than 30 days before an election. 

With one Oak Island council member and several constitutional law experts calling the ordinance 

unconstitutional, the council ultimately decided in September to repeal the section that put a time 

limit on when signs could be posted. 

Mr. Lambeth's attorney, Roger Lee Edwards, maintains that Carolina Beach's ordinance also 

infringes on free speech rights. 

"The posting of signs displaying political messages is a traditional method of speaking and, 

indeed, communication by signs and posters is virtually pure speech," he wrote in a letter to the 

town. 

Mr. Edwards also cites several free speech rulings and says Mr. Lambeth wishes to reach a 

mutually agreeable resolution. 

"He does not desire to pursue litigation, but be assured that he has the means and the inclination 

to do so if we are unable to reach agreement on this problem," Mr. Edwards wrote. 

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July 5, 2005 

Carolina Beach installs surveillance cameras at park, Boardwalk to enhance public safety. 

And it's not alone: Cameras are everywhere. 


Police installed video surveillance cameras around Chicago and saw its murder rate fall to its 

lowest level in four decades. Now the cops hope to further cut crime by not only watching, but 

listening, too. 

ON THE WEB: Do you think the Carolina Beach surveillance cameras are a good thing? Tell us 

at www.StarNewsOnline.com. 

You're under video surveillance at ATMs, many grocery stores and malls. And soon you'll be on 

camera at Carolina Beach. 

The southern New Hanover County beach town recently installed video cameras at Freeman 

Park and the Boardwalk to give police officers a bird's eye view of what's happening in those 

areas. 

"We're doing this for public safety reasons," town spokeswoman Valita Quattlebaum said. 

Although the cameras went up about two weeks ago, they aren't operational yet because the town 

is waiting for electrical service to be hooked up. Mrs. Quattlebaum said the connection should be 

made "any day now." 

At Freeman Park, the cameras will allow officers to see if the clerk there is having a problem 

with someone who won't pay or is being harassed by a disorderly visitor. The Boardwalk camera 

also will alert officers if someone is out of control or sick and needs assistance. 

Since the town stepped up police patrols at Freeman Park in March, officers have handed out 83 

civil citations, ranging from driving on the dunes to having glass containers on the beach. Three 

people also have been cited for burning the fence that protects the dunes. 

Along the Boardwalk, town officials say the most common offenses involve people being drunk 

or disruptive. Precise numbers for the past six months weren't immediately available, but 

officials said the number of incidents doubles in the summertime. 

The cameras cost about $3,000 each, including installation. Law enforcement officials will be 

able to view the areas on computer screens at the Carolina Beach Police Department. Mrs. 

Quattlebaum said the system would allow the town to archive recordings indefinitely, but town 

officials haven't yet decided how long they want to keep the images. 

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The town also plans to install laptops in police cars by the end of the year, and eventually a few 

officers will even be able to see the images on their cell phones. That will allow them to respond 

quickly if they see something happening, Mrs. Quattlebaum said. 

The cameras use wireless technology - a service available throughout the town since December. 

Wireless fidelity, commonly called Wi-Fi, allows Internet access without cords and uses radio 

signals instead of cables to plug into cyberspace. 

"The security cameras will enhance our public safety response capability," Town Manager 

Calvin Peck said. "And this new technology gives us one more tool to use in protecting our 

citizens and visitors." 

Mrs. Quattlebaum noted that only law enforcement officials have access to the system, which 

requires a password to access and has an encrypted signal. 

"This is not the Carolina Beach reality show," she said. 

The idea of using surveillance cameras to deter crime and capture criminals in the act is nothing 

new locally. 

And the abundance of surveillance cameras in public places has raised a few eyebrows, 

especially among civil libertarians and privacy advocates. 

"America is fast becoming a surveillance society where everything we do outside of our house is 

subject to being watched," said Jennifer Rudinger, executive director for the North Carolina 

chapter of the American Civil Liberties Union. 

She said she sees room for invasion of privacy and misuse at the beach, where someone could 

use the camera to zoom in on women's body parts, especially when they're wearing bathing suits. 

"It's unfortunate to see the proliferation of these spy cams when there's no evidence to suggest 

that the violation of our privacy is justified," she said. 

For instance, United Kingdom governments have installed more than 1.5 million cameras in the 

past decade in response to terrorist bombings. Although it's estimated that the average Londoner 

is captured on tape more than 300 times a day, not a single bomber has been caught. 

Locally, several school systems have long used cameras to keep an eye on students in areas such 

as hallways and stairwells. The New Hanover County school system also has cameras in some 

school buses. 

New Hanover Regional Medical Center also has found success with a video surveillance system, 

using it to ensure safety and protect against liability. 

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In addition, the Wilmington Housing Authority provides surveillance in Solomon Towers. 

Although there's a part-time security guard, residents can view what the camera shows on their 

television sets. 

The housing authority used to have cameras at Creekwood but it stopped using them a couple of 

years ago because grant money ran out, said Marilyn Edge, director of planning grants and 

special projects for the housing authority. Those cameras also were vandalized a lot, and the 

authority didn't have anyone to monitor the stream 24 hours a day, she said. 

Despite the prevalence of surveillance cameras used for security, live Web cams have become 

quite popular for other reasons. 

For example, UNCW has three cameras showing different aspects of campus life, including the 

campus commons and construction of the cultural arts building. The views can be seen online at 

www.uncw.edu/itsd/cam. Local television stations also have cameras trained on busy roadways 

to provide traffic information. You can even check out the surfing conditions at Wrightsville 

Beach via a live Web cam at www.wblivesurf.com. 

SOME CAMERAS AROUND TOWN ARE FOR FUN 

Despite the prevalence of surveillance cameras used for security, live Web cams have become 

quite popular for other reasons. For example, UNCW has three cameras showing different 

aspects of campus life, including the campus commons and construction of the cultural arts 

building. The views can be seen online at www.uncw.edu/itsd/cam. Local television stations also 

have cameras trained on busy roadways to provide traffic information. You can even check out 

the surfing conditions at Wrightsville Beach via a live Web cam at www.wblivesurf.com. 

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April 5, 2005 

Carolina Beach bought this $40,000 beach rake (below) before finding out whether it could 

use it. It can't. 


Oops. 

That was Carolina Beach Town Manager Calvin Peck's response to why the town bought a 

$40,000 beach rake before finding out whether it could use it. 

"We erred," he said. "But I had no belief that there would be any problem." 

The town has learned it can't get a permit from the N.C. Division of Coastal Management 

because of concerns the machine could interfere with sea turtle nests and other natural resources. 

Carolina Beach had hoped to use the rake daily during the tourist season to rid the beach of 

cigarette butts, animal waste, cans and other trash. 

The Coastal Management office rejected the permit request after the N.C. Wildlife Resources 

Commission expressed concerns. But the commission said it would support the permit with 

certain conditions - conditions Carolina Beach officials say they can't live with. 

The commission said beach cleaning should be limited to one time, should not be done between 

April 1 and Nov. 15 to avoid sea turtles and nesting birds, and the machine should be adjusted to 

pick up only litter, not natural materials, such as seaweed. 

"That makes it economically unfeasible to operate the piece of equipment," Mr. Peck said. 

Another North Carolina town, Oak Island, has received permission to use a beach rake, but 

Carolina Beach officials said that was because the purpose was different. Oak Island is using the 

rake to remove rocks from the sand and is doing so only outside the active turtle nesting season, 

Mr. Peck said. 

While Carolina Beach fights the state ruling, it doesn't want the rake to sit around unused. As a 

result, the town will sell the machine - for the same amount it paid for it - to Myrtle Beach, S.C. 

Carolina Beach had based its plan on that of the South Carolina town, which had been planning 

to buy a new rake this year, Mr. Peck said. 

"So we're not out any money," he said. 

Carolina Beach Mayor Dennis Barbour said he was frustrated that many other East Coast states, 

including Florida and South Carolina, allow the rakes, but North Carolina won't approve the 

device. 

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"I was really disappointed," he said. "We don't understand why we would be turned down." 

Mr. Barbour said the beach rake would have been a good way for the town to maintain its 

reputation for having a clean beach. 

For two years in a row, Carolina Beach has been named one of the cleanest beaches in the 

country by the Clean Beaches Council, a national environmental group focused on sustaining 

America's beaches. 

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May 29, 2004 

Carolina Beach saved from tax hike 


A tax increase won't be necessary to sustain this coastal town, according to the latest revenue 

projections for 2004-05. 

And most of the Town Council's top priorities will be funded. 

Town Manager Calvin Peck had originally called for a 1.5-cent tax rate hike but informed the 

Town Council earlier this week that he'd received good news from the New Hanover County Tax 

Department. 

The town's property tax base has risen to $771 million - up $22 million from a previous estimate. 

In addition, sales tax collections are expected to rise. 

As a result, Mr. Peck's budget proposal recommends keeping the tax rate at 38 cents per $100 

valuation. 

The proposed budget for the 2004-05 fiscal year is just over $6 million. The biggest increase - 

$400,000 - will come with implementation of a new salary plan, which was chief among the 

council's priorities. The plan is designed to make sure employees are earning market value and 

are paid fairly based on their job description. 

The town manager also has recommended a 2.3 percent cost-of-living raise for all town 

employees as well as merit pay increases. 

Other items in Mr. Peck's proposed budget include replacement of water pipes in the north end 

of town, purchase of beach sweeper equipment, establishment of a skate park, the Carolina Sands 

drainage project and road paving in the Wilmington Beach area. 

The Town Council talked about the beach sweeper idea in detail during a March budget retreat. 

Mr. Peck said he borrowed the concept from Myrtle Beach, which uses the equipment to patrol 

5 miles of beach. There, the machine goes from 3 a.m. to 10 a.m. and covers the area from the 

sand fence to the water. At the same time, a separate employee uses a machine to empty 

trashcans along the beach. 

Mr. Peck said he views the equipment as a more efficient way for Carolina Beach to keep its 

beach clean. For instance, right now, the town has three guys in the back of a pickup truck lifting 

55-gallon drums all day long, he said. 

Carolina Beach is 2.5 miles long, not including the north end. Mr. Peck called the results in 

Myrtle Beach amazing. 

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"It's nice, fluffy and flat," he said. 

Council members seemed sold on the idea immediately. 

"The quicker the better," Councilman Jack Lynch said. 

Mayor Dennis Barbour also noted that the town received an award last year for having a clean 

beach. 

"We need to live up to that," he said. 

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Carolina Beach calls for input 

Citizens to get chance for say on public safety plan 

Author: Sherry Jones, Staff Writer 

Carolina Beach residents will have two chances to offer input on the proposed creation of a 

public safety department. 

Under the plan, the town's police and fire departments would merge. A public safety director 

would head the department, with three commanders - police, support services and fire - reporting 

to that person. 

The Town Council plans to vote on the issue at its March 9 meeting. 

Town Manager Calvin Peck has said the format would improve emergency response times, 

delay the need for a full-time professional fire department and protect against declines in 

volunteerism. At the same time, the system would beef up the town's police presence. 

Mayor Dennis Barbour said the council will look to the Police Advisory Committee for a 

recommendation. Mr. Peck presented his proposal to the committee several weeks ago. The 

committee is made up of a cross-section of residents and business people. 

The group will get another look at the plan Monday. The first of the public hearings on the issue 

will be held during the committee's 7 p.m. meeting in the police training room at the municipal 

complex, 1121 N. Lake Park Blvd. 

Charles Grissom, chairman of the Police Advisory Committee, said he thinks the concept of 

combining the police and fire departments has merit. "But it does need to be researched more in 

depth," he said. 

More specifically, he said he believes the idea needs to be marketed to residents and employees. 

"You want the support of everybody," he said. 

Mr. Barbour said the public hearings are a good way for residents to get a close look at the 

proposal. A copy of the organizational chart will be available at the meetings. 

"We're looking for a lot of public input," he said. 

And Mr. Grissom said he's found the Town Council to be "very responsive" to the committee, 

which will devise its recommendation during Monday's meeting. 

"This council is one that is really going to work with the people," he said. 

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The second public hearing will be held during the March 9 Town Council meeting, which begins 

at 7:30 p.m. in council chambers at the municipal complex. 



Town residents get Net gain solving problems 

Author: Sam Scott 

Carolina Beach recently opened a direct Internet line by which residents can send town officials 

requests for help with problems ranging from abandoned vehicles to yard maintenance - and then 

track progress on solving the problem. 

The "BetterPlace" system is available through the town's Web site, Carolina beach.org. It's 

somewhat hidden on the bottom of the home page. 

It allows users to enter a problem or question that is then forwarded to the proper department 

head. 

The new feature promises two improvements in customer service over taking problems over the 

phone, said Calvin Peck, Carolina Beach town manager. 

Users get a reference number they can enter later to track progress, he said. And town workers 

can send a report back to the person when they're finished. 

"It gives us a way to complete the loop," he said. 

Town workers have been adjusting to the system in the past two months, said Valita 

Quattlebaum, town spokeswoman. 

The Florida League of Cities produced the service, which is used by about 40 other U.S. 

municipalities, she said. After a $250 setup fee, it costs the town $75 a month. 

She said it would save people time looking for phone numbers, waiting for return calls and 

transferring between departments. 

The system shouldn't inconvenience those without Internet access, Ms. Quattlebaum said. A 

town worker can still take a problem over the phone or in person and enter the details on the site, 

she said. 

Mr. Peck said he wasn't sure what volume to expect because complaints and requests haven't 

been closely tracked before. The new system will allow the town to monitor which departments 

have the most requests. 

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Improving customer service has become something of a mantra of late among Carolina Beach's 

town council members. Dennis Barbour, the newly elected mayor, has ranked it among his top 

goals. 

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May 23, 2003 

Island of Lights nativity display draws criticism 

Author: Todd Volkstorf 

Religion and public policy may be about to butt heads in Carolina Beach. Someone recently 

called Town Manager Calvin Peck to complain about a nativity scene displayed at Christmas on 

public property with other holiday displays by the Island of Lights. 

The complainant apparently asked that the scene not be included in future displays. The exact 

wording of the complaint, the name of the complainant and when the person called are not 

known. Mr. Peck was away on business Thursday and could not be reached for comment. 

Town spokeswoman Valita Quattlebaum said Mr. Peck said the caller was anonymous. 

A nonprofit organization, the Island of Lights hosts various Pleasure Island activities every year, 

including a Christmas parade and holiday flotilla. Carolina Beach gave the Island of Lights 

$2,500, according to the town's 2002-2003 budget. 

The nativity scene - donated to the organization by Leila Mae Hunter Bost before her death in 

2001 - sat near the front of Carolina Beach Lake during the most recent holiday season. Mrs. 

Bost was a member of the Island of Lights since 1992. 

The nativity scene joined the lighted seashells, candy canes, snowmen, snowflakes and other 

cheery displays around both Carolina and Kure beaches. 

"The (Carolina Beach) Town Council has to resolve whether they are going to allow religious 

displays at the Island of Lights festival," the town's attorney, Al Clyburn, said. 

Mayor Ray Rothrock could not be reached by phone Thursday evening. 

In the five years Mr. Clyburn has worked for the town, it's the first time he's dealt with such an 

issue, he said. 

If they decide to discuss the complaint, council members may face what has typically been a 

prickly issue. The New Hanover County school board recently took up a similar controversial 

issue when members had to decide whether to display the Ten Commandments as a "historical 

document." The board ultimately decided against the move. 

"The U.S. Supreme Court has held that religious symbols may be displayed at a town- or 

government-sponsored function as long as it is a part of a larger display that includes 

nonreligious symbols," Mr. Clyburn said. "However, a town or municipal government may not 

extend such an invitation to one religious group to the exclusion of other religious groups," he 

said. 

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No one from the Island of Lights could be reached for comment Thursday evening. 

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Morning Star (Wilmington, NC) 


Town is unhappy with road patches 

Author: Sam Scott 

Disappointed with subsiding pavement, the town of Carolina Beach wants improvements to its 

$4.8 million sewer replacement project, Town Manager Calvin Peck said this week. 

After replacing miles of aging sewer lines, the town ordered the torn-up roads repaved last year, 


Because the damage from the sewer work was so extensive, the town opted to build new surfaces 

on some roads, he said. For the most part the project went well. 

But on Carolina Beach Avenue North, which runs north from the Boardwalk, the road is patchy 

and has sunk in certain places. The contractor, T.A. Loving Co., has filled the holes, but that has 

left an unsatisfactory result, Mr. Peck said. 

"What we have now is a new road that's been patched," he said. "We don't have a new road. We 

don't have the product that we were expecting." 

Mr. Peck said the town had a meeting with the contractor this week to discuss what needed to be 

done. In accordance with the contract, the town has retained $400,000 of the amount due, 

pending acceptance of the project, he said. 

He said he was unsure what the solution would be, but he expected a resolution. 

"We expect them to live up to their obligations," he said. 

Calls to T.A. Loving Co. were not returned. 

The project is similar in cost to the ongoing construction of the municipal complex, which will 

extend town hall, adding a visitors' center and a new home for the town's Police Department. 

Originally scheduled for April, that project is now slated for completion in the fall. The delay is 

not expected to cost the town any more money, Mr. Peck has said. 

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Morning Star (Wilmington, NC) 


Carolina Beach hopes hotel boosts Boardwalk area 

Author: Todd Volkstorf and Gareth McGrath 

Work has begun on Pleasure Island's first chain hotel. 

Last week crews began demolishing a go-cart track and arcade to make room for the 144-room 

Courtyard by Marriott hotel. The hotel, which also is expected to have a 250-person conference 

facility, should be finished by midsummer 2003. 

"They told us to get your reservations for the Fourth, 2003," said Calvin Peck, town manager, 

referring to the Independence Day holiday. 

Town officials will hold a groundbreaking ceremony at 6 p.m. today at the site, which occupies 

the southern end of the boardwalk. 

Town officials hope the hotel is the catalyst for the long-needed revival of Carolina Beach's 

Boardwalk area. 

"The Marriott will draw a different clientele," said Calvin Peck, town manager. "But it's not 

about money or class. It's a group of people that might otherwise not have come to Carolina 

Beach." 

Mr. Peck said the hotel shouldn't adversely affect the older motels. People who have come to the 

mom-and-pop motels for a long time are still going to come, he said. 

Local business owners are just as optimistic about the hotel's potential to revitalize the 

Boardwalk and help put the popular beach resort even more on the national map. 

"I think it's good for the town that a major chain is coming in," said Yvonne Allen, a sales 

assistant at Sterling Craft Mall, which sits across Woody Hewett Avenue from the site. "It's 

something else that people can relate to." 

While the Courtyard represents the first corporate chain hotel in Carolina Beach, two other hotels 

have expressed interest in building there. 

The Holiday Inn Express, which has been eyeing a site at the new Snow's Cut Crossing shopping 

center, and the Microtel Inn and Suites, which is eyeing property along Lake Park Boulevard. 

Mr. Peck, however, said while both companies have conditional use permits, they have yet to 

apply for building permits. 

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August 28, 2001 

Carolina Beach working to redirect wastewater 

Author: Millard K. Ives 

The town has begun a yearlong project to ensure storm drains aren't hooked to sewage lines and 

to prevent groundwater sewage from flowing into the system, said Town Manager Calvin Peck. 

The town started the work on Greenville Avenue this month and will work on Spartanburg 

Avenue this week. Work on Canal Drive and Carolina Beach Avenue North should begin in 

September. Carolina Beach Avenue North will be converted to a two-way street during the 

project to help provide better travel. 

The project also includes raising part of Canal Drive to help alleviate flooding on its north end. 

A wastewater reuse project will pump 100,000 gallons a day of treated sewage for irrigation use 

so that it's not discharged into the Cape Fear River, Mr. Peck said. 

He said the overall project would save residents money on their bill. 

"The less sewage we have to treat, the lower residents' bills will be," Mr. Peck said. 

Mr. Peck said the project is expected to be completed by Labor Day 2002. 

"There will be a lot of detours during this project, and we are asking residents to be patient," he 

said. 

The project is Carolina Beach's $4.8 million attempt to replace old sewer lines and fund the 

wastewater reuse project. The town received a $3 million grant from the Department of 

Environment and Natural Resources for the project. The remaining funds came from a loan, Mr. 

Peck said. 

The overall plan is one of 28 local projects receiving funding that comes from the state's clean 

water bond program approved by voters in 1998. 

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Corps gives Carolina Beach Lake a hand 

Author: Trista Talton 

A majority of the money this town needs to improve Carolina Beach Lake is already in the bag. 

This year's budget includes $85,000 to purchase a new lake pump, one of the improvements 

included in a new report from the Army Corps of Engineers. The corps recommends spending 

roughly $95,000 to $100,000 on the lake. 

"We suspected that there were problems we need to deal with," said Town Manager Calvin Peck 

Jr., who had skimmed through the report he received Tuesday. "I don't think anything in here 

really surprised me a lot. It's not bad news, and it's not totally unexpected." 

A study began in June after the town asked the corps to look into methods to reduce lake 

flooding. The 11-acre lake, which collects runoff from about 560 acres around it, often overflows 

after heavy rainfalls. 

"Part of this is a result of some real good things that have happened," Mr. Peck said. 

He was referring to the town's growth. Roads, roofs and driveways create more runoff, he said. 

One suggested improvement is to replace the lake's eastern pump and to rebuild the western 

pump, which serves as a backup. 

"I anticipate replacing the pump this fiscal year," Mr. Peck said. 

The report suggests placing remote cameras in less accessible parts of the culvert system 

between the lake and Myrtle Grove Sound to monitor for possible obstructions to the flow of 

water. No significant obstruction was found in accessible portions of the system, according to the 

report. The corps recommends spending $11,000 to replace one of three flapgates, which prevent 

water from flowing back into the lake after it's pumped out. The flapgate has a broken hinge. 

"We've got two of the three things we asked for," Mr. Peck said. 

The town's request for a study into how to intercept runoff before it reaches the lake and divert it 

to Henniger Ditch, which flows into the Cape Fear River, has not been funded. 

"If we can divert water from this area, that means the pumps don't have to work as hard," Mr. 

Peck said. 

The corps has submitted a request for federal funds to pay for the $15,000 study. The town also 

has the option of seeking funds through the Planning Assistance to States program, which would 

split the cost evenly between the town and the federal government. 

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Inquiry uncovers possible over-billing 

Author: William Davis 

An asphalt company contracted by Carolina Beach to repair its roads may have over-billed the 

town more than $50,000. 

The results of an independent investigation by Engineering Services of Garner, and Wilmington 

accounting firm Pittard, Perry and Crone, shows that both the town and contractor Wallace 

Asphalt may share the blame for problems with the roadwork. 

The town announced the completion of the report at a special meeting Thursday night. It will 

officially release the report today. 

The report finds numerous problems both with the quality of the road repairs, the way the town 

handled bids and the amount of oversight given by town employees. 

Engineering Services Investigator Gilbert DuBois states that former Public Works Director Ed 

Lehman, who resigned last month, repeatedly ordered Wallace to hastily patch problem areas to 

quiet residents' complaints. Since neither the town nor Wallace completely fixed the problems, 

the patches had to be redone repeatedly. 

"Patching over several old patches has not improved the actual condition of the road and may 

have prolonged the sinking of some holes," Mr. DuBois states. 

Mr. DuBois also faults Mr. Lehman for not checking on Wallace's work. The contractor did the 

work as he was instructed by Mr. Lehman, the report states, placing some of the fault on the 

town failing to make clear the quality of work it expected. 

"Failures to conduct the inspections and ensure the quality of the workmanship have caused 

problems and duplication of some required work," Mr. DuBois stated. 

Town Manager Calvin Peck said he had not read the report, but knew of some of the problems 

from the summary. The report lists steps the town can take to avoid problems in the future, and 

Mr. Peck said he intends to implement them. 

"I think it shows that there were some problems with bidding and oversight on our part," Mr. 

Peck said. 

In the next week, Mr. Peck said, town officials will show the report to the town attorney and see 

if there is any way to recoup some of the over-billed money. Either way, he said the release of 

the report "shows the system works," since the town commissioned it to answer resident 

complaints. 

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The town commissioned the investigation after Wilmington contractor Jim Glover began 

comparing invoices from the town to actual work done. 

In many cases, according to Mr. DuBois, the invoices do not match that work. Out of 57 patches 

examined, he stated, 19 could not be found. 

When he attempted to compare Wallace's records with those of the town, Wallace owner Doug 

Wallace told Mr. DuBois that he lost all of his invoices when his computer crashed. 

Mr. Lehman could not be reached for comment. 

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August 11, 2000 

Road repairs were questioned; Probe ending, town's works director resigns 


The public works director of Carolina Beach resigned Monday, a month after a representative 

from the Federal Emergency Management Agency investigated questions about the town's road 

repairs and two weeks before town officials expect the conclusion of an audit of the problems. 

In a written statement, Public Works Director Ed Lehman said he quit the job because he was 

tired of politics and seeing his name in the press. His last day on the job will be Aug. 18. 

Town Manager Calvin Peck said that Mr. Lehman was a valued employee. 

"We will miss him, but understand his reasons," Mr. Peck said. 

Mr. Lehman's resignation comes amid several complaints about the town's oversight of 

roadwork. 

The town started the investigation after contractor Jim Glover of Advanced Asphalt Applications 

in Wilmington began checking work sites against repair invoices from contractor Wallace 

Asphalt. In several locations, he said he found places where it looked like the town had paid for 

work that had never been done, or was done shoddily. Wallace denied any wrongdoing. 

Mr. Peck said the town found problems with the work and has repaired one of the sites pointed 

out by Mr. Glover. 

To answer the allegations, Mr. Peck hired Wilmington accounting firm Pittard, Perry and Crone 

and consultants Engineering Services of Garner to look at all of the work and the invoices from 

the company. Mr. Peck said he expects the investigation to be complete in the next couple of 

weeks. 

Around a month ago, a representative from FEMA inspected some of the questioned sites, 

according to Mayor Ray Rothrock. Mr. Rothrock said the inspector requested that the town 

forward the results of the independent investigation when complete. Some of the road repairs 

done by Wallace were paid for with FEMA funds, Mr. Peck said. 

An agent with FEMA's investigative division came to town in response to complaints and met 

with Mr. Glover and town officials after touring the sites about a month ago. Mr. Peck said he 

informed the N.C. Division of Emergency Management, FEMA and the State Bureau of 

Investigation when he commissioned the independent investigation. 

Opponents of the town's current government say Mr. Lehman left for other reasons. 

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Ex-mayor Tony Loreti, who was unseated by Mr. Rothrock, said Mr. Lehman told him and his 

friend Carmine Rotunda on Monday that he was resigning because of the complaints. Mr. 

Rotunda confirmed the conversation. 

Mr. Peck would not comment on Mr. Loreti's recollection. He did note that there was an election 

coming up in 2001. 

Mr. Lehman came to work for the town after Hurricane Fran, Mr. Loreti said. Before working for 

the town, he said, Mr. Lehman worked for hurricane cleanup company T.B. Powell. 

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July 1, 2000 

CATEGORY 2 MARKERS ON POLES; Carolina Beach ponders installing storm-surge 

markers 


CAROLINA BEACH - Town Manager Calvin Peck laid the long, blue sign on a conference 

table before the observers and participants at Wednesday's Carolina Beach Town Council 

meeting. 

As he explained how some state officials want the sign, reading "Category 2 Storm Surge" to be 

wrapped around telephone poles in flood-prone areas of the island, a member of the audience 

began to grumble. 

Joe Coen, a Carolina Beach businessman and member of the Pleasure Island Merchants 

Association and the Carolina-Kure Beaches Chamber of Commerce, said the banners would 

drive away tourists and stop people from buying homes on the island. 

If the town needs the banners to mark the potential flood zones, he said, it should use symbols or 

codes that only government employees can understand. 

"We don't have to alert Susie Jones driving down the street so she can say, 'I sure . . . don't want 

to live in this town,' " Mr. Coen said. 

To the N.C. Division of Emergency Management, the whole point of the pole wraps is that 

anyone can see and understand them, said Tom Hegele, chief information officer for the division. 

Officials at Emergency Management envision the wraps placed on poles every one-quarter to 

half mile in places where they could be easily seen, said Mr. Hegele. He said they would 

probably be placed at the average height of the storm surge during a Category 2 storm, about 4 

feet. 

"I think the tourists and residents would like to know" if they are in a flood zone during a 

hurricane, Mr. Hegele said. 

Storm surges are rising waters driven by winds and pressure from hurricanes. Historically, storm 

surges have killed more people and damaged more property than any other part of a hurricane. 

The idea is still in its infancy. The division has approached officials in New Hanover County and 

Dare County about the pole wraps and got a positive response, Mr. Hegele said. 

The division has not yet approached local governments about the pole wraps, Mr. Hegele said, 

and he has not yet received any local feedback on the project. 

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"We don't want to go out there and do something counter to what local folks want," Mr. Hegele 

said. 

Mr. Peck was reluctant to give an opinion about the signs. Conceptually, he said, the idea was a 

positive step, but he did not want to talk about the signs themselves, other than to say that 

residents should not expect them in the near future. 

"That's not something that's going to go up on the telephone poles of Carolina Beach anytime 

soon. . . . They're not going to happen, especially not in their existing form," Mr. Peck said. 

Mr. Peck said his information about the signs had come from Carolina Power & Light. Kevin 

Butler of CP&L said the utility has agreed to let the signs go up on their poles, but the final 

decision about whether they will go up is in the hands of the local governments. 

The danger in things like the signs is that they can scare off tourists, said Bridgette DelPizzo of 

the Carolina- Kure Beaches Chamber of Commerce. She said calling too much attention to the 

hurricanes hurts business on the island. 

"People are just going to start associating the area with hurricanes," said Ms. DelPizzo. 

Mr. Hegele said he thought most businesses will want to let their customers know they think 

enough about their safety to give them information necessary for them to make decisions during 

a hurricane. He said businesses should be able to turn the markers into a positive for them. 

"I think it could really be a marketing tool," Mr. Hegele said. 

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April 30, 1999 

Carolina Beach sand plan stirs up storm 

Author: Victoria Cherrie 

A dune repair project at Carolina Beach has at least one property owner on edge, but town 

officials say the work came just in time for a spring storm expected to cause erosion along the 

coast. 

"It's a good thing the sand is there," Town Manager Calvin Peck said. "The berm is doing 

exactly what it's supposed to do." 

Contractors this week finished putting 30,000 cubic yards of sand along a wall of rip-rap - large 

rocks - at the town's northern tip. The rip-rap was placed by the Army Corps of Engineers in the 

1970s, before North Carolina banned hard beach-protection structures such as seawalls. The sand 

berm that covers the rocks is soon to be lined with sand fences and signs directing beachgoers to 

areas where they can cross over. 

