ROBERT G. ANCKAITIS 3358 Green Meadow ... - Nsbshadow.com

ROBERT G. ANCKAITIS 

3358 Green Meadow Drive 

Bethlehem, PA 18017 

Telephone: (610) 954-5935 

CAREER 

HISTORY 

TOWNSHIP 

MANAGEMENT 

Over 15 years as a successful Township Manager 

and over 24 years as an officer in the U.S. Army 

with training and experience in leadership, 

personnel management, professional development 

training, public relations and employee retention 

in diverse organizations. A creative decision-maker 

and problem-solver. 

Lower Saucon Township (Feb.94-Dec.99) and Palmer 

Township (Dec.99-present) PA – Successful manager of a 

28 square mile township with a population of 8,000 and 

a 10 square mile township with a population of 17,000 

for the past 15 years. Have made improvements in 

administrative policies and procedures, financial 

management, daily operations, facilities, and public 

relations. Have focused all efforts on better serving 

the residents and all those who do business with the 

township, i.e. developers, contractors, engineers, 

attorneys, vendors, etc. Have emphasized employee 

training to improve their technical and people skills. 

Have built a team of employees who are competent, 

courteous and work effectively together to accomplish 

their mission. Managed 4 and 14 million dollar 

budgets and increased operating reserves significantly 

(over $400,000 in Lower Saucon Township and over 

$700,000 in Palmer) while improving operations, 

equipment, facilities, parks, and employee benefits. 

Improved communication procedures with the elected 

officials which allows them to make better, more 

informed, timely decisions. 

EXECUTIVE Bamberg, Germany - Commanding Officer (400 

MANAGEMENT selected Army-wide from 8000 considered) of a 

combat organization with over 80 staff trainers 

focused on training 600 soldiers on associated 

equipment, vehicles, systems, and programs valued 

at 20 million dollars. Directed and oversaw all 

management aspects of the organization. Primarily 

involved with training and development of mid-level 

officers on a daily basis where I developed, 

organized, and administered an officer training 

program with documented success. Planned and 

conducted special management programs focused on 

positive motivation, leadership, and production 

oriented results. Provided executive guidance and 

direction in areas of administration, personnel 

assignment, security, operations, training, safety, 

maintenance, logistics, employee morale, discipline, 

and staff development.

RESUME 

Robert G. Anckaitis 

Page 2 

EXECUTIVE 

TRAINING 

RECRUITING 

TRAINING 

MANAGEMENT 

PERSONNEL 

RECRUITING 

MANAGEMENT 

Ft. Leavenworth, KS - Teacher/facilitator in an 

intensive, 9 week, graduate level, professional 

development leadership course focused on problem 

solving techniques, decision making methods, staff 

coordinating skills, communication skills, and 

leadership roles. Documented success as an 

executive teacher, motivator, and mentor. Trained 

hundreds of mid-level officers in creative and 

traditional problem solving, meeting and time 

management, bold and active briefing approaches, 

effective writing, and leadership techniques. 

Responsible for editorial and content revisions to 

a copyrighted Leadership and Staff Skills, Roles, 

and Relationships text of 243 published pages. 

Additionally, training innovator with superb 

communication and personnel administration skills. 

Indianapolis, IN - Academic Director of Recruiting 

Training at a certified Department of Defense 

school offering five resident courses in worldwide 

personnel recruiting and retention. Planned, 

directed, and implemented all matters concerning 

curriculum development, lesson plan review, 

examinations, and training support with a highly 

skilled staff of 50 instructors. Closely 

monitored, counseled, and trained the teaching 

staff. Managed academic operations that produced 

2,000 personnel recruiters, 1000 recruiter 

supervisors/managers, 300 guidance counselors, and 

200 employee retention specialists annually. 

Recognized instructor training expert. 

Houston, TX - Personnel Recruiting Manager in the 

greater Houston area, covering over 2000 square 

miles, with a staff of 24 highly skilled personnel 

recruiters. Responsible for meeting personnel 

recruiting goals and objectives in a major market 

while directing and training recruitment employees. 

Top area of four in the Houston District four 

consecutive years and exceeded annual objectives by 

5-10 percent in each of those years. Very 

experienced working closely with high school 

administrators, civic organizations, community 

service groups, and local government leaders to 

best develop dynamic community relations programs 

and achieve recruiting objectives. Experienced 

public speaker and training motivator. Superb 

writing, speaking, and reporting skills.

RESUME 

Robert G. Anckaitis 

Page 3 

EDUCATION 

AND 

TRAINING 

MS Administration, Central Michigan University. 

BA History, Culver-Stockton College. 

Executive Leadership and Management Course. 

Recruiting Manager Course. 

Master Assessor Training Course. 

Assessor Training Course. 

Organizational Leadership for Executives Course. 

Staff Leader Training Course.

David L. Andrews 

300 E. Strada Patania 

Oro Valley, AZ 85737 

Office: (520) 229-4725 • Cellular: (520) 437-5211 

David.L.Andrews.MPA@gmail.com 

Summary • Masters degree in Public Administration 

• Nearly 20 years experience in municipal management 

• Thorough applied understanding of communications, customer service, 

technology, human resources, economic development, finance, major 

projects, intergovernmental relations and the community 

• Excellent history of evaluating, recruiting, developing, and empowering 

employees 

• Innovative, energetic, and collaborative leader 

Professional Oro Valley, AZ 1991 - Present 

Experience Town Manager 

Town of Oro Valley, AZ 

September 2006 to Present 

45,000 Population; 400 Employees; $200M Operating/Capital Budget 

• Served as the Chief Administrative Officer of the Town under the direction of 

a seven-member Council 

• Developed public policy options for the Mayor and Council through strategic 

planning, collaboration, and consensus building 

• Directed overall municipal operations in a community that requires a highly 

responsive local government that recognizes citizens, board and commission 

members, and elected officials as valued stakeholders 

• Prepared, presented, and managed the annual budget 

• Hired and evaluated all department directors except the Council-appointed 

Town Attorney and Magistrate 

• Collaborated with citizen, business, and neighborhood interest groups, other 

government agencies, and the media to promote open and transparent 

governance, regional cooperation, and public relations 

• Successfully managed department directors and managerial staff to achieve 

overall policies, organizational goals, and process improvements 

Assistant Town Manager 


August 2005 to August 2006 

• Assisted the Town Manager, Mayor, and Council in developing policies and 

planning for the effective delivery of Town services 

• Collaborated extensively with community stakeholders 

• Directed the activities and services of the Public Works, Planning & Zoning, 

Building Safety, Transit, Library, Parks & Recreation, Facilities Maintenance, 

Finance, and Information Technology Departments 

• Coordinated policy issues related to economic development, water, labor 

union negotiations, fire and emergency medical services

Assistant Town Manager/Finance Director 


April 2005 to July 2005 

• In addition to the responsibilities of the Finance Director, provided general 

assistance to the Town Manager related to policy formulation and 

intergovernmental relations and agreements 

• Directed managerial staff in preparation for Town Council meetings 

• Developed and implemented policies in regard to managerial and 

organizational issues 

Finance Director 


1991 to 2005 

• Directed the Finance Department for a rapidly growing local government 

• Managed all aspects of the finance and accounting, economic development, 

purchasing, risk management, and information technology services 

• Worked closely with the Mayor and Council, citizen advisory boards, 

commissions and task forces, senior management, outside agencies, 

professional consultants, and other groups on a wide variety of municipal 

service and operational issues 

• Completed special project assignments 

• Developed and demonstrated analytical, interpersonal, writing, and public 

speaking skills 

• Oversaw the activities of 11 staff personnel 

Assistant Finance Director 

City of South Tucson, AZ 

1990 through 1991 

$9.5M Budget; 95 Employees 

Graduate Student & Research Assistant 

University of Arizona, Tucson, AZ 

1988 through 1990 

Senior Budget Analyst 

Tracor Aerospace, Inc., Austin, TX 

1985 through 1988 

$140M annual revenues; 1,500 Employees 

Tax Auditor 

Texas State Comptroller’s Department, Odessa, TX 

1982 through 1985 

Education 

Master of Public Administration 

University of Arizona, 1990 

Bachelor of Business Administration 

Stephen F. Austin State University, 1982 


Page 2 of 3

Community 

Leadership 

International City Management Association (ICMA) 

Voting Member, 1992 to present 

Arizona City Management Association (ACMA) 

Active Member, 2005 to present 


Board Member, September 2008 to present 


2008 ACMA Conference Planning Committee 

Pima Association of Governments (PAG) 

Management Committee, 2006 to present 

Pima Association of Governments (PAG) 

Social Service Planning Committee, 2005 

Oro Valley Endowment Fund (OVEF) 

Board Member, 2002 to 2005 

Northern Pima County Chamber of Commerce (NPCCC) 

Government Action Committee, 1999 to 2004 

Arizona Municipal Risk Retention Pool (AMRRP) 

Board Member, 1999 

Government Finance Officers Association (GFOA) 

of the United States and Canada – Member, 1990 to 2005 

Government Finance Officers Association of Arizona (GFOAz) 

Member, 1992 to 2005 


Page 3 of 3

Henry J. Angelo 

195 Oak Knoll N.E. 

Warren, Ohio 44483 & 

1204 Silverleaf Oak Crt. 

Palm Beach Gardens, FL 33410 

Phone (330) 307-3834 

E-mail hjangelo4@aol.com 

Objective 

Professional 

experience 

2003 to Present 

1996 to 2003 

To efficiently manage the resources of the city, create a vision for the 

future and to work with employees on the professional delivery of 

services. 

Government and Business Solutions, LLC., Warren, Ohio 

President 

■ Serve as a professional consultant for private and public entities; 

developing utility management systems, water/sewer use ordinances, 

regulatory compliance, storm water planning, fee structures, training, 

policies and procedures, workers compensation, and labor negotiations. 

■ Represent traffic light camera company for both speed and red light 

systems; presentations, negotiations and installations. 

■ Represent developers on wetland delineations, mitigations and 

hydrologic and hydrostatic studies; present commercial projects to cities 

and perspective clients; prepare zoning and variance requests. 

Mayor, City of Warren (pop. 46,000) 

Two four-year terms (full-time)—chose not to seek re-election. Under Ohio 

Revised Code, position would be comparable to a city manager. The mayor is 

the chief executive officer of the city. 

■ Managed 396 employees, 6 unions, $74 million, 4 utilities, an 18 hole 

municipal golf course, and a cemetery. 

■ Led the revitalization of the downtown area including the creation of a 

river-walk, amphitheater, streetscapes and historic districts. 

■ Partnered with private non-profits for demolition of homes (47 acres) 

and building 125 new homes and 128 senior housing units. 

■ Upgraded streets, sidewalks, improved sewer/waterline infrastructure. 

■ Planned and initiated City’s first bio-solids facility combined with a 

marketing program to sell Class A bio-solids retail and wholesale. 

■ Implemented property maintenance code enforcement, EPA Storm 

Water regulations as a utility, employee assistance and wellness 

programs. 

■ Marketed City through economic development programs partnering 

with private groups e.g. downtown merchants, Warren Image Comm., and 

Chamber to attain “All America City” status. 

■ Operated in the “black” 7 of 8 years-record carry-over in 2003 and 

Moody upgraded City bond rating. 

5-2-82 to 8-1-89 

and 

9-9-90 to 12-31-95 

Director, Water Pollution Control Dept., Warren, Ohio 

■ Directed a staff of 45 to operate a 12 MGD wastewater treatment 

plant, 6 pump stations and 180 miles of sanitary sewers.

8-1-89 to 9-3-90 

3-13-80 to 5-1-82 

■ Budget $6.2 million; oversaw the construction of a $34 million 

secondary treatment plant and primary plant renovations, $9 million in 

sewer upgrades, secured grant funding. 

■ Initiated first training/promotional programs and computerized 

monitoring system. 

■ Increased revenue, developed innovative concepts to fund sewer 

projects, consistently met or exceeded OEPA permit requirements. 

■ Created a municipal gas company to obtain discounts and planned 

conversion of incineration operation to beneficial reuse Class A bio-solids. 

■ Operated as City’s FEMA Coordinator handling tornadoes and 

flooding. 

Director, Safety-Service, City of Warren, Ohio 

■ Managed 14 City departments including safety forces and utilities: 

budget-$55 million. 

■ Established departmental efficiency review teams; conducted 

negotiations-3 unions, 442 employees; coordinated grants/economic 

development; established computer steering committee. 

■ Oversaw inventory control and personnel management. 

■ Upgraded streets, sidewalks, improved sewer and waterline 

infrastructure. 

■ Authored policies cutting costs and increasing revenue; media and 

community relations. 

Administrative Assistant to the Mayor, City of Warren, Ohio 

■ Acted on behalf of the Mayor in all matters concerning the operation 

and planning for the City. 

■ Chief negotiator (police, fire and service unions). 

■ Installed City’s first computer system (utility billing) and inventory 

program. 

■ Personnel functions, finance and record management, media relations. 

Education 

Master of Public Administration, Kent State University, Kent, 

Ohio. 

Bachelor of Arts, Major-Political Science/Education, Hiram 

College, Hiram, Ohio. 

Licenses 

Wastewater Treatment Operator: Class I, II, III, & IV. 

Affiliations 

Chairman-City Planning Comm.; Warren City Board of Education (4 

years); Trumbull County Improvement Corporation; Kiwanis; AHEPA; 

Knights of Columbus; Upton Association (historical); voted honorary 

Rotarian; Operation Torchlight, Inc. ( wrote and received 4 grants for atrisk 

youth); Warren Parochial School Council; Warren Italian-American 

Heritage Committee; and Water Environment Federation.

ANTHONY W. BARRETT 

4204 Amelia Drive 

Fredericksburg, VA 22408 

(540) 710-7487 

abarrett2009@aol.com 

Progressive experience in management, encompassing the following: 

• Managing large Utility Systems Including Electric & Storm Water 

• Studying the Changing Needs of the City/County Anticipating long-term Issues 

• Developing Annual Budgets including long term Capital Improvement Programs 

• Identifying & Anticipating Community Service Trends and Needs 

• Evaluating & Offering Options and Recommendations to Elected Officials 

• Delivering High Quality Services 

• Promoting Rapport with the Community/Meeting with Citizens & Advisory Groups 

• Reaching Out to Resolve Concerns/Settling Disputes 

• Establishing & Improving Organizational Structures 

• Developing & Implementing Policies & Procedures 

• Managing an Airport, Convention Centers and Transportation Systems 

• Organizing Staff and Delegating Authority 

• Coordinating & Cooperating with Federal, State, and Local Governmental Agencies 

• Creating & Developing Privatization Initiatives 

• Promoting & Maintaining Quality of Life 

• Implementing & Managing Emergency Management Procedures 

• Creating Financial Stability & Reserve Funds 

• Promoting and Enhancing Tourism, Economic Development, Industrial Recruitment & Downtown Redevelopment 

• Creating & Developing Strategic Plans 

• Union negotiations 

EXPERIENCE: 

2003-2008 Silver Development Companies, Fredericksburg, VA 

Property Acquisition and Development Manager- Reported Directly to the President of the Commercial 

Division. Served as project manager and political consultant for one of Virginia’s premier land development 

companies. My primary responsibilities were to locate, purchase, develop and manage commercial projects through 

the local government entitlement processes in Northern Virginia. Among other duties, I represented the company on 

several local philanthropic boards such as the Chamber of Commerce Education Foundation, Mary Washington 

University President’s Advisory Board and the Lt. Governor’s 100 Ideas for the Future of Virginia Committee. I 

also represented the company at many political functions throughout the state. 

2001-2003 Spotsylvania County, Spotsylvania, VA (Population 106,000) 

COUNTY ADMINISTRATOR- As the Chief Executive and Administrative Officer of the County, I hired, directed and 

managed 790 full-time and 200 part-time employees and directed all County operations. There were 14 Department Heads who 

reported and were accountable to me on a daily basis. Additionally, I was responsible for preparing, proposing and 

administering the $329M adopted operating and capital outlay budgets. 

The following are examples of successful accomplishments during my tenure with Spotsylvania County: 

• Responsible and accountable for providing direct services to citizens in the areas of Public Safety, Economic 

Development, Tourism, Finance, Communications, Human Resources, Planning and Utilities. 

• Upgraded Public Safety for Fire and Rescue by recruiting, hiring and training 40 new fire-fighter/paramedics. 

• Initiated a salary study for public safety employees that led to Board approved salary increases of 12% across the 

board. 

• Completed $41M Hunting Run Reservoir Project that included a Rapidan River intake and raw water pipe lines 

for an 8 mgd water supply. 

• Successfully guided a $30M bond issue for public safety, capital improvements and equipment that was approved by a 

76% majority of voters. 

• Initiated and developed a $19M debt issuance for school construction through an alternative funding process. 

• Developed and devised a program for growth management resulting in the creation of the Department of Growth 

Management and Resources where all lands-use offices were consolidated under a Deputy Director.

Anthony W. Barrett (Resume) 

Page 2 

• Resolved very complicated contractual issue concerning multi-million dollar sewage treatment bid by partnering and 

mediation process that saved more than $3M in legal fees and cost over-runs. 

• Implemented and developed a process for curtailing cost over-runs for capital projects, saving more than $700,000 

over a two-year period. 

• Reconfigured and re-bid general liability insurance contracts resulting in a cost savings of $150,000 the first year. 

• Led Governing Body through a complicated re-zoning process that eliminated some 30,000 lots from being developed 

thereby curtailing future educational costs of approximately $600M over 20 years. 

• Created and implemented an educational curriculum in secondary education for fire fighter/paramedics, resulting in a 

group of certified, professionally trained individuals for community service. 

• Appointed employee and retiree Health Benefits Committee, which led to negotiated changes in health care coverage 

and reduced County self-insured costs by $150,000. 

• Implemented, appointed and directed employee Safety Committee whose recommendations resulted in improved risk 

management activities and saved more than $100,000 the first year on policy renewal. 

• Formulated business relationships throughout the County, creating a pro-business atmosphere in County offices. 