Mr. Peck said the Federal Emergency Management Agency paid for the sand to be scraped from 

streets and yards after Hurricane Bonnie and then sifted of debris so it could be reused. 

The sand was put in areas that suffered the most erosion during Hurricane Bonnie as a 

maintenance measure until the next Corps of Engineers beach renourishment project. 

The town recently agreed to pay contractors $90,000 for the work and will be reimbursed at least 

95 percent of the expense through an occupancy tax intended to pay for beach renourishment, 


But some property owners say the town has wasted money and created a mess. 

"The mess they made down here is just crazy," said Freddie Phelps Jr., whose family owns the 

Carolina Beach Fishing Pier. 

Putting sand on top of the rock berm doesn't seem wise, Mr. Phelps said. He said he has already 

had to remove sand from his parking lot as a result of the town's work. 

"Those rocks aren't going nowhere," he said. "That sand is just going to blow off and into the 

streets again." 

Mr. Phelps said adding sand might also be dangerous for people walking on the dune, not 

realizing there are jagged boulders below. 

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CAROLINA BEACH; Town seeks plan to stop lake floods 

Author: Bettie Fennell 

Carolina Beach officials are seeking some relief for residents whose property and streets flood 

when the town is deluged with rain. 

The Town Council agreed to ask the Army Corps of Engineers to study whether a small flood 

control project to control the lake on U.S. 421 is feasible and cost-effective. 

A study is expected to cost less than $100,000 and would be funded by the corps, said Town 

Manager Calvin Peck. 

While there may be several options, none are inexpensive, officials said. 

Last month, Mr. Peck said, town officials met with staff from U.S. Rep. Mike McIntyre's office 

to discuss the issue. Town officials, he said, were told that they needed to make a formal request 

before the corps could begin. 

The lake overflows every time the town has heavy rain, as in a north east er, Mr. Peck said. The 

lake, he said, is a natural depression and "does what it's supposed to do - collect water." 

But when it fills and spills out, private property is damaged. U.S. 421 can also become 

impassable, an inconvenience for the public and a safety problem for emergency officials and 

law enforcement, he said. 

Property damage has risen over the years, Mr. Peck said, because more people have built around 

the lake. 

He doesn't know when the study would begin or what flood control measures the corps would 

consider. 

One option, Mr. Peck said, has been eliminated. Dredging the lake won't work because the level 

of the groundwater sets the level of the lake. The groundwater level, he said, is high. Regardless 

of whether the lake is 10 feet or 15 feet deep, the level won't change, he said. 

Building a levee to contain the runoff is one option. 

But levees will eventually fail, Mr. Peck said. A failure like that would be catastrophic, he said, 

and much more water would inundate private property at a faster rate. 

Besides, he said, most levees aren't very pretty. 

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"There is an aesthetic appeal to the lake now as it exists that we would not want to disturb," Mr. 

Peck said. 

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WRAL.com 


Carolina Beach Continues to Clean Up on Last Day of Hurricane Season 

Author: Amanda Lamb 

CAROLINA BEACH — One of the most active and deadly hurricane seasons in history came to 

an end Monday. There were 10 hurricanes in 1998 which left a death toll of more than 11,000. 

But here in North Carolina, we escaped major destruction. In North Carolina, 1998 was the year 

of Hurricane Bonnie. 

She wasn't as destructive asHurricane Fran, but she stayed a long time. She also brought back a 

lot of bad memories from the storms of 1996. Carolina Beach has spent the last few months 

digging out from Bonnie. 

Three months after Hurricane Bonnie pummeled Carolina Beach, the token blue tarps still adorn 

many damaged homes. But the streets are clear, streets which were covered with 3 feet of sand. 

"We're looking to move this out of here onto the beach so we can return to as normal as we can," 

said Town Manager Calvin Peck. 

Sand and water also found a way into people's homes. William Patrick lost everything. 

"I walked in and looked around and decided there was no point to staying," said Patrick. 

But thanks to help from friends and FEMA, his home has been completely restored. 

"I rebuilt. My landlord was great, and friends helped me clean up," said Patrick. 

The town police and fire department was not so fortunate. It must be relocated and rebuilt. 

After surviving three hurricanes in two years, the people of Carolina Beach are happy when 

hurricane season ends. 

Town leaders estimate that it will cost $750,000 to repair the roads and the water and sewer 

system in Carolina Beach. 

FEMA should cover the bill, but this time around, FEMA says it is going to be much more 

prudent about giving money to homeowners who continue to rebuild in flood zones. 

This year, we had the most deadly hurricane season in more than two centuries. 

Fourteen tropical storms, including ten hurricanes, formed in the Atlantic. That's well over the 

annual average of ten tropical storms, with five or six reaching hurricane strength. 

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Although the hurricane season officially ended Monday, storms have occurred both earlier and 

later. The latest recorded hurricane was Dec. 31, 1954. The earliest was March 7, 1908. 

Research Compiled by: 

Sadie Klein 


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Wayne Saunders 

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PAGE 

RESUME 1 





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Resume 

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WAYNE SAUNDERS 

10824 Crescent Lane, Clermont, Fl 34711 

H 352-394-2339 C 352-267-3244 

nantahalaz@aol.com 

Summary of Qualifications 

ICMA Credentialed Manager with over thirty-three years experience in local government. 

Proven leadership ability and proficiency in local government management including the 

following areas: 

Finance and Budgeting 

Labor Relations/Collective Bargaining 

Grant Writing and Administration 

Policy Development and Implementation 

Economic Development/Redevelopment 

Comprehensive Planning/Zoning 

Utilities 

Growth Management 

Project Management 

Consensus Building 

CRAs 

ISBAs 

Capital Projects Planning 

Parks and Recreation 

Dedicated to maintaining and improving levels of service in all areas with emphasis on 

efficiency and teamwork. Successful in consensus building and implementing City Council 

goals. Encourages transparency in government and promotes citizen involvement. Embraces 

integrity and competency as critical traits. 

Professional Experience 

City Manager, City of Clermont, Florida 1985-2012 

The City of Clermont is located about twenty miles west of Orlando with a population of approximately 

30,000. Clermont is a full-service city with a 2012 budget of just over $52 million and 277 employees. 

City departments under the direct supervision of the City Manager include Police, Fire, Public Services, 

Administrative Services, Utilities, Recreation, Engineering, Planning and Zoning, and City Clerk. 

Significant Accomplishments: 

Successfully guided the City’s transition from an agricultural town with a population of around 5,000 

to a diverse thriving City of 30,000, providing excellent levels of service and maintaining a small 

community atmosphere 

Maintaining one of the lowest ad valorem tax rates in the area while providing superior levels of 

service through sound financial planning and organizational efficiencies 

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Successfully completed a $19 million wastewater plant expansion project without taking on any debt 

Relocated and constructed new City Hall in the Historic Downtown as part of revitalization vision 

Developed and constructed a pedestrian trail traversing the City and connecting to a twenty-eight 

mile “Rails to Trails” project 

Guided planning and construction of three new fire stations after successful transition from volunteer 

department to full time department to serve rapidly expanding City 

Planned, constructed and implemented a Reclaimed Water Project providing treated effluent for 

irrigation resulting in conservation of drinking water supply 

Planned and developed extensive Parks system, most recently obtaining $ 11.6 million in grants for 

acquisition of property for passive park and conservation area 

Planned and implemented infrastructure upgrades and expansions to successfully meet demands 

from rapidly expanding City 

Completed seamless transfer of Public Safety dispatch services from in-house to Sheriff’s Department 

resulting in annual savings of over $200,000 

Partnered with local charitable foundation in annual event that has generated over $500,000 

supporting local non-profit organizations and supporting education 

Successfully negotiated a Joint Planning Area agreement with our County 

Finance Director, City of Clermont, Florida 1979-1985 

Responsible for all financial aspects including budget development and administration, investments, 

financial reporting and control of receipts and expenditures. Performed duties of City Clerk. Supervised 

areas such as payroll, utility billing and customer service. 


Implemented cash management and investment programs resulting in enhanced revenues 

Converted utility billing to automated system 

Implemented modified zero-based budgeting practices providing additional control and savings 

Accountant, City of Leesburg, Florida 1978-1979 

Responsible for maintaining financial records, preparing reports and assisting Finance Director with 

various assignments 

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Successfully cleaned up City records that had not been maintained properly for several years and 

assisted Finance Director in developing adequate control policies 

Education 

MSBA - Master of Science in Business Administration, Western Carolina University 

BSBA - Bachelor of Science in Business Administration, Western Carolina University 

Professional Affiliations 

ICMA – International City Managers Association 

FCCMA – Florida City and County Managers Association 

GFOA – Government Finance Officers Association 

Other 

ICMA Credentialed Manager 

Lake Sumter State College (formerly Lake Sumter Community College) Citizen Advisory Board Member 

Lake County League of Cities, Past President 

Leadership Lake County Graduate 

South Lake Chamber of Commerce “Gem of the Hill” award 

Clermont Area Chamber of Commerce “Valuable Service” award 

ICMA 30 Year Service Award 

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EDUCATION 

Master of Science in Business Administration, Western Carolina University 

Bachelor of Science in Business Administration, Western Carolina University 

EXPERIENCE 

Interim Finance Director, City of Port Orange, FL 

2013- Present 

Consultant, City of Clermont, FL 

2012-Present 

City of Clermont, FL 1979 – 2012 

City Manager (17 years) and Finance Director (six years) 

Accountant, City of Leesburg, FL 1978-1979 

Accountant, Clyde Vann Accounting 1976-1978 

Self-Employed 1974-1978 

Accountant, Walden, Hagler & Kuhn, CPAs 1973-1974 

BACKGROUND 

The City of Clermont is the largest city in Lake County, Florida, with a population of just less 

than 30,000. The City experienced tremendous growth during the last decade, doubling in 

geographic size and tripling in population. The City has approximately 250 employees and is a 

full-service City, providing water, sewer, garbage, police, fire, storm water, recreation, planning, 

public works and administrative services. 

The City’s General Fund budget is approximately $16 million with a total budget of $51.6 

million. The budget includes capital project funds for a new police station, a new community 

center building, a water treatment plant and the first phase development of a 200 acre passive 

park. 

The three most important issues facing the City are: 

 

 

Loss of revenue. The taxable value of property has declined approximately 

27% over the past four years. 

Alternative water supply. The Water District has mandated the development 

of alternative water supplies to meet future demands. 

Planning Future Expansion. The City is jointly planning with other 

jurisdictions and property owners for approximately 15,000 acres adjacent to 

the City. 

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After reading the priorities in the recruitment information and doing research on the City of 

Satellite Beach, I am convinced that I am uniquely qualified to meet the challenges the City is 

facing. The City needs stabilizing and the rebuilding of public confidence. I am a proven 

consensus builder, an advocate for transparent and open government and I encourage public 

participation. I am a fiscal conservative and my financial background provides the necessary 

working knowledge to help stabilize the financial position of the City and find ways to 

adequately fund priorities. I have been directly involved with comprehensive planning of 

undeveloped areas, bringing positive residential and commercial expansion. This experience 

will be extremely beneficial in visioning and planning the undeveloped acreage in the City. My 

hands-on experience in all areas of local government uniquely qualifies me for the position of 

City Manager for Satellite Beach. 

My management style is described as participatory. I engage my management team at every 

level and expect their honest input. I empower them to do their jobs without my interference, but 

at the same time provide the guidance they need to succeed. I encourage and expect them to ask 

for help when needed and do not view that as a weakness. I expect everyone to work as a team. 

My staff would probably tell you that I am very dedicated to the well-being of the community I 

serve. They would say that I am highly ethical and honest and expect the same from everyone 

with whom I associate. They would also describe me as firm but fair and constantly looking for 

more effective and efficient ways to provide services to the community. 

The elected officials would say I am highly ethical and fair. They would describe me as 

extremely competent and dedicated to the City and its citizens. They would likely say I am wellrespected 

by the residents and my peers. 

My experience is my biggest strength. Starting my career in a small city that experienced 

unprecedented growth gave me hands-on experience in every area of local government. My 

background in finance and my conservative approach has resulted in the City of Clermont having 

one of the lowest property tax rates in the region with some of the highest levels of service. My 

consensus-building skills are evident in the progress that has been made over the years, 

especially in developing policies and planning major capital projects. My proven visioning and 

planning abilities have resulted in positive expansion for the City. 

I am very detail oriented and sometimes spend time reviewing details that could be better utilized 

in other areas. Some may consider this a weakness, but I want to make sure that the information 

I am providing is complete and accurate. 

I am very proud of the continuing financial stability of the City of Clermont. Clermont has one 

of the lowest tax rates and some of the lowest service fees in the area and still maintains a high 

level of service. Developing a premier active and passive park system, expanding infrastructure 

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to meet rapid growth, converting a volunteer fire department to a full-time department and 

building several new municipal facilities are some of my major accomplishments. 

A poor decision I made was hiring the wrong person in a critical position. I let others influence 

my decision when I had doubts about the person’s abilities. I have since learned to listen but 

trust my own judgment. 

Appropriate discipline is necessary and I have had to dismiss people. I always made sure the 

termination was justified, clearly stated the reason for the termination and provided the employee 

an opportunity to respond. There are always mixed emotions following a termination depending 

on the situation. 

The person selected for the position will face several challenges including: 

 

 

 

 

 

Restoring stability and confidence, 

Consensus-building in planning undeveloped areas, 

Addressing aging infrastructure, 

Providing expected levels of service while remaining financially stable, and 

Meeting storm water mandates 

During the first six months I will get to know the management team and staff members. I will 

work closely with council members through open communication to understand their priorities 

and expectations. Spending time in the community and getting to know the residents and their 

concerns will be important. I will spend time reviewing the City’s financial position and 

budgetary needs. 

I always attempt to respond to the media in a timely and appropriate manner with accurate and 

factual information. 

I would not expect anyone to contact the City with any valid negative comments about me or my 

performance. 

I enjoy spending time with my family during my leisure time. 

REASON FOR LEAVING RECENT JOB 

In mid-2012, it became apparent that new leadership was emerging in the City Council of 

Clermont. I recognized that the new majority was leading the City in a new direction. Although 

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all Council members were highly complementary of my accomplishments, I was aware that some 

thought the City needed new leadership, so I decided to retire from the City of Clermont, but not 

the profession. The Council has retained me as a consultant, which I believe indicates their 

respect for my abilities. 

SIX ADJECTIVES TO DESCRIBE MYSELF 

 

 

 

 

 

 


Competent, 

Resourceful, 

Dedicated, 

Innovative, and 

Effective, 

MOST RECENT SALARY 

My final salary as the City Manager of Clermont was $141,000. 

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DAVID “WAYNE” SAUNDERS 

Tab 10 




County 

Lake County, FL 


State 

Florida 



County 

Lake County, FL 


Federal 

Florida 


Motor Vehicle 

Florida 

Credit 

Bankruptcy 

Education 

Employment 


Excellent 


Confirmed 

Confirmed 

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DAVID “WAYNE” SAUNDERS 


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Keith Mullins – Councilor, City of Clermont, FL 352-394-9805 

Mr. Mullins has worked with Mr. Saunders since 1999, but they have known each other on a 

social basis since 1988. They worked together until the autumn of 2012, at which time Mr. 

Saunders left his position as City Manager and became a consultant to the City Manager. Mr. 

Saunders performs every tasked assigned to him and exceeds expectations. He is straightforward 

and never wastes time or money. 

Mr. Saunders considers the big picture we he is engaged in planning and takes precautions to 

safeguard the best interests of the City. He welcomes new ideas but only initiates changes to 

operations after he has conducted adequate research into the issue at hand. He implements well 

thought out business decisions rather than quick radical changes. 

Mr. Saunders speaks comfortably to large groups and does so frequently. He addresses clubs and 

community organizations and is always ready and willing to respond in a professional manner to 

their occasionally pointed questions. Mr. Saunders demonstrates respect to everyone and, in 

return, all people who know him hold him in high regard. 

As a manager, Mr. Saunders is one of the best. His staff knows that he manages assignments in a 

straightforward manner, and his employees generally remain in their positions for a long time. 

The City has not experienced a high turnover rate. He delegates tasks quite well and allows 

others to complete their assigned tasks with little interference. 

Mr. Saunders was previously a finance manager; so he is very capable of handling a budget. 

When the City wanted to build a new City Hall, Mr. Saunders worked with the engineers to 

develop a Needs and Cost Analysis then established a working budget for that particular project. 

He has successfully carried the City through economic downturns to the point where the City 

does not currently have any outstanding debt. 

Mr. Saunders left his position as City Manager in response to the actions of a small group of 

citizens who carried a political grudge against him. This group had been quite vocal in its 

opposition to him and was creating a rift within the City. For this and other reasons, Mr. 

Saunders chose to resign. 

Mr. Saunders will be an excellent City Manager wherever he goes. He has experience in the field 

and puts his best effort into everything he is assigned or chooses to take on. 

Words or phrases used to describe Wayne Saunders: 

 

 

 

 

 

Trustworthy, 

Professional, 

Family man, 

Loyal, 

Respectful, and 

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Constant. 

Strengths: 

Straightforward, evaluates a situation then moves forward with a decision. 


Hal Turville - Mayor, City of Clermont, FL 352-978-1630 

Mr. Turville has known Mr. Saunders since 1981 when Mr. Saunders was Finance Director for 

the City of Clermont. In 1985 the City needed a new City Manager. After receiving many job 

applications from outside the City, the Council decided the person they truly needed was already 

in their employ; so they promoted Mr. Saunders to the City Manager position. He has done a 

remarkable job since then, and Council has never regretted its decision. 

Clermont is one of the fastest growing cities in the county, and he led the City through this large 

growth period. To accomplish the City’s goal he hired and assembled a team of individuals who 

complement each other perfectly and created an adept group that can accomplish any assigned 

task. Mr. Saunders interacts well with his employees and has developed a comfortable working 

relationship with the community. He listens to the needs of the people and develops strategies to 

address their concerns. He puts in the required effort and time to make a difference. 

Mr. Saunders maintains opens line of communication with the Mayor. He is capable and 

qualified to complete his assignments. He pays attention to all activity around him and creates 

strong plans for the future. He has a strong financial background and has proven to be a good 

City Manager. 

If a situation or practice must be changed, Mr. Saunders researches the issues so he can make an 

educated decision. Once he presents his plan to City Council he takes the proper steps to 

implement the needed improvements. Under his direction, the City has completed many projects, 

including the expansion of a sewer treatment plant and the construction of a new civic center. 

Mr. Saunders is aware of the resources he has available and how to utilize them. 

Clermont’s City Council consists of five council members. Three council members held different 

political opinions from Mr. Saunders and were very vocal about their disagreement with him. 

This caused a discord in the City and, because of this turmoil, Mr. Saunders chose to resign. 

Mr. Turville would hire Mr. Saunders again, if he was given that option. Mr. Turville felt 

fortunate to have had such a skilled person be City Manager. Mr. Saunders did a phenomenal 

job as City Manager and will deliver a job performance of equal quality wherever he goes. 


 

 

 

Remarkable, 

Energetic, 

Tireless, 

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Motivated, 

Determined, and 

Compatible. 

Strengths: 

Able to lead a city through rapid growth and manage a budget effectively. 


Robert Bowman – Commercial Landlord, City of Clermont, FL 407-617-5472 

Mr. Bowman has known Mr. Saunders since 2006. Mr. Bowman owns a family business which 

rents buildings to commercial endeavors in Clermont’s downtown area. He has contacted Mr. 

Saunders several times requesting legal expertise for matters relating to city codes, permits, and 

other similar issues. Mr. Saunders always treated Mr. Bowman with the utmost respect and has 

gone out of his way to provide help when Mr. Bowman needed it. 

Mr. Saunders examines all the facets of a situation so he can make the best decision. He carefully 

reviews all of the information given to him and is able make judgments in a relatively short 

period of time. Mr. Saunders applies the traditional wisdom he has gained through his many 

years working as a City Manager. He does not simply jump on popular trends but rather relies on 

proven theories. He willingly considers new and different ideas but researches them thoroughly 

before implementing them within his department. 

Mr. Saunders has made himself very available to the public. Citizens can call his office and 

receive a response within 24 hours. He proactively notifies citizens of any major projects such as 

road closures or construction, so they can make any necessary adjustments to their schedules. He 

honestly cares about the City he works for and frequently visits local businesses and restaurants. 

Mr. Saunders has the ability to assemble and lead a good team. He surrounds himself with 

successful people and is a strong team player in his own right. He encourages community 

members to become involved in local government and sets a good example for everyone. 

Mr. Saunders is kindhearted and remains calm in difficult situations. Mr. Saunders did an 

exemplary job handling a conflict that arose between City Councilors; however, in the end, he 

chose to resign. Mr. Saunders will be a tremendous asset to any workforce. He pays attention to 

details, and cares about the people he serves. Mr. Bowman greatly respects Mr. Saunders. 


 

 

 

 

 

 

Friendly, 

Strong leader, 


Caring, 

Wise, and 

Leader. 

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Strengths: 

Decision making skills, and analyzes a problem before he makes decisions. 

Weaknesses: Mr. Saunders tends not to show much emotion. Because of this trait, some people 

do not always understand how invested he is in the positions he presents. 

Kelly Leary – Audit Partner, McDirmit Davis and Co., FL 407-843-5406 

Ms. Leary has known Mr. Saunders since 2002. Ms. Leary has audited the City of Clermont’s 

financial transactions for ten years. Her responsibilities include working closely with Mr. 

Saunders once each year. Throughout the ten years she has audited the City she has observed 

rapid growth, which she attributes principally to Mr. Saunders’ management expertise. 

Mr. Saunders has a strong financial background, and the City’s business community has grown 

substantially under his watch. He accomplishes the tasks given to him and works well with 

others. 


 

 

 

 

 

 


Nice, 

Soft spoken 

Accomplished 

Good listener, and 

Problem solver. 

Strengths: 

Strong financial background. 


Dan Mantzaris – City Attorney, City of Clermont, FL 407-422-2454 

Mr. Mantzaris has known with Mr. Saunders since 2004. Working closely with Mr. Saunders, 

they have negotiated contracts and resolved legal issues for the City. Mr. Saunders is detail 

oriented and has an innate ability to manage finances. He has managed to accomplish a 

significant amount with only limited resources. 

Mr. Saunders thinks creatively and, although he has already implemented many new innovative 

practices, he remains open to new ideas. He has a good relationship with others and is well 

known throughout the community where he works. 

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One vocal group of citizens did not agree with Mr. Saunders’ management style and their actions 

caused dissension at City Council. Rather than allow the tension to escalate, Mr. Saunders chose 

to resign instead. No one ever identified or documented misconduct on his part. Rather, Mr. 

Saunders had always demonstrated exemplary behavior. He carries out his duties at the highest 

level of competence possible. Mr. Saunders is a professional manager and will continue to 

perform equally well in his next position as City Manager. 


 

 

 

 

 

 

Detailed, 

Forward thinking, 

Dedicated, 

Supportive, 

Loyal, and 

Likeable. 

Strengths: 

Accomplishes a great deal with the resources he is given. 

Weaknesses: With his desire to deliver quality services he occasionally tries to take on more 

than what is necessary of him. He needs to delegate work more frequently. 

Elaine Renick – Councilor, City of Clermont, FL 352-241-0571 

Ms. Renick has known Mr. Saunders since 1998. She speaks very highly of Mr. Saunders. With 

his background in finance he is a strong City Manager. He understands the workings of 

municipal government and has a remarkable memory for details. 

Very little turnover occurs among the people who work for Mr. Saunders. He receives a high 

approval rating from his staff. He sets high standards and helps his staff live up to his 

expectations. Mr. Saunders makes himself available to his staff and to members of the public. He 

is an active member of his community and regularly speaks to audiences at various clubs and 

those people who participate in city activities. 

At Council meetings, Mr. Saunders presents himself clearly and effectively. He presents both 

sides of an issue and all the options available for the City Council to consider. Once Council has 

made its decision he moves forward and accomplishes what his elected officials have requested. 

Mr. Saunders welcomes change and growth. The City has grown rapidly, and he has adapted his 

practices to accommodate this growth. Under his direction, the City has completely updated its 

downtown area. 

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Due to an unfortunate political scandal in the City, Mr. Saunders thought it best to resign. His 

personal actions were honorable; however, several people disagreed with his opinion on how to 

respond to the situation that arose. 

Ms. Renick holds Mr. Saunders in the highest regard and wishes him well in his next pursuit. He 

will make an excellent City Manager wherever he goes. 


 

 

 

 

 

 

Professional, 

Conscientious, 


Dependable, 

Has high expectations, and 

Efficient. 

Strengths: 

Innovative in complicated situations. 


Ray Goodgame - Councilor, City of Clermont, FL 352-243-9696 

Mr. Goodgame has known Mr. Saunders since 2004. Mr. Saunders adeptly develops and carries 

out plans which fit well within the City’s budget. He hires high caliber personnel. His 

employees respect him, and they work well together as a team. 

Mr. Saunders makes an effort to keep the Council informed of his projects and provides monthly 

reports as well as monthly presentations. He attends after hour events and is an active member 

of the community. 

During one council meeting three of five councilors asked Mr. Saunders to resign if he was not 

prepared to acquiesce to their requests concerning a particular matter. He will make a good City 

Manager in a smaller city. 

Strengths: 

Stays within a budget. 

Weaknesses: He undertook tasks without the Council’s explicit approval. Did not always allow 

for input from the Council. 

CB&A Note: Mr. Goodgame seemed uncomfortable with the process of providing a 

reference and chose not to offer the usual descriptive words or phrases we 

regularly request. 

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Ray San Fratello – Executive Director, City of Clermont’s Chamber of Congress, FL 

352-394-4191 

Mr. San Fratello has known Mr. Saunders since 2004. Mr. San Fratello was originally attracted 

to the City of Clermont because its prosperity. He is impressed by how the City has continued to 

grow. Mr. Saunders helped manage this growth and has overseen the expansion of both the 

population and available business opportunities. 

During this growth period Mr. Saunders has managed to keep taxes low. While the rest of the 

State was severely challenged by the economic crisis, Clermont was not affected as much 

because it had saved sufficient funds to carry its operations through the difficult economic times. 

At the time Mr. Saunders began as City Manager he only required a very small staff. However, 

as the City grew, he added new positions and responsibilities to his employees and has created an 

adept working force. Mr. Saunders is conservative by nature but is comfortable when he has to 

make public presentations or take charge of difficult situations as needed. 

Mr. Saunders will be a quality City Manager in any situation. If a city is challenged by financial 

turmoil, Mr. Saunders will help rectify the situation and improve that city’s economic growth. 


 

 

 

 

 

 

Thoughtful, 

Decent, 

Financially shrewd, 

Academic, 

Friendly, and 

Straightforward. 

Strengths: 

He always has the taxpayers in mind. 

Weaknesses: Needs to rely more on others instead of wanting to solve everything himself. 

Completed by: 

Amanda Jenkins 


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CB&A Note: Mr. Saunders was recently a finalist for the City Manager position in Port Orange. 

The job ultimately went to Mr. Greg Kisela. We have not provided the articles relating to that 

search. 

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Daily Commercial, The (Leesburg, FL) 

July 27, 2012 

Police chief retires amid scandal 

ROXANNE BROWN 

There will be a "complete and thorough" investigation of the Clermont Police Department by an 

independent third party, City Manager Wayne Saunders announced Thursday. 

By the end of the day, Police Chief Steve Graham -- a 34-year law enforcement veteran who has 

led the Clermont Police Department since 2005 --announced that he'd be retiring from his post 

effective Oct. 26. 

"It's been a pleasure and a privilege to lead the men and women of the Clermont Police 

department," Graham said in a written statement. 

This all comes after numerous accusations from six former police officers who not only claim 

they were wrongfully terminated in retaliation for complaining about Chief Graham years ago, 

but also swear there is ongoing corruption and wrongdoing within the department. Those officers 

and their supporters have been seen at recent city council meetings with picket signs calling for 

the termination of Saunders, Graham and police Capt. Jon Johnson. 

About two weeks ago, Saunders voluntarily retired effective Jan. 1, 2013, but will stay on 

through Jan. 1, 2014 as a consultant. 

On Thursday, Saunders acknowledged the former officers' claims in a press release from his 

office that said Graham welcomed and supported the investigation. 

Talks about placing Graham on administrative leave so he could not influence the investigation 

were brought up, but that was before Graham's intent to retire was known. 

"Former police officers and their supporters have appeared at recent council meetings 

complaining about the police department management, with some claiming they were unjustly 

terminated," a press release from Saunders' office said." City Manager Saunders supports the 

independent investigation and believes it will provide facts and truth regarding the allegations 

and help restore confidence in the department." 

At a city council meeting this week, board members Ray Goodgame and Rick Van Wagner both 

said they wanted an outside investigation. Councilman Keith Mullins also said he hoped any 

probe would put an end to the former officers' accusations. 

Already, these accusations have prompted investigations of one officer who they say falsified 

information on his resume and application and of another whose investigation they say was 

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conducted inaccurately after he was alleged to have had an inappropriate relationship with a 17- 

year-old girl in the Police Explorers Program in 2011. Both officers remain on the police force. 

Additionally, two other officers were recently fired, yet one only reprimanded, for an off-duty 

prank they pulled on a fellow officer that involved a high-speed chase while she was on duty. 

Kim Meintzchel, one of the six officers who complained to FDLE and who was fired from the 

department for supposed failure to comply with proper orders and untruthfulness, said there are 

many more examples of corruption and favoritism within the department. 

She said she wants people to know about it and said she thinks it has to do with poor and corrupt 

leadership. 

"I'm glad to hear the city manager has recommended an investigation, but I hope that the city 

council will have a say on who the third party to be conducting it will be so that if can be done in 

the fairest way possible," Meintzchel said. "Hopefully it's someone out of area who will be truly 

unbiased and does not know any of the officers. 

"We need somebody who is gonna be fair and professional and who will be sure to do the right 

thing for the sake of uncovering truths that need to be uncovered." 

Meintzchel also called Saunders' and Graham's retirement announcements "a start," but is still 

not satisfied because they will still be associated with decisions within the city until their 

scheduled departures. 

She said she'd like to see them both terminated immediately, along with Johnson, who she says is 

also part of the problem at the Police Department. 

In light of the events of the last two weeks, Meintzchel said she feels the city is on "the right 

track." 

"We have some council members that seem genuinely interested in doing things that are in the 

best interest of the citizens of Clermont. That the city manager and police chief are leaving also 

leaves room for better leadership and new blood in some of the higher leadership positions and 

that's good too," she said. 

Mullins said he is saddened by how vicious the entire matter has turned. 

City officials said a meeting with the city council will be scheduled "within the next few days" to 

discuss the scope of the investigation into the police department and to determine who will be 

retained to conduct it. 

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South Lake Press (Clermont, FL) 

July 20, 2012 

OURVIEW 

Clermont City Manager Wayne Saunders resigned. But that's not the biggest news coming out 

of Lake County's largest city. 

The benefits package Saunders negotiated with the city council ought to stir the same spirit of 

dissatisfaction that rattled Wall Street last year. 

Saunders has led the city for more than a quarter century. He abruptly said he would resign from 

the top post at Tuesday's public meeting. 

It would be unfair to read anything into the timing of Saunders' resignation. But several 

residents at the meeting were pointing at Saunders and other officials for the city's current woes. 

Former city employees and city residents held up signs calling for the termination of Saunders, 

police Chief Steve Graham and police Capt. Jon Johnson. They said they were unhappy with 

Saunders' management style. 

Saunders apparently knew his time had come. He presented the council with his "volunteer 

retirement agreement," drawn up by City Attorney Dan Mantzaris, that includes provisions that 

make his resignation effective Jan. 1, 2013, but essentially keep him on the books as a consultant 

to the next city manager until Jan. 1, 2014. 

The board approved by a 3-2 vote the terms of the agreement, which stipulates Saunders stay at 

the city's helm, receiving his full salary, until Jan. 1, 2013. After that, he will continue earning 

the same salary for an additional year. 

This is a win-win situation for Saunders. And a lose-lose situation for Clermont taxpayers. 

It also wreaks of so many other "arrangements" that troubled city officials have made in Lake 

and Sumter counties over the years. 

So, Saunders' makes $141,000 a year. He gets to leave his job with a six-digit bankroll in his 

pocket. 

That's a sweet deal -- especially for a city of nearly 30,000 people. 

Lest we forget, Saunders' handsome paychecks come from public coffers. That means, if you 

live in Clermont, you'll pay his bills -- for a whole year after he leaves office. 

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July 13, 2012 

CLERMONT 

ROXANNE BROWN Staff Writer 

Clermont City Manager Wayne Saunders surprised those attending Tuesday night's city council 

meeting with an announcement that he was resigning. 

Saunders, who has held the position since 1985, thanked current and past board members just 

prior to his resignation. "I would respect that this chapter can be put behind us and the City of 

Clermont can move on," the city manager said. 

Saunders also presented the council with a "volunteer retirement agreement" drawn up by City 

Attorney Dan Mantzaris that includes provisions that make his resignation effective Jan. 1, 2013. 

However, the agreement would essentially keep Saunders on the city's payroll as a consultant 

until Jan. 1, 2014, at his full $141,772.80 annual salary. 

Councilman Jack Hogan made a motion the city pay Saunders his full salary through Jan. 1, 

2013, and for the first six months during his consultant stint, then reduced the compensation for 

the final six months. That motion died when it received no second. 

Instead, council members voted 3-2 to accept the terms of the proposed retirement agreement. 

Mantzaris, however, did get council to insert language that would allow the agreement to be 

terminated by either party at any time "with cause," or in the event that Saunders accepts 

another position at any time through Jan. 1, 2014. 

The mood in the audience was split. Some employees, officials and residents pointed out that 

Saunders has been a big factor in the financial health of the city, and it helping to keep property 

tax rates low. 

Others expressed disapproval of Saunders' management style and his ability to lead the city into 

the future. 

Longtime residents Cuqui Whitehead and Jim Purvis said they were disappointed by the events 

leading up to Saunders' early retirement announcement. Both said they felt "ashamed." 

Saunder's resignation comes in the wake of a question raised by Van Wagner at a visioning 

workshop last month as to whether Saunders was the right person to lead Clermont forward. 

Van Wagner said he feels Clermont needs "a change" in its leadership. 

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One-on-one meetings between the city manager and other council members and staff that 

occurred in the weeks following the workshop apparently led to Saunders' decision to retire. 

In addition, former city employees and other members of the community -- holding up signs on 

Tuesday calling for the Saunders' termination, along with that of Police Chief Steve Graham 

and Police Captain Jon Johnson -- had been attending meetings for months calling for his 

resignation. 

"The council, at least the majority of the council, wanted to bring in a new city manager who will 

enthusiastically follow a vision plan once approved by the council with lots of citizen input," 

Ray Goodgame said in an email sent out Wednesday to constituents. "Presently, we have a $2.8 

million pavilion and associated buildings just sitting idle. When we built this facility, the council 

was expecting entertainment that would benefit all citizens and not a dead monument. "We 

need concerts, movies, stage productions, etc at this facility for the citizens. We need to have 

events that bring our citizens to all our parks and downtown," wrote Goodgame. "I guess, we 

need a heart transplant along with a vision plan we can all support." 

Councilman Keith Mullins called Saunders' resignation "honorable" and "in the best interest of 

the city," since it sidestepped further turmoil. "Let's note that at 7:15 p.m. on July 10, Clermont 

is now a city. We are no longer a community working together," Mullins said in protest of the 

night's events. "This has been a nasty two weeks but I understand that the city needs to move 

forward, and I guess this is the best way to do it. Wayne has done a great job for many years, 

and to see it end like this was disheartening." 

Police Chief Steve Graham said it will be hard to fill Sunders' shoes, calling him an "upstanding" 

and "professional" city manager. 

Van Wagner said as far as he's concerned, necessary changes will begin on Jan. 1 when a new 

city manager is put in place. 

Many of the attendees who were picketing for Saunders' termination, however, said the 

agreement is not the right solution because Saunders will remain "in control" until Jan. 1, 2014. 

Allison Auld said she was outraged that the council agreed to pay Saunders his full salary 

through 2014, in addition to the pay that the new city manager will receive. 

"I wish the city council would do the right thing and just let him (Saunders) go so that the city 

can heal," said Kim Meintzschel, a former officer of the Clermont Police Department who claims 

she was wrongfully terminated after filing a complaint against Graham with the FDLE a couple 

of years ago. "Everything is not going to be resolved until he is out of the picture completely." 

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Orlando Sentinel 

July 11, 2012 

Clermont city manager blamed for turmoil in Police Department resigns 

By Ludmilla Lelis 

CLERMONT — When Wayne Saunders first began working for the city in 1979 Clermont was 

a village of fewer than 6,000 people amidst rural rolling hills of orange groves. 

Saunders soon will close out a 33-year career, the last 27 as city manager. He made the 

surprising move Tuesday night to resign, just a couple of weeks after some City Council 

members openly talked about replacing him and one day after news broke that two police 

officers had been fired over a high-speed prank they pulled on a fellow officer. 

His detractors blame him, and his management style, for the ongoing turmoil at the police 

department in the city of nearly 29,000. But Saunders will remain as city manager until Jan. 1 

and continue to work after that as a consultant until Jan. 1, 2014, under terms of an agreement 

approved by council members on a 3-2 vote. 

"This is somewhat of a victory for a long-term struggle of conscientious citizens to clean up city 

government," said Derek Brett, an attorney representing two former Clermont police officers 

who say their dismissals were unjust. "Hopefully, this will be the start for Clermont to attempt to 

get its house in order." 

Saunders has been the longest-serving city manager in Lake County. He became the city's 

finance director in 1979 and was chosen as the new city manager in 1985. 

He deserves credit for his leadership as the city made a dramatic transformation during his 

tenure, said Ray San Fratello, president of the South Lake Chamber of Commerce. 

"This little village turned into a city overnight and Wayne was the shepherd that moved the 

government and city through this process and did it, while managing to keep taxes low and 

provide services for a growing city," San Fratello said. 

In recent years, however, friends and family of former police officers have regularly called for 

the ouster of police Chief Steve Graham. That anger has also been vented toward Saunders, the 

chief's boss. 

The final straw occurred a couple of weeks ago when officials discussed the city's future growth 

during a workshop. Three council members, including Rick VanWagner, openly talked about 

replacing Saunders. 

The city is looking at a major new phase of development, about 15,000 acres along U.S. 

Highway 27 to be annexed. VanWagner said it would be better to have a "fresh set of eyes" that 

would manage that growth. 

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"We have some issues in the city and there is some warrant to it," VanWagner said. He was 

responding to a question about the police department, where off-duty officers led an on-duty 

officer on a chase on U.S. 27 that reached speeds of more than 90 mph in what was intended as a 

joke. But VanWagner said he's focused on the future development plan. 

"Ultimately, though, it comes down to leadership," he said. 

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Cops fired for lying 

Author: Brown, Roxanne 

Clermont Police Officer Cecil Garrett was fired this week and three other officers were 

reprimanded, after an investigation into a May 11 arrest concluded Garrett falsely charged a 

teenager with possession of cocaine with intent to distribute. 

"To terminate any employee is a serious matter, but for an officer to falsify a document or be 

untruthful about an arrest is a serious infraction," Clermont Police Chief Steve Graham said 

Friday. "It's one thing if an officer makes a mistake, but to knowingly charge a defendant with a 

serious crime that you know didn't occur, that's different." 

According to an Internal Affairs Investigation memo summarizing the incident leading up to 

Garrett's termination, a complaint regarding the arrest was filed by the 19-year-old boy's uncle, a 

retired 30-year detective for the Orange County Sheriff's Office. 

"The complaint alleged that the probable cause affidavit and police report completed by Officer 

Garrett was not correct and that the video from the in-car police camera, obtained by the 

defendant's lawyer, showed that the defendant was not in the possession of cocaine with intent to 

distribute as charged, and that the video clearly showed the charges as outlined in the police 

report were false," the memo reads. "Furthermore, the Florida Department of Law Enforcement 

Lab report showed that the illegal substance, of which the defendant was charged with 

possessing, was not cocaine but a form of aspirin packaged to look like cocaine." 

According to information in Garrett's original arrest report, he stopped the teen driving a friend's 

car for having a defective tail light. The car was occupied by the driver and three other people. 

Garrett initiated the stop on eastbound State Road 50 and the defendant pulled into a Staples 

parking lot. Garrett's report said he saw five bags of "cocaine" fall from the teen's lap, but the 

dash camera tape showed the bags were thrown from the left rear passenger side of the car by a 

passenger sitting behind the driver's seat. 

According to information provided by the police department, Garrett said he based the arrest on 

"probable cause" and not the tape. 

The officer viewed the tape, but "chose to ignore the evidence on the video" the investigation 

showed. Furthermore, officers Dennis Hall and Marc Thompson watched it and expressed their 

concerns to Garrett about the charges, but he held steadfast with his probable cause affidavit. 

Garrett's negligent actions, the investigation concluded, caused the defendant to be wrongly 

charged with a false and serious charge. The officer was terminated based on violations 

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including untruthfulness, conduct unbecoming a member of the department, unlawful conduct 

offenses in falsifying an official record or document, and job knowledge and performance. 

Three other officers involved with the case also received disciplinary action. Thompson received 

verbal counseling and Hall received a written reprimand. Sgt. Mark Edwards, a supervisor at the 

scene who also reviewed the tape and notarized Garrett's probable cause affidavit, was demoted 

to officer. 

In addition, the case has been forwarded to the State Attorney's Office by the Florida Department 

of Law Enforcement for consideration of possible criminal charges against Garrett, who has been 

with the Clermont Police Department for about six years. 

City Manager Wayne Saunders will have 10 days to either uphold Graham's decision of 

termination, reverse it or modify it. 

Garrett could not be reached for comment. 

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May 19, 2010 

Commission reduces Rural Protection Area in South Lake 

Author: LARRY ELL 

TAVARES -- Lake County commissioners voted 4-1 Tuesday to reduce the size of the South 

Lake Rural Protection Area, a move that gave Clermont officials half of the compromise they 

had sought. 

After weighing arguments from environmentalists, builders, property owners and each other, 

commissioners decided to reduce the size of the South Lake Rural Protection Area by nearly 

2,000 acres. 

The debate centers on a segment of the Comprehensive Plan that would establish a land-use 

policy for the next 20 years. 

The decision to lessen the restrictions on the land between Clermont and the Orange County line 

didn't come without strong opinions from both sides about whose interests should prevail -- the 

city's or the county's. 

"This is our comp plan in terms of where the county should be putting growth and seeing growth 

and I just don't see it in that area," Commissioner Elaine Renick said of the Rural Protection 

Area. "I see this as not doing our duty in protecting an environmentally sensitive area." 

Renick cast the lone vote against the compromise. 

"This is like having a divorce over not cutting the grass or the eggs being burned -- it's 

ridiculous," Commissioner Jimmy Conner said. "I think that area is going to be protected 

whether you have an overlay on it or not." 

According to Growth Management Director Amye King, the initial area covered by the RPA 

overlay involved 10 parcels of land about 640 acres each. The city of Clermont wanted the 

overlay lifted from six parcels and the commission decided on three. 

While the compromise gives city officials more flexibility to expand, it also gave the impression 

they were being greedy and careless. 

"A lot of people were trying to paint that picture," Clermont City Manager Wayne Saunders 

said. "But all we were trying to do was remove a roadblock for something good that may happen 

in the future." 

Supporters believe the compromise will balance the interests of preservationists and developers. 

"This is rural sprawl," Commissioner Jennifer Hill said. "That's why we should remove the 

overlay and really have a planning process that is meaningful." 

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"I don't think we're saying 'no' forever," Commissioner Linda Stewart said. "We're saying when 

the need is there, let's talk about it. If we converted the whole county to commercial 

development, no one's going to come if we've destroyed our quality of life." 

In other business: 

The board reviewed and approved a memorandum from the county manager and county attorney 

regarding the additional costs of the county's 800 megahertz radio system. The memo answered 

questions about the $1.6 million maintenance contract that accompanied the Motorola system. 

Staff reported two instances where the board was informed about the extra costs associated with 

the system, but only once where a dollar figure was actually identified. It also was reported that 

county staff was aware of the potential maintenance costs before the contract was signed and that 

municipalities were informed they would be responsible for those costs in the system's fourth 

year of operation. 

County commissioners said they would discuss a funding source for those maintenance costs at a 

future meeting. 

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Clermont gets AA rating 

Author: ROXANNE BROWN 

CLERMONT -- Standard and Poor's Rating Services has given the city a "AA" score for the 

proposed refinancing of its water and sewer utility bonds. It's been approximately two weeks 

since Clermont learned that it aced its first financial rating and officials still are pumped. 

"We're very excited about it. It's an indication of the financial stability of Clermont," Assistant 

City Manager Darren Gray. "You can see it as an excellent credit score." 

According to a press release, Standard & Poor's report credits Clermont for its responsible 

budget reserves and for keeping water and sewer rates low. High marks were also awarded for 

the city's increasingly diversified utility customers, an indicator that Clermont has been able to 

attract substantial commercial and professional development to pay for utilities and help balance 

its tax base. 

"Good management of public funds is a top priority for any government," City Manager Wayne 

Saunders said. 

Gray said one way Clermont has managed to save money over the years is by refusing to borrow. 

Gray said Clermont has a hefty reserve, eliminating the need for loans or resulting debt. 

Clermont is considered the biggest city in Lake County, with approximately 25,000 residents, 

18,000 of which Clermont provides with water and sewer service. 

As a result of the rating, Clermont may be able to save more than $1.5 million after it refinances 

about $16.9 million to take advantage of lower interest rates that may now be available. 

"Like many household and businesses, Clermont has cut back their budget, but we're still 

financially strong as a city," Gray said. "And that's what we strive to maintain, especially in these 

economic times." 

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June 26, 2009 

Clermont must chop $2M from budget 

Article Text: ROXANNE BROWN 

CLERMONT -- Facing a $2 million shortfall in its 2010 budget, the Clermont City Council is 

looking for ways to cut expenses. 

"I'm pretty sure we're not going to raise taxes. We didn't last year and I believe we won't have to 

this year," said Councilman Jack Hogan. 

"To do that to our residents in these economic times would be almost like a punishment to them." 

The council started discussing budget figures at a workshop session last week. 

In an e-mail sent after the workshop, Councilman Ray Goodgame wrote, "Our financial director, 

Joe Van Zile, and our city manager, Wayne Saunders, have been working overtime to 

determine how we can operate the city with less money and not have a tax increase," 

In addition, Mayor Hal Turville has voiced his desire to keep the current 3.142 property tax rate 

and take care of the city's employees and residents without sacrificing public services. 

The reason cited for the shortfall city officials discussed is reduced tax revenues from property 

taxes, sales taxes and fuel taxes. 

As a way to cut spending, officials discussed seven open city positions that could be eliminated 

and three others that could be frozen, including two firefighter and one police sergeant position. 

The city also will look at payroll cuts, the elimination of annual follow-up drug testing beyond 

surprise testing, the elimination of employee awards, paper newsletters and the city's summer 

recreation program. 

Altogether, the eliminations and cuts equal more than one-and-a-half million dollars -- close to 

the $2 million in shortfalls -- without a property tax increase. 

Hogan said a discussion at tonight's meeting also will include the possibility of eliminating early 

voting in Clermont, which would mean voters who can't make it to the November polls would 

have to use absentee ballots. 

Hogan said the savings would be substantial. 

"Our goal as we move into more official discussions will be not to lose any employees and to 

take care of the public, and I think that's important," Hogan said. 

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Hogan said Clermont was not hit as hard as some other cities may have been with revenue loss, 

adding that it has a lot to do with how frugal city officials are with money and what they decide 

on doing. 

In an e-mail dated June 20, Goodgame wrote, "...How can Clermont's rate be only 3.142 and 

survive? We do so by being conservative and by having dedicated employees in every 

department in our city." 

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Errors in 911 responses plague city 

Author: Roxanne Brown 

CLERMONT - At least two 911 calls last week were routed incorrectly, prompting city officials 

to call for a "meeting of minds" to discuss the confusion that might have lead to the problems 

and solutions to avoid any in the future. 

After learning of the problem, Councilman Ray Goodgame informed city officials who agreed 

that attention to the matter was a necessity before a few "lost minutes" turn into something more 

severe. 

City Manager Wayne Saunders plans to schedule a meeting with Lake County Manager Cindy 

Hall, county Commissioner Elaine Renick and others. 

"I want to sit down and have a roundtable discussion on how to best approach these problems," 

Goodgame said. "Public safety is critical and must be protected at all cost." 

On Feb. 23, Goodgame described two incidents in an e-mail to city and county officials. In the e- 

mail, Goodgame reported that after a power outage, a King's Ridge family called 911. Family 

members required electricity for life support and were unsure how long their battery would last. 

Rescue workers took 18 minutes to respond. 

The other call involved a fire in Clermont. In both cases, city and county crews arrived at about 

the same time. 

"It could mean somebody's life," Councilman Stephen Berlinsky said. 

In Clermont, 911 calls made from land lines are connect to operators at the Clermont Police 

Department, who in turn contact the appropriate service from there. 

"The Clermont Police Department is our nerve center," Goodgame said. 

The two emergency calls were made from cell phones. The callers connected to operators at the 

sheriff's office in Tavares. The calls were transferred to Lake-Sumter Emergency Medical 

Services in Mount Dora before being connected to workers in Minneola. 

Officials are wondering if the cellular calls connected to towers in Leesburg instead of going to 

Clermont's police department. 

Clermont Police Department's Lt. Eric Jensen said he is not aware of any 911 problems but 

confirmed that cellular signals in the city could connect with towers outside Clermont. 

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Lake-Sumter EMS Executive Director Jim Judge said the problem could stem from not knowing 

which streets are in the city and which are in the county. 

Judge said the operator in the fire call did not realize the caller's address was in Clermont. 

Goodgame said three developments around the city may be at risk. The developments are outside 

the city limits and should receive county services. 

He said the development's proximity to the city could cause confusion. 

Lake-Sumter EMS does not normally dispatch for Clermont or Groveland, but assist the cities 

when the county agency receives emergency calls. 

"I just want to get this thing solved because I don't think anyone should have to wait 15-20 

minutes for emergency personnel to arrive at their home for any reason," Goodgame said. "It's 

not acceptable." 

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City receives $3.3 million from state 


CLERMONT- The city received a $3.3 million grant Wednesday to help with the purchase of 

land it hopes one day to convert to a park. 

The state's Department of Community Affairs awarded the money to Clermont to aide in 

purchasing approximately 128 of the 220 acres near Lake Minneola formerly owned by the 

family of Lake County Commissioner Bob Pool. 

Clermont officials also applied for the grant last year, as well, but were denied, causing worry on 

the part of some councilmen that the city would be forced into an alternate plan to purchase the 

land. 

"This is terrific news," said Councilman Ray Goodgame in an e-mail Wednesday. 

The $3.3 million is part of $76 million in DCA Florida Forever funds for new local land 

acquisition projects. The allotments were determined Friday and made known to its recipients on 

Wednesday. According to the state, a record 118 applications were received. 

"I am pleased to see so many of Florida's communities submitting projects to preserve their 

natural, cultural and historical resources and I applaud the grant recipients for their commitment 

to enrich the quality of life for all Floridians," said Gov. Charlie Crist in a press release. 

When originally negotiated, the city agreed to pay $16.5 million for the land with Lake County 

contributing $2.5 million. The city plans to request another $2.5 million within the next few 

months to help pay for the balance of the land. 

The proposed park includes 2,000 feet of lakefront exposure, a stand of oak trees and room for 

what the city hopes will one day provide recreational trails for both residents and visitors. 

"(City manager) Wayne Saunders and his staff have worked diligently preparing the necessary 

documentation for this grant. We are truly fortunate to receive this award," said Goodgame. 

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Firefighters punished for Internet misuse 


CLERMONT - The city has decided on disciplinary actions for at least a half-dozen Clermont 

Fire Department employees after an investigation found they used city computers to access 

inappropriate Web sites at work. 

The reprimands come after the city last month received investigation results that supported 

allegations made in June. 

"As a result of the investigation, three employees received one-day suspensions, three received 

written reprimands and others received warnings," City Manager Wayne Saunders said in an e- 

mail Tuesday. 

The names of the reprimanded employees were not available from Saunders' office or Finance 

Director Joe VanZile's office Wednesday afternoon or Thursday. 

Allegations implicated Fire Chief Carle Bishop for misuse of the computers, but Saunders said 

Bishop was not one of the employees reprimanded. 

"Chief Bishop was interviewed during the process, but at no time was he under investigation. 

There was no indication of the chief accessing any inappropriate Web sites," Saunders wrote in 

an e-mail Oct. 20 after the report was first released. 

According to the attorney report, investigators found few pornographic sites. 

However, attorney Joseph C. Godwin said a couple of the sites had links on the home pages to 

pornographic content, and that findings indicated the use of entertainment, gambling and even 

white supremacist Web sites. 

Godwin went on to say that three employees they interviewed had accessed the sites, and that 

one employee had one of the sites bookmarked. 

"There were several Web sites accessed that, by reasonable standards, should not have been 

accessed on city computers, not related to pornographic content, but due to containing material 

that could be considered offensive or in poor taste," Godwin's report states. 

"One Web site noted on one individual's usage report which is particularly disturbing was ... a 

white supremacy site." 

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Allegations began when city officials received an anonymous tip via e-mail in June saying that 

firefighters were using city computers to access adult-oriented and gambling Web sites. 

The tip was forwarded to city, county and union officials and to the media. 

"We have no idea who sent the e-mail reporting the allegations, so it's hard to tell with something 

like this if it's legitimate or not," Saunders said at the time. 

Bishop said in July he did not know who sent the e-mails, but speculated that they could have 

come from disgruntled employees. 

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August 10, 2006 

Clermont's Saunders to stay on job 


CLERMONT - After more than 20 years as Clermont's city manager and a unanimous vote 

Tuesday night, Wayne Saunders will continue his tenure. 

Council members approved a new five-year term for Saunders and a salary increase, effective 

when his current contract expires in 2007. 

"I did not know Wayne or my fellow council members very well when I came on, but I have had 

the greatest experiences with all them since doing so," said Jack Hogan, who has served in Seat 1 

since a special election in March. "But Wayne is the primary reason I decided to run for the next 

term. He has great integrity, is fair minded and I enjoy working with him. One of his main 

interests, like mine, is the desire to improve the community for everyone to the best of his 

ability." 

Saunders' annual base salary will increase by 8 percent, bringing it to $125,000. 

In addition, council members agreed to provide Saunders with a $650 car allowance in lieu of a 

city vehicle. The car allowance will be eligible for a 2.5 percent increase each October. 

According to officials, Saunders did not feel comfortable with using a city vehicle because he 

often travels to North Carolina to visit his parents. 

Hogan said Saunders requested an allowance for use of his own car, with paid mileage for city 

related business. 

"We requested he be paid a little more than he himself even requested because he's done such a 

fantastic job," said Hogan. 

Another councilman, Keith Mullins, said he has worked with Saunders for seven years while 

serving on the council, but has known him since 1988 when he first came to Clermont. 

Mullins said he feels Clermont is in good hands with Saunders overseeing the city's 268 

employees. 

"He's an extremely competent manager. That makes the council's job easy. When we set a rule or 

a policy, we turn it over to Wayne and he and his staff make it happen," said Mullins. That's the 

way it should work and it usually goes without a hitch. 

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"Everybody likes Wayne. He runs a good city by having assembled a good team. That's what 

managers do." 


May 12, 2006 

Possible park annexed 

CLERMONT 

The City of Clermont's newest land may become the city's largest recreational area. Or, it might 

become a development of about 550 homes. 

At Tuesday's Clermont City Council meeting, the council voted in favor of annexing 220 acres 

along Lake Minneola and both sides of County Road 561. City Manager Wayne Saunders said 

annexing the property would give the city more say in applying for state grants. 

Council members have been eyeing the property for some time as a site for a city-owned park. 

The land, owned by Inland Groves Corp. and the Pool Family trust, is expected to cost the city 

more than $16 million, but with grants, Saunders said the city should have to pay less than $3 

million of that cost. 

The contract states that if the city fails to secure the grant funding or purchase the land without 

help, it will have to allow a density of 2.5 units per acre or de-annex the property. 

Councilmember Elaine Renick said she was concerned about the density, because the contract 

doesn't state what kind of density it is. The city bases density on buildable acres. Some 100 acres 

of the property is wetlands and therefore not buildable under city regulations. But the county 

bases density on the entire property. 

"2.5 in the county is different than 2.5 in the city," Renick said. 

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July 20, 2005 

After exhausting search, Clermont has new police chief 


CLERMONT -- After an intense selection process for Clermont's next police chief, which 

included a couple of unexpected surprises, City Manager Wayne Saunders confirmed late 

Wednesday afternoon that Boynton Beach's Assistant Police Chief Stephen Graham will join the 

force. 

According to Saunders, Graham officially accepted the position Wednesday -- compensation 

package and all. 

"The department has been in limbo during this process. They need a leader to help it along," 

Saunders said. "It's a good department; very dedicated to the community. 

"The main thing I'm happy about is moving the department forward." 

An initial search was conducted in March by Slavin Management Consultants, a Georgia-based 

firm who narrowed the field from 76 original applicants to nine finalists. 

Then, after an extensive interview process headed by City Manager Wayne Saunders and the 

citizen's advisory committee, the search was brought down to two finalists: William Collins from 

Sunrise and Anthony Marten from Miami Beach. 

However, a slight delay occurred when, in the final phase, Marten dropped out of the race and 

was replaced by Graham, a candidate previously eliminated from the top nine. 

"Mr. Graham was always one of the top candidates," Saunders said. 

Assistant City Manager Darren Gray said that Saunders has taken the selection process very 

seriously, covering all angles to ensure the right person is picked for the police chief position. 

At the end of June, Saunders announced his decision to appoint William Collins to the police 

chief position. 

Although Collins accepted the position initially, a mutual agreement could not be reached 

regarding his compensation package, causing yet another delay when Collins declined the city's 

offer. 

According to city officials, Clermont had advertised the job at between $70,000 and $80,000. 

"It was frustrating because we had advertised the position and compensation package," 

Saunders said. "It was just a little surprising that someone that had been in the running that long 

decided at the last minute to request something different." 

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But the search is over and an official decision has been made. Saunders said now that Graham 

has decided to come to Clermont, he will give notice and they will go from there. 

Graham has a bachelor's and master's degree in criminal justice and has been in law enforcement 

since 1978, moving up in the ranks from a police officer and holding positions including 

detective, sergeant and major. 

Graham will replace Randy Story, who retired in March after nearly 20 years as police chief. 

Currently Lt. Eric Jensen, is holding down the fort, appointed by Saunders as interim chief since 

Story's departure. An official start date has not yet been determined for Graham. 

"We're very happy he's decided to accept the position," Saunders said. "I know Mr. Graham is 

anxious to get up here and get started." 

"And we're anxious to have him get started." 

Graham could not be reached for comment late Wednesday afternoon. 

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Clermont residents get their way: No BP 

Author: PETE SKIBA 

CLERMONT -- A development company smelled defeat and withdrew its proposal for a BP 

Station near Kings Ridge. "That's it; they withdrew it. They won't be back," Clermont City 

Manager Wayne Saunders said after the Tuesday night City Council meeting. "The people 

won." 

The Clermont Planning and Zoning Board unanimously advised City Council to defeat the 

proposal. 

The BP station plan for U.S. 27 and Hartwood Marsh Road ran into heavy opposition from Kings 

Ridge residents from the proposal's beginning. Residents raised concerns about fumes from the 

gas pumps. 

They went on to list complaints on over-commercialization in the area, noise, the planned 24- 

hour operating times and traffic congestion. 

The BP Station plans called for it to be on an out parcel of an already busy Publix shopping 

center. "The traffic at that intersection is terrible now," Councilwoman and King's Ridge resident 

Gail Ash said. "This will make a lot of people in King's Ridge happy." 

The company has another BP station almost ready to open at U.S. 27 and Grand Highway across 

from the Citrus Tower. City staff is reviewing a planned station at Grand Highway and State 

Road 50 and a station is under construction further east in the county on S.R. 50. 

City Council agreed to buy two lots next to the Clermont Fire Department station on S.R. 50 near 

Fifth Street for $100,000. The lots could be used for expanded parking at the station, Saunders 

said. 

City Council also adopted new cemetery regulations for Oak Hill Cemetery on Lake Avenue 

north of S.R. 50. Revisions included dates and places flags, flowers and other grave markers 

could be placed in vases and pipes in the ground. Allowed dates permitted are Memorial Day, the 

Fourth of July and Veterans Day. Flower bouquets would be removed after 30 days due to 

withering. Previously, mourners covered many graves with flowers, pictures, statues, and 

mementoes in a haphazard manner. 

"This is a compromise," said resident Wally Herda, who has family in the cemetery. "I just wish 

we could make the rules in perpetuity." 

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Herda did not want the possibility that a new council might change the rules. It seemed unlikely 

that a future council would do that, Mayor Harold Turville and other council members said. 