1998 - 2001 City of East Peoria, East Peoria, IL (Population 23,000) 

CITY ADMINISTRATOR – As the Chief Executive and Administrative Officer of the City, I hired, directed and managed 180 

full-time and 68 part-time employees and directed all City operations. There were 8 Department Heads who reported and were 

accountable to me on a daily basis. Additionally, I was responsible for preparing, proposing and administering the $35M 

adopted operating and capital outlay budgets. 

The following are examples of successful accomplishments during my tenure with the City of East Peoria: 



• Refined and improved administrative processes for all City operations resulting in improved proficiency and service 

delivery. 

• Researched, selected and had Governing Body approval for a niche bond coupon payment process resulting in a direct 

payment to the City of more than $3.5M. 

• Developed, introduced and administered a new budget format that benefited the public by making known what the 

total City expenditures were and how they were arrived at. 

• Established the first City purchasing process that saved more than $500,000 the first year. 

• Lead member of team who negotiated with police, fire, telecommunications, public works and recreational employee 

unions, resulting in a uniform wage cap of 3%. 

• Introduced concept of team management with weekly staff meetings structured, resulting in more efficient City 

operations. 

• Introduced and developed unique revenue sharing opportunities with schools and the library wherein a ratio of 

expenditures to sales tax sharing placed a cap on expenditures. 

• Key member of negotiating committee for a vacant 65 acre Brownfield Redevelopment area at site of Caterpillar 

Manufacturing Plant resulting in a business redevelopment plan that added millions of dollars to property assessments. 

• Established new worker’s compensation procedures that saved more than $300,000 the first year. 

• Created employee Health Benefits Committee consisting of Union and Non-Union representation that altered the 

health benefit policies and saved more than $150,000 annually. 

• Successfully negotiated a new Marina contract that saved taxpayers more than $100,000. 

• Successful in attracting major anchor stores for two shopping centers resulting in $2M of sales tax revenue annually. 

• Established Development Review Team consisting of departmental and private sector members to coordinate 

development logistics, resulting in streamlining the process thereby opening businesses and industry faster that led to 

sales tax and property tax being generated much sooner. 

August 1997-February 1998 Town of Atlantic Beach, Atlantic Beach, NC (Population 2,000 Permanent and 28,000 Seasonal) 

INTERIM TOWN MANAGER – Hired to serve as Interim Town Manager to assist the governing body search and select a 

new manager. As the Chief Executive and Administrative Officer of the Town, I hired, directed and managed 76 full-time and 

21 part-time employees and directed all Town operations. There were 7 Department Heads who reported and were accountable 

to me on a daily basis. Additionally, I was responsible for administering and monitoring the $9.3M budget. 



• Successfully assisted in recruiting, interviewing and hiring a new Town Manager. 

• Managed all Town operations. 

• Prepared and implemented revised Personnel Rules and Regulations.


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• Reviewed and administered the operating budget. 

• Reviewed and exercised Emergency Operations Plan. 

1994 - July 1997 City of Kinston, Kinston, NC (Population 27,000) 

CITY MANAGER – As the Chief Executive and Administrative Officer of the City, I hired, directed and managed 507 fulltime 

and 123 part-time employees and directed all City operations. There were 9 Department Heads who reported and were 

accountable to me on a daily basis. Additionally, I was responsible for preparing; proposing and administering the $175M 


The following are examples of successful accomplishments during my tenure with the City of Kinston: 



• Implemented private/public partnerships leading to volunteer annexations that increased the City tax base by 

approximately $3M. 

• Developed and operationally implemented private/public partnerships for businesses and industry for “peak shaving 

“generator program that saved millions of dollars for the businesses and the City. 

• Reconfigured and downsized the work force through a program of early retirements and work-study analysis 

consolidation that resulted in more than $3M in savings over a 3-year period. 

• Recommended, bid, developed and constructed a new Nature Center that served as a regional Tourist Center and 

brought tourist dollars into the Community. 

• Initiated a $17.5M water, sewer and electric facility revenue bond issue that closed the main electrical transmission 

loop around the City thereby insuring a constant uninterrupted electrical supply. 

• Recommended and implemented an “Early Retirement Incentive Program” resulting in a $250,000 savings the first 

year and the potential of $700,000 each subsequent year. 

• Created an Employee Health Program with base line physicals and a Wellness program for all employees and their 

dependents. 

• Established Police Department “Sentinel Program” comprised of citizen volunteers who conducted administrative and 

non-law enforcement tasks thereby allowing more officers to patrol the streets. 

• Facilitated a citizen “Fire Reserve Program” to enhance Community fire fighting capability by offering paid hours and 

training to volunteers as additions to the paid career staff resulting in savings of overtime costs and improved fire 

coverage. 

• Instituted privatization of Planning and Community Development Department, which saved more than $100,000 in a 3- 

year period. 

• Initiated a unique program using non-violent prison inmates to build affordable and Habitat for Humanity Housing. 

This program resulted in providing much needed affordable housing but more importantly provided job training and 

career skills for the soon to be paroled inmates. Additionally while the Building Code employees supervised and 

instructed the inmates, they improved their own building skills. I personally mentored some of these prisoners and was 

successful in obtaining employment with local businesses and contractors. 

1989-1994 City of Winter Park, Winter Park, FL (Population 25,000) 

CITY MANAGER – As the Chief Executive and Administrative Officer of the City, I hired, directed and managed 416 fulltime 

and 54 part-time employees and directed all City operations. There were 5 Department Heads who reported and were 

accountable to me on a daily basis. Additionally, I was responsible for preparing; proposing and administering the $45.5M 


The following are examples of successful accomplishments during my tenure with the City of Winter Park: 



• Initiated, coordinated and successfully implemented the privatization of the Fleet Maintenance operation resulting in a 

cost savings $513,000 the first year. 

• Reorganized all City Departments into a 5-member team oriented departmental configuration that improved efficiency, 

productivity and team building of all operations. 

• Initiated, directed and implemented the right sizing of the workforce by reducing the number of full-time and part-time 

employees resulting in more than $1,613000 in cost savings. 

• Implemented and edited a City Newsletter that was mailed to all citizens, an Employee Newsletter and weekly 

newspaper column providing the citizens and employees with news about their local government. 

• Initiated and directed a telecommunications audit that enabled the partnering of the City with a statewide telephone 

system resulting in a cost savings of $40,000 the first year.


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• Created and implemented an employee Merit Bonus System that contained spiraling salary costs to an affordable level. 

• Implemented fiscal budget controls that created a $4.6M Reserve Fund where none previously existed. 

• Successfully operated the Civic Center on a net profit basis. 

• Established a City Recycling Program that produced an annual operating savings of more than $75,000 annually. 

• Implemented Citywide self funded Storm water Management System that treated storm water prior to entering lake 

waters thereby improving the overall environment and maintaining lakefront property value. 

• Purchased and implemented an 800 MHz radio system that made public safety operations more efficient and safer. 

• Led first citizen approved $30M general obligation bond issue campaign to fund various City infrastructure and capital 

projects with no tax increase. 

• Successfully negotiated and resolved major Police Chief sexual harassment allegations that protected the City’s 

reputation and saved hundreds of thousands of dollars in potential litigation and settlement costs. 

• Initiated, directed and published a Citizens’ Gift Catalog wherein tax exempt donations could be used to purchase 

designated materials and capital outlay items for city operations resulting in the collection of $30,000 the first year. 

• Established innovative affordable housing program by partnering with Habitat for Humanity and Central Florida 

Hands. Land was donated to these organizations from tax sale parcels and recombined for single-family homes 

• Implemented and established a new citizen oriented participation budget process and led the governing body to set 

specific strategic goals and objectives which resulted in a $.04 reduction in the tax rate. 

• Formally established Keep America Beautiful Program that instilled civic pride throughout the Community. 

• Prepared and developed and implemented a comprehensive Personnel Rules and Regulations Manual that updated 

disciplinary, grievance and evaluation procedures. 

1982-1989 Town of Ocean City, Ocean City, MD (Population 15,000 – 60,000 in the Off-Season and 250,000 Seasonal) 

CITY MANAGER – As the Chief Executive and Administrative Officer of the City, I hired, directed and managed 410 full-time 

and 700 seasonal employees and directed all City operations. There were 7 Department Heads who reported and were 

accountable to me on a daily basis. Additionally, I was responsible for preparing, proposing and administering the $87.8M 


The following are examples of successful accomplishments during my tenure with the Town of Ocean City: 



• Reorganized City government from 23 different agencies/offices into five major functional departments that resulted in 

efficiency and team building. 

• Accomplished a 36 full-time employee reduction in force, which saved more than $1M in personnel costs. 

• Developed an innovative Master Equipment Leasing Program, creating a revolving equipment fund that modernized 

the 650-vehicle fleet, eliminated down time and provided for scheduled future vehicle replacement. 

• Established and staffed an office of Emergency Services, rewrote the Emergency Operations Plan and implemented 

and exercised the Plan and added a special outfitted Mobile Command Post Vehicle that enhanced emergency service 

capability. 

• Built, negotiated and contracted the first 24/7 emergency medical clinic on the island providing localized emergency 

care and heliport transport availability. 

• Formed a regional EMT-P training program that led to 16 of the 32 EMS personnel receiving the highest medical 

designation the State offered. 

• Conceived and built an 18-hole championship golf course on excess land around the airport, providing the citizens with 

the first public golf course in the area. 

• Negotiated, directed and led City team Beach Replenishment Program comprised of State, Federal, County and City 

representatives resulting in a $12.8M Corps of Engineers sand replacement program warranted from future loss of 

beach. 

• Created and developed fee based Unified Development Ordinance, which paid for land-use, building review and field 

inspections processes. 

• Built $813,000 solid waste transfer system on the island that reduced the truck fleet from 35 to 15 vehicles and reduced 

the labor force from 71 employees to 30 employees. Facility paid for itself within 4 years. 

• Developed and implemented the first comprehensive Personnel Rules and Regulations Manual, including Pay and 

Classification Plan, Merit System, Disciplinary and Grievance Procedures leading to more equitable and efficient 

employee operations and satisfaction. 

• Evaluated and implemented procedures that eliminated a $3.9M deficit and created a $2M surplus in less than 2 years 

that immediately translated to the improvement of the City bond rating from Baa to A+. 

• Installed a City owned telephone system that not only generated the funds to pay off the initial project cost, but also 

saved more than $30,000 annually.


Page 5 

• Planned, bid and built a 25,000 ft recreational complex on a 59-acre bayside track with ball fields, nature trails and 

amphitheatre. 

• Built and placed in operation a 15,000 sq. ft. central service center/purchasing building that in conjunction with the 

Public Works Complex, offered 110 service bays and a 6,000 sq. ft. purchasing warehouse that provided a cost savings 

for all City operations. 

• Negotiated, bid and directed the paving and overlaying of 60 miles of the 65 miles of City streets. 

• Developed and implemented the first comprehensive citywide Landscaping Ordinance that resulted in the City being 

the first recipient of a Tree City USA designation for any ocean-front resort community in the United States. 

• Directed two major citizens based rezoning for the community that led to more aesthetically pleasing development and 

unique regulations of the oceanfront sun angle provisions. 

• Required all employees to be CPR certified and first aid trained, enabling these individuals to provide quick response 

in time of emergency. 

• Initiated and directed the conversion of more than 1,500 street lights to sodium vapor fixtures that provided better 

lighting for security purposes and saved the tax payers over $150,000 annually. 

ADDITIONAL EXPERIENCE: Six years as the Town Manager of Nags Head, NC; two years as the County 

Administrator of Pittsylvania County, VA and two years and five months as the County Administrator of Isle of Wight 

County, VA. 

MILITARY SERVICE: 

United States Air Force 1965-1969 

Intelligence Service and Vietnam Veteran 

EDUCATION: 

Graduate of Institute of Government Course in Municipal Administration 

University of North Carolina, Chapel Hill, NC 1977 

Graduate Studies in American History 

Wake Forest University, Winston-Salem, NC 1972 

Bachelor of Arts in American History with minors in American Literature and Political Science 

Virginia Wesleyan College, Norfolk, VA 1971 

PROFESSIONAL AFFILIATIONS: 

Former member of International City Management Association 

Former member of Florida City County Management Association 

Appointed Commissioner for Eastern Public Power Agency (1994-1998) 

Community and Economic Development Policy Committee - NC League of Municipalities (1996-1998) 

North Carolina City and County Managers Association (8 years) 

American Society of Public Administrators (15 years) 

(Elected to Council of the Maryland Chapter (1987) 

Maryland City Management Association (8 years) - served as President (1987) 

Virginia Association of County Administrators (6 years) 

Juvenile Detention Facility Board Member (2001–2003) 

Rappahannock Jail Authority (2001–2003) 

COMMUNITY INVOLVEMENT: 

PRIDE Board of Directors (1994-1997) 

Kinston United Way Board of Directors (1994-1997) 

Industrial Development Commission (1994-1997) 

Rotary Club (1989-1992) 

Jaycees (1972-1974) 

Winter Park Chamber of Commerce, Board of Directors (1991-1994) 

Ruritan Club - Member (1972-1975) 

American Legion (1968-Present) 

Member of Board of Trustees - Virginia Wesleyan College (1977-1982) 

Parent Teacher Association President (1978-1981) 

Manteo Elementary School Association President (1980-1981) 

President’s Advisory Committee - Virginia Wesleyan College (1981-2000) 

Eastlight Theater Board (1998-2001) 

President’s Council University of Mary Washington (2001-2003) 

Rappahannock United Way Board of Director’s (2001-2003) 

Educational Foundation Board (2003-present) 

REFERENCES PROVIDED UPON REQUEST

RESUME OF FRANCIS M. “FRANK” BELL, JR. 

Mailing Address 

P.O. Box 4152 

Telluride, Colorado 81435 

Residential Address 

3043 Adams Ranch Road 

Mountain Village, Colorado 81435 

e-mail: fbell@telluride-co.gov 

Phone: 970-369-1371 (h) 970-728-2155 (w) 970-729-0407 (c) 

EDUCATIONAL BACKGROUND 

• PhD in Political Science, University of Utah - Dissertation considered the 

development of temporary political subsystems, policy coalitions and public-private 

partnerships originating from the unique political circumstances linking the Olympic 

movement to host local governments. 

• MPA, University of Utah 

• BA in History and Education, Colorado State University 

PROFESSIONAL EXPERIENCE 

Town Manager, Telluride, Colorado 

April 2006 to present 

Telluride is a high profile, upscale year around resort community with a permanent 

population of about 2,500 and many seasonal and part-time residents. The town is a homerule, 

charter municipality. The town provides a full range of high quality services including 

police, building and planning, water and sewer, parks and recreation, public works, housing, 

and transit. The town has a staff of about 85 full-time positions and many part-time, 

contract, and seasonal workers operating on a combined budget of about $26,000,000 spread 

through 12 funds. Twenty percent of the town’s revenues are earmarked for the acquisition 

and maintenance of open space. 

Management Highlights Include: 

• Development of capital program for infrastructure improvements for public facilities, 

streets and water service. 

• Oversight of a National Historic District 

• Development and management of a comprehensive affordable housing program 

• Implementation of publicly financed, open space, trails, and recreational land 

management program. 

- 1 -

RESUME OF FRANK M. BELL (continued) 

• Contractual production of numerous major special events including the Telluride 

Bluegrass Festival, Telluride Film Festival, and Blues and Brews Festival. 

• Development of an environmental protection agenda including alternative fuels, hydropower, 

carbon footprint monitoring, air quality, watershed management, and pedestrian 

programs. 

• Improved public input public processes through management of council appointed boards 

and commissions including, open space, housing, recreation, ecology, ethics, business 

development, grants and community support, and historic preservation 

• Development and Implementation of “Pay for Performance” System 

• Created a sales tax collection/stabilization program improving collections by 10% 

• Participation in numerous public/private partnerships including air service, regional 

transportation, housing, environmental sustainability, and immigrant integration 

• Recent implementation of municipal budgetary recession plan 

Town Manager, Crested Butte, Colorado July 2002 to April, 2006 

Crested Butte is an “upscale” home-rule, rural, historic resort community with strong 

winter and summer visitation for recreational purposes. The town provides high quality 

services for police, building, planning, water, public works, and parks and recreation. 

The town has a permanent staff of about 30 augmented by several part-time, seasonal and 

contract employees. The town budget is about $10 million spread through five funds. 

Management Highlights Include: 

• Oversight of National Historic District – staff was state award winner in 2004 for historic 

preservation efforts 

• Development of the town’s first affordable housing program 

• Converted the town’s sales tax collections from state to local collection resulting in 

consistent pattern of improved revenues by 10% 

• Implemented water metering system 

• Created a regional coalition to monitor and mitigate watershed damage from historic 

mining operations 

• Managed comprehensive open space program and trails system 

• Development of “Pay for Performance” System 

Director of Olympic Planning and Services, Park City, UT - May 1997 to June 2002. 

Under special authority of the Mayor and City Council, directed and coordinated all 

aspects of Park City’s participation in the 2002 Olympic Games including contract 

negotiation, municipal services, and community master planning. Office operating 

budget of about $6.1 million and a games-time staff of about 100 paid and 250 

volunteers. 

- 2 -


Major Accomplishments Included: 

• Founding member of Board of Directors of the Utah Olympic Public Safety Command, 

charged with security and public safety services for all Olympic venues – 1998 through 

2002 - National Security Clearance issued in 2001 

• Authored Park City Master Plan for the Olympics (1997) and Park City Olympic Budget 

and Financial Plan (2000) 

• Wrote and negotiated all municipal contracts with Olympic entities 

• Co-managed community education and public information programs 

• Acquired state and federal funding grants for transportation and public safety services 

• Coordinated relations with state and federal agencies including FEMA, FBI, Secret 

Service, USDOT, National Park Service, White House Olympic Task Force, EPA, 

NOAA, and various House and Senate offices 

• Co-produced and managed 18 day Main Street Olympic Celebration with a budget of 

about $80,000 per day 

• Reimbursed all public expenditures and created budget surplus 

• Security credentialed observer at Olympic Games in Atlanta, Nagano, and Sydney 

Chief of Police/Fire Commissioner/Events Manager Park City, UT 1982-1997 

Managed full service law enforcement agency and communications center. Additional duties 

included event management for major events such as the Sundance Film Festival, feature 

film production, World Cup skiing events, annual Senior PGA golf event, and summer 

concert series. Also served 11 years as Fire Commissioner of Park City Fire Service District 

Board of Governors (appointed by the County Commission) and managed the transition from 

an all volunteer service to a fully professional department. 