South Lake starts cleaning up, residents venture out 


CLERMONT 

Despite high winds, fallen trees, heavy rain and a few ripped roofs, Frances acted fairly tame on 

its visit to south Lake County. 

"It could have been much, much worse," Clermont City Manager Wayne Saunders said. "We 

spent three days preparing and it will take weeks to clean up." 

Some Clermont areas such as Emerald Lakes had flooding and roof damage to mobile homes. 

Other cities in the area also reported they are well under way with cleanup efforts. 

"The landfills are open and we are filling trucks," Mascotte City Manager Glenn Irby said. "We 

should get done in probably three or four days." 

Power outages plagued a few areas, said Groveland City Manager Jason Yarborough and 

Montverde Town Clerk Denise Noak, but as lines downed by trees were repaired restoration was 

only a matter of time. 

Area residents wasted no time in cleaning up yards and repairing minor damage. Despite rain and 

wind they could be spotted piling debris along roads in Minneola, Clermont and other cities. 

In Clermont a grab bag of businesses opened to feed the hungry. McDonalds opened, but Dairy 

Queen did not. 

Publix on U.S. Highway 27 near the Citrus Tower stocked shelves and welcomed customers, 

while Clermont's Winn Dixie on State Road 50 in remained shuttered. 

A Shell station on S.R. 50 in Groveland had gas and lines of two or three cars each formed at the 

pumps. 

Back in Clermont, there was no gas at RaceTrac on S.R. 50 and west on the road at Bloxam 

Avenue the Citgo station was forced to close because rain soaked its interior. 

"We got here in the morning and a portion of the roof came off," Vijay Patel said. "This made 

flooding inside." 

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Mary Lou Rorabaugh mourned the loss of an old oak tree behind her restored circa 1915 family 

home at Third and Osceloa Streets in Clermont. 

"That tree was here 90 years ago. I have pictures of it as it grew behind the house," Rorabaugh 

said. "I'm sorry to see it go, but at least it didn't hit the house." 

Both Rorabaugh and another Clermont resident, Dante GiBilisco said they thought the city's 

Public Works Department did a great job during and after Frances. 

They responded quickly to whatever flew down," GiBilisco said. "They were almost there right 

as it happened, cutting branches and getting the roads clear." 

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Clermont declines to offer services to Minneola 


Minneola's choices for emergency services got a little slimmer Friday. 

Clermont City Council declined to offer an emergency services proposal to Minneola by its 

requested 5 p.m. Friday deadline. 

"We felt they were placing too many parameters on the services," Clermont City Manager 

Wayne Saunders said. "We are open to talk if their negotiations with the county don't work 

out." 

Months ago, Clermont wanted to offer fire and rescue services to Minneola, but would only do 

so if the deal was mutually beneficial, Clermont Fire Department Chief Carle Bishop said. 

With Clermont out of the running, Minneola is left with two choices. It could contract with Lake 

County again or build its own fire department from scratch. Minneola City Council has said in 

the past that building its own fire department could happen in the future, but it could be years off. 

Lake County has proposed to build a $900,000 fire station in Minneola to replace the current 

dilapidated one. It would retain ownership of the station. Six full-time firefighters with 

emergency medical technician certification would be posted to Minneola. A Lake-Sumter 

ambulance would also be stationed there, with paramedics. 

Displeasure with the county over the emergency services contract about a year ago caused the 

current search for an emergency services provider. 

"We have made them a fair offer according to the request for a proposal they sent us," County 

Manager Bill Neron said. "We hope to hear from them by May 1." Selecting a provider is a long 

process, City Councilman and Fire Committee head Joe Teri has said. He expects more 

committee meetings before a recommendation is made to City Council. 

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August 13, 2003 

Clermont tables planning agreement talks again 


Clermont City Council unanimously tabled discussion and possible adoption of a Joint Interlocal 

Planning Agreement with Lake County -- again. 

The City Council scheduled the proposal for its Aug. 26 meeting. 

Councilwoman Elaine Renick asked the City Council to table the agreement at its July 22 

meeting because she wanted clarification of Green Swamp protection and because she thought 

the agreement read too "pro-growth" rather than "managed growth." 

This time City Council tabled the agreement to have it come up at the same time as the proposed 

adoption of the City Utilities Service District, which would cover approximately the same area as 

the JPA. 

City manager Wayne Saunders said that the county was lagging behind in adopting the 

agreement because it had not made it to discussion before Lake County's Planning and Zoning 

Board, let alone to the Lake County commissioners. 

Although it had been council's wish to adopt the agreement at about the same time as the County 

commissioners, Saunders said that adopting it before the commissioners would send them a 

message. City councilwoman Gail Ash, said she was getting a little fed up with the county 

planning and zoning board constantly delaying moving the agreement forward. 

"They've been putting it off month, after month for three months," Ash said. "The last time it was 

last on their agenda and it should have been number one under old business." 

Saunders said that he had an assurance from county planning staff that the agreement would be 

first on its next agenda. Both delays made for a better city-amended document, said Harold 

Turville, mayor. He said the pressure was now on the county. 

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May 16, 2003 

City of Clermont trying to reopen its beaches 


While the Lake County Health Department can't lower its waterquality standards, it can 

expedite the process to help Clermont open its beach, a spokesman said. 

"There will be absolutely no easing of requirements for bathing permits," said Kevin Lenhart, 

Lake County Health Department spokesman. "We have clarified the permitting process for the 

city, but all requirements must be met." 

Moving to reopen its beaches, Clermont officials have scheduled a meeting with state and county 

health officials. 

"We're going to meet county health officials down at the beach Monday morning," Public 

Services Director Preston Davis said. "We are hoping for a permit to temporarily get the beaches 

open while we do the surveys in the format that still needs to be done." 

Technically, the city isn't looking for a temporary permit, nor is it looking for a lowering of 

standards, City Manager Wayne Saunders said. 

"We'd like to be able to open the beach under any conditions the county health department would 

impose," Saunders said. "We'd like to work with the county to find a way to conditionally open 

the beach by next week." 

Saunders said as long as the water quality was good, the city should be able to reopen its 

beaches. 

"The reason for the meeting on Monday is to further clarify what we need to do," he said. 

The beach at Waterfront Park and West Beach off County Road 561 was closed during the 

drought in summer 2000 because there was little water and the health department revoked the 

permits. The drought ended, the water returned and the beaches opened in February. 

County health officials had the city close them again because permits do not automatically 

renew. Clermont must meet standards as if it was asking for a new permit, Lenhart said. 

According to the health department, the city needs a topological map of the area and waterquality 

testing must be conducted. If everything is in order, a termporary permit will be issued 

pending additional testing needed for an annual permit. 

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"We can expedite the process," Lenhadrt said, "but we still need the survey and water-quality 

results." 


May 1, 2003 

Whoops, we're off by $244,000 


Somebody moved the decimal point. 

In possibly the easiest slashing of an impact fee, Clermont City Manager Wayne Saunders 

made a phone call to the consultant company that set up the fee structure and found it incorrectly 

placed a decimal point -- again. 

That phone call, before Thursday night's city council workshop meeting, saved anyone wanting 

to build a theater in the city what amounts to a small fortune to most folks. 

"Instead of an impact fee of about $287,000 for a 24,000 square-foot theater," Saunders said, "it 

is actually about $43,000." 

The decimal numbers in question were a .30 that should have been a .03 in the Impact Fee 

Schedule received from the Hartman and Associates consulting firm. Saunders said to the 

council that the .03 in the formula for impact fees on sewer and water results in the lower 

number. 

"Then the fees for police, fire and other impacts are figured," Saunders said, "and added with 

about $43,000 total." 

A few years ago, when Blessed Sacrament Catholic Church was planned, it was impacted by a 

similar mistake, Saunders said. The decimal point mistake was discovered and the church paid a 

smaller impact fee, he said. 

Two years ago proposals for theaters got to council approval but didn't pan out. 

One planned theater behind Sonny's Barbecue restaurant on State Road 50 succumbed to a lack 

of financing, Frank Caputo, councilman, said. The other project was converted to a planned 

office building. 

Every council member seemed elated at the lowered impact fee and the prospect of a movie 

theater in Clermont. 

Impact fees are one-time fees paid by builders before construction and are meant to cover the 

impact of their project on the area's services, such as sewer and water, to residents. 

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The county's impact fees are calculated for movies on a per screen basis and are in the $11,500 

range per screen. 

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March 25, 2003 

Clermont tables $8 million development 


In what might be one of the shortest council meetings on record, Clermont City Council tabled 

four requests, including one for an upscale development, until April 8. 

Wayne Saunders, city manager, apologized and said the requests were not advertised as fully as 

the ordinance required. 

"The requirements for advertising include a sign on the property," Saunders said, "and the 

planning department failed to provide the signs, so the properties were not posted." 

A request by the Malik family and McCartney Construction for variances involving grade 

changes in a 20-foot-wide buffer along U.S. Highway 27 and wall heights at the site of a 

proposed upscale planned unit development is now on hold. 

The development, Clermont Hillside Terrace, promises to have about $150,000 in landscaping 

and plans call for retail space, offices and upscale apartments. 

The developer also seeks a client to rent a 4,500-square-foot space and open and upscale 

restaurant rather than a sports-bar style restaurant at the site. 

The center will cost about $8 million, Arelene Malik said, and the architecture will be in keeping 

with the upscale nature of the development. 

Other tabled requests involved a proposed child development center at Bloxam Avenue and 

DeSoto Street, a professional office proposed for 154 Highland Ave and a landscape buffer 

variance at South Lake Hospital. 

The council unanimously voted to advertise the requests again and to have the signs distributed 

to the applicants. 

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August 30, 2002 

Clermont to hold own vote 

Author: JACOB OGLES 

The City of Clermont will conduct its own elections, absentee ballots and all. After a meeting 

with the Lake County Supervisor of Elections, City Manager Wayne Saunders said the city is 

prepared to conduct the operation. 

Because a city primary on Oct. 1 will prevent the city from providing a full list of candidates to 

the elections office before the Sept. 20 deadline to finish the county absentee ballots, the city will 

have to conduct the election independently in October and alongside the county in November. 

"It's just a glitch nobody anticipated, and as soon as it’s over, we will get the city charter in order 

with the county and the state," Saunders said. 

Supervisor of Elections Emogene Stegall said earlier this week that there was no way for election 

to appear on the county’s new $3 million touchscreen ballots because there was no way to meet 

programing deadlines with the Omaha, Neb.-based manufacturer iVotronic. 

Deputy Supervisor of Elections Jerry Foster said the county will provide a list of all Clermont 

registered voters and all precinct listings. Ballot boxes and fold-up voting booths will also be 

furnished. The county has this equipment left over from last elections but will not use it with the 

new touchscreen ballots. 

Because of confusion in the Florida 2000 Presidential Election, the state legislature last year 

required all elections offices to upgrade their technology. Lake County opted to upgrade to the 

best technology available at the time. 

Cities such as Mount Dora and Eustis amended their city charters last year to avoid conflicts with 

the new deadlines, but Clermont officials were unaware of the problem until this week. 

No one can recall the last time a council seat needed a primary election, and the October primary 

clause has been rarely used in the city's history. 

The Clermont ballots will be manually counted on election day. The ballots will have the 

candidate names and bubbles to darken beside each name and use the same design the county 

used from 1988 until some city races earlier this year. 

The October election will have incumbent Ann Dupee, Gail Ash and James Douglass competing 

for Seat 1 on the council. In November, Mayor Hal Turville and Jeff Biddle compete for Seat 3. 

In nobody wins a majority of the October votes, the top two candidates will appear on the 

November ballot with the mayoral candidates. Even if someone does win the primary outright, 

the Seat 3 race will still be conducted by the city on paper ballots. 

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"We don't want voters to have to vote in one election on the county ballots and then vote in the 

city election separately, but at this point, it is just impossible to do anything else," Foster said. 

The Clermont City Council will act as canvassing board to the city election. Dupee and Turville 

cannot sit on the canvassing board if their name appears on the ballot. 

Clermont will provide their own poll workers and ballots. Saunders has not yet estimated what 

the cost of the election will be to the city. 

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Clermont officer resigns 

Author: MARCY J. LEVINSON 

The sudden resignation of Clermont Police Lt. Danny Cheatham on Wednesday had nothing to 

do with the Florida Department of Law Enforcement's request for Cheatham's file on the same 

day, Police Chief Randall Story said Thursday. 

Story said an FDLE auditor began the investigation around 9 a.m., but Cheatham had turned in 

his resignation at 8:15 a.m. Story said investigators chose six files at random, including 

Cheatham's, to check the accuracy of the paperwork. 

That had nothing to do with Cheatham's resignation, which was for personal reasons involving 

his family, Story said. 

"He hit me (with the resignation) basically when I walked in the door," Story said. 

Cheatham could not be reached Thursday. 

Clermont Mayor Hal Turville said he had heard of no correlation between the FDLE audit and 

Cheatham's resignation. 

"As a person, I liked Danny Cheatham," Turville said, "and I know he had a significant role in 

the department." 

Clermont City Manager Wayne Saunders said Cheatham helped limit drug trafficking and other 

criminal activity in Clermont. 

"If you do your job right, you step on a lot of toes," Saunders said. "He has been attacked in the 

past and will be attacked now. But he has always stood tall during any attacks." 

Saunders said Cheatham accelerated through the city ranks in record time, and it will be difficult 

to find a replacement with so much drive. 

"(Cheatham) just worked his way through the department very fast," Saunders said. "He was 

doing a great job, especially with orientating new officers. His will be a difficult uniform to fill." 

Cheatham, a former member of the Umatilla police force, joined the Clermont department in 

1989 and eventually became second in command. 

Although Cheatham resigned Wednesday morning and no longer works at the department, Story 

said Cheatham's resignation is final Feb. 2. He said Cheatham has accrued paid time off and will 

use that until February. 

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Like Saunders, Story said that Cheatham will be difficult to replace. He said the role of second 

in command will be played by the senior sergeant until another lieutenant is named. 

"Danny has been very aggressive in law enforcement and made some people mad and made 

some happy along the way," Story said. "We've got a good crew of officers and employees. We 

will move forward with policing this town the way it should be done." 

Story said, "I'm going to miss him, but I hope he's happy and I wish him all the luck in the 

world." Story said Cheatham was hired in 1989 under the previous chief, Prentice Tyndal. 

Tyndal, who has been retired for nearly five years, said he hired Cheatham in 1989. 

"Why he resigned, I have nothing to do with, and I have nothing to say good, bad or indifferent," 

said Tyndal. 

Clermont, which has a population of more than 8,000, has about 30 police officers. In 1999, the 

department investigated 294 crimes. 

In a previous article, Cheatham said the city expects the police department to double its 

manpower in the next 10 years. But he expected the department to "always retain its hometown, 

down-to-Earth" approach to law enforcement. 

"The people know each officer by name," he said. 

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Orlando Sentinel - Orlando, Fla. 

Mar 18, 1999 

INTERNAL PROBE IS TAKING TOLL ON POLICE ONE CLERMONT OFFICER 

WAS SUSPENDED AND ONE QUIT IN AN INVESTIGATION OF MISHANDLED 

EVIDENCE. 

Author: Rich McKay 

CLERMONT - A high-ranking city police officer quit, and a patrol officer has been suspended in 

the wake of an investigation into mishandled evidence, city officials said Wednesday. 

Lt. Ray Simmons, an 11-year-veteran of the department, surrendered his gun and badge, and 

patrolman Jerry Osteen was suspended indefinitely earlier this week, said City Manager Wayne 

Saunders. 

The allegation involves an illegal sawed-off shotgun that "wound up in his {Osteen's} 

possession," Saunders said. 

When Police Chief Randall Story was told about the shotgun, he launched an investigation. 

Saunders said Simmons was a target of the investigation, but the city manager could not 

elaborate on Simmons' involvement. 

When Simmons was confronted as part of the investigation, he quit his job, Saunders said. 

When, and if, Osteen returns to work has yet to be determined, Saunders said. 

Neither Osteen nor Simmons could be reached for comment Wednesday. 

Story declined comment when asked if anyone else might be disciplined in connection with the 

investigation, but he did say the case is not closed. 

The police chief confirmed that the misconduct involved a gun that was not placed in the 

evidence room and recorded as evidence when it should have been. 

Saunders said he hoped the investigation and related developments will not hurt the 24-officer 

department. 

"It's too early to tell," he said. 

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Jun 28, 1998 

FATE OF CLERMONT GETS LOST IN DEBATE 

Author: Lauren Ritchie 

Something wiggly is going on in Clermont. 

In less than a year, the south Lake County city has gone from a small, quiet community to a 

hotbed of politics where everyone seems to be at each other's throat. 

It's gotten ugly. 

There have been reports of thinly veiled threats that one city official will "make life difficult" for 

another and allegations of environmental shenanigans involving a council member. 

Last week, the topic of where the city manager lives was the latest chapter in an unfolding story 

growing increasingly long and wearisome. 

The debate was over a provision in the city charter that requires the city manager to live in the 

city. Wayne Saunders lives outside the city limits, but he shops, worships and coaches a Little 

League team in town. 

Certainly, there is merit in the idea of living where you work. The Orlando Sentinel, for example, 

requires Lake reporters to live in Lake County - to the consternation of some, particularly the 

young, professional singles looking for more fun and variety of companionship than Lake has to 

offer. 

The idea behind live-where-you-work is to build a connection to the community in these 

transient times when many of us come from somewhere else and are ultimately headed for 

another "hometown." 

Saunders, however, has lived outside the city for 13 years, and it hardly is fair to raise the issue 

now. The council did well to dismiss it. 

The city manager told Lake Sentinel reporter Rich McKay that he didn't buy the assertion that 

questions about his residency weren't raised against him personally. 

And he was right. Politics 101: It's all personal. Which brings us to the root of Clermont's 

problems. 

Clermont has been in the position of many Central Florida communities. For years, the city was 

ruled by a 5-0 vote of the council members. Not many issues, really, generated much 

controversy. Build a water or sewer plant. Fix a road. Approve a new housing development or 

two. 

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That's all changed. The "Gem of the Hills" is caught in a vise grip of growth. Suddenly, big 

money is floating everywhere, and high stakes ride on the votes of council members. 

Outsiders come to town with pockets of cash that they wish to invest in south Lake County - 

provided, of course, that the city is friendly and will accommodate them. Developers use their 

best schmoozing techniques to convince council members that their housing is tops. 

Suddenly, the council has more decisions to make than ever before - big ones. What's fair to 

developers? What weight should residents' views get? When is it time to say, "Enough?" 

To say, "Pay up?" To tell those who already live there that the community must expand? 

How much growth is good, and when does it become a disaster for residents? For the 

community? Against this new backdrop comes the power squabbles. Factions have formed, and 

there is often a 3-2 vote on the council. 

That's not so bad - democracy is just another word for debate - but it is destructive and divisive 

when the caterwauling reaches a personal level. And in Clermont, it has. Can the atmosphere be 

changed? It can, but it requires the cooperation - no, the steely determination - of those 

personalities involved. 

First, stop the subterfuge. Those who have problems with Saunders should step into his office 

and demand explanations. After all, he works for all the council members and none of the 

outsiders. If he has adopted sides or played favorites, if he's got a political agenda, council 

members should put a stop to it because it's not good for anyone. 

Secondly: Focus. Drop the petty nonsense about what happened in town 15 years ago. What's 

done is done, and it is time to start anew. Turn the bright spotlight on where Clermont is now and 

what its needs are. 

Third, hammer out and articulate a cohesive philosophy of where the community is going, 

particularly in terms of growth and the needs it brings. Find some practical steps to at least begin 

getting there. Clermont is one cool place. It's a dash of old Florida with a pinch of artsy 

downtown and a big helping of Little League, all set on a charming waterfront. 

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Aug 21, 1996 

CLERMONT POLICE HIT BY EVIDENCE PROBE THE PROBE OVER SEVERAL 

MONTHS IS EXAMINING CLAIMS THAT POLICE PLANTED DRUG EVIDENCE ON 

SUSPECTS. 

Author: Mary Murphy 

Sentinel correspondent Terri Coole contributed to this report. 

The Clermont Police Department is under investigation by the state after allegations that officers 

planted drugs on suspects. 

Police Chief Prentice Tyndal said the investigation is the result of allegations made by a 

"convicted felon" and called it "absolute nonsense." 

Neither city officials nor agents of the Florida Department of Law Enforcement would talk about 

what specifically prompted the investigation, which has been conducted quietly for months. 

However, The Lake Sentinel has learned that agents have questioned nearly every employee, 

sworn and civilian, in the department, which has been headed by Tyndal for 39 years. 

As part of the probe, agents are looking at arrest reports and investigative files of criminal cases 

from as long as 10 years ago. However, no one involved in the investigation would characterize 

the depth of the inquiry. 

Some city officials and employees said the probe stemmed from one complaint; others said that a 

number of complaints containing striking similiarities prompted the investigation. The inquiry 

began with a wide focus several months ago, but may have narrowed to one officer or a few 

officers as agents from the Melbourne office of the FDLE concluded questioning. 

Normally, the FDLE does not investigate cases of wrongdoing by one officer - the agency refers 

those complaints to the internal investigation section of each department. 

However, state agents investigate members of a police department in cases where criminal 

charges may be filed, said Lance Newman, assistant special agent in charge of the FDLE's 

Orlando regional office. 

Details of the Clermont investigation should become available when the probe is completed, 

which is expected to be within several weeks, Newman said. 

The evidence will then be turned over to the State Attorney's Office, where prosecutors will 

decide whether to file criminal charges. 

Assistant State Attorney Hugh Bass, who heads up the Lake County office, did not return phone 

calls Tuesday. Newman would not comment on the number of people interviewed or on how 

many drug cases were being re-examined by agents. 

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City Manager Wayne Saunders said no complaints have been filed with the city. A complaint 

against one Clermont officer was made to FDLE by "an outside source," and that was being 

investigated, Saunders said. 

Saunders said he didn't know anything else about the investigation and was waiting for FDLE to 

issue a preliminary report. Council member Lester Cole was shocked about the allegations. 

"I can't even believe this is happening," Cole said. 

Mayor Bob Pool was angry. 

"Could this be coming from a former disgruntled employee?" Pool asked. 

He said he suspected this was being brought up by a former employee in an attempt to discredit 

Tyndal, who is to retire at the end of this week. 

Pool said that he had been told of the probe, and that it did not involve allegations of wrongdoing 

by Tyndal. 

Council members and Saunders all said they believe the allegations are unfounded and that 

Clermont's officers will be exonerated. The Clermont Police Department has been the focus of at 

least one other FDLE probe. In 1986, Clermont city officials asked FDLE to investigate 

allegations against Officer Lee Bullard. 

The state agency's report criticized a Clermont police probe of a shooting involving Bullard. The 

officer had fired a shotgun at a fleeing suspect in an assault case and missed the suspect but 

wounded a bystander. The FDLE report said that investigation was started too late and ended 

prematurely. Tyndal said his probe showed Bullard had followed department policy on the use of 

firearms. 

FDLE agents asked the state attorney's office to prosecute Bullard on charges of grand theft, 

corruption and perjury. Prosecutors said they did not file charges because the allegations in the 

FDLE report were not strong enough to stand up in court. 

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May 2, 1993 

A TIP OF THE HAT TO GOOD PUBLIC SERVANTS 

Author: Sam Fenton 

Government is an easy mark. You don't have to even break a sweat to find examples of 

inefficiency and ineffectiveness. In the way of this world of ours, good government often gets 

overlooked. But not this time. 

Several months ago in this space I suggested Mount Dora should find a more experienced city 

manager to run City Hall until elected leaders and the voters decided whether they wanted to 

continue with the manager style of government or go to a system in which a strong mayor runs 

daily business. 

I suggested interim City Manager Bernice Brinson may not be up to the task. 

I was wrong. The devastating winter storm of March 13 and the weeks that followed proved I 

was wrong. 

Bernice Brinson did a tremendous job organizing the city's troops for a most difficult task of 

restoring power and water, clearing streets and cleaning up hundreds of tons of debris. 

Except for a couple of hours sleep, she worked round the clock the day the storm hit. During the 

rest of the week, 17- to 18-hour workdays were the norm. And the job continues to this day. 

Brinson showed calm and courage under the most intense of fire. She and Public Services 

Director Rod Stroupe did the best job possible with the manpower and resources available. 

So my hat is off to you, Bernice Brinson. 

Speaking of good government, I would also like to commend some other public servants in Lake 

County. 

Clermont City Manager Wayne Saunders. You don't hear much about Clermont city 

government because Saunders has it running like a finely tuned Mercedes engine. 

Clermont continues to have one of the very lowest tax rates in the county, yet has been able to 

improve utility services, build impressive recreational facilities and manage growth in a very 

wise manner. 

There's no doubt about it: For the value of services received, living in Clermont is one of the best 

deals in all of Central Florida. 

[Article shortened as the rest did not deal with either Mr. Saunders or Clermont.] 

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Mar 19, 1991 

CLERMONT CITIZENS LOBBYING FOR CREATIVE PLAYGROUND 

Author: Terri Coole 

Although the city's new Palatlakaha Recreation Area is barely two weeks old, officials are 

already preparing for the second phase of development. Plans include the construction of fitness 

trails, bike paths, a boardwalk leading to a fishing pier and canoe launch, and a playground. 

Meanwhile, a citizen's committee will meet at noon today at the South Lake YMCA to try to 

persuade city officials to shelve plans for standard equipment for that playground. 

Instead, committee members want to build a "creative playground" similar to facilities at Gilbert 

Park in Mount Dora and Turkey Lake Park in Orlando. Both playgrounds, accessible to 

handicapped children, were designed by Robert S. Leathers and Associates of New York. 

Committee member Wanda Andrews said tentative plans are to have the Leathers group design a 

creative playground specifically for south Lake County. She said the committee will raise funds 

and seek donations of materials to build the playground, which would take place over a single 

weekend with labor provided by community volunteers. 

"At this point, in south Lake County there is not another (creative) playground anywhere close," 

Andrews said. "It takes between 30 to 45 minutes to get to one of those parks." 

"Since there is already a playground planned for the second phase of the park, I think it (the 

creative playground) is a very good alternative that the City Council should look at," City 

Manager Wayne Saunders said Monday. He said $10,000 of a $120,000 state recreational 

improvement grant already has been earmarked for a playground area at the park. That grant is 

expected to be signed by Gov. Lawton Chiles on March 26. 

Committee members say the $10,000 would be a good start toward the estimated $50,000 cost of 

a creative playground. 

Mayor Bob Pool said Monday, "Anything that improves the Palatlakaha Recreation Area for the 

people of this community is great with me." With or without city support, Andrews said 

committee members feel south Lake County is ready for a creative playground for children and 

are willing to raise the money to build it. 

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Oct 1, 1989 

CLERMONT PLANS AHEAD FOR RESIDENTIAL GROWTH 

Robin Pollack 

More and more small Central Florida cities are becoming bedroom communities for people who 

earn their paychecks in Orlando, a trend Clermont leaders have been watching closely. 

They realize, after all, that the suburban stretches of Central Florida's main city some day will 

spill over into Clermont, a south Lake County city down State Road 50 from Orlando. 

Orlando's burgeoning residential growth, coupled with the rising number of developers scouting 

for land in east Clermont, have convinced Clermont officials to plan for Clermont's future as a 

bedroom community for those who work in Orlando but yearn for a quieter, suburban lifestyle. 

That foresight has resulted in a $3.3 million investment into the city's future. That cash, included 

in Clermont's new $6.89 million budget, will pay to expand sewer service to the city's eastern 

stretches, expand its water system, and build a 28-acre recreation area and larger offices for city 

staff and the police department. 

"We're trying to stay one step ahead of growth," Clermont City Manager Wayne Saunders said, 

"instead of trying to play catch-up later." 

Projected population figures support this advance planning: Clermont's current 6,800 population 

is expected to increase to 9,000 by the year 1995, and swell to 12,000-13,000 by 2005, city 

Planning Director Jim McAllister said. 

McAllister and Saunders expect that more Orlando workers will look to make Clermont their 

home when the state Department of Transportation completes in the early 1990s its planned 

construction of a new exit along Florida's Turnpike at Killarney, only five miles from Clermont. 

By planning for this expected growth, Clermont hopefully can avoid having its main drags lined 

with bright neon signs or turning into a maze of strip shopping centers, Saunders said. 

"The bottom line is, you're not going to keep growth from happening . . . so we're making sure 

that what growth we do have is good quality growth," Saunders said. 

There's no doubt in McAllister's mind that Clermont is due for a boom. 

"A week doesn't go by where two or three developers come in to talk about putting in a big 

shopping center or a residential development," McAllister said. "Two years ago, you saw these 

developers coming to City Hall maybe once a month." 

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With developers expressing keen interest in eastern Clermont - the section closest to Orlando - 

Clermont's sewer system will be expanded to that area, Saunders said. The city's water system 

also will be improved and expanded. Those utility improvements have a $1.3 million price tag, 

Saunders said. 

Workers are building a new $440,000 public works complex because the current building doesn't 

have enough space to store equipment and repair vehicles, he said. 

Lack of space also led to the budgeting of $625,000 to expand the police station and to expand or 

relocate City Hall. Council members should be deciding in two or three months whether to 

expand the offices, or move to a new location and sell the current City Hall site, which occupies 

prime commercial property along S.R. 50. No possible new sites have been chosen to relocate 

City Hall, Saunders said. 

The 1989-90 budget also includes $775,000 to build the first phase of a 28-acre recreational area 

off 12th Street, with Lake Palatlakaha within its borders. The city will seek bids this week for 

construction of the park, which should be completed by spring of 1991, Saunders said. 

For sports enthusiasts, the park will offer four softball fields, a football and soccer field, three 

tennis courts, a volleyball court, a basketball court, a fitness trail, and jogging and bicycle paths. 

For lovers of water sports, the park will offer the lake and a fishing pier. Outdoors types can take 

in a nature study center, and folks who just want to relax can lounge in gazebos or spread a 

blanket at a picnic area. A playground is planned with a separate "tot lot" for small children. 

The softball complex will especially be good for parents with children who play in Clermont's 

Little League games, Saunders said. Now, softball fields are spread out around the city, making 

life difficult for parents who must transport more than one child to different fields. 

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Jun 1, 1988 

LEAGUE APPOINTS 6 TO KEEP TABS ON INCINERATOR PROJECT 

Author: Jim Runnels 

Because it is concerned with how the county commission is making decisions, the Lake County 

League of Cities has appointed a six- member watchdog committee to attend all meetings dealing 

with waste management. 

City officials became upset recently when commissioners tried to get them to go along with an 

incinerator plan, but did not provide them time to review the project and provided them no 

critical cost figures before the meeting. The drive to get the contract signed stalled when 

representatives from 10 cities spent a day grilling county officials, their consultants and 

employees of companies wanting to build the plant. 

The watchdog committee idea has come up for discussion before, but a recent meeting was the 

first time the membership had voted on the idea. Jeff Book, president of the League, said six 

members of the committee will attend every meeting on the incinerator project, whether it be a 

meeting of county officials or project builders. 

The committee members are Book, Mount Dora's mayor; Eustis City Manager Mike Stearman, 

Leesburg City Commissioner Joe Knowles, Leesburg City Manager Rex Taylor, Lady Lake 

Town Manager Cliff Burgess and Clermont City Manager Wayne Saunders. 

In other action, the league passed another vote which could spell doom for city participation in 

the county's emergency 911 telephone system plan. 

The league voted to endorse Eustis' position that a $36,000 fee the county wants for city 

participation in the 911 system has not been properly explained. 

Stearman told the group that he has written a letter to county officials asking for several major 

changes in the interlocal agreement between the county and the cities on the 911 system. 

The league voted to stand behind Stearman in his efforts to get the county to make the changes. 

The $36,000 charge, commissioners have said, is to make up a cash shortage in available 911 

start-up costs. Only cities that want to have a 911 answering point equipped with video 

terminals, printers and access to the county's data base, will have to pay the fee. 

Page 69 of 69




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Orlando Sentinel 

May 23, 1985 

Clermont Picks Wayne Saunders for City Manager 

CLERMONT — Acting City Manager Wayne Saunders has been chosen to replace former City 

Manager George Forbes, who resigned last month. 

City officials are negotiating with Saunders, one of 57 applicants for the job, over the salary he 

will be offered. Mayor Bob Pool said the city hopes to formally name Saunders to the post 

Tuesday. 

''The council was unanimous in its choice, we've all worked with Wayne for some time, he has 

filled in before when Mr. Forbes was out. And he's familiar with the city,'' Pool said. 

Saunders, previously city finance director, has been with the city for six years. Forbes resigned 

to become city manager of Boulder City, Nev. 

City officials advertised nationally for a permanent replacement and have been looking through 

the applications to get their top five candidates, but Pool said they quickly settled on Saunders 

as their top choice. 

Pool said Saunders represented continuity in the operation of city hall. He said there was no 

need to bring in someone from the outside who is unfamiliar with Clermont or its needs. 

Research Compiled by: Cara Slade 


Page 70 of 69

(Paul) Andy Stewart 

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Tab 11 


PAGE 

RESUME 1 





Tab 11 

Resume 

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Paul Andrew Stewart 

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1503 Vista Del Lago Blvd, Dundee, FL 33838 Phone: 863-307-2307 Email: Stewe2001@aol.com 

Summary 

An energetic professional public manager with the ability to motivate others and create consensus within an 

organization. Results oriented with a strong desire to provide expected and exceptional customer service to the 

general public. Strong financial background with over ten years experience in budgeting and financial accounting. 

Relevant Professional Experience 

Town Manager, Town of Dundee, FL. 

2009 - Present 

The Town of Dundee has a population of approximately 3,300 and is located in Polk County, Florida. The Town is a 

Central Florida community located between Tampa and Orlando and was built on the wealth of Florida’s citrus 

industry. The Community now serves as a growing bedroom community to larger neighboring cities and as a host 

to tourists visiting area attractions. 

Duties and Responsibilities as Town Manager: 

 

 

 

 

Serves as the top appointed executive in the Town and is responsible for carrying out the policies and 

programs determined by the elected officials. 

Plans, organizes, integrates, fiscally controls, directs, administers, reviews and evaluates the activities, 

operations, programs and services of the Town of Dundee. 

Prepares the Town’s annual budget (approximately $4.2 million) and capital improvements programs. 

Reviews and analyzes contractual agreements with third parties to ensure uniformity and compliance. 

Meets with private businesses to promote economic development and positive growth initiatives. 

Achievements: 

 

 

 

 

Eliminated $500,000 cash deficit and abolished the State of Financial Emergency identified by the Auditor 

General within one year of employment with the Town. 

Created a Personnel Policy Handbook for the Town of Dundee to provide a general guide for the 

personnel administration for the Town of Dundee. 

Constructed a Town Center, Library, Water Treatment Facility, and Public Works Facility within budget 

and in the established time frame. 

Created partnerships with surrounding cities reducing operating cost for the Town. (i.e. Information 

Technology contract with City of Winter Haven, Code Enforcement & Building Services with Haines City, 

and a Community Development Block Grant Partnership with City of Auburndale) 

Drafted and received numerous competitive grants including a $300,000 Florida Department of 

Environmental Protection grant for a recreational walking/biking trail between two parks. 

Assistant City Manager, City of Auburndale, FL. 2003-2009 

Duties and Responsibilities as Assistant City Manager: 

 

 

Performed administrative and professional management work assisting the City Manager in the overall 

operation and activities of the City. 

Directly responsible for all aspects of employee personnel/benefit administration. 

Page 2 of 80

Paul Andrew Stewart 

Tab 11 

1503 Vista Del Lago Blvd, Dundee, FL 33838 Phone: 863-307-2307 Email: Stewe2001@aol.com 

 

Served as liaison to various City Boards and the administrator of the Community Redevelopment Agency. 

(CRA) 

Achievements: 

 

 

 

Created a five-year capital improvements program for the Community Redevelopment Agency and 

accomplished all projects identified in the plan without increasing debt service to the redevelopment 

fund. 

Assisted with the creation of Downtown Master Plan for the City and successfully implemented the plan. 

Created a Coffee and Conversation program with local business owners to create an atmosphere to foster 

public input and general discussion within the business community. 

Reduced employee health insurance premiums by 15% without reducing benefits through competitive 

bidding processes. 

Fiscal Coordinator, Orange County Fire Rescue, Orlando, FL. 2002-2003 

Duties and Responsibilities as Fiscal Coordinator: 

Performed accounting duties, prepared and maintained accounts receivable and revenue records, 

analyzed and reconciled accounts, audited and prepared billing services, served as liaison with third party 

billing company. 

Achievements: 

 

Reduced the number of inaccurate billings to customers and established more effective and efficient 

billing methods. 

Education 

Public Administration Master’s Program, University of Central Florida 

Master’s Degree in Public Administration- May 2005 

Bachelor of Science Degree in Financial Accounting, University of Central Florida 

Major – Accounting/Business – August 2002 

PROFESSIONAL AND COMMUNITY AFFILIATIONS 

Member of Florida City and County Management Association – Current District VIII Board of Director 

Member of International City and County Management Association (ICMA) 

Member of Student Advisory Committee Polk County School Board 

Past Member of the 10 th Judicial Circuit Grievance Committee 

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Page 4 of 80


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EDUCATION 

Master of Public Administration, University of Central Florida 

Bachelor of Science in Business Administration, Accounting, University of Central Florida 

EXPERIENCE 

Town Manager, Dundee, FL 


Assistant City Manager, Auburndale, FL 2003 – 2009 

Fiscal Coordinator Orange County Fire Rescue 2002 – 2003 

Financial Consultant, National Financial Systems 2000 – 2002 

BACKGROUND 

The Town of Dundee is located in Central Florida along bustling US 27 and is central located 

between Tampa and Orlando. The Town consists of a compact twelve square miles and is home 

to about 3,372 residents. Dundee has an excellent mix of retail establishments along US 27 and 

is home to Dundee Citrus Growers Association which is one of the largest fresh fruit 

cooperatives in the Florida Citrus Industry. 

Dundee’s General Fund Budget & Enterprise Fund Budget is $4.3 million dollars. The Town 

recently completed several large capital improvement projects including a Town Center, Library, 

Water Plant Facility, and new Public Works Building. With these projects being completed the 

FY 2012-2013 includes no additional capital improvement projects. The Town has 

approximately 25 full and part-time employees and outsources several core services such as solid 

waste and law enforcement. 

The three most significant issues facing the Town are: 

Revenue reductions. Over the past three years due to the economic downturn and 

housing collapse the Town has experienced a major reduction in ad valorem revenues. 

 

Water and Sewer Infrastructure. Although there have been many new improvements to 

the Town’s water supply, there are many areas of the community that have antiquated 

water distribution lines that the Town has failed to maintain or properly replace. It will 

be imperative for the Town to take advantage of existing grants in the future to replace 

this infrastructure. 

Downtown Redevelopment. Like many other the small Florida communities the 

downtown is and has been in a state of economic decline. Effective solutions to the 

problems of deteriorating building stock, loss of business, and the waning economic 

strength of downtown are crucial to the survival of the Town itself. Town staff has 

recently announced a Downtown Vision Plan that will take place to provide a solid road 

map for recovery downtown. 

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GENERAL MANGEMENT SYTLE 

Satellite Beach is a coastal community and is located between the Atlantic Ocean to the East and 

the Indian River to the west. It is a community that offers good jobs, fosters an array of parks, 

recreational opportunities, and is an ideal community for raising a family. I believe I can 

continue to promote these attributes for the City as well as utilize my personality and vision to 

build upon what has been accomplished by the City. The City has a good track record with 

stability throughout all levels of government. The previous City Manager served over 27 years 

and this far exceeds the norm in this profession. This is an ideal City for a young professional in 

the City Management profession who is looking for a positive environment to raise two young 

children. ++ 

My management style is a participative style that focuses on empowering employees and citizens 

of the City by listening and responding to their ideas, issues, ways of thinking and approaches to 

their work. My door is always open. Although I am in charge I don’t “lay down the law.” 

Instead I make decisions based on careful consideration of my own ideas as well as others and 

what is best for the City. 

Employees that I work with would say that I set clear expectations and give them guidance 

necessary to be successful. I also give feedback and recognize their efforts. I am inclusive and 

try to get to know each employee and find their unique talents. More importantly, I would say 

that my employees would say I am open and truthful and do not withhold information but instead 

encourage and participate in essential communication. 

The elected officials I have served would say that I am a hard worker, good communicator, and 

work fearlessly to make the Town a better place to live, work, and play. In addition they would 

say that I strive to make sure all resident concerns are a top priority and that follow through is 

essential. I am a selfless leader that works to promote the image of the City and elected officials. 

Both elected officials and employees would agree that providing good customer service is a 

priority and keeping residents informed is an important part of that customer service. A good 

example of this interaction with the public is a “Coffee and Conversation” hour that was 

established to allow residents and the business community opportunities to meet with the 

manager in an informal setting. 

In terms of weaknesses, I would say that I often times expect others to just understand what I 

expected without needing to provide much detail. This particularly happens when I am feeling 

rushed or extremely busy. I have learned that to be a good communicator you must be clear and 

concise with your expectations – if you want a desirable outcome – and to give clear direction 

when there is ample time to communicate these expectations. 

I am most proud of the partnerships that I have formed with surrounding cities. The Town was 

one of the first cities in the County to contract with a neighboring City for Information 

Technology Services. The partnership has saved thousands of dollars for Dundee and has also 

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benefited the City of Winter Haven during tough economical times. The Town has also formed a 

unique relationship with the utilization of Community Development Block Grant Funding. The 

Town of Dundee was able to complete more substantial capital improvement projects by forming 

this relationship with a neighboring community. 

In terms of misgivings, I regret not being able to revise Town Development Codes to allow for 

more business-friendly policies and to make changes to outdated codes. I attempted this change 

with the assistance of the Central Florida Regional Planning Council, however, the timing did 

not allow for a complete review due to the upcoming Commission election. Since this mistake, 

the Town Commission has extended their terms to four years and the process is intended to begin 

after the upcoming election cycle. 

The challenges I see facing the City of Satellite Beach are: 

Unfunded mandates is an issue facing all communities. These include the consultants 

competitive negotiations act, subsidized health and insurance coverage’s for retirees, and 

most recently proposed storm water regulations; 

Development of vacant parcels of land within the City/CRA and making sure it is of 

quality representative and complimentary to Satellite Beach; and 

Maintaining and building a stronger financial backbone for the City without putting the 

burden on the residents of Satellite Beach. 

During the first six months my efforts will involve: 

 

 

 

 

 

 

Meeting with City Staff, the elected officials and the general public; 

Determining and understanding the goals of the Commission; 

Reviewing the annual budget and learning the internal processes of the process; 

Familiarizing myself with City Codes and policies; 

Assessing the City’s financial outlook and reviewing the past several year audits; and 

Introducing myself neighboring communities and the County. 

I work extremely well with the local media. It is important to understand that they have a job to 

do just like us. Providing information in a timely manner and keeping the media up to date on 

projects and programs of the City is important. The media should be utilized by the City as an 

outlet to market the community in a positive light and utilized to disseminate information to the 

general public. 

I do not anticipate any community activists contacting the City Commission with negative 

comments. However, there is one current elected official or a family member of that elected 

official whom I feel may contact some elected officials. I am not sure where I stand with that 

Commissioner. I have always remained professional and responsive that Commissioners needs. 

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In my spare time, I enjoy fishing, boating, visiting my wife’s family in the Outer banks of North 

Carolina and being a father. 


 

 

 

 

 

 

Open Minded, 

Caring, 

Motivated, 

Honest, 

Friendly, and 

Loyal. 

REASON FOR DEPARTING CURRENT POSITION: 

I am departing Dundee at a time when things are really stable and major projects have been 

completed. I have an excellent Commission who is very supportive of my professional career. 

Dundee is a smaller town and simply cannot provide the same quality of life for my family as I 

feel that Satellite Beach can provide such as schools and other important aspects at this stage in 

my life. 

My application is only in the City of Satellite Beach. 


My current compensation in Dundee is $82,000, including vehicle allowance. 

Page 8 of 80

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Page 9 of 80


(PAUL) ANDY STEWART 

Tab 11 


State 


County 

Polk County, FL 

Orange County, FL 

Florida 



No Record Found 

08/25/2000 Misdemeanor - Under 

age liquor possession – Disposition 

was a pretrial diversion. 


County 

Polk County, FL 

Orange County, FL 



Federal 


Motor Vehicle – Florida 


Credit 

Bankruptcy 



Education 

Confirmed 

Employment 

Confirmed 

Page 10 of 80


(PAUL) ANDY STEWART 


Tab 11 

Page 11 of 80

Tab 11 


Page 12 of 80


Paul “Andy” Stewart 

Tab 11 

Bertram Goddard - Town Commissioner, Dundee, FL 954-249-6564 

Mr. Goddard has known Mr. Stewart since 2007. They know each other as fellow public 

servants and neighbors. 

Mr. Stewart has rejuvenated the Town through partnership building. He has helped establish 

partnerships between the Mayor’s Office, the Chamber of Commerce, and business leaders to 

encourage growth and development. These partnerships recently succeeded in attracting new 

businesses to open, such as a nail salon, Italian restaurant, and liquor store. Mr. Stewart and 

partners were instrumental in the recruitment of a Family Dollar Store, which is currently under 

construction and will open soon. 

Mr. Stewart played a key role in the development of a partnership between Dundee and a Care 

Center in a neighboring town. He recommended the neighboring town build an extension Care 

Center campus in Dundee. As an incentive, Dundee would ensure its citizens would volunteer at 

both Care Centers. This partnership benefits both towns. Dundee receives services for the needy 

while the neighboring town gets a much needed volunteer base to support its numerous activities. 

Mr. Stewart is financially astute. He drafted balanced budgets without raising taxes, or reducing 

services or staff. He accomplished this by evaluating staff time expended in relationship to 

output, restructuring staff duties, reassigning staff, and cross training. He encouraged 

community members to support efforts which would help balance the budget. For example, he 

got local school students to volunteer at the library for simple chores, such as stacking books. 

Mr. Stewart understands how to obtain and manage grants. Mr. Goddard considers him the 

‘Grant King’. He recently obtained a grant to build a new Public Works Facility. To stretch 

funds further he used existing staff with construction experience to build most of the facility and 

personally offered hands-on assistance, using his engineering skills to recommend building 

features and review design drawings. His ideas included energy and water cost saving features. 

By using this collaborative staff effort Dundee kept architectural and future utility costs down. 

Mr. Stewart’s efforts were essential in securing a donation of several acres of land from a private 

owner. The he applied for and received a beautification grant. This land now has a beautiful 

trail system down to Lake Annie, with park benches strategically located along the route. 

Recently, the League of Cities and Towns nominated Mr. Stewart for top City Manager. 

Although he eventually did not receive the award, local officials considered his nomination an 

indicator of his commitment to public service and his ingenuity. 

Words or phrases used to describe Paul Stewart: 

 

 

 

 

 

Likeable, 

Innovative, 

Follows through, 

Diligent, 

Approachable, and 

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Tab 11 

 

Intelligent. 

Strengths: 

Knows how to obtain grants, financially savvy, and has vision. 


Steven Glenn - Town Commissioner, Dundee, FL 678-571-3027 

Mr. Glenn is a Town Commissioner who has worked with Mr. Stewart on many projects. Mr. 

Glenn hates the idea of Mr. Stewart leaving his position in Dundee. 

When Mr. Stewart assumed the position of City Manager, Dundee was in a financial bind and 

did not have a balanced budget. He evaluated the efficacy of assigned staff duties and 

discovered overlaps and redundancies. Consequently he restructured staff duties, reassigned 

responsibilities, and provided cross training. Mr. Stewart promised he could streamline city 

operations and proved it by drafting a balanced budget. 

Mr. Stewart is detailed oriented and provides clear explanations to the Town Commission. For 

example, Mr. Stewart sought approval for additional lighting in one of the local parks. Dundee 

had recently received grant funds for lighting, but Mr. Stewart was requesting funds for 

additional lighting. The Commission could not understand his rationale for this request. So, 

using his engineering skills, Mr. Steward produced a draft drawing of the park, with proposed 

lamp locations and the number of lumens each lamp could provide for each specific area. His 

detailed drawings allowed the Commission to clearly understand that the park would not be 

effectively illuminated or provide adequate public safety without that additional lighting. The 

Commission agreed with him and approved the additional funds. 

One of Mr. Stewart’s strengths is his ability to reach out to the public and provide excellent 

customer service. As part of his daily duties he attends to customers who have complaints about 

utility billing. Once, a customer was adamant that she had been overcharged on her water bill. 

Mr. Stewart listened to her reasoning and chose to send a test crew to her property. The crew 

conducted a five-gallon test procedure against the meter reading. The results indicated there was 

a leak somewhere on her property. The crew then troubleshot the problem and found the leak 

coming from a single sprinkler head. They replaced the head on the spot. Mr. Stewart followed 

up with the customer later, and she was very thankful for the test and resolution. 

The City of Dundee has grown at a higher rate than it had previously experienced. City officials 

believe this increased rate is partly due to Mr. Stewart’s ability to encourage new developers to 

consider building in Dundee. Mr. Stewart meets with potential developers long before the 

Commission gets involved. During these meetings he outlines Dundee’s strengths and resources, 

and its economic and demographic statistics. With these presentations he is able to assess which 

developers would be the best fit for Dundee, saving a considerable amount of decision making 

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time for the Commission. Currently, plans are in the works for two new subdivisions. One of 

the subdivisions will break ground this coming March. 


 

 

 

 

 

 

Thorough, 

Energetic, 

People person, 

Detailed, 

Attentive, and 

Innovative. 

Strengths: 

Proactive, and effectively uses visual and other aides to explain proposed projects. 

Weaknesses: Works many hours. Recently, Mr. Glenn had to recommend that he take a break 

and return in the morning refreshed. 

Willie Quarles - Town Commissioner, Dundee, FL 901-218-0866 

Mr. Quarles has known Mr. Stewart since 2010. Mr. Quarles has worked on many issues and 

projects with Mr. Stewart since he joined the Commission. Mr. Stewart helps the Commission 

by always being prepared, presenting complete information packets, and preparing agendas. 

Mr. Stewart completes projects in a timely manner and usually under budget. For example, 

Dundee contracted for the repaving of certain roads. As the project approached completion, Mr. 

Stewart assessed that the project would come in under budget. He spotted the opportunity and, 

since the equipment was already onsite, asked the contractor to use the remaining funds to repave 

additional roads. The completed projected included two more additional roads than planned. 

Mr. Stewart is fiscally responsible. He turned Dundee’s financial problems around, in part by 

restructuring staff and updating processes. He assessed the existing Director’s effectiveness and 

determined that a new Director would be a better fit for Dundee. He quickly hired a new person. 

Mr. Stewart reviewed the concept of whether staff and funds could be better utilized if non-city 

workers took over certain activities. He partnered with local prisons so that now, low-risk 

prisoners maintain Dundee’s grounds instead of city crews. He identified that bookkeeping 

processes needed to be updated. Dundee now uses electronic tracking for all its bookkeeping. 


 

 

 

 

Goal oriented, 

Innovative, 

Thorough, 

Outgoing, 

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Friendly, 

Approachable, 

Accomplished, and 

Reliable. 

Strengths: 

Fiscally responsible. 


Richard Hamann - Mayor, Auburndale, FL 863-967-3939 

Mr. Hamann has known Mr. Stewart since childhood. Mr. Hamann has worked with Mr. Stewart 

on projects and occasionally even cut Mr. Stewart’s hair, because Mr. Hamann is also a barber. 

While serving as Assistant Director of the CRA Board of Auburndale, Mr. Stewart provided a 

creative vision and the details for how to implement projects in a fiscally responsible and timely 

manner. He accepted constructive criticism well by taking notes and incorporating Board 

recommendations into his project plans. He always made sure sufficient funds and resources 

were in place to support the implementation of proposed projects, especially during the planning 

phase. 

Mr. Stewart is very good at gathering public input and is active in community events. He 

designed a web page that provides a network portal where members of the public can offer their 

comments about CRA proposed projects. He always included the Chamber of Commerce during 

the planning phase for certain proposed projects which would have a direct impact on the 

business community. Whenever he returns to Auburndale, he still gets out and interacts with the 

public to keep up to date on the Town’s progress. He attends homecoming events annually and 

serves as the Blood Hound Mascot. 

Mr. Stewart has integrity and instills this value in his staff. He surrounds himself with 

progressive staff members who follow procedures and policies, and ensure regulatory 

compliance. He does not believe his way of meeting a goal is the only way. Rather, he listens to 

his Directors and staff, and shares ideas of how to operate Departments and accomplish tasks. 


 

 

 

 

 

 

Honest, 

Integrity, 

Thoughtful, 

Complete, 

Dedicated, and 

Goal oriented. 

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Strengths: 

His vision. 

Weaknesses: Mr. Hamann has watched him grow and work through any weakness he had, if 

any, by applying a creative vision and hard work, and his experience administering for cities 

with different goals. 

John Murphy - City Attorney, Boswell and Dunlap, Dundee, FL 863-533-7117 

Mr. Murphy has known Mr. Stewart since 2007. Mr. Stewart consults with Mr. Murphy on legal 

matters but does not overuse his services. Mr. Stewart provides Mr. Murphy with complete and 

relative facts, which makes the process of issuing legal recommendations less time consuming 

and less costly. 

When Mr. Stewart began as City Manager, Dundee was experiencing financial difficulties. The 

City could not balance its budget and needed to take out Tax Anticipation Notes (TAN) to pay its 

overdue bills. Within two fiscal years, by applying his budgeting skills, the City was able to 

repay the TANs, balance a budget, and implement new projects. The City now operates in the 

black and has not subsequently taken out any new TANs. Mr. Stewart’s fiscal savvy is even 

more apparent when one considers that he balanced the budget during a downturn period in 

economy with decreased tax revenues and limited staff resources. 

Mr. Stewart enters any new administrative position by first gaining an understanding of the 

vision held by the city officials and the public. He evaluates existing procedures and policies. 

He maintains policies and procedures that operate properly and provides innovative 

recommendations to replace ones that are no longer effective. 

Mr. Stewart is dynamic and a multi-tasker. During his administration, he and his staff 

implemented, managed, and completed: the construction of the new Town Hall, library, and 

water treatment plant; expansion of the sewer system; closure activities for the old treatment 

plant; and road repairs and beautification projects. He completed these activities on a restrictive 

budget and with limited staff resources available. 

Mr. Stewart values the community of Dundee. He operates with full transparency as he conducts 

business with the Commission and the public. He lives in Dundee; so he has a vested interest in 

making the City a more livable place for families and businesses. He demonstrates that he cares 

in a real, tangible ways. For example, the area in front of the newly opened Town Hall and 

library includes a flagpole and a wartime memorial. This newly developed area serves as the 

City Center where many social functions are held and citizens can form emotional bonds. 

One of Mr. Stewart’s other strengths is his ability to building partnerships. He is currently 

establishing a partnership between a local School Board and Polk County. Through this 

partnership his goal is to construct a connector pathway that will include properties belonging to 

the partners and the City of Dundee. Plans are being negotiated, and easements are being drafted. 

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Another notable partnership Mr. Stewart has championed was with a neighboring municipality. 

This partnership allowed the two cities to combine their awarded CDBG funds then alternate the 

spending of the combined funds between the two cities. Dundee was the first city to spend the 

combined funds. The neighboring city will be given the next combined CDBG award. 

Combining their awards now allows each city to work on more significant and costly 

improvements than if they were only able to utilize funds from their individual awards. 


 

 

 

 

 

 

Dynamic, 

Thorough, 

Multi-tasker, 

Congenial, 

Compassionate, and 

Ethical. 

Strengths: 

Fiscally intelligent, and builds partnerships. 


Steven Callaham - CEO, Citrus Growers Association, Dundee, FL 863-287-2636 

Mr. Callaham has known Mr. Stewart since around 2007. Mr. Callaham represents the largest 

employer in Dundee, the Citrus Growers Association, which has of about 200 growers. 

Consequently he interacts with Mr. Stewart on a regular basis. Mr. Stewart has played a pivotal 

role in the economic life of the area by assisting the Association with business development 

transactions and improving business operations and public relations. 

Mr. Stewart helped the Association acquire the City’s old Public Works facility so it could 

expand its operations. He welcomed the Association’s Board and conducted a tour of the facility 

while presenting its assets. The Association purchased the building, and the sale provided funds 

the City needed to build a new Public Works facility. 

This acquisition offered two additional benefits to the City. First, the Association remodeled the 

entire building and added a new wing. This remodeling improved both business operational 

efficiencies and the neighboring residential and business areas. Secondly, Mr. Stewart 

negotiated an agreement for the Association to donate about a quarter of an acre to the City as 

part of the acquisition. This donated land had originally been an alleyway. Now the alleyway is 

closed to through traffic and now serves as a combination walkway and parking area for the City. 

As a result, both public use and property values have increased. City officials and residents 

recognize that Mr. Stewart played a crucial role in receiving this donation which has been used 

to beautify the City. 

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Mr. Stewart has also helped the Association with public relation affairs. For example, after the 

Association moved into its newly remodeled building neighbors complained to the City about 

noise from idling trucks. Mr. Stewart worked with Mr. Callaham to swiftly solve their concerns 

by moving all nighttime truck traffic operations farther away from residential areas and by 

installing “no idling” signs in areas adjacent to residential areas. The adjustments he 

implemented have satisfied the local residences. 

Mr. Stewart’s other positive attributes include his ability to form high quality working 

partnerships with businesses and other government officials, including with the Mayor and Town 

Commission. He uses creative ideas to promote the City and increase both business 

development and tourism. For example, he recently hired the local TV station to videotape 

Dundee attractions and its business base. The City will present the completed film to prospective 

businesses and screen it at the Depot Museum. Mr. Stewart is also fiscally responsible. For 

example, he occasionally uses existing staff to help with construction projects rather than 

contract out the work. 


 

 

 

 

 

 

Energetic, 

Confident, 

Humble, 

Accessible, 

Happy, and 

Upbeat. 

Strengths: Builds working relationships, is creative in the areas of business development and 

problem solving, highly accessible to all citizens, and follows through. 


Gerald Miller - Community Relations Manager, Progressive Energy, Dundee, FL 

863-632-2252 

Mr. Miller has known Mr. Stewart since around 2007. Mr. Miller is the public relations 

representative for Progressive Energy. This utility company provides electricity for a number of 

counties and towns in the area, including Dundee. Mr. Miller works with Mr. Stewart on various 

franchise contracts and amendments to existing agreements. 

Mr. Stewart is fair and balanced when he plans and drafts new contract agreements with 

Progressive. In Dundee, he negotiated an arrangement with Progressive whereby the company 

agreed to provide project design drawings and location plans prior to any project commencing. 

This agreement allows the City to notify citizens of any expected construction locations and 

changes in service. Agreements such as this one are not common between Progressive and other 

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city governments. Typically, Progressive crews show up at project sites and begin their work 

without notification. Because of Mr. Stewart’s effort to nourish mutual respect and improve 

business partnerships, the company agreed to include this agreement in Dundee’s contract. 

Mr. Stewart demonstrates due diligence when obtaining grants for the City. He has a realistic 

vision for Dundee and seeks out grants to support the City’s current and future needs. He sees 

the big picture and proactively plans how the City will pay for and maintain funded projects after 

the grant monies have been spent. He clearly understands the importance of meeting grant 

milestones and timelines. For example, Mr. Stewart received a grant to install walking paths and 

lighting around local ponds and lakes. Progressive was responsible for the installation of lighting 

but, as the project progressed, it became clear the company might not meet its timelines. 

However, Mr. Stewart and Mr. Miller identified the issues which were causing delays and 

developed solutions so Progressive could meet its required timelines. They accomplished this 

collaborative effort without anyone being blamed and without any unwelcomed City oversight. 

Mr. Steward is a great listener. He analyzes all facets of a topic, then acts. At meetings he never 

fidgets or speaks out of turn. He does not act in a reactionary manner or make decisions without 

thought. He has keen analytical skills. He developed these skills, in part, while attending 

college and majoring in engineering. 

Mr. Stewart cultivated his negotiating skills while serving under a great mentor, Bobby Green. 

He continues to strengthen those skills while serving a diverse Town Commission. He regularly 

gets his projects approved, funded, implemented, and maintained, even working for a diverse 

Commission. His repeated success is an indicator that he is a strong, flexible negotiator. 


 

 

 

 

 

 

Fair, 

Balanced, 

Intelligent, 

Reserved, 

Positive, 

Family oriented. 

Strengths: Demonstrates ingenuity, good at acquiring grants, good negotiator, results driven, 

and follows through; has vision and is both flexible and analytical. 

Weaknesses: Mr. Stewart’s reserved demeanor may give the impression that he does not care, 

which is never the case. 

Merissa Green - Reporter, The Ledger Media Group, Dundee, FL 863-398-0571 

Ms. Green has known Mr. Stewart since 2004. She met him when he was Assistant City 

Manager in Auburndale and is now one of his constituents and a neighbor in Dundee. Along 

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with other reporters at The Ledger Media Group, she reports on Mr. Stewart’s civil work and his 

positive accomplishments in Dundee and Auburndale. Ms. Green will be sad to see Mr. Stewart 

leave Dundee. 