Sergeant/Chief Investigator, Police Department, Jackson Hole, WY 1973-1982 

Performed a wide variety of supervisory and investigative functions for the city as well as the 

prosecuting attorney’s office. Also had oversight of film production and special events 

permitting and service provision. 

US Army – 555 th & 532 nd MP Companies, Fort Dix, New Jersey 1971-1973 

Assigned to Prisoner Services Section, US Army Correctional Facility. 

- 3 -


PROFESSIONAL EDUCATION AND TRAINING 

Graduate – FBI National Academy, Quantico, Virginia 

FEMA Response Course, Emmitsburg, Maryland (twice) 

ICMA University and Professional Development Programs 

International Association of Chiefs of Police Center for Advanced Management 

FBI Anti-Terrorism Response Courses (Olympic preparation in 1999, 2000, 2001) 

New South Wales Australia Olympic Security Summit, Sydney, Australia 

MEMBERSHIP, BOARDS, AND ORGANIZATIONS 

International City/County Managers Association 

Colorado City/County Managers Association 

International Association of Chiefs of Police (Life Member) 

Colorado Municipal League – Legislative Policy Section and Statewide Water Policy 

Section 

Past President of Park City Rotary Club 

SPECIAL PROJECTS 

Adjunct Faculty – University of Utah Graduate School of Public Administration (not 

currently active) - taught classes in organizational behavior and conflict management, 

and modern research problems. 

Facilitator – Frequently facilitate retreats and board members for public and not for 

profit entities with focus on goal setting and conflict resolution 

Currently serves as non-compensated consultant to Olympic Organizing Committees for 

2010 Winter Olympic Games in Vancouver/Whistler, British Columbia. 

PROFESSIONAL, PERSONAL, AND ACADEMIC REFERENCES 

Upon request and establishment of mutual interest 

- 4 -

C A L V I N A . B O N E N B E R G E R , J R . 

2 1 7 L A R C H M O N T L A N E • W E S T G R O V E P A , 1 9 3 9 0 

P H O N E 6 1 0 - 8 6 9 - 5 8 7 0 • F A X 6 1 0 - 8 6 9 - 5 8 7 0 • C E L L 6 1 0 - 4 7 0 - 1 3 4 7 • E - M A I L c h i e f 2 9 5 @ c o m c a s t . n e t 

March 18, 2009 

Mr. Colin Baenziger 

Colin Baenziger & Associates 

12970 Dartford Trail, Suite 8 

Wellington, FL 33414 

Mr. Baenziger: 

My name is Calvin A Bonenberger Jr., I live in Southwestern Chester County, Pennsylvania, and I 

would like to express my interest in the position of City Manager for New Smyrna Beach, Florida 

As we find ourselves in the middle of these tough economic times, our municipal governments are 

faced with the daunting task of continuing our efforts to deal with declining infrastructures, rising costs 

and increasing demands from our residents to solve the community issues that they face each day. 

Issues such as declining property values, crime, juvenile misconduct, and reductions in community 

services will all ultimately affect the “Quality of Life” of all residents. It is clear that municipal 

government must reinvent itself and that the old way of providing government services has become 

stale and stagnate. That is where I feel that my attributes to “think outside the box” and to strive to 

provide visionary leadership is ideal for the position of City Manager with New Smyrna Beach. 

As you will see in the attached resume, I have a very diverse and comprehensive background in 

municipal government management, possessing over 27 years of increasingly responsible experience in 

public administration, community development, public safety; and infrastructure rehabilitation, 

community outreach & program development. I have acquired exceptional skills in all aspects of 

government processes, procedures and resource analysis, having managed staffs as large as 75, and 

financial budgets in excess of 9 million dollars. I have demonstrated skills and abilities in the critical 

analysis of financial and operational control measurements that improve P & L scenarios resulting in 

significant cost savings and reallocation of critical service funds. Although I am in no way suggesting 

that my strongest attribute is in the financial field, I am a diverse and effective manager that successfully 

facilitates and nurtures the expertise of financial staff to achieve financial stability and continued growth 

for the community. I have a contagious spirit of enthusiasm and thrive in fast paced environments 

while relishing the challenges of managing multiple projects. I poses extensive project development and 

implementation experience with exceptional communication and public speaking skills. Previous 

supervisors would support the quality of my real life experiences in municipal government and are 

equally impressed with my honesty, sincerity, dedication, judgment and professional integrity. I am 

confident that they would eagerly express their appreciation to having a Manager that continually 

operates under the philosophy of providing “Quality, Efficient and Effective” services to their residents. I 

believe that a testament to my abilities can be found in the successful launching of my own municipal 

Calvin A Bonenberger Jr – Cover Letter 1

consulting business where I have used my “Real Life” experiences and exceptional creative thinking 

abilities to critically review and evaluate failing municipal departments; while also identifying the quality 

of life issues that are affecting the residents and businesses; and to develop organizational structures, 

process and controls to help facilitate the municipality’s ultimate goal of achieving “Quality, Efficient and 

Effective” services to the residents. 

With the prospects of serving as the City Manager for New Smyrna Beach in mind, I would welcome 

the opportunity to share with you my portfolio, which is filled with examples of community planning 

and development, to include marketing of development sites, identification of financial resources and 

the facilitation and mediation of multiple parties coming together to move community projects forward. 

These projects include identification of residential development sites, affordable housing, community 

infrastructure upgrades, and commercial revitalization. However my experiences are not just limited to 

promoting community. I have a wealth of experience and knowledge in comprehensive planning, 

zoning and code enforcement with numerous examples of ordinance development and adoption; 

ranging from extensive revisions to building, property maintenance and minimum housing codes; 

zoning, land development and comprehensive plans. I currently serve on the Government Affairs 

Committee for the Pennsylvania Association of Building Code Officials, participating in the review of 

adoptions and modifications to the Pennsylvania Uniform Construction Code. I also posses eight (8) 

International Code Council certifications, and am in the process of finalizing the actual testing of several 

more. Essential to the application of these practical skills is my abilities and experiences in dealing with 

the public and elected bodies and my comprehensive understanding of the important role that 

municipal staff plays in moving community policies and initiatives forward. 

In closing, I would be remiss if I did not discuss your requirements for a degree. Unfortunately, while 

my peers were laying the foundation of their careers through college and study, I was needed in my 

family’s construction business where the needs of my family were very strong and I was not able to 

finish my degree in psychology. In addition, my wife and I have been caring for her parents who are 

both mentally and physically challenged for the past 10 years. As this situation approaches a natural 

close, I am working on the transfer of 70+ accrued credits into a degree related to Public 

Administration and Management with Central Michigan University. In addition, I am completing the 

necessary paper work to receive “life learning” credits for many of my accomplishments during my 

career, to include the thousands of hours of training and certification hours that I have accumulated. If 

you evaluate the entire body of my work, you will clearly see that I have 27 years of experience that 

matches your agencies desired skill set, but more importantly I come to you with 27 years of extensive 

practical application of those skills and many documented successes. Furthermore, I am confident that 

upon reviewing my resume and meeting with me to discuss this position further, you will conclude that 

I have exceeded the equivalent experience; training and professional development associated with an 

advanced degree and would be ideally suited to fit the needs of City Manager with New Smyrna Beach 

Thank you for your consideration of the enclosed resume, and I look forward to hearing from you. 

Sincerely, 

Calvin A Bonenberger Jr., CBI 

Calvin A Bonenberger Jr – Cover Letter 2




PROFESSIONAL SUMMARY 

Over 27 years of multi-department management and financial oversight experience, serving 23 years in various 

supervisory and administrative positions to include Town Administrator, Borough Manager, Director of Code 

Enforcement and Fire Chief. Hands-on manager possessing advanced knowledge, experience, training, and 

certifications in all facets of municipal government, with a proven record of developing and improving 

productivity, quality and efficiency. 

WORK HISTORY 

TOWN OF RISING SUN, CECIL COUNTY MD 

MAY 2007 - PRESENT 

TOWN ADMINISTRATOR 

Serving as Town Administrator charged with administrative management and 

oversight of multifunctional Town Government, to include Police Department, 

Public Safety, Building Inspection, Code Enforcement, Planning and Land 

Development, and Municipal owned and operated water and sewer utilities. 

Financial responsibility for budget development, preparation and presentation of 

Town’ general operations and enterprise fund budgets, to include comprehensive 

cost analysis and benefit studies enabling the Town to increase services provided 

while significantly reducing costs of operations. 

Joint administrative responsibility for the development of $23 million dollar sewer 

and water public facilities upgrade project, to include cost analysis, project 

scheduling and consultant management. 

Bid scope development and design for various community services such as street 

repaving, infrastructure repair and trash & recycling collection. 

Planning, development and author of various federal and state grants totaling 

roughly $31 million dollars, covering areas such as community parks and 

playgrounds, dog park, nature trails, new sewer plant, new water distribution plant, 

replacement of water distribution lines, new well systems, water meter replacements 

and emergency generator. 

Development and implementation of employee restructuring and staffing 

reorganization maximize staff performance and efficiency. 

Developmental oversight of new community website, to include fee based real estate 

listings and business links to offset annual hosting fees. 

Community code enforcement and inspection needs analysis for the development 

and implementation of the Community’s first code enforcement program, to include 

ordinance development, fee schedule design, and records tracking system. 

CBJR MUNICIPAL CONSULTANTS INC, WEST GROVE PA 

JAN 2007-PRESENT 

PRESIDENT 

Owner and operator of municipal consulting business, specializing in the evaluation, 

training and development of Municipal Code Enforcement Departments, Planning, 

Zoning and Uniform Construction Code Compliance. 

Design and creation of multiple training seminars and educational refresher courses. 

1




BOROUGH OF YEADON, DELAWARE COUNTY PA 2001-2006 

DIRECTOR OF CODE ENFORCEMENT, PLANNING, 

ZONING & COMMUNITY DEVELOPMENT 2001-2006 

Administrative Management and oversight of a combination fourteen member Code 

Enforcement Department, as part of an Intermunicipal Agreement between the 

Boroughs of Lansdowne and Yeadon. Departmental task include Divisions of Fire 

Prevention/Inspection, Building Inspection, Property Maintenance / Quality of 

Life, Community Outreach, Health / Public Safety and Planning / Zoning 

Development, design and implementation of comprehensive strategy for combining 

municipal code departments into an effective regional operation that is financially 

self sufficient and highly effective at providing diversified building, zoning and 

property maintenance services on a regional basis. 

Oversight of four (4) major community development projects and liaison to county 

and state agencies assisting with these development initiatives. Site identification, 

evaluation and marketing to targeted developers and incorporation of initiatives 

spelled out in the Borough’s Comprehensive Plan. 

Conceptual design and coordination of a developer’s fair, showcasing 15 possible 

development sites in the Borough. 

Borough’s liaison to local businesses, working to develop and facilitate partnerships 

between local government and business. 

Management oversight of 3 rd Party Consultants working on various community 

revitalization projects, supported by Federal, State and County Grant initiatives, to 

include work schedules, planning, vendor invoicing and payment approvals. 

ACTING BOROUGH MANAGER / BOROUGH SECRETARY 10/2004 – 10/2005 

While continuing to serve as Director of Code Enforcement, Planning, Zoning & 

Community Development, I was appointed to the position of Acting Borough 

Manager/Borough Secretary, charged with daily management & oversight of 60 

full/part time employees and the preparation of the Borough’s annual budget. 

Charged with the acquisition of a 2.5 million dollar bond, consisting of taxable and 

non-taxable portions. To include the development and preparation of a list of 

priorities for the community; cost analysis, interviewing and selection of bond 

council and bond paying agent and the creation of a bond oversight committee to 

properly manage the funds for distribution. Funds were subsequently secured in the 

Fall of 2005 and are currently being used for street resurfacing, sewer and storm 

water lines maintenance; wastewater infiltration and inflow mitigation; and the 

restoration of our Borough Hall, Yeadon Theatre Site and the Public Library. 

Created, participated and implemented several community revitalization projects, to 

include several collaborative efforts with surrounding communities, supported by 

federal, state and County grants exceeding $400,000. My activities consisted of the 

development and implementation of project scopes, needs and assessment tables; 

grant application processing, community participation, ordinance and resolution 

creation and execution. 

Administrative management of the MacDade Shopping Center Redevelopment 

Plan, using market analysis and other factors to determine the vest use of the 10 ½ 

2




acre site, to include relocation of fire and police services, recreational space and 

mixed residential commercial space. 

Administrative management of the Yeadon Theatre redevelopment site, to include 

the preparation and fund acquisition for site demolition and redevelopment. 

Administrative management of the Yeadon/Lansdowne Neighborhood 

Revitalization study as part of a Pennsylvania Luptap grant to perform extensive 

surveys on over 750 houses listed as distressed and not properly maintained. 

Program aims to provide comprehensive funding streams and initiatives to promote 

home rehabilitation. 

Preliminary development of a rental property conversion program aimed to 

promote the conversion of multifamily dwellings into single-family occupancies 

through the development of matching low interest loans to qualifying property 

owners. 

Preliminary development of a rental rehab program aimed to provide matching low 

interest loans to qualifying landlords to fix up run down rental properties, to include 

a seven- (7) year forgiveness plan for well-maintained properties. 

Development and design of the Yeadon Borough Tree Vitalize program to include 

grant application process and acquisition of (165) trees for planting in the Borough 

over a two- (2) year period, and the implementation of a community based oversight 

committee to monitor the proper maintenance and health of the trees. 

WORCESTER TOWNSHIP, MONTGOMERY COUNTY PA 1999 –2001 

BUILDING INSPECTOR/CODE ENFORCEMENT OFFICER 

Community’s first full time building inspector, charged with developing the 

administrative foundation of the department, to include policy implementation, 

application processing and records management. 

Responsible for all facets of commercial and residential plan reviews, covering 

alterations, new construction or changes of use, and their inspection and compliance 

with all applicable state and township building, zoning and fire prevention codes 

WHITEMARSH TOWNSHIP, MONTGOMERY COUNTY PA 1987 –1999 

STATE LICENSED WASTEWATER TREATMENT PLANT OPERATOR 

Coordination, & documentation of the 80-mile sewage collection system. 

Responsible for the inspection of all-new sewer line installations and repairs, and the 

monitoring and surveillance of any conflicting roadway and sewer easement work. 

Served as plant safety officer, responsible for work site safety, oversight of plant 

safety audits & equipment procurement. 

Responsible for plant compliance with the Department of Environmental 

Protection for the clean up and documentation of all sewage spills, pump station 

failures and their environmental impact. 

3




OTHER PROFESSIONAL EXPERIENCES 

CHIEF ADMINISTRATIVE OFFICER 1993 – 1999 

Barren Hill Fire Company (BHFC), Lafayette Hill Pa 

Served seven- (7) years as department Fire Chief, responsible for the administration, 

supervision and management of a seventy-five-(75) member fire brigade staff. 

Fifteen- (15) years of experience as a fire brigade supervisory officer. 

Supervision and coordination of four hundred-(400) plus yearly fire/rescue 

emergencies in the sixteen- (16) square mile fire district, covering 20,000 residents 

Supervision and coordination of all pre-emergency planning for commercial 

occupancies & high-risk facilities, to include building inspections, site hazard 

identification and disaster drills. 

Supervision of the Colonial Fire Chief’s Fire Prevention and Educational programeducating 

over 8,000 children annually. 

Administration and management of the department’s compliance with federal and 

state standards and regulations. 

DEPUTY FIRE MARSHAL 1995 –1999 

Whitemarsh Township, Montgomery County Pa 

Part of the fire investigation team charged with investigation of all fires, 

electrocutions and other construction related injuries, to include the collection, 

tagging and processing of evidence and the documentation of eyewitness accounts. 

Conduct building inspections, review and process code enforcement issues, and 

general fire prevention activities of the Fire Marshal’s office. 

Assist in the mitigation of bomb scares and related incidents. 

Conduct fire prevention and educational programs for school age children. 

TEACHER/INSTRUCTOR 

Pennsylvania Association of Code Officials 

1992 – PRESENT 

Design and instruction of a 1 day class on practical applications of the property 

maintenance code to include the demolition process, legal processing, repository, 

sheriffs sales and locating absentee property owners and corporations. 

Delaware County Community College, Delaware County Pa 

Design and instruction of a semester course covering the Legal Aspects of Code 

Enforcement and Property Maintenance, to include code interpretation, community 

outreach, political processing, case preparation and court room tactics. 

Pennsylvania Association of Arson Investigators 

Designed and instructed a ½ day seminar on the pending Pa State ACT 45 Uniform 

Construction Code, covering the relationships of fire investigation and building code 

enforcement. Outlining possible reasons of fire spread due to improper building 

construction. 

4




SPECIAL EXPERIENCES 

CB Municipal Consulting Services, West Grove Pa 

Design and instruction of various training classes on the PA State Uniform 

Construction Code, Property Maintenance Code, General Code Enforcement 

Practices, Abandoned House Mitigation, Legal Aspects of Code Enforcement and 

Responsible Party Identification Strategies 

Barren Hill Volunteer Fire Company, Lafayette Hill Pa 

Designed and implemented over 300 company training drills to include interior 

firefighting, ventilation, ladders, water distribution, vehicle rescue, high angle rescue 

and disaster drills. 

PROJECT EVALUATIONS, STRATEGIES AND IMPLEMENTATION 

Excellent critical analysis and problem solving skills, specializing in the creation and 

rebuilding of troubled organizations and systems, able to quickly assess 

departmental needs strengths and weaknesses. 

In-depth knowledge and understanding of the delicate relationship between elected 

officials, community leaders, businesses and citizens. 

Established team building skills and facilitator of staff talents, promoting full 

participation and investment of individual’s ideas into the “team” solving of issues. 

Diversified abilities at building community partnerships, promoting community 

spirit and trust in government operations. 