Mr. Stewart has vision of where and how he would like to see growth and improvements. He has 

made Dundee a better place to live and put the City on the map. He has attracted residential and 

commercial growth, such as the Family Dollar Store. He has received grant funds for 

beautification projects, such as park developments and improvements, and tree planting along 

city thoroughfares. His crews always do a good job of maintaining the grounds and gardens. 

Mr. Stewart is a hands-on type of person. He understands what it takes to operate a city and can 

step in at any level to assist with tasks when his support is needed. Regardless of whether he is 

conducting official business or getting his hands dirty by laying city pipes, he can and will 

complete the job properly. For example, the City received a block grant to update its 

Community Center. To save money and expedite project timelines, he chose to serve as project 

manager. Ms. Green trusts Mr. Stewart and his staff to provide quality services. 

Mr. Stewart ensures that Dundee citizens receive the information they need, in part by contacting 

the newspaper agency. On the day Ms. Green provided this reference Mr. Stewart had just 

contacted Ledger to inform them about an upcoming fundraiser for a young girl who needs a 

bone marrow transplant. Such efforts testify to his kindness and how he cares about the public. 


 

 

 

 

 

 

 

 

Experienced, 

Resourceful, 

Diligent, 

Hardworking, 

Progressive, 


Humble, and 

Caring. 

Strengths: Has vision, is hands-on, provides high quality service and instills this value in his 

staff, able to make quick, fair, and sound decisions, and shares information. 

Weaknesses: Patient, perhaps too patient with some individuals. 

Bobby Green - City Manager, Auburndale, FL 863-965-5506 

Mr. Stewart worked as Assistant City Manager under Mr. Green from 2003 to 2009. In 2006, 

Auburndale promoted Mr. Stewart to City Manager. Mr. Stewart worked independently with 

various government and public committees, but kept a close, open relationship with Mr. Green. 

As a team player, Mr. Stewart understood the goals and responsibilities of his various partners. 

He knew that one of his primary roles was to work with Auburndale’s Town Commission and 

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implement its vision. However, he also understood how certain decisions would impact his 

Departmental Directors. He prepared background information and analysis then presented his 

findings to the Commission and Directors. He tried to ensure that all decision makers had 

sufficient information to make clear and fair decisions. For example, he suggested contracting a 

third party auditing team to evaluate staff roles and pay scales. He first had to recommend this 

idea to the Commission and obtain their buy-in for the necessary funds. Then he had to get buyin 

from his Directors. Because of his attention to the details, both parties agreed to the audit. 

The audit analysis identified problem areas and provided recommended solutions. The City 

implemented the recommendations and now operates more efficiently on a restrictive budget, but 

without having a negative effect on employee relations or their dedication. 

While Mr. Stewart worked as Assistant City Manager in Auburndale, he was responsible for 

human resource activities. He worked equally well with Department Directors and the frontline 

staff. When he had to hire new staff, he thoroughly analyzed the need for the proposed new hires 

and reviewed the information submitted by applicants. He applied keen analytical and 

information gathering skills when making disciplinary or termination decisions. He made certain 

he was always following the City’s Human Resource policies and procedures. 

Mr. Stewart consistently reached out to the public and encouraged community involvement. For 

example, as Auburndale’s CRA Director he recommended that decision making processes should 

include a community outreach component. Such a component would include posting public 

announcements of proposed projects, providing scheduled periods for public input, and making a 

commitment that citizen comments would definitely be presented to the CRA Board. His 

recommendations are now incorporated into Auburndale’s CRA five year Capital Improvement 

Plans. 

Mr. Stewart was a dedicated public servant who provided high quality customer service to 

Auburndale’s citizens. He listened citizen’s complaints and did his best to resolve them. He 

frequently went to the site of the complaint and personally analyzed the situation before 

recommending a solution. For example, a citizen once complained about inadequate speed limit 

signage in one particular area. Mr. Stewart drove to that location and analyzed the merits of the 

complaint. He agreed with the citizen and immediately ordered the installation of additional 

signage. Then he followed up to make sure the citizen was aware of the improvements. 


 

 

 

 

 

 

 

Responsible, 

Intelligent, 

Stable, 

Task oriented, 

Enjoyable to be around, 

Energetic, and 

Analytical. 

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Strengths: Fiscally responsible, committed to public service, a team player and leader, and 

good with numbers. 


Jim Freeman - County Manager, Polk County, FL 863-534-6018 

Mr. Freeman has known Mr. Stewart since he started working as Assistant City Manager for 

Bobby Green in Auburndale. Mr. Freeman works with Mr. Stewart on projects that involve the 

County, such as roads and county parks. 

Dundee was much less stable before Mr. Stewart arrived. Occasionally city officials did not 

concur with the Commission’s vision and goals. Progress was slow and uneventful. As City 

Manager, Mr. Stewart held monthly luncheons with city and county officials to get them working 

together as a group, establishing common goals, milestones, and timelines. He shared with them 

some of the innovative ideas and successful experiences he had when he served in Auburndale. 

Mr. Stewart works hard to resolve issues with the County in a professional, polite manner. For 

example, some county trucks and equipment were tearing up certain Dundee roads. Mr. Stewart 

initiated talks with county officials and negotiated for the County to pay half of the repair costs. 

Another example involved a billing error from the County. He negotiated with the County to 

pay slowly over time, without interest, rather than a one-time payment in full. This arrangement 

provided the County with its anticipated funds but caused no financial harm to the City. 

Mr. Freeman only knew of a single controversial incident that involved Mr. Stewart. The 

situation involved a previous Mayor and some travel expenditure records. Mr. Stewart’s name 

arose, but thorough investigations demonstrated he had not shown similar errors in judgement. 


 

 

 

 

Calm, 

Intelligent, 

Works well with others, and 

Stable. 

Strengths: 

Knowledgeable about public relations. 


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Tony Cooley - Public Works Superintendent, Dundee, FL 863-287-2671 

Mr. Cooley has known Mr. Stewart since 2008 and will hate to see him leave Dundee. Mr. 

Stewart is proactive and could be described as an awesome boss. 

Mr. Stewart is a positive, action oriented individual. He knows what he wants to achieve, goes 

after it, and sees his plans through completion. For example, Dundee’s downtown area had no 

trees lining its streets; so the downtown looked desolate. He applied for and received a grant for 

tree planting. However, one business owner did not want trees planted in front of her business 

because she thought they would obscure her signage. He met with her and explained that the tree 

planting was part of a beautification project which would benefit the whole town. He also 

reasoned that her business had been in existence for over 40 years, was very well known, and 

consequently she should not foresee any negative change in business. Crews planted the trees 

and Mr. Stewart immediately followed up to make sure she was happy with the tree planting, and 

she was. However, the project faced other issues. A few of the trees died. Mr. Stewart quickly 

called the contractor and negotiated for the replacement of those trees without additional costs. 

Mr. Stewart leads by example, has an optimistic outlook, and is good communicator. Along with 

his positive attitude he understands how to get projects completed and tasks accomplished. He 

shares this knowledge with his staff and empowers them to complete their assignments in a well 

thought out and efficient manner. He holds regular staff meetings to get updates on projects and 

discuss issues. Between meetings he communicates through phone calls and emails. He follows 

up meeting discussions with site visits, but does not micromanage. 


 

 

 

 

 

 

Go getter, 

Follows through, 

Asset to any project, 

Awesome boss, 

Quick on his feet, and 

Likeable. 

Strengths: 

Leads by example. 

Weaknesses: He is kind, and some people may take advantage of his kindness. However, Mr. 

Cooley has not witnessed any such behavior and believes this has not happened yet because Mr. 

Stewart is so well liked and respected. 

Leslie Hernandez - Administrative Assistant, Dundee City, Dundee, FL 863-307-2629 

Ms. Hernandez has known Mr. Stewart since 2009. She serves as Mr. Stewart’s Administrative 

Assistant. 

Mr. Stewart is a great boss, friendly and professional. He understands that his staff members 

have families and other life commitments. He identifies projects and coaches staff to stay 

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focused and get their jobs done. Although he is a results driven type of person, he still enjoys 

humor and camaraderie. He includes his staff in decision making processes rather than making 

all his decisions alone. He listens carefully to others. 

Mr. Stewart regularly reaches out to the community and business leaders. He helps deliver toys 

to the needy, enjoys Dundee’s Easter celebrations, and assists with fundraisers. He regularly 

attends Chamber of Commerce meetings and conducts monthly social events at the library with 

local business owners. He developed the idea for having the local TV station produce an 

informative, historic film on Dundee. The TV station is currently in the process of filming, and 

the Depot Museum will screen and manage the film once it has been completed. 

Mr. Stewart is ambitious and sees projects through to completion. Before he became City 

Manager, a proposal to construct a new Town Hall and library had been debated for over ten 

years. The City had limited funds and the Commission had major concerns about such a project. 

After he was hired, Mr. Stewart worked on the budget, applied for grants, and addressed the 

Commission’s concerns. The administrative staff is now happily housed in Dundee’s new Town 

Hall, thanks to Mr. Stewart’s initiative. 


 

 

 

 

 

 

Outgoing, 

Smart, 

Great boss, 

Unique, 

Well liked, and 

Ambitious. 

Strengths: 

Reaches out to the community and business leader, and completes projects. 


Sam Pennant - Mayor, Dundee, FL 863-899-8243 

Mr. Pennant has known Mr. Stewart since 2008. Mr. Pennant preferred only to make a few 

comments about Mr. Stewart. Mr. Pennant believed he would be shooting himself in the foot if 

he shared his experiences with Mr. Stewart. Basically, he does not want to see Mr. Stewart leave 

Dundee. 

Word or phrases used to describe Paul Stewart: 

 

Good person. 

Completed by: 

Jerriann Ernstsen, Colin Baenziger & Associates 

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Ledger, The (Lakeland, FL) 


Dundee Commission to Approve Vision Plan Outline 

Author: Phil Attinger 

DUNDEE City officials want Dundee residents and business owners to get excited about 

revitalizing the downtown area. A draft vision plan is being presented to the Town Commission 

for approval Tuesday. 

If approved, it would serve as a blueprint for gathering ideas on improving the town and then 

folding those into the town's capital improvement plan, Town Manager Andy Stewart said last 

week. Then the capital improvement plan could help direct downtown improvements and 

economic development, he said. 

In the coming weeks, Stewart said, he would like as many residents as possible to help find 

ways to attract business to Dundee. He said Dundee has a unique name and history — named 

after Dundee, Scotland — has beautiful lakes and is close to Legoland, which could make it a 

good family destination. He said in the draft plan that the town's 3,372 people share a citrusgrowing 

heritage that is alive today. 

Although some former landmarks have disappeared, such as the Highlands Hotel and a large 

archway at the entrance to the town, Dundee still has the Margaret Kampsen Historic Dundee 

Depot Museum and several historic houses, Stewart said, which could become bed and breakfast 

inns. 

When Stewart first presented the draft plan to the Town Commission on Jan. 22, he said many 

small towns have seen economic success after revitalizing their downtowns. Helen, Ga., for 

example, was a logging town in decline before it resurrected itself as a replica of a Bavarian 

town in the Appalachians instead of the Alps, he said. Auburndale has seen a similar rebirth after 

improving its downtown park. 

So far, Dundee has spent $2.8 million on the library and town center, has refurbished the Dundee 

office of the Polk County Sheriff's Office and resurfaced Dundee Road and State Road 17, 

according to the draft plan. The city also planted oak trees in the downtown area, installed 

antique-style lighting around Lake Menzie and placed restroom facilities at Lake Menzie and 

Lake Marie. Old buildings were sold off. The Dundee Citrus Growers Association bought the old 

Public Works building, while resident Frank Gioscia bought the town's dilapidated police station. 

The plan states that Polk Government Television has a historical marketing video on Dundee in 

production right now. 

Three of the town's challenges, however, include not enough transportation, water or sewer 

infrastructure to sustain growth, the plan states. 

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Stewart plans public workshops March 11, April 30 and June 11, although those dates might 

change. He also plans to use the Dundee Chamber of Commerce, Dundee Community Center 

and Town Commission chambers as possible venues. "In a perfect world, I'd pay somebody to do 

this," Stewart said. 

However, the town has a tight budget, and city staff are doing things in-house, he said. 

He said he hopes to provide an atmosphere that allows all members of the community to take 

part in forming the plan, build understanding about all of the challenges that might affect 

rebuilding the downtown and then establish actions to redevelop the area. 

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Study: Dundee Worker Pay In Line With Other Cities 


DUNDEE Commissioners in Dundee have learned that despite having a tight budget year, they 

may not be in much danger of losing employees to nearby cities because of salaries. A study by 

Creative Insights Corp. in Lutz found that Dundee's pay is within the market range of similarsize 

cities in Polk County and Central Florida. 

Town Manager Andy Stewart said he plans to use the consultant's study as a management tool. 

"I wanted to tell the commission we do take salaries seriously," Stewart said. He pointed out that 

his own annual salary of $76,500 is below the market rate of $98,000 for similar-size cities. 

The June 2012 study looked at cities with a population 10 percent larger and smaller than 

Dundee, which actually has more residents than Frostproof and "slightly fewer" than 

Auburndale, Stewart said. 

When he presented it Jan. 8, Stewart said this would be a good management tool in the future. 

While the consultant commended Dundee's commitment to fair pay, despite a tough economy 

and tight budget, the report also said the public works director and library assistant are not being 

paid fairly for the work they do. 

The library assistant is a part-time, $16,000-per-year position that took over the role of 

overseeing library operations when the former librarian left the $25,000 full-time position. 

Commissioner Steven Glenn said the study would have to consider that other towns have larger 

libraries. 

The Town Commission will meet at 6:30 p.m. tonight at Town Hall, 202 E. Main St., and 

expects to hear a proposed outline for the Downtown Vision Plan. 

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Work Starts Today on Resurfacing Projects in Dundee 


DUNDEE Town commissioners have approved changes that would add another $75,000 of work 

to a repaving project on the main thoroughfare. It got in just under the wire. Middlesex Corp. is 

scheduled to start work today to strip off old asphalt and repave Dundee Road. The changes will 

add street approaches, driveways and some side streets off Dundee Road, which were not 

included in Florida Department of Transportation improvements to the Dundee Road intersection 

on U.S. 27. 

Town Manager Andy Stewart said the total cost is now $188,808. Of that, he said, the Polk 

County Commission has agreed to pay $13,640, leaving the city a bill of $175,168. 

The original bid amount for just the travel lanes was $100,869, approved by the Dundee Town 

Commission in late August. A budget amendment approved Tuesday would take $74,301 out of 

the 5th-cent new local option gas tax reserve fund. 

Stewart said the contractor has agreed to do noisy asphalt milling only during the day and to do 

repaving at night to minimize disruption to residents. The project now includes the approaches to 

Dundee Road from Martin Luther King Jr. Street and First Street, repaving on Lincoln Avenue, 

resurfacing on Laura Street and Lemon Avenue and repaving the Town Hall and Town Library 

parking lot. 

Vice Mayor Catherine Volosin asked whether there is enough money left in reserve funds for a 

traffic light at Martin Luther King Jr. Street. "We were waiting to hear about it," she said. "We've 

needed it for years and it's getting worse." 

Stewart said he will talk with the contractor about it. 

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Dundee Wins DEP Grant for Trail Connecting Downtown to County Park 


DUNDEE Residents in Dundee stand a good chance of having a biking and hiking trail that will 

connect the downtown area to new county park. That is, if the town, with the help of others, can 

come up with $153,400. 

The Florida Department of Environmental Protection Office of Greenways and Trails has 

awarded a $306,800 grant to the Dundee Park Connector Trail project. The project was ranked 

second in the state. 

The 50 percent matching grant means the town must come up with $153,400, Town Manager 

Andy Stewart said. Stewart said the town could provide $45,000 in-kind labor and could use 

some of its impact fee revenue for the trail. 

Beyond that, Stewart is talking with Polk County, the Polk County School District and the 

Villages of Dundee subdivision to come up with the remaining $108,400. When it's done, people 

should be able to walk or bike anywhere in town on a sidewalk for daily trips or recreation, 

going as far as the county's East Central Park east of town. Town Commissioners voted 

unanimously Sept. 25 to send an acceptance letter to the state. The next step is for the town to 

come up with its half, Stewart said. "Half of the match would be a deal for the county," Stewart 

said, immediately noting that he hasn't received any promises yet on what the county can afford. 

Stewart said the town had put in for the grant for at least the last four years — every year that he 

has been there. However, he thinks the county-wide collaboration he had included on the 

application is why it was ranked second in the state. The planned trail would be 10-foot-wide 

asphalt trail with landscaping on both sides, Stewart said. It would have garbage cans and signs. 

Mayor Samuel Pennant asked about lighting, but Stewart said that was not a part of the 

$306,800 project. 

Stewart said he is looking for additional money that would pay for lighting, at least street lamps, 

as opposed to decorative lighting. The grant allows the city to spend 15 percent of the project 

cost on engineering and planning, he said. He doesn't expect that will take too much work, since 

much of the route is level. 

It should increase the walking distance from the two miles around Lake Marie to as much as 

eight miles to connect it to the Polk County East Central Park Trail. The state is preparing a grant 

contract, and once that is ready, Stewart will present that to the Town Commission. 

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Dundee Manager: No Wiggle Room in Budget 


DUNDEE Town Manager Andy Stewart told elected officials the budget they tentatively 

approved Tuesday doesn't have room for extra expenses. "This year, basically, it's a very lean 

budget — the leanest that we can even get. There is no room for any additional expenses next 

year," Stewart told the Town Commission. "It's a pretty boring budget, to say the least," he said. 

He said he had to make cuts in all departments, but hopes some local business expansions will 

help raise more revenue. 

The 2012-13 budget has kept the town property tax rate at $7.65 per $1,000 of taxable property 

value. Dundee would have a $4.16 million budget, with a $2.41 million general fund, and a total 

of 17 full-time employees and 11 part-timers. The town has a $40,000 drop in tax revenue for the 

general fund and a $16,000 drop for the library fund from last year. 

Local-option gasoline taxes should bring in an extra $100,000, which will help pay for a 

$100,869 repaving project on Dundee Road, which commissioners also approved Tuesday. . 

The contract with the Polk County Sheriff's Office to provide law enforcement went up from 

$772,218 in the last fiscal year to $808,052 in the coming year. 

Stewart said he had to cut one full-time position in the building department and two part-time 

positions in the recreation department. "This was a difficult year," Stewart said. 

A second hearing and final vote on the budget is scheduled for 6:30 p.m. on Sept. 25 at Town 

Hall. 

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July 19, 2012 

Town to Revisit Depot Committee Ordinance 


DUNDEE Town leaders still are not sure yet what to do about the Margaret Kampsen Historic 

Dundee Depot. A controversy exists surrounding the depot's being open only two days each 

week — Thursday and Saturday. 

For now, the town pays staff to keep the building open those days, but other city facilities — also 

not open five days per week — are staffed exclusively by volunteers. Kevin Kitto, president of 

the Dundee Area Chamber of Commerce, said the chamber would be willing to help the city staff 

the building, because visitors to the town don't want to find the focal point of the community isn't 

even open. "When people go (to see it) and it's closed, it's not the focal point," Kitto said. 

The depot had been staffed by volunteers from the Dundee Historic Depot Committee, but the 

town took it over in the past two months over concerns about accountability and volunteer access 

to a city checking account associated with the depot. 

The Town Commission had considered revising the ordinance that formed the Depot Committee 

after a joint meeting with the committee on June 12, but opted last week to table any further 

action until Town Manager Andy Stewart and Town Attorney John Murphy can look into the 

matter. 

Stewart has suggested bringing the ordinance to the next Town Commission meeting Tuesday to 

let commissioner decide then whether they want to make any changes. If they do, Stewart said, 

they can schedule two readings with a public hearing. The public may have a lot to say. 

Some Depot Committee members wanted access to money the town holds for the historical 

landmark so they can buy items to use in fundraisers. But town staff and auditors say there has to 

be accountability for the money. 

When the five-member Depot Committee was formed in 1999 to oversee the building's operation 

— including fundraising and sending financial reports to the Town Commission — bank 

accounts were opened using the town's Federal Tax Identification Number. At that time, the 

commission budgeted amounts ranging from $10,000 to $15,000 per year to contribute to the 

depot's operation. That money was placed into a Dundee Historic Restoration Committee bank 

account accessible by two committee members. 

Stewart said two people could write checks on the account and the town's Finance Department 

did not oversee use of the money. That was a problem, said Mike Brynjulfson, a Lakeland-based 

CPA. In 2005, he noticed a transfer between two town accounts, but the money was being used 

by people who were committee members, not town employees. 

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Because it violates the Florida Constitution for a town to give money to an individual or forprofit 

institution without a formal agreement, the money was placed under the town's control two 

years ago. 

The town still didn't have any formal procedures for Depot Committee access of the money, 

which amounts to $10,000 in a certificate of deposit and $16,000 in a checking account. 

Committee members said in May that they wanted formal request procedures in place. 

However, once town commissioners learned in June that they would need to revise the 

ordinance, the matter has been on hold. 

Since the town holds the money and is running the depot, Commissioner Bertram A. Goddard 

suggested that it should be easy to dissolve the committee board. Commissioner Rick Johnson 

said it's not that easy. Many community facilities are run by volunteers, he said. 

The town can't afford to staff any or all facilities every weekday if it upsets the volunteers, 

Johnson said. "(I) just advise being careful about the message you send to the members of this 

town," Johnson said. 

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June 1, 2012 

Officials Seeking Help For Fireworks Display 

Author: DONNA KELLY 

DUNDEE Fireworks won't light up the sky over Lake Marie for this Fourth of July unless the 

city can raise the money, mainly through donations from residents and business owners. 

Although the annual Lighting up the Shores of Lake Marie fireworks display isn't in the budget, 

Mayor Sam Pennant asked the Town Commission on Tuesday to join him in instructing Town 

Manager Andy Stewart to find a way to pay for it. "I brought this back to see if it is not too late 

to make sure we have fireworks for our city," he said. "This has to do with the birth of our 

nation. If we are doing Halloween, we should be doing this. Let's be creative and do something 

to have fireworks." 

Commissioners Rick Johnson, Willie Quarles and Cathy Volosin pointed out the town's tight 

budget and the lack of money available to pay for the $10,000 fireworks display the town has 

held the past three years. Although a formal vote wasn't taken, four commissioners supported 

directing Stewart to raise funds for the fireworks, with Johnson the lone opposition. 

Pennant, who plans to contribute money to the effort, said he wants Stewart to solicit donations 

and tweak the budget. Stewart suggested selling surplus equipment, including an unused vehicle 

and welder, to raise money. 

Commissioner Bert Goddard mentioned approaching businesses and residents for donations. 

But Johnson said the town is too short on money and time to pay for and schedule fireworks. 

"The town manager runs with a short staff all the time. I don't think it looks good for him to run 

around soliciting money," Johnson said. "We have a $17,000 deficit in the library budget. If we 

are going to sell things to raise money, I'd rather use it to keep the library open on Saturdays." 

Stewart said Thursday that Zambelli Fireworks, a company the town has used the last three 

years, charges $10,000 for the fireworks display. The town needs to sign a contract and pay a 

$5,000 deposit by June 8 to reserve the date with Zambelli, he said. The remaining balance is due 

after the fireworks show. 

A letter was mailed this week to local businesses and the Chamber of Commerce asking for 

donation pledges so Stewart can determine whether the full cost of the fireworks can be raised 

through contributions. "Hopefully there is enough community support to make it happen until the 

town can put the fireworks back into our budget," Stewart said. 

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Stewart said less than $5,000 was raised through community donations last year, with former 

Town Commissioner Randy Dowd contributing more than $1,000 each year. While on the 

commission, Dowd contributed the $275 monthly stipend he received as a commissioner to 

support the event. 

The annual Independence Day celebration began four years ago with a carnival style event in 

conjunction with the fireworks. As the town's budget shrank and community volunteers 

dwindled, the town opted to keep the fireworks but forego the event. The fireworks display was 

cut from the current budget after property tax revenues dropped. 

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April 12, 2012 

Section: News 

Ordinance Requires Dundee Pet Owners to Scoop the Poop 


DUNDEE Doo doo is a don't in Dundee. And if your dog does it where it shouldn't, it could cost 

you $100. Town commissioners unanimously approved on first reading Tuesday an ordinance 

requiring pet owners to immediately scoop the poop left by their animals on any property, public 

or private, not owned by that person. The measure also requires the feces be placed in a container 

and put in a garbage Dumpster or flushed down a toilet. 

If approved on final reading April 24, the ordinance would be enforced by the town's Code 

Enforcement Department with violations resulting in a fine up to $100. Pet owners will not be 

required to pick up poop in their own yards. "It's a very simplified, basic ordinance," said Town 

Manager Andy Stewart. But Commissioner Randy Dowd questioned the town's ability to 

enforce the law. "It seems like we are imposing an ordinance that is basically unenforceable," he 

said. 

Town Attorney John Murphy and Stewart said residents can help by reporting violations to town 

staff and creating documentation of violations with photos and videos. "The resident who has an 

issue with a dog can take photos. If it becomes an issue, code enforcement could bring a violator 

in front of the special magistrate," Stewart said. 

Fines will increase if the problem continues by the same pet owner. The issue was brought to the 

commission's attention during its March 13 meeting by resident Dolores Washington, who 

requested the ordinance to help with an issue she faces in her neighborhood. The request led to 

the ordinance, which is based on a one used by Alachua County. Commissioner Sam Pennant 

said he is pleased the town is addressing the issue. "Mrs. Washington is not the only citizen in 

this town with this problem. If we have to amend our code to put something there, I'm all for 

this," he said March 13. 

Stewart said Wednesday the town experiences similar pet waste problems on the paths around 

lakes Marie and Menzie. "We have a lot of walking trails around the lakes and we've had issues 

where pet owners have allowed pets to use the bathroom on paved trails," he said. 

To deal with the issue, the town installed bag dispensers to encourage pet owners to dispose of 

animal waste. Bags are refilled periodically. But some folks don't use the bags. 

Stewart said the new ordinance will help address these sanitation issues. "It's really something 

you would imagine would be common courtesy but it formalizes a process for those who might 

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have an issue with someone else's animal utilizing their yard," he said. The issue will be 

discussed April 24 during a public hearing. 



Florida Ethics Commission Clears Dundee Mayor of Allegations 


After nearly 10 months of investigation, the State Commission on Ethics has cleared Mayor 

Linda Riner-Mizell of allegations that she misused a town credit card to book a 2010 trip to 

Colorado. "The complaint was dismissed with a finding of no probable cause," the commission 

stated in a news release issued Wednesday. 

Riner-Mizell said Thursday she is relieved to have the issue laid to rest although she is not 

surprised by the commission's ruling. "I didn't have any doubts as to what the ruling would be," 

she said. But she's not sure whether she will run for reelection this April. She has until noon 

today to decide. 

And although she doesn't plan on trying to have Andy Stewart removed as town manager, she 

does have concerns about the way he handled the situation. 

"I've not had the opportunity to sit down with him one on one and see where he stands on being 

able to say, ‘I can be a manager that this town needs to have,'?" Riner-Mizell said. "I stand by 

what I said in his evaluation. He is immature, as in lack of experience, and having things occur 

and not knowing how to handle it." 

The ethics complaint against the mayor was filed March 7 by former Dundee Mayor Kevin Kitto. 

He said Riner-Mizell wasn't forthcoming with answers about her actions surrounding her use of 

the town credit card to book a trip to the National League of Cities Congress of Cities and 

Exposition from Nov. 30 to Dec. 4, 2010, in Denver. 

Riner-Mizell went to represent the Ridge League of Cities as its president. Some council 

members questioned Riner-Mizell's honesty because her explanation about who authorized the 

trip and who was responsible for paying the $2,073 cost apparently changed several times. 

She has repeatedly said Stewart authorized her to speak with then-Finance Director Martin 

Munger about booking the trip. Stewart maintains he didn't. 

Riner-Mizell ultimately repaid the town, saying she took out a personal loan to do it. The 

commission's ruling was made about five months after the State Attorney's Office cleared Riner- 

Mizell of criminal wrongdoing. Kitto said he was notified last week of the Ethics Commission's 

ruling. While he accepts the decision, he doesn't agree with it. "I think she misused the credit 

card. The biggest issue I had is that she misinformed the public as well as the commission she 

works for," Kitto said Wednesday. "I think she told them a lie. There was no talk of the League 

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reimbursing her until after the fact." Councilmen Randy Dowd and Sam Pennant, both critics of 

how Riner-Mizell handled the situation, are relieved to have closure. 

"I'm glad there is no criminal or ethics charge to her credit card wrongdoing," said Dowd. "I am 

still somewhat surprised by her being untruthful when asked about the incident and all of that is 

documented on town tapes." 

Pennant said he wasn't completely surprised by the commission's ruling. "I'm not a legal scholar. 

I wasn't sure if there was anything there to warrant prosecution. I just thought it was something 

we needed to look at," Pennant said. "She was very slow in providing the information we were 

trying to get about what happened. It took the Ethics Commission to get it from her." Dowd and 

Pennant have filed paperwork to run for mayor in April. 

Riner-Mizell said she expects an apology from Pennant and Dowd for the accusations she said 

they made about her during council meetings dealing with the credit card issue. "I believe there 

were two gentlemen on that council who said they would offer apologies if what they said was 

not true. I do expect a public apology," Riner-Mizell said. 

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Dundee Officials Praise New Town Center 


DUNDEE Town officials in Dundee hope the new Town Center can be a catalyst for revitalizing 

downtown. Councilman Rick Johnson said downtown is already looking more vibrant just 

weeks after the town moved its operations across the street to new offices at 202 E. Main St. 

"I think between the library and the new Town Center, it is sort of setting the tone for an overall 

improved look downtown while still maintaining a small-town, ‘Main Street' atmosphere," 

Johnson said. 

The 3,800-square-foot building was completed in October and staff moved in Nov. 4. The Town 

Council held its first meeting in its new chambers on Nov. 8. Connected to the east side of the 

Public Library by a breezeway, the Town Center features 11 offices, a conference room, kitchen, 

council chambers, and a handicapped-accessible lobby with customer service windows for the 

Building and Finance departments. There's also more parking than before. 

"It's a more functional building designed to be used as a government building," said Town 

Manager Andy Stewart. The entire complex cost $1.3 million to build, bringing the total cost, 

including buying the property, to $2.7 million. The city purchased the former funeral home 

property in December 2007 for $1.4 million with the intention of renovating the existing 

building's two-story section into the Town Center and the single-story wing into the library. 

But after contractors Everett Whitehead and Sons had gutted the single-story section in 2009, 

architect John Wallis and structural engineer Matthew R. Craig told the town it would cost more 

to renovate the building than to build a new one. 