INFORMATION TECHNOLOGY SYSTEMS 

Excellent verbal and written communication skills, with a diversified computer 

background covering the use of Microsoft Word, Epson Photo 750Z Digital 

Photography, Excel, Access, PowerPoint, Publisher, Word Perfect, Visio and 

Internet access. 

Design and implementation of several administrative processes using various 

Microsoft office programs designed to reduce administrative processing time of 

violation notices, citations and other tasks. 

Author of several technical documents, to include standard operating procedures, 

municipal ordinances and bid specifications for the purchase of fire apparatus. 

APPOINTMENTS 

GOVERNMENTAL AFFAIRS COMMITTEE FOR THE PENNSYLVANIA ASSOCIATION OF 

BUILDING CODE OFFICIALS. (PABCO) 

PENN TOWNSHIP BOARD OF APPEALS. 

PENN TOWNSHIP PLANNING COMMISSION. 

5




CERTIFICATIONS, QUALIFICATIONS, TRAINING & EDUCATION 

TWO HUNDRED – (200) HOURS of State and County Recognized Municipal Government training. 

FIVE HUNDRED - (500) HOURS of Nationally Recognized plan review & code enforcement training. 

OVER TWO THOUSAND- (2000) HOURS of County, State and National Fire Academy, Fire & 

Rescue services training to include but not limited to the attached: 

PENNSYLVANIA STATE WIDE BUILDING CODE CERTIFICATIONS 

ICC Certified Commercial Building Inspector 

 

 

 

 

 

 

 

 

ICC Certified Residential Building Inspector 

ICC Certified Residential Building Mechanical Inspector 

ICC Certified Residential Building Plumbing Inspector 

ICC Certified Building Plans Examiner 

ICC Certified Residential Energy Plans Examiner and Inspector 

ICC Certified Property Maintenance and Housing Inspector 

ICC Certified Fire Inspector II 

PA State ACT 45 Certified Building Official CBO 

MONTGOMERY COUNTY COMMUNITY COLLEGE PA/ 1996-1999 

WEST CHESTER STATE UNIVERSITY 1985-1987 

6




REFERENCES 

Name: Chris van de Velde 

Occupation: Manager, Whitemarsh Township 

Address: 616 Germantown Pike Lafayette Hill, Pa 19444 

Phone: 484-533-2201 E-mail: cvandevelde@whitemarshtwp.org 

Name: Sabine Watson 

Occupation: Engineer – KCI Technologies 

Address: 1352 Marrows Road, Suite 100, Newark De 19711 

Phone: 1-302-731-9176 E-mail: swatson@kci.com 

Name: David Forrest 

Occupation: Manager, Borough of Norristown 

Address: 401 West Main Street, Norristown Pa 19401 

Phone: 610-297-5836 E-mail: dforrest@norristown.org 

Name: Deborah V. Craig 

Occupation: Previous Vise Mayor, Rising Sun Board of Commissioners 

Address: 12 Springhouse Court, Maryland 21911 

Phone: 410-459-5845 / 410-658-2411 E-mail: debcraig@zoominternet.net 

Name: Dr. Vivian Ford 

Occupation: Yeadon Borough Council President 

Address: 1002 Longacre Blvd Yeadon, Pa 19050 

Phone: 610-348-3533 / 610-259-2526 E-mail: vford@dccc.edu 

Name: Jack Byrne 

Occupation: Member of Yeadon Borough Council 

Address: 833 Myra Avenue, Yeadon, Pa 19050 

Phone: 610-622-3750 E-mail: cjpbyrne@comcast.net 

Name: Robert W. Scott, PC 

Occupation: Municipal Solicitor 

Address: 205 North Monroe Street, Media Pa 19063 

Phone: 610-891-0108 E-mail: rscottesq@aol.com 

7




ADDITIONAL RESUME ATTACHMENTS 

CAREER ADVANCEMENT AND TRAINING SUMMARY 

(Not all classes listed) 

- Financing Strategies for Municipal Governments, Delaware County Planning Department. 

- TIFF, LUPTAP and Other Financial Options, Delaware County Planning Department. 

- Main Street and Elm Street Management, Delaware County Planning Department. 

- Tree Vitalize and Greening of Communities, PA Department of Conservation and Natural Recourses. 

- Planning & Zoning Process, Delaware County Planning Department. 

- Nuts & Bolts of the Municipal Planning Code, Berks County Planning Department 

- Statewide Building Code Governor’s Center for Local Government Services. 

- Legal Aspects of Code Administration BOCA National Building Code 

- Accessibility 2000 BOCA Chapter 71, Pennsylvania Association of Code Officials 

- Accessibility 2003 Delaware County Community College 

- Fire Inspector I Delaware County Community College 

- Fire Inspector II Delaware County Community College 

- Structural Plan Review/96 BOCA National Building Code 

- Fire Resistive Construction Requirements B&F Technical Code Services, Inc. 

- ICC International Residential Plan Review/1998 BOCA National Building Code 

- Fire Protection Systems/1996 BOCA National Building Code 

- International Plumbing Code/1997 BOCA Chapter 71, Pennsylvania Association of Code Officials 

- Overview of the International Fire Code BOCA National Building Code 

- NFPA Life Safety Code. Montgomery County Fire Academy. 

- NFPA 25-Inspection, Testing, and Maintenance of Water Based Extinguishing Systems 

University of Maryland, Maryland Fire and Rescue Institute 

- New Technology and Expanded Applications University of Maryland, Maryland Fire & Rescue Institute 

- Sprinkler Protection for Storage Occupancies University of Maryland, Maryland Fire and Rescue Institute 

- PECO Energy Inspection Procedures BOCA Chapter 71, Pennsylvania Association of Code Officials 

- Radiant Heating Systems BOCA Chapter 71, Pennsylvania Association of Code Officials 

- 2002 Fall Forum Residential Energy Plan Review, PEMBOC 

- 2002 Spring Forum ICC Chapter 71, Pennsylvania Association of Code Officials 

- 2002 Code Officials Institute. Alexandria Virginia, International Code Council. 

- 2002 Property Maintenance Program Madison Wisconsin, University of Wisconsin 

- 2003 Spring Forum. ICC Chapter 71, Pennsylvania Association of Code Officials 

- 2003 Annual Conference. Nashville Tennessee, International Code Council 


- 2004 Fall Forum. ICC Chapter 71, Pennsylvania Association of Code Officials 


- 2005 Understanding the International Existing Building Code. Building Fire Code Academy. 

- 2005 Property Maintenance Symposium. Chicago Illinois, International Code Council 

8




- 2005 Accessibility. Pennsylvania Construction Code Academy. 

- 2006 Spring Forum. ICC Chapter 71, Pennsylvania Association of Code Officials. 

- 2006 Understanding the 2003 International Building Code. Building Fire Code Academy 

- Explosives Identification & Crime Scene Management. Philadelphia Bomb Squad 

- Fire Fighter Safety and Awareness Montgomery County Fire Academy. 

- Arson Detection & Awareness. Montgomery County Fire Academy. 

- Courtroom Demeanor & Tactics. Montgomery County Fire Academy 

- Arson Investigation. Montgomery County Fire Academy 

- Ohio State University Arson School Seminar August 1997 (48 hours) 

- Penn State University Arson School Seminar June 1997 (40 hours) 






- Commercial Plumbing 2006 B&F Technical Code Services, Inc. 

- 2003 Existing Building Code B&F Technical Code Services, Inc. 

PREVIOUS CERTIFICATIONS HELD 

CPR and Basic First Aid Montgomery County Department of Emergency Services & Pa Department of Health. 

Operational Level Hazardous Materials, Pa State & National Fire Academy. 

Confined Space Rescue, Pa State & National Fire Academy. 

High Angle Rescue, Pa State & National Fire Academy. 

Vehicle Rescue Technician, Pa State & National Fire Academy. 

Trench Rescue Technician, Pa State & National Fire Academy. 

Collection System Safety PA Department of Community Affairs. 

Wastewater Treatment & Waterworks Operators License- Class C Type 3 PA Dept. of 

Environmental Protection. 

PREVIOUS PROFESSIONAL APPOINTMENTS 

Coordination and collaborative effort with local software design company to develop and 

implement a comprehensive permit software program used by several code departments 

in Southeastern Pennsylvania. 

 

 

Clifton Heights, East Lansdowne, Lansdowne Zoning Update and Historic Preservation 

Planning project under the Delaware County Renaissance Program. 

Previously served as a Board of Director, Treasurer and Secretary for the Pennsylvania 

Association of Code Officials (PACO) 

Previously served on the International Code Councils Existing Building Code 

Interpretation committee. Charged with reviewing code questions or proposals for code 

changes. 

Appointed to the fire services delegation to the Pennsylvania State Capitol. (Sponsored by the 

Honorable Lita Indzel Cohen of the PA 148th District) 

Building Officials and Code Administrators International (BOCA) 

9




BOCA Chapter 71, Pennsylvania Association of Code Officials (PACO) 

National Fire Protection Association. 

National Sprinkler Association 

Pennsylvania Arson Investigators Association. 

Association of Municipal and Industrial Fire Marshals. 

Montgomery County Fire Chief’s Aid Association. 

International Association of Fire Chiefs 

Whitemarsh Twp. Emergency Services Board. (1991-1999) 

Fire Department Safety Officers Association. (1993-1999) 

Colonial Fire Chiefs Association. (1996-1999) 

Safety Auditor & plant site inspector for the Pennsylvania Water Pollution Control Associations’, 

Eastern Regional Safety Committee (1992-1994.) 

10

May 13, 2009 





Re: 

Position of New Smyrna Beach, City Manager 

Dear Mr. Baenziger: 

As a Florida manager, primarily in Central Florida, I am excited by the opportunities the City 

of New Smyrna Beach offers. I would like to take this opportunity to provide you with a 

brief overview of my background. As a community dealing with the affects of internal, as 

well as external economic and growth related issues, yet desiring to maintain its unique 

character, I understand the challenges that are being faced in many areas, such as 

transportation, utilities, economic development/redevelopment and the complications of 

growth management issues. I have over twenty years experience in public sector 

administration, distinguished by providing progressive vision and decisive leadership. This 

has provided me with the opportunity to work for communities that have been committed to 

maintaining their identity, while embracing community quality of life issues. These 

communities have also given me the chance to be the administrator working with a 

motivated staff, while addressing growth issues and the financial management of the 

community for the long and short term. 

Most recently, I have been working as an independent consultant, providing municipal 

related assistance in a variety of areas. Prior to this, I had been serving as the City Manager 

in Crystal River, Florida. The City of Crystal River is located on the west coast of Florida and 

known as the “Home of the Manatee”. In recent years it has reemerged as a growing tourist 

destination. The City is known for its volatile politics, which are driven in part by the impact 

of growth and the convergence of the old and new. They have had ten (10) Managers in 

the past twenty (20) years. During my tenure with the City we were able to get old projects 

completed and new infrastructure projects approved that will improve the immediate and 

future overall performance of the City in delivery of services to its residents. Several such 

projects were the expansion of the wastewater treatment facility, stormwater projects and 

CRA redevelopment. We were very successful in maneuvering the complexities of working 

with FEMA in two successive years of storm recovery. As a small city, grants were an 

integral part of the city’s ability to move forward and in any given year the city successfully 

competed for and received recreation, CDBG, FRDAP, sewer enhancement or other grants 

while I was City Manager. 

Prior to taking the City Manager position in Crystal River, I worked for Lake County, as the 

Interim Director of Operations for the District Five Medical Examiner. This position proved to 

be extremely challenging and rewarding as there were many internal and organizational 

problems to overcome. These issues ranged from the development of a true budget, the 

purchase of equipment needed to perform the organizations tasks, to resolving pay equity 

issues. This was formally a private operation that was transitioning back to being governed

Page 2 of 3 

by a five County Committee (an elected official from each County). I was brought in to get 

the organization “up and running” and establish internal controls and accountability along 

with financial prudence. This was my second interim position I took with Lake County, while 

I selectively pursued a Manager’s position. Each time I was brought in to repair 

organizational and financial issues and develop a sense of teamwork. 

I served as the Town Manager of Lady Lake, Florida during a time of great change. This 

part of Central Florida was beginning to feel the pressures of growth due to its proximity to 

the Orlando metro area. The Town of Lady Lake’s growth was driven by the aggressive 

development of The Villages, Community Development Districts (CDD’s). This retirement 

development spans three (3) Counties and was a constant challenge as new DRI’s were 

created, which in turn affected multiple levels of service issues. During my tenure, we 

reorganized the financing and purchasing procedures of the Town, completed the 

construction of a $2.2M Municipal Complex and began the process for renovation of the 

former Town Hall into the new Library. I served as the Town's ninth manager since 1988. 

Prior to the Town of Lady Lake, I served as the City Manager in Avon Park, Florida. The City 

of Avon Park is a rural community, rich in history and tradition. During my tenure with the 

City we faced many challenges ranging from extra ordinary low employee moral, a 

dysfunctional police department, to no formal budgetary procedures. While I was with the 

City we began the slow process of reversing these situations. I developed for the City a 

Budget Document and internal budget procedures; redefined budget allocations making it 

possible to purchase needed equipment (i.e., fire truck, miscellaneous vehicles and 

equipment); through personnel changes and establishing clear policies and procedures, the 

police department began to gain back public confidence; developed a recreation department; 

initialized the development of a recreation complex; and made major improvements to the 

City’s Municipal Airport. Many of these items were made possible in both municipalities due 

to the management team’s recognition of the importance of teamwork and candid input. 

Each position and each community I have work has provided me an opportunity to become 

more knowledgeable in all aspects of municipal operations. I was responsible for all labor 

negotiations in Crystal River, Lady Lake, and Avon Park. In all communities, we were able 

to get contracts ratified and in Avon Park, I was able to negotiate multi-year contracts for 

the first time. As Manager, I have been the visionary for the development of master plans 

for water, wastewater and storm water, analysis of the Fire Department (to retain operation, 

privatize or contract with the County), grants, and development of Recreation Department 

and park master plans. In Crystal River, I initiated the process to rewrite the Land 

Development Code, thus updating and taking the first steps to be better prepared to address 

development, in a manner, which would maintain the City’s identity. 

I served as Assistant City Manager for the City of Port Orange, where I was employed for 

seven years, before becoming the City Manager in Avon Park. During that time, I had the 

opportunity to be involved in all aspects of the operations of a City recognized for its 

progressive and visionary approach. An approach, I have continued to apply over the years. 

The City of New Smyrna Beach is looking for an individual with a diverse background in 

Municipal Management. In each of my positions, I have had to develop sound financial 

management plans for both long term and short-term development of the community. I 

have the experience with project development and administration and have excellent

Page 3 of 3 

communication skills with citizens and policy makers. In working with staff I am a team 

leader. I appreciate and consider the ideas and input of others, however, the final decision is 

mine. I believe in providing the Commission with options and an explanation of my 

recommendation(s). Involvement in the community in which I work is a must. New 

Smyrna Beach is a community that wants to hold on to and protect its unique charm and 

character. One way that can be achieved is by the City Commission, businesses and 

community working together to develop a unified long term vision and plan for 

implementation. This will allow the Commission to put into place the necessary policies for 

implementation by the Manager and staff to maintain the essence of what makes New 

Smyrna a unique community. This same discussion will provide the ground work on what 

will be necessary to attract industries that are low impact on the community environment 

such as high tech, light industry and corporate offices; these types of businesses would 

provide the economic development desired. 

As a Florida Manager, I understand the challenges the City will be facing during the coming 

years. I feel confident that I can bring to the City a level of dedication, resourcefulness, 

leadership, vision and professionalism necessary to maintain and enhance the City’s status 

among Florida Communities. 

Thank you for considering me for the City Manager position. I look forward to hearing from 

you. 

Sincerely, 

Susan R. Boyer, ICMA-CM

SUSAN R. BOYER 

110 Palermo Place 

Lady Lake, Florida 32159 

Telephone No.: 

Email: 

PROFESSIONAL EXPERIENCE: 

(352) 753-3392 (H) 

Sboyerhwood@aol.com 

International City/County Management Association, Director Florida NEMN 

June 2007 to December 2008 

Accomplishments: Oversaw the management and implementation of NEMN (National Emergency 

Management Network) initiative with the State of Florida’s Division of Emergency Management and 

the integration into the State Resource Management Network (SRMN). This was a 1.2M project. 

Worked with other projects involving local government, emergency management, homeland security 

and other public safety issues for ICMA which were funded by government agencies, and other 

external funding sources. 

Responsibilities: Managed and oversaw the implementation of the NEMN for the State of Florida 

Department of Emergency Management; including contract and budget oversight. Interact with ICMA 

members requesting information related to ICMA products and services. Communicate and work with 

funders and others external to ICMA to coordinate and deliver project services and products. 

Performed other job related duties as required. 

Independent Consultant, May 2006 to September 2007 

Most recently worked for the Institute of Government, University of Central Florida, writing the 

Incorporation Feasibility Study for the community of Celebration. Also rewrote the Personnel Rules and 

Regulations for a municipality. 

City Manager, City of Crystal River, Florida (Population 3,656) 

December 2002 – May 2005 

Accomplishments: Provided interactive, decisive leadership in all initiatives. Built a focused City staff to 

follow through on lingering City projects. Developed the City’s master plan for sidewalk improvements 

and annual budget. Initiation and implementation of re-write of Land Development Code. 

Strengthened the City’s financial position. 

Responsibilities: The City of Crystal River was a full service municipality, with a volunteer Fire 

Department. The operating budget was approximately $15 million. Defined a clear vision to move 

forward with under-utilization of assets/resources into a progressive City. Emphasized several key 

issues: performance excellence, financial prudence, teamwork, and environmental conscientiousness. 

Focused efforts on organizational performance improvements: developing internal controls and 

accountabilities. Responsible for implementing public policy and programs as authorized by the City 

Council 

Interim City Manager, City of Crystal River, Florida (Population 3,656) 

October 2002 – December 2002 

Accomplishments: Brought the City administration together during a difficult transition time. 

Interim Director of Operations - District Five Medical Examiner, Leesburg, Florida 

June 2000 to October 2000 

Accomplishments: Defined a clear vision to convert from bureaucracy and under utilization of 

assets/resources, into a progressive business. Focused efforts on developing internal controls and 

accountability and introducing quality management. 

Responsibilities: District Five serves five (5) Counties: Citrus, Hernando, Lake, Marion, and Sumter. 

Responsible for the supervision, direction and planning for the operations of the Medical Examiner’s 

Office. The position was directly responsible to the Chief Medical Examiner. Administered, reviewed 

and analyzed the Medical Examiner’s Office budget; prepared budget documents; developed narrative 

information for proposed budgets; attended Medical Examiner Committee meetings. Handled

Resume of 

Susan R. Boyer Page 2 of 5 

____________________________________________________________________________________________ 

_ 

employee complaints and grievances. Created, implemented and maintained standards for safety of all 

employees and the facility according to OSHA, State and Local specifications. Supervised purchasing 

activities and monitored various operating contracts. Began development of a Policy and Procedure 

Manual. Served as the liaison to the medical community, funeral homes, law enforcement agencies 

and the general public. 

Interim Risk Manager, Lake County Board of County Commissioners, Tavares, Florida 

(Population 210,000) 

October 1999 to April 2000 

Accomplishments: Developed a teamwork environment, performance excellence and raised 

management’s understanding and participation in financial prudence. Settled a dispute with the 

insurance carrier in excess of $1M of outstanding claims. Restored the confidence of the employees in 

the competence of the Risk Management personnel. 

Responsibilities: Responsible for planning, overseeing and maintaining a program of risk management 

for the County, including protection of County assets and employees from loss, identifying exposures 

to loss and minimizing financial impact. Managed all insured and self-insured programs, including 

group medical, life, dental and disability. Managed and monitored worker’s compensation claims, 

property losses and liability claims against the County. Conducted monthly safety meetings. 

Responsible for the preparation of the insurance budget for the County; prepared and monitored the 

risk management budget. Evaluated bids and made recommendations. Tasked with implementing 

and developing programs to improve the image and understanding of risk management. Responsible 

for County-wide safety program and for compliance with State and Federal standards. Worked 

through unpaid claims and legal issues from previous health insurance carrier, in excess of $800,000. 

Set up internal tracking procedures for Workers’ Compensation claims. 

Independent Consultant, City of Lake Mary, Lake Mary, Florida (Population 9,500) 

July 1999 to September 1999 

Rewrote the City’s Personnel Rules and Regulations. This manual had not been updated in many 

years and needed to be brought up to date with current industry practices, current law, FLSA, etc. 

Town Manager, Town of Lady Lake, Florida (Population 14,469) 

February 1998 to June 1999. 

Accomplishments: Completed construction of a 20,000 sq. ft. Municipal Complex and renovation plans 

for the relocation of the Library into the former Town Hall. Successfully procured grant funding for 

the library, median beautification and other projects. Built an organized and focused staff. 

Responsibilities: The Town of Lady Lake was a full service municipality with the exception of Fire and 

had an operating budget of approximately $8 million. Council-Manager position was created in 1988. 

Within the Town’s corporate limits is one of the largest Community Development District (CDD) in 

the state. Received the GFOA distinguished budget award; created improvements in financial 

management and purchasing. Development of Master Plans in the areas of Water, Sewer, Stormwater 

and Parks. Due to personnel changes, had the opportunity to run the Personnel/Risk Management 

and Finance Departments. Responsible for implementing public policy and programs as authorized by 

the governing body. 

Interim Assistant City Manager, City of Haines City, Florida (Population 11,683) 

April 1997 to October 1997. 

Accomplishments: Developed bid specification and implementation plan for the privatization of the 

City Sanitation Department. Including the sale of equipment and placement of employees. Brought 

to completion several outstanding downtown redevelopment and improvement projects 

Responsibilities: Haines City was a full service City. This position served as the Main Street Executive 

Director, for a very active Main Street Program. Responsible for the operation of the City’s 

Community Redevelopment Agency. The writing and submission of grants in the area of historic

Resume of 


____________________________________________________________________________________________ 

_ 

preservation, responsibilities in Risk Management, and budgeting. Specific projects as requested by 

the City Manager. 

City Manager, City of Avon Park, Florida, (Population 8,300) 

October 1994 to August 1996. 

Accomplishments: Master planning the construction/improvements to parks. Secured FAA grants to 

improve/lengthen the airport runway and improve the fixed based operation and t-hangers. Secured 

various CDBG grant funding for Community Development Housing and community improvements. 

Upgraded the main frame computer system operations. Upgraded law enforcement and communitybased 

policing, equipment and technologies. 

Responsibilities: The City of Avon Park was a full service City with an operating budget of 

approximately $4 million and a water plant with an 8.6MGD capacity and sewer plant with a 1.5MGD 

capacity. The City also had full-time police and fire departments. Comprehensive administrative 

work in a community with little depth in upper management. In accordance with the City Charter, 

served as the personnel director for the City. The City had three unions (PBA, IAFF and ASCME) 

and approximately 75 employees. Served as the Airport Manager for a General Aviation Airport. 

Worked with the FAA and other governmental agencies to secure grants for new hangers and a 

runway extension. Staff liaison to various City Boards such as the Airport and the Community 

Redevelopment Agency. Due to personnel changes, had the opportunity to run the Police 

Department and the Planning Department. Functioned without the assistance of mid-level 

management. Responsible for recommending public policy and municipal programs to a seven 

member governing body. Responsible for implementing public policy and programs as authorized by 


Assistant City Manager. City of Port Orange, Florida, (Population 37,615) 

October 1991 to October 1994. 

Accomplishments: Developed the format for the Volusia Council of Governments. Developed the first 

Policy and Procedure Manual for the City. Secured a number of grants for major capitol improvement 

projects. Successful development of Vision 2020 cultural committee. 

Responsibilities: Responsible liaison and administrative staff work in assisting the City Manager; 

supervised the Administrative Services Division (Information Technology & City Clerks Office); 

conduct research, procedural and administrative studies on subjects under consideration by the City 

Council and/or City Manager and prepared reports containing proposed or recommended solutions; 

researched and processed grant requests; assisted Department Heads on selected projects; assisted City 

Manager in preparing the annual budget and CIP; responsible for preparation and distribution of City 

Citizen Newsletter & inserts in the utility bills; supervised and responsible for the telecommunication 

services for all City offices; staff liaison to various City Boards and Commissions; represented the City 

Manager in working with City Departments, other government agencies, the media and community 

organizations; received training from the Federal Emergency Management Institute on hurricane and 

disaster preparedness and response and as acting Public Information Officer; acted as City Manager 

in the absence of the City Manager. 

Assistant to the City Manager. City of Port Orange, Florida, (Population 33,700) 

July 1988 to October 1991. 

Accomplishments: Coordinated Recycling Program promotion; development of City Newsletter. 

Responsibilities: Responsible for the preparation of the Council Meeting Agenda Commentary for the 

City Manager; staff liaison for the Beautification/Environmental Advisory Board, Historic 

Preservation Advisory Board, Charter Review Board, and Library Advisory Board; involved in all 

aspects of the water re-use program; supervised the operations of the City Clerks Office; acted as City 

Manager in the absence of the City Manager.

Resume of 


____________________________________________________________________________________________ 

_ 

Planner I, City of Kissimmee, Kissimmee, Florida, (Population 28,617) 

September 1987 to June 1988. 

Planning Intern, City of Kissimmee, Kissimmee, Florida 

June 1987 to September 1987. 

Research Associate, Institute of Government, University of Florida, Gainesville, Florida 

August 1986 to May 1987. 

Administrative Intern, Town of Palm Beach, Florida, (Population 9,700) 

May to August 1986. 

EDUCATION: 

Master of Arts in Political Science/Public Administration. University of Florida, 

Gainesville, Florida - May 1987 

Bachelor of Arts in Political Science. Major concentration in Public Administration. 

University of Florida, Gainesville, Florida - May 1985 

Certificate of Environmental Studies. University of Florida, Gainesville, Florida - May 

1985 

Local Government Leaders Public Policy Forum, Harvard’s J.F.K. School of Government 

1990 

Weldon Cooper Center for Public Service, University of Virginia, Senior Executive 

Institute – May 2008 

International City/County Management Association (ICMA), Credentialed Manager (CM) 


PROFESSIONAL MEMBERSHIPS AND RECOGNITION: 

- International City/County Management Association (ICMA) 1988 to Present 

- ICMA Conference Assistance Scholarship Recipient 1989 

- ICMA Conference Assistants Exchange Program 1990 

- ICMA Committee on Diversity in the Work Place - Member 1990 to 1991 

- ICMA 1998 Conference Host Committee 1996 to 1998 

- Florida City and County Management Association (FCCMA) 1988 to Present 

- FCCMA Life Saver Award 1998, 1999 

- FCCMA Board of Directors - Director at Large 1995 to 2000 

- FCCMA Foundation Promotion -Chairman 1999 to 2000 

- FCCMA Ethics Committee - Member 1996 to 2000 

- FCCMA Membership and Recognition Committee Chairman 1997 to 1999 

- FCCMA By-Laws Review Committee – Member 1997 to 1998 

- FCCMA Members in Transition Committee - Member 1997 to 1998, 2000 

- FCCMA Assistant Steering Committee - Member/Co-Chair 1991 to 1996 

- FCCMA Plan Support Committee - Member/Chairman 1993 to 1997 

- FCCMA Conference Planning Committee - Member 1993, 1994, 

1995, 2000 

- FCCMA Membership and Recognition Committee - Member 1990 to 1994 

- Florida Floodplain Managers Association 2004 to 2006 

- Public Risk Management Association (PRIMA) 1999 to 2000 

- Risk & Insurance Management Society (RIMS) 1999 to 2000 

- Workers’ Compensation Claims Professionals (WCCP) 1999 to 2000

Resume of 


____________________________________________________________________________________________ 

_ 

- Lake/Sumter City/County Management Association 1998 to Present 

- Government Finance Officers Association (GFOA) 1998 to 1999 

- American Society of Public Administrators (ASPA) 1990 to 1997 

- Outstanding Young Woman of America (Award) 1991 

- Who's Who of American Women (Award) 1992, 1996 

CIVIC AND GOVERNMENTAL COMMITTEE MEMBERSHIPS: 

- Leadership Citrus 2005 

- Lady Lake Chamber of Commerce - Board of Directors 1998 to 1999 

- Lady Lake Friends of the Library 1998 to 2000 

- Rotary International 1994 to 1997 

- Honorary Member 2002 to Present 

- Avon Park Historical Society 1995 to 1997 

- Avon Park Chamber of Commerce 1994 to 1996 

- United Way of Highlands County - Board of Directors 1996 to 1997 

- Safety Village - Board of Directors 1990 to 1993 

- Junior League 1993 to 1996 

- Jaycees 1987 to 1994 

- Friends of the Port Orange Library 1990 to 2000 

- March of Dimes "Walk America" Campaign Coordinator - 

City of Port Orange 1989 to 1994 

East Volusia Walk Committee 1992 to 1994 

- United Way - Assisted with Campaign - 

City of Port Orange & City of Avon Park 

1988 to 1994 & 

1995 to 1996 

- Port Orange/South Daytona Chamber of Commerce - 

Intergovernmental Relations Committee 1989 to 1994 

Committee to Support Education 1993 to 1994 

- Kissimmee Chamber of Commerce - Recreation/Open Space Task Force 1988

May 15, 2009 



12970 Dartford Trail, #8 



In response to the advertisement for the position of City Manager of New Smyrna Beach, 

enclosed please find my resume. As my resume indicates, I have significant experience in 

local government management. Over this past year, I have worked on various municipal 

projects, including a framework for the creation of “green jobs” for the City of Sarasota, and 

believe that my experiences could be of benefit to the City of New Smyrna Beach. 

Highlights of my municipal experience include: 

• Coastal management issues 

• Utility infrastructure planning, financing and construction 

• Community Redevelopment Agencies 

• Neighborhood and historical preservation programs 

• Customer service improvements 

• Staff development and leadership initiatives 

• Innovative budget systems and long-range fiscal forecasting 

• Sustainability and green principles 

• Community consensus building efforts 

As requested in your advertisement, below is a brief discussion on my management style, my 

vision for the City of New Smyrna Beach, and how to bring good jobs to the community. 

With regard to management style, staff members have described me as knowledgeable, 

analytical, ethical, down-to-earth, with a good sense of humor, and good communication and 

listening skills. My Myers Briggs management style profile is an ENFJ-energizing visionary, 

which translates to a participatory style, committed to the mentoring of employees and 

development of high performance teams and organizations. Within a management team, I 

value honesty, integrity, accountability, professionalism, and community building skills. 

To develop a “formal” long-term vision for the City of New Smyrna Beach, I would work in 

partnership with the City Commission and the Community. My vision would build on the 

existing strengths of the City, which include its’ rich history, tourism and cultural events, 

character, charm, and coastal town atmosphere. It is important that the City maintain its’ 

“barracudas” community pride and continue as the premier residential and business 

community within Southeast Volusia County, using principles of smart growth. As within the 

vision plan, I would incorporate the principles of sustainability, with four interdependent

elements: balancing environmental stewardship, economic development, social equity, and 

financial and organizational viability. 

The exceptional quality of life “live, work, learn, and play” within the City, would be the 

cornerstone of the long-term vision plan, as well as an economic development program. 

To create quality jobs within the community, I would review existing regional marketing 

efforts and incentives, as well as the workforce profiles and business workforce needs, and 

make adjustments as needed to reflect newer “green” technologies. Regional economic 

development partnership efforts would include agencies such as the CRA, existing 

businesses, the Southeast Volusia Chamber of Commerce, neighboring cities, the Volusia 

County Department of Economic Development, and the colleges and universities within the 

area. It would also be important to utilize existing community assets, such as the 

Airport/Industrial Park, located within a foreign trade zone, and areas with current land-use 

and zoning for future business growth such as the Interstate 95/SR44-interchange activity 

center. I would utilize incentive tools available for business expansion and relocation, 

ranging from New Smyrna Beach CRA grants; Volusia County Performance Based 

Employment Incentives (PEI), and Florida High Tech Corridor Council Applied Research 

grants, and new federal and state grant programs supporting the creation of “green” jobs. 

I am very interested in this position and can be reached at #727-204-8095. 

Sincerely yours, 

Pam Brangaccio 

410 Sandy Hook Rd 

Treasure Island, FL 33706 

Attachment (resume)

PAMELA BRANGACCIO 

410 Sandy Hook Rd 

Treasure Island, FL 33706 

Home #727-368-9151/Cell#727-204-8095 

e-mail: pbrangaccio@tampabay.rr.com 


Local Government Consulting, December 2007-Present 

Alliance for Innovation, SW Fla Sustainability Coalition Chair, December 2008-present 

City of Sarasota, FL June-November 2008 

I had two assignments with the City. 1) Crafting a framework for green jobs supporting the City 

Commission’s sustainability and community building goals; 2) Discussions between the City and 

Sarasota County regarding baseball spring training facilities and a new MLB team. 

Town of Surfside, FL December 2007-April 2008 

I served as Interim City Manager for the Town of Surfside, located adjacent to Miami Beach, 

while assisting with the hiring of a permanent Town Manager. I supervised a multi-service P3 

contract; resolved outstanding budget issues; revised the personnel policies, and began the design 

of a LEDS certified Community Center. 

Broward County, Florida – County Administrator, July 2006 to November 2007 

Broward County is located in Southeast Florida, with 1.8 population; 31 municipalities, 

$3 Billion Annual Budget and 6,200 employees. 

Accomplishments 

o Developed a High-Performance umbrella for organizational development and 

business planning efforts within the departments, linked to Commission priorities. 

o Developed an Outcome-based Budget Strategy for the County, reducing the 

General Fund Budget by 10% ($90Million/350 positions), with cross-functional 

employee teams. 

o Served as 2007 Countywide United Way Governance Chair and 

Secretary/Treasurer of the Human and Children’s Service Coordinating Council. 

o Hosted monthly meetings for Broward City Managers on countywide issues.

o Began an Emerging Leaders Program, Employee and Citizen Academies. 

o Developed an alternative funding strategies for CRA interlocal agreements, and a 

three-year plan to address workforce-housing issues. 

o Updated Master Plans for Port Everglades and the Ft. Lauderdale Airport. 

o Completed the Part 150 Noise Mitigation Policies for adoption by the Board 

associated with Airport Runway Expansion, for inclusion in the Airport 

Environmental Impact Statement. 

o Completed a Financial Model for the Airport’s Business Plan and Rate Structure 

and downsized the Airport’s Capital Improvement Program, and tackled the issue 

of Program Management, resulting in multi-millions in annual savings. 

o Facilitated the first transit rate increase in ten years, as well as the development of 

a long-range transit plan centered around TODs. 

o Established the Broward County Climate Change Inter-agency Task Force to 

support the County’s sustainability programs. 

Local Government Consulting, January 2006-June 2006 

Completed a Hurricane Operations Plan for the Town of Longboat Key 

Bay County, Florida – County Manager, December 2002-June 2005 

Bay County is located on the Gulf Coast of Northwest Florida, with a population of 165,000, a 

FY 2005 Budget of $212M and 470 BCC personnel. 


o Facilitated the adoption of Countywide Zoning Maps, as well as an update of the 

Land Development Code. These items had been unresolved since 1999. 

o Crafted conditions for two Detailed Specific Action Plans (DSAP) within the 

67,000-acre West Bay Sector Plan. The Bay County Sector Plan was one of two 

active sector plans in the state and included a new regional NW FLA airport. 

o Worked with the BCC and the County staff on a Clear-the-Decks Plan outlining 

priority areas of Smart Growth; Fiscal Modeling; Fire Services Strategic Plan; 

Intergovernmental Relations; Economic Development; Solid Waste Operations; 

and Infrastructure Funding.

o Completed Multi-year Fiscal Models for the County’s major operating funds to 

support a balanced FY 2005 Target Budget; and secured approval of the 9 th Cent 

Gas Tax with an update of the Transportation Strategic Plan. 

o Developed Stormwater and Utilities Strategic Plans for adoption by the BCC. 