The result, Stewart said, is a building layout that improves staff communication and efficiency. 

For those doing business with the town, it allows a person to visit several departments in one 

stop. "Residents say it was long overdue," said Patricia Black, an accounts payable clerk. 

"Everyone is under one roof and we don't have to send customers across town." 

Residents and business owners can pay their water bills and submit building plans in the same 

location. 

Bobbie Tucker, a utility billing clerk, appreciates the security of the customer service windows, 

which feature shutters to roll down during non-business hours. She also likes the building's 

energy efficiency qualities, including sensors that turn on lights when one walks in the room and 

turns them off when it's empty. 

"People say we are ‘moving uptown' now," Tucker said. 

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This is most evident in the council chambers, which sports a sleek black and wood grain curved 

dais, new silver and black chairs for the audience, and technology upgrades, including a new 

sound system and underground wiring. The chairs were the only new pieces of furniture 

purchased for the building. The focal point of the chambers is a custom-made Dundee town seal 

crafted in powder-coated aluminum by Connie Combs, a Dundee resident and owner of Combs 

Welding in Winter Haven. 

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Dundee Imposing Tax Rate Increase 


DUNDEE Dundee residents will experience a property tax rate increase for the first time in over 

a decade in order to fund an austere budget. The Dundee Town Council approved a $4.2 million 

budget in a 4-1 vote Tuesday. Councilman Randy Dowd voted against it. 

Council members also approved in a 4 - 1 vote a property tax rate of $7.65 — an increase over 

last year's tax rate of $7.00 — per $1,000 of taxable value. Dowd cast the dissenting vote. 

This means that a homeowner with property valued at $100,000 with $50,000 in homestead 

exemptions will have a property tax bill of $382.50. 

The town initially approved the rate Sept. 13 as the roll-back rate. The rate went up because total 

property values in the town dropped. The roll-back rate is set by state law to bring in the same 

amount of revenue next fiscal year as the town received this year. 

Town Manager Andy Stewart was notified Monday by Property Appraiser Marsha Fox that the 

actual assessed value of taxable property in the town was $9,000 less than the amount on which 

the budget was based, a 1.03 percent difference. State law allows an increase in tax rate after 

approval if actual property tax revenues are at least 1 percent less than projected. The $7.73 tax 

rate would generate $939,851 in property tax revenue for the town, the same amount as last year. 

Stewart gave the council the option of increasing the tax rate to $7.73 or adopting a revised 

budget with $9,000 worth of budget cuts, including some contract work by the Central Florida 

Development Council, code enforcement and $1,500 for the town's Fourth of July fireworks. 

They chose the budget cuts. 

The $4.2 million budget is a decrease of more than $1.2 million — 22.6 percent — from this 

fiscal year's $5.5 million budget. The Dundee budget includes two spending categories: The $2.4 

million general fund, which supports police, fire and most city functions, and the enterprise fund 

for sewer and water activities. None of the town's 19 full-time employees will receive a pay 

increase. 

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Files Are 'a Mess,' but Audit Shows Dundee's Finances Improving 


DUNDEE While Dundee's external audit indicates its books are in disarray, auditors also found 

the town's financial situation improving. 

Michael Brynjulfson of Brynjulfson CPA in Lakeland said problems included bookkeeping 

errors, infrequent financial reports completed and sent to the Town Council, and individual funds 

that don't balance properly. "The files were a mess," he told council members during a meeting 

earlier this month. The audit comes less than two months after the abrupt departure of former 

Finance Director Martin Munger in August. 

Town Manager Andy Stewart said at the time that Munger resigned because the two men "just 

had a difference in management style." Stewart said the same words when asked Monday when 

asked whether Munger left in light of the lengthy list of concerns in the management letter 

section of the audit. 

"The comments made by the auditor are good comments, and the staff are working as we speak 

to address these issues," Stewart said. "The finance director position is responsible for some of 

those duties identified in the management letter and my job as the town manager is to make sure 

we are addressing those findings." 

He also discovered the town neglected to transfer $2,920 in education funds collected by the 

Clerk of Court to the Polk County Sheriff's Office, which provides contracted law enforcement 

services to the town. This is required by state law. 

Stewart said the resource officers are included in the $772,218 annual fee the town pays the 

Sheriff's Office for services. 

Apparently, according to the report, both the town and the Polk County School Board have been 

paying the Sheriff's Office for school resource officers. The town's contract with the Sheriff's 

Office includes the services of two school resource officers. 

Stewart, in the management's response section of the audit, said the education fund money will 

be mailed to the Sheriff's Office before Sept. 30, the end of this budget year. He also said Town 

Attorney John Murphy will review the contract for law enforcement services and look into the 

school resource officer situation. 

Brynjulfson found issues with incorrectly reported restricted funds, including stormwater fees 

and the town's portion of the 5-cent gas tax. But he found nothing wrong with the town's 

reporting of impact fees, a problem that put Dundee in serious financial straits a few years ago. 

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He recommended all restricted cash be separated from general operating funds and monitored on 

a monthly basis. 

Stewart indicated that restricted cash will be balanced on a monthly basis with state money 

directly deposited into a bank account to ensure correct documentation. The audit said lack of 

internal control over reporting how much money the town has compared to budgeted amounts 

illustrated that errors were not caught and corrected in a timely manner. 

For example, the general fund and enterprise fund beginning balance did not agree with the 

adopted budget. Detailed listings how much the town actually paid out of each fund did not agree 

with the books. Stewart said a monthly checklist will be used to make sure the budget agrees 

with the reporting of actual expenses. 

A number of payroll-related concerns were also addressed in the report, indicating that internal 

control procedures related to payroll and human resources were not working, leaving the town 

open to undetected errors or fraud. 

These are: 

Personnel files did not include enough documentation to validate an employee's rate of 

pay. 

Sick and vacation time were not taken in required increments. 

Vacation time was not properly awarded. 

Calculation of year-end accrued paid absences was incorrect. 

Stewart said he is currently separating duties associated with payroll, with one employee 

inputting data while another makes changes to employees and verifies payroll after calculation. 

Other recommendations include balancing utility billing ledgers to the general ledger and double 

checking blank checks upon arrival before storing them in a secure location with limited access. 

Stewart said he is already correcting concerns outlined in the audit. 

"I think the audit encompasses two different assets One is the finances. The town is in a better 

financial position than we were several years ago when the town was in a state of financial 

emergency. There's no longer a financial emergency," he said. "There are several items that were 

identified in the management letter that are being addressed. Overall, I'm comfortable with the 

town's finances." 

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Foundation's Grant Is One for the Books 


DUNDEE Every Wednesday morning, Dana Weidenhammer lines up the children attending Stay 

and Play Learning Center to take their weekly, and much anticipated, trek to Dundee Public 

Library for Story Time. 

Last week the children had many more books from which to choose, thanks to a $700 grant from 

the Libri Foundation. The nationwide nonprofit organization donates new, quality, hardcover 

children's books to small, rural public libraries in the United States through its Books for 

Children program. 

Town Manager Andy Stewart said the grant required a $350 contribution from the library so 

that it would be eligible to receive funding. The match came in the form of the donation. 

"The town received its portion of the contribution from two local residents Hal Berenson and 

Laura Ackerman," he said. "These two individuals were instrumental in receiving this grant and 

we appreciate their support. 

"The Library Cooperative has also been instrumental in assisting the town with grant funding 

over the past several years and has been a big supporter of the Dundee Public Library," Stewart 

said. The grant, generated by former Library Director Thelma Jones before she retired in May, 

enabled the town to buy 78 new books, ranging from picture books and easy readers to juvenile 

non-fiction and biographies to volumes about math and science. A number of young adult books 

were bought, too. 

Selections include "You Never Heard of Sandy Koufax," a biography of the left-handed Major 

League baseball player who pitched for the Los Angeles Dodgers in 1965, "A Wiff of Pine and a 

Hint of Skunk: A Forest of Poems" by Deborah Ruddell and Joan Rankin; "We are in a Book: 

An Elephant and Piggy Book" by Mo Willems, the Theodore "Suess: Geisel Honor Books 

honoree; and "A Sick Day for Amos Mcgee" by Philip Stead, a winner of the Caldecott Medal 

for children's book authors. 

Head Librarian Assistant Julie Feagle, who took over operating the library when Jones retired, 

said the library has received several grants from the Libri Foundation and credits it for the wide 

selection of children's books the library has. 

"They mean the world right now. We are in a budget crunch and we are not able to order books," 

Feagle said. "Getting the grant is a blessing because we were able to add new titles into our 

collection. If it wasn't for this grant, we wouldn't have been able to get new books right now." 

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Weidenhammer who has been the director of Stay and Play Learning Center -- formerly known 

as Dana's Daycare Center -- since 1998, said she has been taking children to the library each 

week for five or six years. 

The visits, Weidenhammer said, enhance their learning experience. "It helps the children get 

ready for school and learn how to handle the library books," Weidenhammer said. "It teaches 

them to be respectful of the books and not write in them." And she is thrilled with the larger 

selection offered by the library. "There's a variety and the children just like all of them. It adds to 

the curriculum," she said. "They cannot wait for Wednesdays to come around." The library is at 

202 E. Main St. It is open 10 a.m. to 6 p.m. Monday through Friday and 9 a.m. to 1 p.m. 

Saturday. 

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June 30, 2011 

Dundee Limits July 4th Event Citing Budgetary Constraints 


Town will have fireworks over Lake Marie, but there will be no food, vendors or family 

activities. DUNDEE The shores of Lake Marie will be lit up July 4 although the town will not 

hold an Independence Day celebration as it has done in the recent past. 

Town Manager Andy Stewart said folks are welcome to line up along Lake Marie beginning 

around 8:30 p.m. for the 9 p.m. fireworks show. But there won't be any family activities, food 

vendors or entertainment other than the fireworks. Budgetary constraints forced town staff to 

choose between the $10,000 fireworks show and the family event normally held earlier in the 

day. 

Stewart said that last year the fireworks display cost $10,000 and the event ran about $2,500 

with about $3,500 raised in donations. 

During a tight budget year, the town has $10,000 earmarked for the fireworks show. All 

donations received will offset the cost of the show. This year, approximately $3,500 has been 

raised in donations, despite the efforts of Councilman Randy Dowd, who sent sponsor letters to 

40 businesses asking for support. 

Dowd said monetary support has gradually dwindled during the four years since the town began 

holding the annual Light up the Shores of Lake Marie event. In addition to the tight budget, the 

town also has a smaller staff now than in 2008. While the family event drew approximately 500 

people last year, it wasn't nearly as successful as years past. 

Stewart attributes this to the popularity of larger events held at the same time in neighboring 

cities, such as Haines City's Thunder on the Ridge. Attendance was also down because many 

people wanted to avoid the heat of the day and showed up just before the fireworks were 

scheduled. "It wasn't becoming a signature event," Stewart said. 

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March 19, 2011 

Section: News 

Polk County Officials: Worst Budget Cuts Yet To Come 

Author: LEDGER STAFF 

BARTOW The last two Polk County budgets have brought grim decisions. This year it will be 

even worse, county officials are predicting. Behind the cuts was the collapse of the real estate 

and home-building industry that had been the mainstay of the local economy as Polk was turning 

into a bedroom community for the Orlando area. 

The economic bust has driven down the county's property tax base, sales tax receipts and other 

revenues that pay for day-to-day operations. The property tax roll, for instance, is predicted to 

decline an additional 10 percent this year, according to Property Appraiser Marsha Faux. That's 

on top of the unprecedented 27.7 percent decrease between 2008 and 2010. As a result, the core 

of the county budget, the general fund, declined from $358 million to $326 million between 2009 

and 2010 and is likely to drop lower when County Manager Jim Freeman unveils the 2011-12 

budget this summer. The result will probably mean additional layoffs. Between 2008 and 2010, 

county officials eliminated 272 positions. In addition, county officials have tried to cut costs in 

other ways, such as going to one-day-a-week garbage collection and closing offices where utility 

customers can pay bills in person. 

… 

DUNDEE 

Town Manager Andy Stewart said the town has not received any stimulus money with the 

exception of a $18,500 grant from the Department of Forestry for a tree planting downtown. 

After increased tax revenues in 2008-2009, the town has experienced a steep decline in property 

tax revenue since 2009. Figures supplied by Finance Director Martin Munger show that $1.32 

million in property tax revenue was generated in 2008 ó 2009. Munger said the town has to date 

collected $654,121 for the 2010-2011 year, $260,818 less than the budgeted amount of $914,939 

and a 20.44 percent decrease from 2010. 

Stewart compares the challenge for municipalities to what many families are experiencing at 

home. "The price of gas, food, insurance, and child care are going up but the paychecks aren't 

getting any bigger," he said. 

[Article shortened as the rest addressed the other 12 cities in Polk County and did not mention 

Mr. Stewart.] 

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Lake Wales News, The (FL) 

March 10, 2011 

New City Hall, more for Dundee 

Author: BILL QUINLAN 

Despite tough economic times, the Town of Dundee is well on its way to completing a major 

capital improvements program. 

It has acquired considerable debt in the process. The small town took out three loans in 2007 

totaling more than $7.5 million. At the time, the country was still the beneficiary of the housing 

boom, Town Manager Andy Stewart pointed out. 

The town recently broke ground on a new 5,300-square-foot Town Center located kitty-corner to 

the existing, smaller town office building on the northwest corner of the main intersection in 

town where State Road 17 takes a 90-degree turn. 

The Center will be connected to the new town library on its east end. The library just opened in 

December on the southeast corner of that intersection. The Center and library is costing Dundee 

$2.6 million plus interest on a loan. The money has been used for land purchase, demolition, and 

construction. 

In addition, the town was, at press time, about to open the Hickory Walk Water Plant. 

That project is financed by a $1.5 million grant from the U.S. Department of Agriculture and a 

$3.136 million loan the town took out. “The plant … will provide a higher quality of water 

service to our residents. It will also reduce the excessive maintenance costs of the Lake Ruth 

Water Plant,” wrote Stewart. 

A fourth capital improvement project was driven by Florida Department of Transportation’s 

decision to widen U.S. Highway 27 at the west end of Dundee. As a result of that ongoing 

construction, the town is relocating utilities infrastructure, according to Stewart. The town 

borrowed $1.8 million to fund that project. Stewart expects $154,000 to be left over for road 

infrastructure improvements. 

The town recently awarded a contract to Everett Whitehead & Son in the amount of $586,000 to 

build the Town Center. Footers are poured. Town officials expect the new building to be ready 

for occupancy in six to eight months. The Center will house offices currently located in the 

existing town office building, as well as the Town Council chamber currently housed in the fire 

and police department building located nearby. 

Town officials said adequate parking for the new library/town center building exists behind it. 

Dundee’s fiscal year 2010-11 budget “reduces expenditures within each department and 

eliminates several vacant positions,” Stewart wrote in his budget message. 

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The budget, which was enacted as proposed, provides for staff reductions from 23 to 21 full-time 

positions and from nine to seven part-time positions. 

Stewart said the old center will remain vacant pending a decision by the Town Council. “It’ll 

probably be surplused to help pay down the loan balance,” said Vice Mayor Randy Down. 

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March 9, 2011 

Dundee Mayor Embroiled in Credit Card Dispute 


Mayor Linda Riner-Mizel used the card for a National League of Cities conference. 

DUNDEE Mayor Linda Riner-Mizell once again found herself on the hot seat during Tuesday 

night's discussion of the town's credit card policy. The Town Council needs answers, 

Councilman Randy Dowd said. "We have a situation between our town manager and our mayor. 

We need to know which one is not being truthful," Dowd said. "This needs to be settled as soon 

as possible." 

The mayor has said Town Manager Andy Stewart approved her using the credit card to buy 

tickets for a trip she took last fall in her capacity as president of the Ridge League of Cities. 

Stewart denies having known about the trip until after the credit card was used. 

The council opened the meeting with a discussion about the town's procurement ordinances and 

credit card procedures relating to staff. But then resident Maria Cumberbatch asked the council 

about restrictions on council members. Credit card procedures were put under scrutiny recently 

when three council members asked Riner-Mizell to explain the chain of events surrounding her 

use of the town's credit card for the trip to a conference in Colorado sponsored by the National 

League of Cities. 

Riner-Mizell apparently asked for a credit card from Finance Director Martin Munger and took it 

home to book the trip online. The card was returned several days later. Her explanation about 

how the trip was to be paid for has changed several times. 

The majority of Tuesday night's discussion focused on a policy put into place after the 2004 

hurricanes when, Councilwoman Melinda Carden said, credit card spending by town officials 

and employees went unchecked. Minutes from the June 8, 2004, council meeting indicate the 

council approved a motion to approve credit cards for the town manager, town clerk and finance 

director. 

"What is the issue here?" Cumberbatch asked. "It seems like we didn't get to the point. The credit 

card policy doesn't seem to be the problem. If I were on council and I was going to represent you 

and the group didn't know (about the trip) -- who was I going to represent?" But Carden went 

back to the 2004 policy that was discussed but never codified. "When I found out that anyone 

gets that credit card other than the three, that's when I got involved," Carden said. 

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Cumberbatch brought the discussion back to Riner-Mizell. Looking at the mayor, Cumberbatch 

said it was her understanding the normal procedure for credit card purchases was for the finance 

director to make the purchase and "the card didn't leave in the hands of a council member." 

Riner-Mizell's only comment was, "I am represented by an attorney and I can't answer that 

question." 

Dowd asked Stewart whether he had approved the mayor's trip expense. "I don't approve the 

expenses of the Town Council," Stewart said. Carden asked Stewart whether he knew the 

mayor's trip was going to be booked. Stewart said, "No." 

Dowd said residents have a right to be upset. "If we can't trust the town manager, we are in big 

trouble. If we can't trust the mayor who is signing the checks, then we are in trouble," he said. 

Town Attorney John Murphy said he would have an ordinance pertaining to the credit card 

policy for the March 22 meeting. 

The agenda will include a presentation by Riner-Mizell about her use of the town's credit card for 

the Colorado trip. 

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Manager Has Plans to Give Dundee Boost 

Author: MICHAEL W. FREEMAN 

DUNDEE Hoping to cash in on the arrival of a new theme park and the state's designation of a 

local roadway as a scenic highway, Dundee is looking to build a stronger economy and a larger 

base of visitors in the near future. 

'There sure are exciting things going on,' said Andy Stewart, Dundee's town manager, during a 

presentation to the Dundee Area Chamber of Commerce on Monday. Stewart acknowledged 

that the town has struggled in past years as the recession has hurt tax collections. 'For the past 

few years, the town of Dundee has been in what we call a state of financial emergency,' he said, 

adding that this leaves little to no money for new projects. 'Unfortunately, all we have are our 

general taxes, and things are tight right now,' Stewart said. 

Still, Stewart said he's feeling more optimistic about the town's future because of two upcoming 

projects. One is the building of Legoland Florida in Winter Haven which is expected to open 

next fall. 'We're excited about what the CFDC (Central Florida Development Council) has done 

in bringing in new businesses like Legoland,' Stewart said. 'I've been asking people what we can 

do to prepare for that.' 

Stewart said he's considering several projects to provide a boost to Dundee's historic downtown, 

'so we're not known as ‘Take the left or right at Hardee's,' ' a reference to the Hardee's restaurant 

at the intersection on U.S. 27 that takes motorists to Dundee's downtown neighborhood. Stewart 

said he recently secured a $22,000 grant to help beautify the downtown. 'We've got a grant from 

the Division of Forestry to plant trees downtown,' he said. 'That's going to make a big 

improvement to our downtown. As you beautify things, more businesses will move in.' 

Stewart said his office would plant 80 oak trees in downtown as part of the beautification effort. 

At the same time, officials are planning to advertise the downtown on busy U.S. 27 in 

anticipation of Legoland attracting more visitors along that roadway. 'We're going to put some 

signage on 27, and we hope things pick up from that,' he said. Stewart said he hopes to gain 

some momentum from the state's designation of State Road 17, which cuts through the town, as 

the Ridge Scenic Highway. The state designated S.R. 17 as a Florida scenic highway in February 

2005. 

'In 2009, the Florida DOT (Department of Transportation) completed the master plan for 

bicycles and pedestrians to go through all the cities (along S.R. 17) and give this highway a 

unified look,' Stewart said. 'It connects Dundee to Lake Wales and Lake Hamilton.' 

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Dundee Budget Called No-Frills; Taxes Steady 

Author: Rick Rousos 

DUNDEE The Town Council is expected to this month approve a $5.4 million budget for the 

2010-11 budget year described by city supervisors as no-frills and bare bones. The budget for the 

fiscal year which starts Oct. 1 has the same tax rate as now, $7 per each $1,000 of assessed 

property value. 

The number of full-time employee staff will shrink from 23 this fiscal year to 20 in the 2010-11 

year. Nobody is getting fired, but three jobs were eliminated after people left them. The part-time 

staff will be reduced from nine to seven. There will be no employee raises. 

The $5.4 million budget is slightly less than half of this year's $11 million budget. But most of 

the difference comes from spending $4.6 million to build a water treatment plant. That money 

came from a loan and grant from the U.S. Department of Agriculture. 

Town Manager Andy Stewart said city will pay an additional $130,000 in debt service for the 

water treatment in 2011, but there is no plan in place to raise water rates. Town Clerk Joe 

DeLegge said another challenge is the reduction in property tax collection. 

In this 2009-10 fiscal year, property tax collections will total $1.13 million, but in the 2011 fiscal 

year, that number will slide to $914,939. That 19 percent drop of $218,886 mirrors a 19 percent 

decrease in assessed property values. 

The town will have two public hearings on the budget, at 6:30 p.m. Tuesday and Sept. 28 at 

Town Hall, 105 Center St. The budget is expected to be passed at the second hearing. 

Stewart said the town is hoping growth along U.S. 27 will pick up and generate more tax 

money. 

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Dundee Chamber Hands Out Community Awards 

Group held its banquet and awards ceremony last week. 


DUNDEE - The Dundee business community celebrated the future of Polk County and 

recognized outstanding leaders during the Dundee Chamber of Commerce 2010 annual Banquet 

and Awards Ceremony at the Admiral's Inn in Winter Haven. 

Recipients of major awards were Davidson of Dundee, Business of the Year; Councilman Randy 

Dowd, Citizen of the Year; and Hardees, Beautification of the Year. Lisa Marie Brewer, 

executive director of the Chamber of Commerce, spoke of the organization's growth over the 

past two years during Thursday night's event. "In the year 2009, we've grown by leaps and 

bounds," Brewer said, adding 40 new members joined during the year. 

The Chamber's calendar has expanded to include monthly networking luncheons and after-hour 

socials hosted by member businesses. Community service projects included a Thanksgiving 

Feast for 90 people and providing Christmas gifts to needy families. "We really are the mouse 

who roared," Brewer said, referring to the large accomplishments of a small organization. 

Guest speaker Jack Barnhart, executive director of the East Polk Committee of 100, began his 

presentation by asking, "Is there light at the end of the tunnel in Polk County?" He then provided 

reasons for a positive outlook. "The economy has sort of plummeted out," Barnhart said. "Polk 

County is very lucky. 

Polk County is changing. Our DNA is changing. Polk County is in the center of where we want 

to be." He pointed to $169 million of investments in the area by such heavy hitters as Coca Cola, 

Colorado Boxed Beef and Cellynne and the county's strategic location in the center of 8 million 

people. 

"We're in the middle of a high tech corridor stretching from Tampa to Orlando," he said. And 

within this area, Barnhart said, the economy is beginning to stir with promise brought by the 

Blue Sky East Incubator, CSX and Legoland Florida in Winter Haven; the Lake Myrtle Sports 

Complex in Auburndale; and the Polk State College Northeast expansion. 

Chamber members celebrated business success with several awards. Recipients of major awards 

were Davidson of Dundee, Business of the Year; Councilman Randy Dowd, Citizen of the Year; 

and Hardees, Beautification of the Year. Special Services Awards were presented to Town 

Manger Andy Stewart, Buddy Logan Health Insurance and Dundee United Methodist Church. 

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[Article shortened as the rest of the article addressed the other awards handed out and did not 

mention Mr. Stewart.] 

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June 24, 2009 

Delaying Library Could Cut City Costs 


DUNDEE Town Manager Andy Stewart asked the Town Council Tuesday night to delay 

construction of the new library so the project will remain eligible for grant funding. The town 

has a 20-year, $2.8 million loan at an interest rate of 5.1 percent. The town pays about $18,633 in 

interest plus principal each month. 

If the loan is refinanced with a 40-year, 4.375 percent loan through the U.S. Department of 

Agriculture, the monthly payments would drop to $12,363. But the best deal, Stewart said, is 

delaying construction another month or two to find out whether the town will be approved for a 

USDA grant that would significantly reduce monthly payments. 

If the $2 million USDA matching grant is approved, this would enable the town to refinance a 

smaller amount - $2 million at a 4.375 percent interest rate for 40 years. This would cost the 

town $8,830 per month in principal and interest. 

"The town would have a $2 million loan for the Town Center with USDA payable over 40 years, 

instead of a $2.8 million loan from Wachovia payable for 20 years," Stewart said. "This would 

provide an additional $1.2 million in funding." He suggested continuing with pre-construction 

plans for the library because the USDA will reimburse the town for those costs but delay 

construction until the town is notified about the grant. 

Council members have voiced a desire to move the library out of its rented facility in the 

shopping center at U.S. 27 and Dundee Road as quickly as possible. The town pays about $3,800 

monthly to rent the space. More than $30,217 has been paid in rental fees this fiscal year, which 

ends Sept. 30. Only $11,332 was budgeted for the entire fiscal year. 

The new library, which will be in the single-story building at 202 Main St., will take three 

months to complete, once plans have been finalized and the construction costs have been 

calculated. 

The library is one phase of an $1.7 million project that, when completed, will include renovation 

of a two-story, city-owned building on Main Street to house administrative offices; and 

relocation of the Sheriff's Office substation to what is now known as Town Hall at 105 Center St. 

Though a vote wasn't taken, the council came to a general consensus to delay construction until 

the town received notice from USDA about the grant funding. 

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March 1, 2009 

Officials Not 'Optimistic' Over Stimulus 

Author: MIKE GROGAN 

HAINES CITY Officials from four Northeast Polk County cities recently told chamber of 

commerce members that they're not holding their breath waiting for money from President 

Barack Obama's $787 billion stimulus package to filter down to them. "We're not terribly 

optimistic about what we will receive," Ann Toney-Deal, city manager of Haines City, told the 

luncheon gathering of the Haines City-Northeast Polk County Chamber of Commerce, held Feb. 

19 at First Presbyterian Church. 

Toney-Deal was part of a panel that consisted of Lake Hamilton Mayor Marlene Wagner and 

city managers Amy Arrington of Davenport and Andy Stewart of Dundee discussing economic 

and growth issues in their cities as part of the chamber's first ever regional update forum. 

All four pointed out that federal stimulus money will be meted out to the states. Whether it will 

filter down to local municipalities, particularly the smaller towns, is anybody's guess at this 

point. 

"We're watching it very closely," Toney-Deal said of the stimulus package that Obama signed 

into law on Feb. 17 in an effort to jump start the nation's flagging economy. 

She noted that her city has been able to weather what she called "the storm of budget cuts" 

Florida municipalities have been faced with over the past two years because of falling revenues 

throughout the state. 

"We don't quite know what will happen in regards to our revenues," Toney-Deal said, adding 

that the city is working to find ways to meet the challenge of providing services such as parks 

and libraries that are used not only by residents of the city, but get regional usage as well. 

The president has made it clear that a good portion of the stimulus package will go to local socalled 

"shovel ready" projects - those that are ready to go, but have been put on hold because of a 

shortage of funds. Those projects, Obama has said, will put people to work immediately and get 

money into the economy. 

"We have shovel-ready projects," Wagner said, pointing to her city's plans to replace downtown 

water lines. "We just have to get some money." 

Stewart, who has been on the job for less than two weeks, said he hopes that if federal money 

does make it down to local projects, the money will be spent to hire local contractors. 

"Personally, I hope a lot of local businesses receive some of those contracts," he said. 

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Arrington said that as a small city, Davenport has been struggling with the double whammy of a 

15 percent reduction in ad valorem property tax revenues over the past two years, and the halt of 

new growth caused by the crisis in the real estate market. 

At the same time, she said, the city is struggling to improve its infrastructure, to rebuild a police 

station that was destroyed during the 2004 hurricane season and to maintain its parks and other 

facilities. 

"We have some projects that are ready," she said, adding that she is optimistic that at least some 

of the stimulus money will trickle down far enough to reach the small city. 

"We are looking forward to potentially capturing some money," she said. 

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Dundee's New Town Manager Learning Surroundings 

Author: BILL BAIR 

DUNDEE Andy Stewart says he's spending his first few days as Dundee town manager meeting 

employees and "kind of getting a feel for my surroundings." One of his first decisions since 

taking the helm Monday was to tell Joe DeLegge, the former assistant town manager and interim 

town manager, that he will be part of the transition, at least until March 27. 

Before then "I'll meet with Joe to see if there's anything for him," Stewart said. 

Before former Town Manager Charles Saddler departed last fall, DeLegge announced that he 

would resign Dec. 31. However, after being tapped as interim city manager, DeLegge said he 

would like to stay in Dundee. "I want to keep working," DeLegge said. He said he's not sure 

what his present title is. "That wasn't discussed." His pay has been reduced from a rate based on 

an annual salary of $85,000 a year as interim town manager back to the $61,152 he was paid as 

assistant town manager. 

Stewart, 28, the former assistant city manager in Auburndale, was hired at a salary of $75,000. 

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Stewart Is New Dundee Town Manager 

Author: BILL BAIR 

DUNDEE Auburndale Assistant City Manager Andy Stewart was unanimously picked Tuesday 

as the next town manager of Dundee. 

It took Town Council members less than 15 minutes to select Stewart. All five picked him as 

their first choice on their first ballot. "Evidently, the whole council feels this candidate is a good 

fit for the town," said Councilman Bob Kampsen. 

"I'm looking forward to happier and better days," said Councilman Randy Dowd. Dowd said all 

three of the finalists for the position were "outstanding," but he questioned whether the other two 

candidates would be willing to work for the $75,000 at which the position was advertised. 

Dowd said the other two candidates - Nancy Carolan, director of general services and purchasing 

for the city of Sarasota, and Joseph Gerrity, a former city commissioner and mayor of 

Fernandina Beach - now make more than $100,000 a year. 

Stewart, who has been the assistant city manager in Auburndale since 2003, is paid about 

$68,000. 

Council members instructed City Attorney Drew Crawford to begin contract negotiations with 

Stewart. Contacted after the meeting, Stewart said he's "looking forward to the opportunity" 

and expects to take over the position by early February. 