Action items included the County’s first Stormwater Utility and expansion of the 

wholesale water system to include a retail customer base. 

o Expanded the Outreach Office to update the County web-site; and created an E- 

News Community newsletter. 

o Created the Bay-9 Symposium for elected officials, highlighting sustainable 

growth issues in the rapidly developing County. 

Charlotte County, Florida – Assistant County Administrator, April 1996 – November 2002 

(served as Interim County Administrator in 2002) 

Charlotte County is located in Coastal Southwest Florida, with a population of 160,000, a FY 03 

budget of $475M and 807 BCC personnel. 


o Implemented a Utility Growth Plan, Managed Competition Process and multiyear 

Rate Reduction Program for the County’s water and wastewater system. 

o Coordinated a funding partnership with DEP and Sarasota County for completion 

of a Regional Beach Restoration Project and Stump Pass dredging. 

o Managed a Community consensus-based process for adoption of a 

Comprehensive Plan addressing 200,000 vacant residential platted lots, 30,000 

aging septic systems, and revised land development codes. This planning effort 

won the 1,000 Friends of Florida Award for Successful Communities in 1998. 

o Coordinated grant applications for $50M in purchases of environmental properties 

and utilization of these properties for Eco-tourism, as well as habitat mitigation 

areas for County infrastructure projects. 

o Initiated Neighborhood Planning efforts; as well as updates to the Countywide 

and CRA Sign codes and Commercial Design Standards for major corridors. 

o Developed a Business and Marketing Plan to support the County's first in-house 

Economic Development Office. 

o Developed an Incentive Program for targeted industries for relocation and/or 

expansion of businesses and facilitated the development of a 3,000 acre I- 

75/Airport Commerce Park Overlay District.

o Presented at the 2001 ICMA Best Practices symposium, the County’s partnership 

with the State, which funded an on-line construction permitting system. 

o Held facilitator roles in three Community-wide American Assemblies and created 

a Citizen Advisory Committee and ranking process for CIP recommendations for 

a successful extension of the Local Option Sales Tax. 

Safety Harbor, Florida - City Manager, July 1991 - April 1996 

Safety Harbor, with a population of 17,383; had a FY97 budget of $31M and 153 personnel, and 

is located in Pinellas County. My accomplishments included: 

o Revising the City’s fiscal policies including the Annual Budget; 5-Year CIP; 

refunded bond issues to reduce debt service; long-range fiscal forecasts; revised 

revenue sources; and completion of a Stormwater Master Plan and fee. 

o Revising the City’s personnel procedures including its compensation package, 

evaluation and hiring procedures, training programs, and union negotiations. 

o Implementing a Downtown Redevelopment Plan and Construction of a $2.6M 

Main Street Beautification Program, which won the Florida Redevelopment 

Association’s Best Statewide Project Award. 

City of West Palm Beach, Florida - Assistant City Manager, Feb. 1989 - July 1991 

Assistant to the City Manager, Oct. 1986 - Feb. 1989 

West Palm Beach, with a population of 84,370 is located in Southeast Florida in Palm Beach 

County. The City is full-service and had a budget of $167M and 1,389 personnel. I had direct 

line authority for numerous departments: Police, Fire, Leisure Services, Public Works and 

Community Development. I also represented the City on numerous redevelopment activities, 

including serving as liaison with the CRA and Downtown Development Authority, the Kravis 

Center for Performing Arts, and the Convention Center Task Force. 

Collier County, Florida - Deputy Assistant County Manager, Feb. 1985 - Sept. 1986 

Budget Coordinator/Admin Asst. II, April 1984 - Feb. 1985 

Collier County has a current population of 264,475. Upon promotion to Deputy Assistant County 

Manager, I supervised Public Services, Community Development, and Administrative Services 

and did various special projects for the County Manager. 

Lee County, Florida - Senior Management & Budget Analyst, Nov. 1979 - March 1984 

Lee County has a current population of 454,918. The OMB implemented Program-Performance 

Budgeting and conducted Productivity Studies in various departments.

EDUCATION 

Senior Executive Institute, University of Virginia, July 2005 

M.P.A. Master of Public Administration 

University of South Florida, Tampa, 1984 

B. A. Political Science & Anthropology 

University of South Florida, Tampa, 1977 

PROFESSIONAL ORGANIZATIONS 

ICMA (International City & County Management Association) 

1992 ICMA Management Exchange Program; 1993-95 International Affairs Committee 

1997 Nominating Committee for the ICMA Executive Board 

2000 Strategic Planning Committee & Council-Management Task Force 

2005-Present ICMA Credentialing Advisory Board 

FCCMA (Florida City & County Management Association) 

2003-04 President-FCCMA; 1998-2005 Board of Directors 

2004-05 President-FCCMA Foundation and Past-President-FCCMA 

2004-05-FLC Board of Directors Ex-Officio 

2004-05 FAC Strategic Plan Committee and FAC/FLC CRA Task Force

NEW SMYRNA BEACH 

QUESTIONNAIRE 

CITY MANAGER POSITION 

Name Marlon Brown 

1. What is your preferred management style? 

My management style is reflective of my leadership qualities. First, I begin by hiring the best 

and the brightest whereby I can set my expectations allowing staff to do his/her job and complete 

assignments without the need to micro manage. This provides an environment of trust and 

confidence but with the need to review the work (verification) and provide constructive feedback 

where necessary. I promote open two-way communication (via meetings (formal and informal), 

open-door when schedule allows) throughout the organization. I like to be visible to all 

employees and will randomly visit work sites. I promote and encourage teamwork and 

excellence and will celebrate or acknowledge employee success. I consider myself a 

compassionate, understanding and fair leader and will quickly provide the employee the 

comforting resource or need required, within reason. I am strong on ethics and hold each 

employee accountable for his/her actions. 

2. What is my vision for New Smyrna Beach and how would I (and the City Commission) be 

able to bring good jobs to the community? 

This vision for New Smyrna Beach is two-fold. First, the organization: 

Given these economic times organizational change may be necessary but difficult. As City 

Manager, I will provide the leadership, if necessary, in re-shaping the organization to be 

effective and efficient in delivering public services. I will examine the organization to see where 

adjustments can be made to reflect budget conditions, engaging senior managers as change 

leaders, building awareness of the need for change, and helping employees move through the 

transition. This change is not limited to consolidating services or asking departments/employees 

to do more with less. Associated with organizational change is the need to continue to 

professionally develop the New Smyrna Beach organization human resource (its employees) by 

developing skills and knowledge to support the change (education and training). Again, given 

the budgetary constraints this may be difficult but there are ways to accomplish this that New 

Smyrna Beach may already be implementing. For example, instead of sending several 

employees to be trained in customer service or a new information technology (IT) program, 

which can be costly, one or two employees are sent to the training and return to become trainers 

for the organization (train the trainer). Another aspect of organization development is succession 

planning accomplished by allowing the best and brightest of the organization’s young 

professionals to move up into management positions through shadowing or skills development. 

1

Second, the City: 

In the past two years, all municipalities in the state of Florida have dealt with the impact of 

property tax reform and reduced shared state revenues. The upcoming year will not be much 

better as the state and the nation continue to grapple with the economic situation. As City 

Manager, I will provide the necessary leadership in implementing Commission approved 

targeted policies and programs since the future success of New Smyrna Beach cannot be 

accomplished without the assistance and approval of the Mayor and Commissioners. For 

example, if smart growth is a direction advocated by New Smyrna Beach, I, together with the 

appropriate staff members, will analyze, review and advise on growth policies that protect New 

Smyrna Beach’s rich environmental areas, enhance natural and cultural resources and curb urban 

sprawl directing growth to areas with necessary infrastructure and services. We will ensure that 

the residents of New Smyrna Beach can achieve a unique sense and identity of community and 

place. 

Similarly to what was done in Gadsden County to promote the assets of the communities and 

celebrate its successes using varying forms of media, with the Mayor and Commissioners’ 

consent, we (the City) will partner with the economic development and business community of 

the City to aggressively market and promote identified economic development areas and 

business opportunities. With the Mayor and Commissioners’ approval, this may include the use 

of City provided incentives that may be matched with state and federal incentives to attract and 

retain businesses. We will strategize to create an economic development plan (a vision with 

specificity) that should include other regional partners (nearby cities and counties since most 

areas are experiencing the same problems) because jobs obtained by any resident of New Smyrna 

Beach (whether through retention of a business or through a new business) will positively impact 

the City since most of that income will be spent in New Smyrna Beach. This ensures that 

commercial businesses remain healthy (employment for residents, and sales and property taxes 

for the City), bills are paid by residents and businesses (no foreclosures and delinquent rents, car 

payments, etc.), and residents continue participate in and enjoy City recreation and cultural 

activities where they can expend disposable income keeping the economy financially vibrant. 

2

MARLON C. J. BROWN 

145 WISTERIA LANE 

HAVANA, FLORIDA 32333 

(850) 539-7262 

SUMMARY 

Over fifteen (15) years of local government experience with expertise in: 

Public Administration 

Project/Contract Management 

Budget Development/Management 

Organizational Change and Development 

Urban Planning 

Customer Service/Community Relations 

Personnel Relations 

Media Communications 

Exhibits leadership through a sound work ethic and a proven track record of accomplishments and 

successes in major projects and personnel management. Proven to build strong and trusting relationships 

with Commissions/Boards, staff, and residents of the community. A professional who values ethics, 

respect, integrity, competence, teamwork and service to community. 


COUNTY ADVISOR ON ECONOMIC STIMULUS 

FLORIDA ASSOCIATION OF COUNTIES 

TALLAHASSEE, Florida 

March 2009 - Present 

The mission of the Association is to preserve and promote democratic principles by working to keep 

appropriate authority at the level of government closest to the people, and to increase the capacity of 

Florida counties to effectively serve and represent the citizens of the state through legislative action, 

education of public officials, and enhancement of public awareness about the role and functions of county 

government. 

Duties and Responsibilities: 

• Understand and have knowledge of the principles of the Recovery Act of 2009 and the accountability 

and transparency requirements. 

• Consult with all federal and/or state agencies funded by the Recovery Act of 2009 to determine 

appropriate opportunities and requirements for county governments to access funding for 

projects/programs. 

• Represent the Association on federal and state agency discussions/meetings on the development of 

guidelines for the release of stimulus funds and accountability/transparency requirements. 

• Advise and inform county governments on the appropriate opportunities and requirements for 

stimulus funding through various methods of communication (e-mail, website, webinars, conference 

calls, summits, office visits).

MARLON C. J. BROWN PAGE 2 

COUNTY MANAGER 

GADSDEN COUNTY, Florida May 2005 – December 2008 

Gadsden County is a rural community with transitioning urban growth patterns. It has a population of 

47,000 and encompasses 528 square miles. It is a full service county with 240 employees and a combined 

operating/capital budget of over $40 million, providing medical care, public works, emergency medical 

transport and volunteer fire services, community/economic development and housing, probation services, 

library services, waste management, growth management, extension services and animal control to its 

residents. 


• Annually develop a balanced budget for adoption by the Gadsden County Board of County 

Commissioners per Florida Statutes. 

• Administer and carry out the directives and policies of the Board and enforce all orders, resolutions, 

ordinances, and regulations of the Board to ensure that they are faithfully executed. 

• Report to the Board on action taken pursuant to any directive or policy within the time set by the 

Board. 

• Provide an annual report to the Board on the state of the county, the work of the previous year, and 

any recommendations as to actions or programs the county manager deems necessary for the 

improvement of the county and the welfare of its residents. 

• Provide the Board, or its individual members, upon request, with data or information concerning 

county government 

• Provide advice and recommendations on county government operations to the Board. 

• Establish the schedules and procedures to be followed by all county departments, offices and 

agencies. 

• Negotiate leases, contracts and other agreements, including consultant services, for the county, 

subject to approval of the Board, and make recommendations concerning the nature and location of 

county improvements. 

• Provide regular briefings to the Chairman and Members of the Board. 

• Perform such other duties as may be required by the Board. 

Major Achievements (with the Board of County Commissioners and staff): 

• Created a positive sense of place for Gadsden County both internally and externally 

• Retooled the administrative, budgetary and operational services of the county government 

• Developed and adopted 3 balanced and result oriented budgets 

• Beginning at $1 million, grew the general fund reserves to over $3 million 

• Created fund reserves for other funds which were non-existent 

• Excellent financial audits Began commission district community meetings with residents to hear 

concerns 

• Began weekly briefing meetings with each commissioner 

• Began bi-weekly leadership staff meetings, sharing the minutes with the commission 

• A new state of the art $1.5 million Chattahoochee Library 

• Constructing a $1.4 million addition to the Gadsden County Court House 

• Constructed a $¼ million addition to the Supervisor of Elections office 

• Successful passage of ½ cent surtax for re-opening the hospital and for indigent care 

• Opened and operated an Urgent Care Center for quality healthcare for all citizens 

• Invested millions of dollars to provide water and wastewater infrastructure for businesses for 

economic development and job creation 

• Invested over $1 million for information technology upgrades to improve county government 

efficiency, response and accountability 

• Built a new fire station with another under construction 

• Purchased two state of the art emergency transport vehicles (ambulances)


• Two Boys and Girls Clubs and a student program (G Stars) for children for after school 

• Renovated and re-opened 3 new parks with another underway 

• 60 miles of dirt roads paved throughout the County 

• Opened a new waste site and implemented free recycling at all waste sites 

• Worked with the residents of Rosedale Community to improve the water system 

• Funded 26 new patrol cars for Sheriff’s Deputies 

• Increased base pay for all county employees and deputy sheriffs for retention and recruitment 

• Worked with the state of Florida and others to bring Emergency Care back to our County 

• Funded a number of non-profit agencies that help our children, elderly and abused 

• Worked closely with our state and federal legislative delegations 

• Worked closely with the Governor’s office resulting in the county being tabbed a special project 

• Lobbied and received over $50 million from the state of Florida to help all residents in Gadsden 

County 

• Recognized as a County on the move by being awarded three County of the Year Awards 

ASSISTANT TO THE CITY MANAGER 

CITY OF TALLAHASSEE, Tallahassee, Florida November 1999 - April 2005 

As the capital of Florida with two major state universities, Tallahassee, at the time of my employment, 

had a population of over 154,000 and covered approximately 101 square miles. Tallahassee is a full 

service municipality and had 2,900 employees and a combined operating and capital budget of over $589 

million, providing all utilities, police and fire to its residents. 


• Serve as Acting Assistant City Manager or City Manager during absences. 

• Regular interaction as the liaison for the City Manager’s office with the Mayor and City Commission 

through presentations, briefings, and consultations. 

• Participation in monthly meetings between the Mayor and the Chair of the Board of County 

Commissioners that also involve the City Manager and City Attorney to resolve issues. 

• Represent and make decisions on behalf of the City Manager at meetings with department heads, 

community leaders or consultants. 

• Professional and administrative assistance to the City Manager in implementing City policy and 

developing the City’s budget. 

• Preparation and administration of the budget for the City Manager’s office. 

• Oversight of projects and assignments on behalf of the City Manager. 

• Negotiation and signing of contracts on behalf of the City Manager. 

• Oversight of the City’s Special Inquiries/Investigative Office that conducts reviews and inquiries that 

may derive from employment related complaints, allegations and issues specific to the City’s 

personnel policy. 

• Implementation of security measures at all administrative facilities. 

• Oversight of the functions of the Facilities Management Division. 

• Oversight of the administrative functions of the City Manager’s office including the City Commission 

agenda process, City Commission meetings and retreats. 

Major Achievements (under the City Managers direction): 

• Directed staff in saving the City over $400K in equipment replacement cost. 

• Directed security improvements of City Hall as a result of September 11, 2001 

• Coordinated the City’s priority issues established by the City Commission. 

• Assisted in reorganization efforts to improve the City’s investigative efforts for employee grievances 

and complaints. 

• Completely improved the image of the Building Services Division (both internally and externally) as 

a customer service friendly operation, without the loss of personnel.


• Developed a position paper to better educate the City Commission on Charter County Government as 

proposed by the County. 

• Conducted the 2000/2001 United Way campaign for the City raising over $225,000 in donations from 

employees. 

• Assisted the City Manager in creating an environment of employee access to her at all levels of the 

organization. 

INTERIM TRANSIT DIRECTOR 

CITY OF TALLAHASSEE, Tallahassee, Florida December 2003 – April 2005 

StarMetro (TalTran) operates city bus routes, including campus shuttles at Florida State University and 

Florida A&M University, plus a Dial-a-Ride service for seniors and disabled citizens and a variety of 

seasonal transit programs. TalTran had 180 full-time and part-time positions. 


• Supervise, direct, plan, coordinate, and instruct all divisions and personnel within TalTran. 

• Direct marketing efforts. 

• Negotiate contracts with the universities for service. 

• Responsible for developing state and federal request for fleet/capital/operational improvements. 

• Responsible for the purchase of buses. 

• Oversee special studies and grant application and administration. 

• Develop quality and productivity improvement capabilities to improve services and effectiveness. 

• Direct the preparation of the budget of the divisions of the department. 

• Inspect work performed within TalTran. 

• Maintain and promulgate necessary departmental rules and regulations in accordance with personnel 

rules and regulations and City policy. 

• Conduct staff meetings. 

• Investigate and adjust personnel problems that may arise from time to time. 

• Hire, transfer, promote or discipline employees. 

• Conduct performance evaluations and approves or disapproves merit increases. 

• Insure department compliance with the City's Fair Employment Practices plan, equal employment 

opportunity requirements, and related federal and state laws. 

• Coordinate work activities and programs of the department with other City programs and projects. 

• Attend and participate in conferences and meetings of department directors, the City Commission, 

and others. 

Major Achievements: (many of these focus on improving employee morale in a department that 

historically had management/employee issues and had been the focus of City Commission and Executive 

Management’s attention) 

• Instituted several organizational values to create an environment where all employees feel that they 

are an important part of what we do (teamwork). 

• Set the expectation for the employees that full departmental meetings will be held on a quarterly 

basis. 

• Established an environment where on-going communication between management and the employees 

is now a common practice. 

• Completed a salary structure/enhancement for coach operators. 

• Established an employee newsletter. 

• Re-gained confidence of the City Commission and Executive Management in the operations of the 

department. 

• Began two new route contracts with a private developer and Florida State University. 

• Established fare free service for Tallahassee Community College (already in existence for the two 

universities)


• Purchased seven used buses from Atlanta. 

• Purchased nine new buses for the fleet. 

• Participated in state and federal legislative efforts for on-going transit funding for fleet and capital 

improvements. 

• Initiated a nine-month major study and analysis to overhaul the services and operations of the 

department (routes, budget, personnel, etc.) 

METROPOLITAN PLANNING ORGANIZATION (MPO) ADMINISTRATOR 

CITY OF TALLAHASSEE/LEON COUNTY, Tallahassee, Florida 1994 - 1999 

The Tallahassee-Leon County Planning Department is a joint department of the City of Tallahassee and 

Leon County and is responsible for long-range land use, transportation, and environmental planning for 

both entities. 


• Management, negotiation and coordination of multi-million dollar transportation projects in planning, 

leading to design and construction. 

• Review of Developments of Regional Impact (DRI’s), zoning requests, and site plans of major 

developments. 

• Initiation and review of Comprehensive Plan amendments. 

• Administration of services to the Tallahassee-Leon County Metropolitan Planning Organization 

(MPO), Tallahassee City Commission, the Leon County Board of County Commissioners, the 

Transportation Technical Coordinating Committee (TCC), the Planning Commission and other 

committees as needed, in the area of current and long range planning. 

Major Achievements: 

• Played a major role in the State of Florida creating a $50 million appropriation (statewide) that gave 

the City of Tallahassee and Leon County the ability to fund transportation projects through advance 

funding loans outside of the FDOT five-year work program. The City and County used over $32 

million of this funding source for high priority local state projects. 

• Was instrumental in securing federal and state funds for the completion of major thoroughfares in 

Leon County. 

• Kicked off the update to the 2020 Long Range Transportation Plan. This project for Tallahassee and 

Leon County has major significance in that, it examines the effectiveness of our transportation modes 

and network system and applies comprehensive transportation solutions to effectively accommodate 

all users of this system. 

• Successfully managed and completed, through the assistance of the Florida Department of 

Transportation, the City and the County, the plans for several transportation projects worth over $100 

million in construction costs. 

• Assisted in the finalizing Development Orders for several large-scale developments. 

• Managed and completed the 2020 Long Range Transportation Plan which was adopted by the MPO. 

• Assisted the 21 st Century Council on their Report Transportation and Land Use that, in effect, caused 

the integration of the Transportation Planning Advisory Committee with the Planning Commission. 

• Assisted in the finalizing the Campus Master Plan and Development Agreement for the Florida State 

University that was adopted by the City Commission. 

Also served as a Senior Transportation Planner (two months) and a Transportation Planner (ten 

months) both ending in promotions: 1993 - 1994. 

MANAGEMENT TRAINEE 

PORT AUTHORITY OF NEW YORK AND NEW JERSEY, New York, New York 1988 - 1989 

Duties and Responsibilities:


• Provided technical advice and support for services to the Port Authority of New York and New Jersey 

as a management trainee. 

Major Achievements: 

• Assisted in the installation and operation of the GIS (ARC/Info) system for the Office of 

Transportation Planning and produced an arterial roadway network for the Borough of Manhattan 

using ARC/Info. 

• Tagged and analyzed the status of office and mixed-use developments in Manhattan along the arterial 

roadway network. 

• Assisted in the completion of the report entitled “Household Trends” that tracked commuter/person 

trip movements in the Port Authority's jurisdiction, in New Jersey. 

EDUCATION/CERTIFICATIONS 

National Forum for Black Public Administrators/Executive Leadership Institute (ELI) 

ELI graduates use their experiences from this intensive 7-month, universities based professional 

development program as preparation for the rigors of executive management. 

Florida State University/Florida Center for Public Management Certified Public Manager 

Certified Public Managers bring enhanced job performance and leadership abilities to state and local 

agencies. 

American Planning Association/American Institute of Certified Planners Certified Planner 

Certified planners use their skills to find solutions to community problems in ways that will carry the 

community toward its desired long-term goals. 

Georgia Institute of Technology, Master of City Planning (1992) 

West Virginia University Bachelor of Arts, Geography (1988) 

MEMBERSHIPS/ACTIVITIES 

Commissioner, State of Florida Blueprint Commission on Juvenile Justice (Governor Appointment) 

Leadership Florida 

International City/County Managers’ Association (ICMA) 

Florida City/County Managers’ Association (FCCMA) 

National Forum for Black Public Administrators (NFBPA) 

Chair, Community Investment and Relations Committee for United Way of the Big Bend 

Past Board Member United Way of the Big Bend 

Past Board Member Tallahassee/Leon Economic Development Council 

Past Board Member Gadsden County Community Health Council 

Past Board Member Gadsden County Community Healthy Start Coalition 

Past Member American Planning Association (APA) 

Past Board Member Lee’s Place (Grief Counseling Center)

NEW SMYRNA BEACH 

QUESTIONNAIRE 

CITY MANAGER POSITION 

Name Marlon Brown 

1. What is your preferred management style? 

My management style is reflective of my leadership qualities. First, I begin by hiring the best 

and the brightest whereby I can set my expectations allowing staff to do his/her job and complete 

assignments without the need to micro manage. This provides an environment of trust and 

confidence but with the need to review the work (verification) and provide constructive feedback 

where necessary. I promote open two-way communication (via meetings (formal and informal), 

open-door when schedule allows) throughout the organization. I like to be visible to all 

employees and will randomly visit work sites. I promote and encourage teamwork and 

excellence and will celebrate or acknowledge employee success. I consider myself a 

compassionate, understanding and fair leader and will quickly provide the employee the 

comforting resource or need required, within reason. I am strong on ethics and hold each 

employee accountable for his/her actions. 

2. What is my vision for New Smyrna Beach and how would I (and the City Commission) be 

able to bring good jobs to the community? 

This vision for New Smyrna Beach is two-fold. First, the organization: 

Given these economic times organizational change may be necessary but difficult. As City 

Manager, I will provide the leadership, if necessary, in re-shaping the organization to be 

effective and efficient in delivering public services. I will examine the organization to see where 

adjustments can be made to reflect budget conditions, engaging senior managers as change 

leaders, building awareness of the need for change, and helping employees move through the 

transition. This change is not limited to consolidating services or asking departments/employees 

to do more with less. Associated with organizational change is the need to continue to 

professionally develop the New Smyrna Beach organization human resource (its employees) by 

developing skills and knowledge to support the change (education and training). Again, given 

the budgetary constraints this may be difficult but there are ways to accomplish this that New 

Smyrna Beach may already be implementing. For example, instead of sending several 

employees to be trained in customer service or a new information technology (IT) program, 

which can be costly, one or two employees are sent to the training and return to become trainers 

for the organization (train the trainer). Another aspect of organization development is succession 

planning accomplished by allowing the best and brightest of the organization’s young 

professionals to move up into management positions through shadowing or skills development. 

1

Second, the City: 

In the past two years, all municipalities in the state of Florida have dealt with the impact of 

property tax reform and reduced shared state revenues. The upcoming year will not be much 

better as the state and the nation continue to grapple with the economic situation. As City 

Manager, I will provide the necessary leadership in implementing Commission approved 

targeted policies and programs since the future success of New Smyrna Beach cannot be 

accomplished without the assistance and approval of the Mayor and Commissioners. For 

example, if smart growth is a direction advocated by New Smyrna Beach, I, together with the 

appropriate staff members, will analyze, review and advise on growth policies that protect New 

Smyrna Beach’s rich environmental areas, enhance natural and cultural resources and curb urban 

sprawl directing growth to areas with necessary infrastructure and services. We will ensure that 

the residents of New Smyrna Beach can achieve a unique sense and identity of community and 

place. 

Similarly to what was done in Gadsden County to promote the assets of the communities and 

celebrate its successes using varying forms of media, with the Mayor and Commissioners’ 

consent, we (the City) will partner with the economic development and business community of 

the City to aggressively market and promote identified economic development areas and 

business opportunities. With the Mayor and Commissioners’ approval, this may include the use 

of City provided incentives that may be matched with state and federal incentives to attract and 

retain businesses. We will strategize to create an economic development plan (a vision with 

specificity) that should include other regional partners (nearby cities and counties since most 

areas are experiencing the same problems) because jobs obtained by any resident of New Smyrna 

Beach (whether through retention of a business or through a new business) will positively impact 

the City since most of that income will be spent in New Smyrna Beach. This ensures that 

commercial businesses remain healthy (employment for residents, and sales and property taxes 

for the City), bills are paid by residents and businesses (no foreclosures and delinquent rents, car 

payments, etc.), and residents continue participate in and enjoy City recreation and cultural 

activities where they can expend disposable income keeping the economy financially vibrant. 

2

Sales and Marketing (Part Time) 

Kilcarey, Inc. 2008 – Present 

GARY L. CAREY, A.I.C.P., P.C.P. 

6436 Lochaven Lane 

Waterford, Michigan 48327 

(248) 762-6646 

garycarey@msn.com 

City Administrator/Community Development Director 

City of Rockwood, Michigan. 2004 – 2007 Population 3,400 

Corporate Project Manager – Rowe Incorporated, 2002 – 2004 

Village Manager –Village of Lexington, Michigan –2002 Population 1,100 

Community Development Director – City of Hazel Park, Michigan 

1998 – 2001 Population 18,000 

City Manager, Economic Development Director, Personnel Director, Purchasing Director, Public 

Works Director - City of New Buffalo, Michigan 1996 – 1998 Seasonal Population 30,000 

Village Manager/Economic Development Director, Purchasing Director, Personnel Director 

Village of New Haven, Michigan 1993 - 1995 Population 4,000 

Business Manager, Personnel Director 

Sandy Pines Wilderness Trails, Inc. 1993 Population 30,000 

City Manager, City Clerk, Personnel Director 

City of Grant, Michigan 1991 - 1992 Population 800 

Planner, Traffic Technician, License Coordinator, Building Inspector - City of Grand Rapids, 

Michigan 1966 -1991 Population-197,000 

EDUCATIONAL BACKGROUND: 

B.S. – Public Administration, 1979 - Grand Valley State University, Allendale, MI 

Grand Valley State University; M.P.A. Twelve Credit Hours - 4.0 Grade Point Average 

PROFESSIONAL TRAINING: 

AICP-Credentialed (American Institute of Certified Planners) 

Professional Community Planner (PCP), Licensed by the State of Michigan, # 2501000661 

School of Labor and Industrial Relations – Michigan State University 

Advanced Supervisory and Leadership Training 

Business Informational Systems Analysis and Design – Honeywell Users School 

Hazardous Waste Training 

State of Michigan Certified Residential Rehab Specialist

PROFESSIONAL AFFILIATIONS 

Association of Economic Developers 

International City and County Management Association 

American Planning Association 

American Institute of Certified Planners 

American Legion 

Waterford Breakfast Optimists/Optimists International 

Waterford Chamber of Commerce 

PROFESSIONAL ACCOMPLISHMENTS 

• Crisis Management Experience 

• Experienced in working with multiple constituents 

• Experience in Budgeting 

• Experience in Economic Development 

• Capital Improvement: New City Hall and Police Building (New Buffalo), New Ice Arena (Hazel 

Park), and, New Water System and replace Sanitary Sewer System (Grant), New Water Tower (New 

Buffalo). 

• Long-term capital improvement as part of the master plan and also a five-year budget. 

• Budget crisis experience in New Buffalo and New Haven. 

• Managed Human Resource Functions in New Buffalo, New Haven, Grant, and Sandy Pines. 

Experience in hiring professional including: Police Chief (Grant), Deputy Treasurer (Rockwood- 

Treasurer is elected), Fire Chief (New Haven). Experience with negotiating with Police Unions, 

AFSCME, and Supervisory units (non-union). 

• Earned Public Administration degree by attending Grand Valley State University full time while 

working full time for the City of Grand Rapids. 

Narrative description of some of my supervisory experiences, and accomplishments in working with 

multiple constituents, coordinating and directing governmental fiscal and administrative programs. 

NEW BUFFALO Seasonal population of 30,000 

Assuming the position of City Manager of New Buffalo, I found that I had inherited a $217,500 deficit 

that the elected officials had no idea existed. There was no City Hall or Police Building; the roof had 

collapsed and the building had been condemned. An auditor was called in to verify what I had found. I 

began an immediate program of a fiscal diet where I took over the responsibility of “following the 

money”, looking at every bill that came in and initialing every check before it was approved and sent out, 

until we had a firm handle on the financial activities of the City. The appointed treasurer was immediately 

sent for additional training (prior to that training she did not understand the difference between debit and 

credit). 

I initiated and implemented a 2-year wage freeze with the cooperation of Management and the City’s two 

unions, even though at one point the Police Union threatened 312 action. That action was avoided by 

sharing all financial information with the union officers and their attorney; after discussing completely the 

financial issues that the City faced, the Police Union backed my plan of a wage freeze. I restructured 

three other Departments, and combined duties, resulting in a 30% annual cost savings. 

I filed a financial plan with the State of Michigan and submitted that plan to Standard and Poor for 

General Obligation Bonds for the new City Hall and Police Department, which was approved by the State 

of Michigan as well as by Standard and Poor. The following year’s audit showed that we went from a

negative fund balance with a deficit of $217,500 to a balanced budget with a positive fund balance of 

$265,000; and we had reduced overall expenditures by 4%. The new City Hall/Police Building was 

completed, as was a new water tower. There was no reduction of City services. 

City employees had not had a pay increase for two years prior to my assuming the position as Manager. 

In my second year of tenure as well as completing the new City Hall /Police Building in a lighthouse 

design that showcased this Lake Michigan community, we were able to give pay increases to all City 

employees. Those pay increases were 4% per year (roll over effect) going back two years prior to my 

becoming Manager. 

During the winter of the my second year, a severe Lake Michigan storm came in from the north and 

washed away the revetment wall at the New Buffalo Water Pumping Station, taking out the parking lot, 

and kinking three miles of the water pipeline (the Community’s only water source). Several homes along 

the beach in the same area were totally washed away. We put a crane into the water and poured in tons of 

rock to stabilize the area. I worked with Congressman Fred Upton who introduced a rider onto a bill that 

was in front of Congress, giving us federal funds to repair our pumping facility and the three-mile-long 

water pipeline. 

CITY OF GRAND RAPIDS 

Following the 1980 Census, I was assigned to the Mayor of the City of Grand Rapids to head up a special 

project: find more people than had been counted in the United States Census. City Officials felt that there 

had been a severe undercount of people within the City of Grand Rapids and that undercount would 

directly affect the amount of federal money coming in to the City. I had no budget for this project. By 

looking at the data from the Census Bureau, I was able to find areas in the Inner City that I felt we would 

be able to get more accurate counts. By working with community leaders I was able to put together a staff 

of 22 people who lived in these neighborhoods and I was able to convince them to help me with this 

project for no pay. Only people who were part of the neighborhood would be able to work in this area and 

gain the trust of people of diverse colors and cultures who lived in these target areas. We were able to 

document over 5,000 additional people for the City of Grand Rapids, and then additionally convinced the 

United States Census Bureau to accept these numbers and adjust the Grand Rapids Census Records. The 

only cost to the City was my salary. But these additional people in the Census Count translated in 

significant amount of additional money to the City for the next ten years. 

As a Grand Rapids Traffic Technician, I was assigned a project to find a grant for a bridge that was 

falling down. This bridge crossed the Grand River immediately north of the downtown area and was the 

only way for people to get from their homes on the west side of the City to the factories on the east side of 

the river. The City’s Engineering Department had tried unsuccessfully for years to obtain a grant to repair 

the aging structure. My first grant attempt landed a $1.3 million grant in T.O.P.I.C.S. funds to replace the 

bridge. 

As a consensus builder, while working as a Planner for the City of Grand Rapids, I was assigned to the 

East Beltline Advisory Board. This Board was comprised of representatives of six separate government 

entities that met on a monthly basis to discuss planned growth of the East Beltline, a major thoroughfare 

going through the eastern edge of the Grand Rapids metro area. For five years my recommendations were 

approved unanimously by all Board members, who then took those recommendations back to their elected 

bodies. I achieved the objective of 100% acceptance of professional land use recommendations for 5 

years for six separate cities and townships. The only cost to the cities was my salary. There was no start 

up cost. The East Beltline Advisory Board was later dissolved after I left the Planning Department.

NEW HAVEN 

New Haven is a difficult community. The paid per call fire department was unionizing, and there was a 

civil rights lawsuit in federal court, when I assumed the position with the Village. I was not informed of 

either the lawsuit or the unionization when I was interviewed and hired, even though I asked if there was 

anything that I should be aware of. When I was hired I was told that the financial records were not up 

date. Shortly after I was hired I found that I could not meet payroll and had to “borrow” money from the 

cemetery perpetual care fund to meet payroll. These funds were returned within a year and reinvested at a 

higher rate of interest than previously earned. I wrote a contract with the then financial person that she 

would have to bring the financial records up to date. The contract stated that if she did not meet the 

conditions as outlined in the agreement she would be terminated. The financial person and I met weekly 

with the Village President to go over her progress. After a few weeks it became apparent that she was not 

fulfilling her part of the contract and she was terminated and a new financial person was recruited and 

hired. 

During this time it became evident that the fire department needed new leadership and training. I came to 

work one Monday morning and was met by representatives of the Fire Department who informed me that 

there was a house fire over the weekend, and some of our firefighters became lost inside of the house that 

was on fire. They were rescued by an adjacent fire department but now feared for their lives. I 

reorganized the Fire Department, replaced the Fire Chief and instituted a training program. This was all 

without cost to the Village, and was done with the approval of the paid per call fire fighters and the 

Village Council. 

At one point the City of Detroit (water supplier) turned the entire water system for the Village OFF. We 

had an emergency plan in place and implemented it and had water to our residents within a couple of 

hours.