Stewart, 28, is a 1998 graduate of Auburndale High School. He earned a B.S. degree in financial 

accounting from the University of Central Florida in 2002 and a master's in public administration 

from the school in 2005. 

Stewart will replace Charles Saddler. The council reached an agreement with Saddler in 

October, agreeing to pay him $43,000 to leave the position. While Saddler had been paid 

$100,000, some council members were critical of that salary and had suggested that the contract 

with Saddler be renegotiated. Saddler had been town manager for two years. 

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Fleetwood Closing Auburndale Plant 

Author: Kyle Kennedy 

Fleetwood to Close A'dale Plant Laid off will be 73 workers locally and more than 600 

nationwide. 

AUBURNDALE Fleetwood Enterprises is closing its Auburndale manufactured home plant and 

will lay off 73 local employees as part of a broad consolidation, the company has announced. 

Riverside, Calif.-based Fleetwood, which makes recreational vehicles and manufactured homes, 

plans to close the Auburndale facility - its only Florida plant - and four others nationwide within 

the next two months, spokesman Lyle Larkin said. 

More than 600 employees total will lose their jobs because of the closures as the company 

attempts to restructure its manufacturing operations amid grim economic projections. 

"People are not buying manufactured homes or any homes, for that matter. For people who are 

interested in purchasing, they're having a difficult time getting loans, so the volume doesn't merit 

the capacity we had," Larkin told The Ledger. 

In addition to Auburndale, Fleetwood will shutter manufactured housing plants in Woodland, 

Calif., Willacoochee, Ga., Benton, Ky., and Pembroke, N.C. 

Last week the company said it would immediately close its modular home plant in Douglas, Ga., 

and made "impending closure" announcements at travel trailer plants in Crawfordsville, Ind., and 

Mexicali, Mexico. "With 13 remaining housing plants and three travel trailer plants, we can 

continue to service all our existing dealers and the markets in which we currently operate," Elden 

L. Smith, Fleetwood's president and chief executive, said in a prepared statement. 

"As difficult as it is to make decisions like these that impact the lives of our valued associates, 

we must position Fleetwood to operate profitably under the present and foreseeable business 

circumstances," Smith said. 

Last week Fleetwood announced a net loss of $56.7 million in its second quarter. The 

Auburndale facility at 700 Main St. has been operating since 1979, Larkin said. 

The closure will mean the loss of a large employer at a time when jobs are scarce, said Andy 

Stewart, Auburndale's assistant city manager. "Any time a business of that size shuts down it has 

an effect on the economics of Auburndale and the county," Stewart said. "We try to assist 

businesses that close down in any way we can, but at this time there's not a lot of hiring going 

on," he said. 

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Polk County's unemployment rate soared to 8.1 percent in October, the highest level in 11 years, 

according to the Florida Agency for Workforce Innovation. 

Recent area layoffs include: 

 

 

Cypress Gardens closed in Winter Haven last month with plans to reopen in March, 

idling some 200 employees. 

Lakeland-based Summit Consulting announced in September plans to cut 80 jobs. 

G&K Services announced in September the closure of its Lakeland office, displacing 59 

employees. 

Bill Heard Chevrolet in Plant City closed in September, laying off 145. 

 

Accent Marketing said in May it would lay off 180 employees at its Winter Haven office. 

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A'Dale Plans to Delight Kids With Playground Fun Gear 

Agency approves spending more than $300,000 on play equipment. AUBURNDALE The next 

step in the redevelopment of the downtown park will be child's play. The Community 

Redevelopment Agency approved earlier this week new playground equipment that children of 

all ages can use, including those with disabilities. The $329,863 project will include the 

playground equipment, artificial turf and a 2-foot-tall decorative brick wall as a safety feature. 

Assistant City Manager Andy Stewart said improving the playground equipment is just another 

piece of the puzzle to provide the best recreation at the downtown park. "It's the biggest drawing 

card we have to our downtown," he said. 

The playground area will be moved closer to the City Hall Plaza parking lot, where the canopy is 

located, to make parking more convenient. 

Joe Miller, who contracts with municipalities to provide playground equipment, said the 

equipment, which includes slides and rock-climbing facilities, encourages teamwork and will 

help children lead active lifestyles. 

During his presentation Monday night, Miller, of Miracle Recreation, showed a Powerpoint 

presentation that features similar playground equipment at Nye Jordan Park in Bartow. 

City officials called the playground equipment state-of-the-art. CRA members said they are 

happy to see improvements made to the playground equipment. "It's worn out," City 

Commissioner Richard Hamann said about the current playground equipment. 

CRA Chairwoman Cindy Price said the plans for the park's redevelopment are coming together 

nicely. "I like to offer a congratulations to those who worked on the City Hall Plaza," she said. 

The CRA set aside $655,000 in its 2007-08 budget for the park redevelopment plans, which 

covers the construction of City Hall Plaza, updating the playground equipment, and adding 

sidewalks, lighting and landscaping. 

The rest of the redevelopment plans call for improvements to East Park Street that would allow 

for the creation of an expanded parking area and a spacious special events area. 

In December 2007, the CRA completed the construction of City Hall Plaza, which eliminated the 

horseshoe shaped parking beside the existing playground area. That project cost $130,000, which 

included streetscaping, sidewalk networks, landscaping and repaving of the parking lot and East 

Park Street. 

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The aesthetically appealing area features "City Hall Plaza" signs that will serve as gateways to 

the parking lot. The 61 diagonal parking spaces replace the horizontal ones that existed before. 

The redesigned parking lot area allows motorists wanting to patronize the downtown shops to 

find parking without interrupting the flow of traffic at the East Park Street and Main Street 

intersection. But James Patterson, who is a co-owner of Haydn James Gift Shop on East Park 

Street, said his customers have complained about not having a place to park. 

He called the redesign of the parking area a glorified parking lot for those who work on Park 

Street and that fewer parking spaces exist now. 

Stewart said more parking is planned for the future and city officials have worked the past few 

years to strategically provide additional parking in the downtown. Two additional parking lots - 

Pontotoc Plaza and Polk Street parking - were created within the last three years. "The long-term 

plans show additional parking on Main Street, however, the road is currently under the 

jurisdiction of the (state Department of Transportation)," Stewart said. 

The first phase of the redevelopment plan was updating streetscaping to the downtown park. 

Then, the next phase was demolishing the downtown shuffleboard courts. The courts have 

become open space with park benches, decorative brick pavers and foliage such as magnolia 

trees. 

Parking improvements were also made along West Park Street. Other plans include moving the 

basketball courts to a proposed community center and gymnasium on Bennett Street. The plans 

also call for the possibility of moving the Chamber of Commerce Main Street building, 

relocating the tennis facilities on Wiley Drive, formerly known as Church Street, and creating a 

more open park. 

Former City Commissioner Charles Johnson, who attended Monday's CRA meeting, said he's 

happy to see the projects that he discussed on the commission become a reality. 

"We had dreams but I don't think we had dreams like what has come to pass," he said. 

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A'dale's City Hall Plaza Gets Finishing Touches 

Author: Merissa Green 

AUBURNDALE In the second phase to redevelop the downtown park, city workers put the 

finishing touches this week on construction of the new City Hall Plaza, which includes parking 

and road improvements. The redesign of the parking lot on East Park Street between Main Street 

and Bobby Green Plaza provides a better visual for cars entering Main Street from Park Street, 

said Assistant City Manager Andy Stewart. 

"We're fortunate we haven't had a major accident at the intersection," Stewart said. The project 

cost $130,000, which included streetscaping, sidewalk networks, landscaping and repaving of the 

parking lot and East Park Street. The 61 diagonal parking spaces replace the horizontal ones that 

existed before. The aesthetically appealing area will also feature signs that say City Hall Plaza 

that will serve as gateways to the parking lot. The new parking area will be open today. 

Mickey Etherton, the city's public works director, said the city was able to complete the project 

in a short period of time because city employees pulled together to help with the installation of 

the brick pavers, landscaping and moving utilities. "It's definitely a safer route for the city 

residents in the downtown area," he said. "It really has been a great project." 

The redesigned parking lot area allows motorists wanting to patronize the downtown shops to 

find parking without interrupting the flow of traffic at the East Park Street and Main Street 

intersection. The project's first phase involved demolishing the downtown shuffleboard courts. 

The courts have become open space with park benches, decorative brick pavers and foliage such 

as magnolia trees. 

The Community Redevelopment Agency set aside $652,000 in its 2007-08 budget for the park 

redevelopment plans, which will cover the construction of City Hall Plaza, updating the 

playground equipment, and adding sidewalks, lighting and landscaping. 

The rest of the redevelopment plans call for improvements to East Park Street that would allow 

for the creation of an expanded parking area and a spacious special events area. The intersection 

at Main Street would be improved by eliminating the horseshoe-shaped parking that exists now. 

The next step in the redevelopment plans is to eliminate the horsehoe-shaped parking next to the 

Auburndale Chamber Main Street building and to move the playground equipment to where the 

horseshoe parking is now. 

Other plans include moving the basketball courts to a proposed community center and 

gymnasium on Bennett Street. The plans also call for the possibility of moving the Chamber of 

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Commerce's Main Street building, redesigning the tennis facilities, updating playground 

equipment and creating a more open park. 


June 23, 2007 

PANEL OKS DESIGN OF CITY HALL PLAZA 

Author: MERISSA GREEN 

AUBURNDALE - In its first step to redevelop the downtown park, the Community 

Redevelopment Agency gave the approval this week for the design of City Hall Plaza, an area 

that will be dedicated for more parking. 

"We're eliminating parking in the middle of the park and accommodating for the loss in City Hall 

Plaza," said Assistant City Manager Andy Stewart. 

City officials said construction of the City Hall Plaza will begin once all permitting, plans and 

bids are approved by the necessary agencies, such as the Southwest Florida Water Management 

District and the CRA board. The CRA has $200,000 earmarked in the budget to complete the 

project. 

At its last meeting April 16, the CRA board wanted the project's planner to review the 

engineering plans for the City Hall Plaza. Gary Warner of Glatting Jackson said there were 

concerns that the proposed parking would encroach farther into the park's green space. 

However, the proposed parking and layout the CRA board approved Monday night removes 

most of the parking from the interior of the park. 

Warner also said the approved plan developed by McVay-Woods, engineers for the project, will 

replace the parking that is to be removed from the downtown park. Plans call for improvements 

to East Park Street that would allow for the creation of an expanded parking area, a spacious 

special events area, additional sidewalk network and a safer intersection at Main Street by 

eliminating the horseshoe-shaped parking that exists now. 

Stewart said the plans for City Hall Plaza will create a safer intersection from East Park Street to 

Main Street. "A lot of times people run the stop on East Park Street, and they don't even realize 

they're running it," he said. "It's an accident waiting to happen, and that will be eliminated." 

Mayor Marvin Wiley said he's glad to finally see the plans come together for the redevelopment 

of the downtown area and he likes the name of the soon-to-be-improved parking area. "It's just 

icing on the cake for me being in this position that I can vote on it," he said. 

In redeveloping the downtown park, the city plans to move the basketball courts to a proposed 

community center and gymnasium on Bennett Street. The redevelopment plans also include 

moving the Chamber Main Street building, redesigning the tennis facilities, updating the 

playground equipment, eliminating the shuffleboard courts and creating a more open park. 

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The CRA's staff is proposing $410,000 in the 2007-08 budget for the project. 

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April 18, 2007 

CRA PLANS $410,000 FOR REDEVELOPMENT 


AUBURNDALE - For the next five years, the redevelopment of the downtown park will become 

a big ticket item in the Community Redevelopment Agency's budget. The CRA's staff is 

proposing $410,000 in the 2007-08 budget to begin plans on the project. That money will include 

improvements to East Park Street that would allow for the creation of expanded parking area, a 

spacious special events area, additional sidewalk network and a safer intersection at Main Street 

by eliminating the horseshoe shaped parking that exists now. 

The CRA Board, which includes the members of the City Commission and two community 

leaders, discussed the $1.2 million budget Monday night. Other projects planned for the budget 

include street resurfacing, updated streetscaping and new entranceways to the city. Other 

expenses include a $22,000 contribution to Auburndale Chamber Main Street and $10,000 for 

special events for the downtown area. The CRA board is expected to approve the budget May 21. 

Commissioner Richard Hamann said he had concerns about the ability to get done all of the 

projects proposed in the budget, especially with uncertainty about what state officials' final 

decision will be about property taxes. "I just want to remind everyone that Tallahassee hasn't 

decided what they are going to do yet," Hamann said Monday night. "It may be postponed for 

many years." 

The CRA is funded by property tax increment financing. Under that system, property values are 

frozen for tax purposes for the city and county. Increases in those values that generate more 

property taxes go to the CRA to be used for improvements in the district. 

State legislators are considering a plan to cut property taxes that city officials said would 

drastically decrease the coffers of municipalities across the state. 

"We don't have any debt, which is a good thing," said Andy Stewart, the assistant city manager. 

"We have to reprioritize and determine which projects will benefit the community." As for the 

redevelopment plan, CRA co-chair Cindy Price has some concerns about the proposed parking 

lot designs the engineers are recommending. The restructuring of the downtown parking lot 

would add an extra row of parking spaces bringing the total to 60 spaces. 

While the city will gain more parking space, it will lose green space in the special events area. 

"The downside is the massive amount of asphalt," Price said. "I just want to make sure we're on 

the same page as part of the improvements." 

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Eliminating the additional parking wouldn't solve the lack of parking that has been complained 

about, Stewart said. The requests for more parking have come primarily from downtown 

business owners, and their tax dollars are paying for improvements in the CRA, he said. 

"If we have the same parking that we have now, then we haven't done anything," Stewart said. 

Nathan Thomas, a real estate broker who attended the meeting, said there's much more parking 

that exists in the downtown perimeter, especially near the park and recreation administrative 

offices. 

"If (the redesign is) nice, they are going to walk to it," Thomas said. But City Commissioner 

Allen Johnson said people who go to the downtown park are used to parking close to it. "People 

aren't going to park across the train tracks to get downtown," Johnson said. 

In redeveloping the downtown park, the city plans to move the basketball courts to a proposed 

community center and gymnasium on Bennett Street. The redevelopment plans also include 

moving the Chamber Main Street building, redesigning the tennis facilities, eliminating the 

shuffleboard courts and creating a more open park. 

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July 27, 2006 

CITY GROWTH DRIVES $26 MIL. BUDGET PLAN; AUBURNDALE 


AUBURNDALE -- The city's residential growth spurt has shaped what the proposed $26 million 

budget will look like for the next fiscal year. New employees, equipment, a new community 

center and the construction of a water plant are planned for 2006-07. 

City Manager Bobby Green presented the budget to the City Commission at Monday night's 

meeting, and the commission will discuss the budget during workshops in August. 

Green said that the proposed budget reflects the demand to keep up with growth but not at the 

expense of the current taxpayers. "We're growing in annexation at every meeting, and at the 

same time the services need to be provided," he said. "(The budget) works real hard to not 

maintain but to improve the level of services we provide." 

City officials still need to tweak a few numbers for the major capital improvements that will be 

paid for in the upcoming fiscal year, which begins Oct. 1. Green said he's seeking financing for 

such items like the new water plant. "We've got a lot of work ahead of us before we get to the 

final product," Green said. "We've got to determine to what level we need to make the 

improvements, the cost of the improvements, how we fund those improvements and what the city 

can afford." 

Commissioners have already seen the upcoming fiscal year's figures last year when Green 

presented a two-year budget for the first time. They also know what the budget is expected to be 

for 2007-08. One of the most important reasons for doing this is so the commission can give 

more attention to the future needs of the community and to figure out how the city's resources 

will be used to meet those needs, Green said. 

The 2006-07 budget contains spending proposals for these capital improvements: 

$171,000 for the Police Department, including equipment for a new canine officer and 

the purchase of patrol vehicles. 

$2.2 million for Parks and Recreation, including the construction of a new community 

center, two trucks and the purchase of a parking lot for the Senior Center. 

$5 million for public utilities, including the construction of a water plant and water line 

extensions. 

$494,500 for public works, including new sanitation trucks, trash cans, sidewalk 

replacements and road improvements on Palmetto Street at Bridgers Avenue. 

$385,000 for the Fire Department, including a fire pumper and boat. 

The city expects to collect $3.5 million in property taxes. 

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For the 11th year in a row, the property-tax rate will be unchanged at $4.52 per $1,000 of taxable 

property. So the owner of a home valued at $125,000 with a $25,000 homestead exemption 

should pay $452 in city property taxes next year. That tax payment does not include property 

taxes collected by Polk County, the Polk County School District, the water district or other 

taxing authorities. 

All employees will receive a 4 percent cost-of-living increase. The last time employees received 

a 4 percent raise was for the 2004-05 fiscal year. Employees received 3 percent last year. 

In addition to the cost-of-living increase, $119,888 in longevity pay will be divided among some 

employees, based on years of service. 

Assistant to the City Manager Andy Stewart will have his position reclassified to assistant city 

manager, and he will receive a 6 percent salary adjustment. 

Green is also reclassifying 13 positions in the Fire Department as a result of a 2005 salary 

survey. In addition to the 4 percent raise, firefighters are to receive an additional 2 percent to 6 

percent, depending on tenure. 

"Firefighters' pay was out of sync when compared to the local job market," Green said. "Of 

course, we need to be competitive with our salaries to attract quality employees." Green is also 

proposing seven new positions that include a firefighter, two public utilities service workers, a 

cemetery worker, a second canine police officer, a library aide funded by the county library 

cooperative and a planner position in the community development department. It will cost the 

city $196,390 to fund the new positions. 

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AUBURNDALE'S $23 MILLION BUDGET DRAWS NO OBJECTIONS; A POSSIBLE 

REASON - PROPERTY TAX RATE IS UNCHANGED FOR THE 10TH YEAR IN A 

ROW. 


AUBURNDALE -- Other than a misunderstanding from a group of county residents, there were 

no strong criticisms or objections Monday night to the city's $23 million budget for the 2005-06 

fiscal year. City commissioners approved the budget and property tax rate in a 4-0 vote. 

Commissioner Allen Johnson was absent. 

Commissioners are expected to give final approval to the budget Sept. 26. The public hearing on 

the property tax drew a crowd of county residents who misunderstood a notice on their tax bill. 

Once they found out they needed to be at the county's public hearing on property taxes, they left, 

said Andy Stewart, assistant to the city manager, who spoke with the residents in the foyer 

during the meeting. 

City Commissioner Randy Spears said he's glad that the city isn't embroiled with controversy 

over tax increases like county officials. "I'd like to congratulate the staff for holding the line," he 

said. "I think we ought to be proud of what the city has accomplished." 

For the 10th year in a row, the property tax rate is unchanged at $4.52 per $1,000 of taxable 

property. This means the owner of a home valued at $125,000 with a $25,000 homestead 

exemption would pay $452 in city property taxes next year. 

After some adjustments to some line items, the contingency reserve decreased from $135,743 to 

$121,810. The contingency reserve is a budgeted item for unanticipated expenses, said Finance 

Director and City Clerk Shirley Lowrance. "It's to cushion the city's expenses," she said. 

Commissioners were also able to get a preliminary budget for the 2006-07 fiscal year. City 

Manager Bobby Green said that by including it, the staff has a starting point. "The effort here 

was to blend our planning with our fiscal management," Green said. "Also noted in the 2007 

budget is no increases in ad valorem taxes." 

Commissioners seemed impressed. Mayor Marvin Wiley said including fiscal year 2006-07 in 

the budget for next year is keeping the city ahead. "I like this double-budget," Wiley said. "It 

gives you a look what's coming down the pike with the big-ticket items." 

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HIGH COURT WON'T HEAR SPRAY FIELD APPEAL CASE; POLK CITY IS DEALT 

A BLOW IN ITS ANNEXATION LITIGATION AGAINST AUBURNDALE. 


AUBURNDALE -- The Florida Supreme Court has decided not to hear Polk City's appeal over a 

disputed spray field. The Supreme Court will not entertain a motion for a rehearing of its Aug. 

24 decision, according to court documents. 

Lawyers for Polk City filed a petition to the state's Supreme Court in April after the the 

Lakeland-based 2nd District Court of Appeal ruled that Polk City didn't have a legal right to 

challenge Auburndale's annexation of 196 acres near Interstate 4 and Berkley Road in September 

2003. 

"The annexation case is over," said Jonathan Stidham, Polk City's lawyer. "Auburndale has 

succeeded in obtaining an illegal annexation because of the 2nd District Court of Appeal." 

The 2nd DCA didn't rule on whether the annexation was legal or not, he said. 

Stidham said the appellate court ruled that Polk City didn't have a right to complain about the 

annexation. 

The appellate court's opinion overturned an earlier ruling by Circuit Judge Ronald Herring who 

had found in Polk City's favor. 

Andy Stewart, Auburndale's assistant to the city manager, said its not easy when two 

neighboring cities have to resolve an issue through the legal system. "We wouldn't have annexed 

that property if we thought it was unlawful or not allowed by state statue," Stewart said. 

Stewart said every city is growing and because of it, municipalities should compromise or work 

on interlocal agreements. 

Auburndale is using a 196-acre property near I-4 as a spray field for wastewater discharge from 

the Calpine Corp. Polk City officials said the discharge would pollute nearby lakes, while 

Auburndale officials said they received the necessary permits to make the property a spray field. 

Polk City twice sued Auburndale, one suit claiming the spray field would endanger local water 

supplies and lakes, and the other claiming the annexation was illegal. 

Both sides are still awaiting a hearing date on Auburndale using the site as a spray field. 

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May 23, 2005 

CRA BUDGET TO FUND CORE PROJECTS 


AUBURNDALE -- The Community Redevelopment Agency's $802,500 budget for the 2005-06 

fiscal year will continue last year's effort to increase downtown parking and beautification 

projects. 

"The purpose of the CRA is to eliminate blight in the downtown and hopefully it will move us 

closer to reaching that goal," said Assistant to the City Manager Andy Stewart. 

The CRA board, which is comprised of the City Commission and two appointed members, 

approved the proposed budget last week. The City Commission will give final approval in 

September when it adopts the city's annual budget. Both budgets will be effective Oct. 1 when 

the new fiscal year begins. 

Some of the projects are: 

$70,000 for landscaping of medians on Havendale Boulevard. 

$150,000 for the construction of the Polk Street parking lot. 

$20,000 contribution to Auburndale Chamber-Mainstreet. 

$3,000 for marketing. 

$10,000 for special events. 

$75,000 for a wrought iron fence around the cemetery on U.S. 92. 

Chairman Larry Walker said he would like the board to consider increasing the special events 

and chamber donation in the future. He said as the landscaping projects increased, so will the 

need for more staff to maintain them. The CRA currently reimburses the city $22,000 for the 

salary of a city employee to maintain landscaping in the CRA district. 

Commissioner Randy Spears said he would like the CRA to focus more on marketing the 

downtown area."I like to make a challenge to come up with what Auburndale can promote," he 

said. A signature event would draw people from outside the city, Spears said. 

Stewart said the CRA spent money to advertise on local radio for the annual Touch A Truck 

event that is held downtown in the city's park. Because of it, the event had a higher attendance, 

he said. 

Commissioner Bill Sterling said he doesn't want to waste overtime money on police protection 

and street crews for a special event if there's no advantage. "I'm kind of for special events, but 

then I'm not if it doesn't benefit the city of Auburndale," he said. 

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Tab 11 



STREETS PROJECT WILL COMMENCE; THE PROJECT, FUNDED THROUGH 

AUBURNDALE'S CRA, WILL COST $198,400; MILLING AND RESURFACING 

PLANNED 


AUBURNDALE -- Several roads in the city are about to get a face lift. The Community 

Redevelopment Agency will begin its street milling and resurfacing project Sunday and will 

continue through Friday. 

Andy Stewart, the assistant to the city manager, said the project will do more than make the 

roads look better. "It will improve drainage and provide a smoother driving surface," he said. 

The $198,400 project is being funded through the CRA. Throughout the years, the city's general 

fund only covered street resurfacing, Stewart said. With funding from the CRA, city officials 

will be able to resurface and mill the streets, he said. 

Milling is removing the existing pavement before putting down a new layer of asphalt. 

This is the first of three milling and resurfacing projects in the CRA's capital improvement plan. 

The streets are: 

East Park Street (from Main Street to Bobby Green Plaza). 

West Park Street (from Main Street to Pilaklakaha Avenue). 

East Lake Avenue (from Main Street to Bridgers Avenue). 

Howard Street (from Main Street to Orange Street). 

Bobby Green Plaza (from Main Street to Pilaklakaha Avenue). 

Bennett Street (from Stadium to Bridgers Avenue). 

Orange Street (from Bridgers to Bobby Green Plaza). 

Polk Street (from Main Street to Bennett Street). 

Stewart said contractors will work with homeowners on residential streets such as Bennett and 

Orange streets so they will have access to and from their houses. In addition to milling and 

resurfacing, the CRA will also widen Polk Street to provide for better parking. 

"It eliminates the rear ends of cars protruding on Polk Street," Stewart said. 

Milling and resurfacing the streets is one of several projects the CRA will do for the 2004-05 

fiscal year to improve the look of the city. Other projects planned include creating new parking 

for the downtown district, landscaping medians on Havendale Boulevard, constructing new 

sidewalks and repairing existing ones. 

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Tab 11 


July 9, 2004 

A'DALE OFFERS PLAN TO POLICE UNION 


AUBURNDALE -- The city's administration is proposing a 4 percent cost of living adjustment to 

all police officers with an additional 2 percent to sergeants for the 2004-05 fiscal year. The same 

adjustment will be given to all city employees, city officials said during a negotiation meeting 

Thursday with the West Central Florida Police Benevolent Association. 

This adjustment will mean the following: 

Pay for an officer on probation would be $29,220 for an 80-hour shift assignment and $30,682 

for an 84-hour shift assignment. Upon completion of the probationary period, an officer would 

be paid $29,798 for an 80-hour shift assignment, and $31,289 for an 84-hour shift assignment. 

A police officer with four years of experience will be paid $30,397 for an 80-hour shift 

assignment and $31,918 for an 84- hour shift assignment. 

Sergeants will be paid $37,455 for an 80-hour shift assignment and $39,328 for an 84-hour shift 

assignment. This does not include step-pay adjustments or longevity pay that city employees 

receive. 

Sharon Slater, PBA labor relations director, said she could not make a decision yet on the pay 

proposal. "We'll take it to the membership and see what they say about it," she said. 

The contract between the city and the PBA is reviewed annually. After any adjustments are 

made, union members vote to accept or deny the contract. Then city commissioners vote to 

accept or reject it. 

The PBA began representing Auburndale police officers five years ago and has 25 members, 

including sergeants and corporals. 

City Clerk and Finance Director Shirley Lowrance, Assistant City Manager Andy Stewart and 

Mitch Franks, labor lawyer, represented the city at the meeting. Kevin Durkin, president of the 

PBA, PBA Polk County representative Denny Phillips and police Cpl. Mike Flora and Slater 

represented the union members. 

During Thursday's meeting, both sides discussed issues that they could not agree upon at the last 

meeting. 

Much of the fine tuning of the contract agreement deals with wording. Of the 24 articles in the 

agreement, both sides still need to agree on funeral leave, assignment pay and administrative 

leave with pay for attending professional meetings. 

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Tab 11 

PBA is proposing that police officers receive two additional days for funeral leave that can be 

taken from sick pay or annual leave. PBA also wants officers assigned to community policing 

and traffic services to be paid an additional $100 a month. Grants that would cover these 

assignments are no longer available, Flora said. 

PBA officials will make a proposal about attending professional meetings when the two sides 

meet again July 22. Thursday's discussion also included proposals PBA will make for the 2005- 

06 fiscal year concerning a step-pay for sergeants and allowing officers to retire after 20 years of 

service instead of 25 years of service. Flora said a sergeant with one year of experience has a 

base pay the same as an officer with six years of experience. 

But Stewart said the longevity pay, which is based on years of service to the city, makes the 

difference in pay for tenured employees. 

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Tab 11 


June 17, 2004 

CITIES STILL STRUGGLE WITH DOMAIN ISSUES; POLK CITY AND 

AUBURNDALE MAY FACE ANOTHER LAWSUIT. 

Author: LAUREN GLENN 

POLK CITY -- For most of those running this town, the land struggle with Auburndale is a battle 

of little versus big. "That's exactly what it feels like," said Councilwoman Chris Denico of Polk 

City's continuing legal dispute with Auburndale. The disagreement comes in the form of a 

lawsuit filed last year, with a new one possibly on the way. 

In February, when a property owner approached the city of Auburndale requesting water and 

sewer connections, the customer was told the property was located inside Polk City's utility 

service area and was directed to officials there. 

Though Polk City was in a position to provide services to the customer, the town needed to add 

lines to do so. "That's what we were in the process of doing," Town Manager Cory Carrier said. 

But in May, just as the town was about to begin installing the lines, Carrier received word that 

the customer had already been hooked up to Auburndale's lines. 

Auburndale had snatched away a customer, Carrier said, and by doing so, invaded land that is 

legally within Polk City's utility service area as defined by Florida law. "We were ready to lay 

that pipe," Carrier said. "Then we received word that the property had been connected to 

Auburndale's water." 

Auburndale Assistant City Manager Andy Stewart acknowledged that the customer is within 

Polk City's utility service area, but, he said, Auburndale's water lines had been placed there long 

before their area was established. An attempt by Polk City to cross those lines would violate state 

law, Stewart said. Auburndale has an interlocal agreement with Polk County that allows them to 

provide utilities to that property, Stewart continued. "We're supplying water to a customer who 

has been adjacent to our utility lines," Stewart said. "We're supplying water in accordance with 

county's interlocal agreement." 

The two towns used to divide properties between themselves evenly, Carrier said, and for years a 

gentleman's agreement was maintained, outlining which lines were not to be crossed. All that 

changed, she said, when Auburndale annexed property within Polk City's utility service area and 

built a wastewater spray field that is now fully operational. 

Carrier and the rest of the town contends in its lawsuits against Auburndale that the annexation 

of the spray field property was illegally done and that the spray field will eventually contaminate 

their water. 

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Tab 11 

Now, with the encouragement of the town's lawyer, Johnathan Stidham of the Bartow firm 

Stidham & Stidham, Polk City hopes to enter into mediation with Auburndale to establish where 

each municipality will provide utility services. Stidham said Polk City and Auburndale may be 

able to arrange an interlocal agreement establishing who does what and where. 

Stewart said Auburndale hopes to reach an agreement with Polk City, similar to the one between 

Auburndale and Lake Alfred. However, Stidham said, the issue could still go to court. 

Completed by: 

Levon Little 


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