May 4, 2009 

Mr. Colin Baenziger, President ‐ Colin Baenziger & Associates 

Re: New Smyrna Beach City Manager’s Vacancy 


This cover letter along with attached resume and list of references is submitted for consideration in the 

selection of individuals to interview for the vacancy of New Smyrna Beach city manager. 

During one’s professional career rarely does an opportunity like this one occur. New Smyrna Beach is 

everything your recruitment profile details and more. It’s attractiveness as a destination is sure to draw 

many qualified applicants. I believe that my background, education and professional experience puts 

me in a position to do this job like few others might. 

I have several years of practical experience in city and county management, having served in such 

positions in Florida, Tennessee and North Carolina. In addition, I have private sector experience as a 

vice president in a resort/residential development on a barrier island in South Carolina. 

However, I would place even more importance on my economic development and strategic planning 

efforts in communities known for their professionalism, excellent customer services and heavy focus on 

civic cultural enhancements along with pursuing diverse economic business strategies. My early years in 

this profession were spent as the first City Administrator for the City of Mount Dora, Florida. I was there 

for their 2 nd annual art festival and remained actively involved in those that followed during my tenure. 

Mount Dora is well known for its cultural diversity, antiques and variety of recreational activities. 

Additionally, my service in the City of Brentwood, Tennessee was focused heavily on strategic 

community planning efforts aimed at establishing long‐term development goals that protected the 

single family nature of the community while concentrating high‐end office park development and light 

industry facilities in areas limiting those impacts upon residents. Today, Brentwood is the premier 

community in the Nashville Area and the envy of the region. 

My wife and I know New Smyrna Beach well. While in Leesburg and Mount Dora, New Smyrna Beach 

was our weekend ocean getaway. We often boated in the area and used its beach accesses. I recently 

visited the area visiting friends and it remains a great destination. The small town charm and Old Florida 

atmosphere still create a most desirable community. City leadership has done well. 

If selected to interview, I look forward to meeting with the Mayor and City Commission to discuss New 

Smyrna Beach’s future and how I might be a part of it. This is a great opportunity! 

Respectfully, 

Frank W. Clifton, Jr.

Frank W. Clifton, Jr. Cell: 910 581 9225 

1034 Beech Tree Road, Jacksonville, NC 28546 Email: fclifton001@ec.rr.com 

SUMMARY 

Over twenty five years of local government experience with expertise in the following areas: 

• Government Operations • Budget and Finance 

• Citizen and Customer Service • Turnarounds / Organizational Change 

• Project Oversight and Implementation • Emphasizing Quality & Effectiveness 

• Economic Development • Media Relations/Public Outreach 

Innovative leadership with demonstrated organizational, analytical and communications skills. 

Extensive experience in managing change while specializing in economic and organizational 

turnarounds in complex environments. Achievement-oriented individual with focused foresight 

and successful record of harnessing the ability of an organization and its staff to the greater 

benefit of the community. 


Consultant to Local Governments 

2008 – Present 

Principle assignment to date involved assisting the Town of North Topsail Beach, NC as an 

Interim Town Manager for six months. Successfully conducted personnel searches for vacant 

professional positions including: Town Manager, Town Clerk, Town Finance Officer and Town 

Planner. Tasked with a variety of special projects for the town including formulation of a longterm 

financial strategy for the Town’s beach nourishment projects. 

County Manager - Onslow County, NC 2005 – 2008 

Onslow County is located on the North Carolina coast. It is 800 square miles in size with a 

population of 170,000. It is home to U.S. Marine Corps Camp Lejeune and the New River Air 

Station. Two major rivers reach the Intracoastal Waterway and a series of barrier islands 

highlight the coastal nature of the county. Onslow is a regional retail, retirement and tourism 

destination. The county airport is serviced by U.S. Air and Delta. 


• Chief executive officer of a local government with 1200+ employees (in 30 divisions) 

and a $150 million budget exclusive of major capital projects. Functional areas 

included: Administration, Airport, Animal Control, Attorney, Elections, Cooperative 

Extension, Social Services and Public Health, Emergency Management, Fire/EMS, 

Finance, Technology, Libraries, Museum, Parks/Recreation, Planning/Development, 

Senior Services, Solid Waste, Tax Administration, Veteran Services, Youth Services, 

Community Development and Court System. 

• Implementation of Commission directed policy. Administration of the County's day-today 

operations as well as identification and resolution of long range issues. 

• Preparation and administration of the County’s operating and capital budgets. 

1

Resume - Frank W. Clifton, Jr. Page 2 

• Negotiation with public and private sector entities on a variety of issues ranging from 

economic development and growth to service contracts. 

• Media representation of the County including appearances on television and radio, 

interviews with the print media and preparation of press releases. 

• Responsible for the County’s compliance applicable law and regulation such as health, 

environmental and EEOC. 

Accomplishments: 

• Diversified the local economy by restructuring of the county’s economic development 

program and actively marketing the County’s 700 acre business park (Two new 

business relocations within 9 months of reorganizing recruitment efforts). 

• Restructured and improved the functioning of internal operations through performance 

management and measures, enhanced budget forecasting and financial management. 

• Increased funding for education and new school construction, facility designs and 

construction for a new jail, administrative offices and libraries. 

• Enhanced the County’s interaction with the public through emphasis on customer 

service and technology including live on-line meeting web streaming and video. 

City Manager - Casselberry, FL. 2003 – 2005 

Casselberry is a Metro-Orlando community of 25,000 located composed of seven square miles 

inclusive of a highly urbanized business base. A built out community, the major emphasis was 

on redevelopment of business and retail infrastructure while improving housing options. Two of 

the highest volume traffic arterial roads in Florida intersect in Casselberry (SR436 & SR17/92). 


• Chief Executive Officer overseeing approximately 300 employees and an annual 

operating budget of $40 million. Principal functions included: Finance, Police, Fire, 

Water / Sewer / Reuse, Redevelopment (CRA), Public Works, Planning / Zoning / 

Building, Parks / Recreation, Code Enforcement and Solid Waste. 

• Served as the City’s principle contact with the media. 

• Negotiations and coordination of extensive litigation related to adult entertainment. 

• Oversight of an extensive Capital Improvements Program for roads within the city. 


• Led redevelopment efforts of several older commercial areas within the city. 

• Resolved significant ongoing litigation with Progress Energy over electrical franchising. 

• Led recovery after three major hurricanes hit our area within eight weeks (2004). As a 

result, the City was recognized regionally for its preparedness and response. 

• Took significant steps to reduce the presence of the adult entertainment industry in the 

City. 

2


County Manager - Cabarrus County, NC. 1996 – 2002 

Cabarrus County in the Metro-Charlotte area has experienced high residential and commercial 

growth. It is on the I-85 corridor between Charlotte and Raleigh. It covers 450 square miles and 

has a population of 160,000. Lowe’s Motor Speedway and NASCAR are major factors in its 

economy. 


• Chief Executive Officer for a county government with an annual budget of $125 million 

exclusive of an extensive capital improvements program totaling $250 million over seven 

years. Governmental functions closing match those of Onslow County with the exception 

of the commercial airport. 

• Implementation of Commission directed policy including administration of day-to-day 

operations, long-range planning and economic development functions. 

• Preparation of annual operational budgets and annual update of the five-year financial 

plan to include an extensive school facility development program. 

• Extensive interaction with other local governments on issues of mutual interest and 

involvement including public safety, economic development and sustainable 

development strategies. 

• Coordination of the County operated cable television programming system and other 

extensive communication efforts aimed at intensifying public civic involvement. 


• Addressed pressing issues associated in responding to heavy growth in residential 

housing. Successfully developed incentives fostering industrial and business expansions 

increasing non residential property values substantially (Over one billion dollars invested 

by new or expanding business over a seven year period including major employers like 

Corning, Inc., Philip Morris, SYSCO, Mills Corp., S&D Corp. and several others). 

• Reduced county staffing from 1200 to 900 through privatization and public, private 

partnership actions, successfully harnessing the energy of several community-based nonprofits 

groups. 

• Responding to increases in school construction needs fostered by residential growth, 

established an ‘Adequate Public Facilities Program’. It helped offset the capital cost of 

new schools through facility/land participation or a fee structure to offset the impacts of 

new construction. 

• Addressed other growth related impacts on county services through a variety of 

innovative approaches to basic service delivery and responses for assistance. Established 

cooperative agreements with nonprofits and other community institutions to develop and 

organize parks and recreational programming opportunities. 

• Facilitated a public/private partnership for public health care services. Restructured 

Social Services programs and established a ‘return to work’ program later used as a 

model when North Carolina restructured welfare reform. 

• Merged City and County wholesale utility operations into a single jointly managed unit 

of local government. 

3

Resume – Frank W. Clifton, Jr._______________________________Page 4 

City Manager - Bristol, TN. 1990 - 1996 

The City of Bristol is actually ½ of the Twin Cities of Bristol (TN/VA). The total population is 

roughly 30,000 (TN) and 25,000 (VA). It is home to the Bristol NASCAR Speedway and is 

divided by the TN/VA boundary on State Street. The area is part of the Tri-Cities Region of 

Northeast Tennessee and Southwest Virginia (Bristol, Kingsport and Johnson City). 


• Chief Executive Officer with oversight of approximately 300 employees exclusive of a 

separate city electric distribution department and City School System. The operating 

budgets for the city (exclusive of electric and education) were in the $30 million range 

subject to periodic investment spikes for capital outlay projects. 

• Functions and departments supervised included: Police, Fire/EMS, Finance, Parks and 

Recreation, Human Resources, Water and Sewer Utilities, Public Works, Transit 

Systems, Planning, Building Inspection, Public Housing Administration, Solid Waste, 

Environmental Services, Economic Development and Redevelopment. 

• Functioned as the primary media contact for city government (Board preference) with 

regards to most significant issues related to city services. Bristol is a multi-media market. 

• Coordination of strategic planning processes involving multiple partners and 

governmental agencies (Federal, States and Counties) 


• Refocused the organization’s service delivery efforts into more cost effective and 

customer oriented systems emphasizing technology, service contracting, cross-training 

and measuring consumer satisfaction. 

• Emphasized enhanced communication methods between municipal departments and the 

citizens they serviced. Created customer feedback and response mechanisms. 

• Restructured various functions within city government to better emphasize performance 

standards that allowed for superior employee performance to be publicly acknowledged 

in a positive manner. 

• Implemented a substantial number of maintenance related improvements to municipal 

facilities which improved appearances, extended building uses and preserved older 

buildings in a condition befitting their intended use. 

• Led a successful reorganization of the City’s economic development efforts inclusive of a 

two-state, two-county and two-city coordination committee to more effectively market 

the region. (Large expansion of NASCAR Bristol Motor Speedway and location of a 

new Exide battery manufacturing facility at a previous UNYSIS brown-field site. 

• Successfully organized town activities in support a NASCAR downtown day in Bristol 

that began a traditional community celebration which NASCAR expanded to other track 

sites. 

• Help establish a multi-jurisdictional lobbying effort for the region in two states (VA and 

TN) and with the federal delegation for the region in Washington, DC. The uniqueness 

of the two cities with State Street dividing the two cities, two counties and two states 

created interesting opportunities (and challenges) which required extensive coordination 

of effort, focus and mutual 

4

Resume – Frank W. Clifton, Jr. Page 5 

City Manager – Brentwood, TN. 1984 - 1990 

Brentwood is an upscale suburb of the Metro-Nashville. It is a city of 30,000 residents with over 

2.5 million square feet of corporate office space and major regional retail centers. The city 

covers a large area of Northern Williamson County and borders the Nashville city limits. It is 

home to several country western music entertainers and recording business operations. It is the 

site of large scale office/business parks along the I-65 corridor serving as regional headquarters 

for several fortune 500 companies and other large corporations in a variety of businesses. 


• Led efforts to bring about functional structure and establish service delivery standards for 

municipal services. I came to Brentwood when, as a city it was only 15 years old and 

still learning to deal with various aspects of municipal governing. 

• Guided the organization and supported the City Commission as the City designed and 

built several municipal facilities (libraries, city hall, parks, public works and utility 

buildings) basically growing a small operation into a full service municipal government. 

• Developed and managed a city budget in the $20-25 million range depending upon 

capital improvements being pursued. There were about 225 employees. The city operates 

basic services similar to those described above for Bristol. 

• Built, developed, trained and mentored a staff of professionals for a variety of municipal 

functions the City assumed previously handled by special districts, volunteers or others. 

• Led an extensive strategic planning process that coordinated long-term master build-out 

plans for utilities, road systems and other growth related municipal infrastructure. 


• Completed an extensive comprehensive strategic planning process. That plan is the 

foundation for the footprint that is the city today twenty years later. 

• Developed (a first in TN) a comprehensive ‘impact fee’ system to help offset the effects 

of large scale office park developments on the local roadway infrastructure system. 

• Organized a vehicle trip management and rideshare program for workforce commuters. 

• Designed, funded and built many civic and municipal infrastructure facilities in the short 

span of five years. 

• Worked closely with business and private sector investors to coordinate the development 

of high density-low impact office parks that blended with adjacent large lot residential 

development using recreational facilities as buffers and traffic control- coordination 

activities using landscaping/tree placement to create a compatible development model. 

• Managed a successful municipal planning process focused on stable residential options, 

enhanced living and work connectivity along with environmental management programs 

that supported factors important to improving the quality of life for citizens. 

5


OTHER PROFESSIONAL EXPERIENCE 

Vice President - Kiawah Island Company, Ltd. 1980 – 1984 

Kiawah is a 10,000 acre barrier island on the South Carolina coast. It was a self contained 

community with several golf courses, condominiums, resort amenities, hotel units and several 

thousand individual lots and residential homes. I served as the company’s ‘corporate’ city 

manager for the island. I handled most municipal aspects of the development’s operations to 

include policing, fire protection, utilities and maintenance of community infrastructure. 

Earlier years – 

While completing under graduate degree at USF in Tampa, served as a department head 

(Purchasing, Warehousing and Fleet Operations) for the Cities of Bartow and Leesburg, Florida. 

Also served as the first Administrator for the City of Mount Dora, Florida (1976-79). Military 

service was in the U. S. Army Corps of Engineers. 

EDUCATION 

• B.A. Management and Finance - University of South Florida (Tampa, FL.) 

• M.A. City Management – East Tennessee State University (Johnson City, TN). 

• Certified Economic Developer, International Economic Development Council 

• Credentialed Manager, International City / County Management Association. 

• City-County Government Administration Program, University of North Carolina 

PERSONAL 

Married since 1975. My wife is a certified elementary school teacher in Florida and North 

Carolina. We have a grown daughter (married) living in Greenville, SC. 

RECOGNITIONS AND AFFLIATIONS 

U.S. Army Commendation Medal – Meritorious Service in a combat zone 

Casselberry, FL Chamber of Commerce – Community Leadership Award 

Brentwood, TN Rotary Club – Paul Harris Fellow Award 

Tennessee City Management Association – President 

Kiawah-Seabrook, SC Exchange Club – President 

International City Management Association (member of the International Committee on 

Regionalism, 1992-1994; the Committee on International Affairs, 1993-1995; and the Awards 

Evaluation Committee (2006 – 2009) 

6

JAMES F. COLEMAN 

________________________40026 Agusta Drive, Lady Lake, Florida 32159-2826 

Home: (Ph/Fax) 352.750.5644 ~ Cell: 352.256.5320 ~ Nextel: 162*165147*2 

jfcoleman@embarqmail.com 

Wednesday, May 13, 2009 



On Behalf of the City Commission 

New Smyrna Beach, Florida 32168-7040 

via email: RecruitNine@cb-asso.com 


Please accept this cover letter and résumé as my application for employment as City 

Manager. I bring the following skills, knowledge and abilities from a broad and wellrounded 

background including: 

18 years in Senior/Executive local government management positions, including 8 

years at the CEO level and 5 years at the Deputy CEO level; 

Under Budget and On-time Capital Project Management; 

Inter-Governmental and Inter-Agency Relations; 

Short Range and Strategic Planning; 

Communications ~ staff, public and media relations; 

Organization development, effectiveness and productivity studies; 

Local, Regional and Global Economic Development since 1986; 

Human Resources and Risk Management experience since 1980; 

Labor negotiations since 1990 on behalf of governmental jurisdictions employing 

white and blue collar bargaining units; 

A Bachelor of Arts Degree in Public Administration with minor concentrations in 

Military Science and International Business; and, 

All coursework completed for a Masters in Public Administration Degree, both from 

the University of Central Florida. 

My successes in the above areas were in a large part due to maintaining a high level of 

communication in concert with the planning, organization and coordination of human, 

financial and material resources, combined with personal ethics and leadership. 

Page 1 of 8

To answer the three questions posed in your recruitment posting: 

My preferred management style is participatory and paternalistic. Having stated that, I 

may also lead by contingency management drawing on myriad styles that I have used 

successfully over the years in various organizations, locations and objectives. 

My vision for the City of New Smyrna Beach highlights and reinforces the aspects of the 

city that makes it unique, e.g. the beach, marina, airport and golf course. It promotes 

activities that enhance and preserve these aspects listed above and most especially the 

natural resources of the city. I see New Smyrna Beach becoming more vibrant as its 

economy is diversified for strength and to accommodate new business and residents that 

no longer are required to commute away from the city to work. I see the work force of 

New Smyrna Beach growing and developing to support this vibrant and diverse economy 

by becoming residents of the city through a balance of first-time buyer homes and rental 

community properties. Further, I see this workforce development as key to job creation. 

This effort must also include the Volusia County School Board and the Daytona Beach 

State College for appropriate training and education. I see the New Smyrna Beach 

Municipal Airport (EVB) and Interstate Highway 95 enticing businesses to light 

industrial locations and the expansions of existing businesses. I see that the quality of life 

is maintained in different locations of the city by appropriate policies and regulations 

unique to these areas. 

I hope you agree that maintaining the quality of life, the transportation infrastructure, 

providing for affordable housing combined with the education and development of the 

New Smyrna Beach workforce all incentivize and all are inextricably intertwined with 

job creation - my final answer. 

Regarding Economic Development, I routinely liaison with Enterprise Florida, Inc., 

FAA, FDOT-Aviation and the Governor’s Office of Tourism, Trade and Economic 

Development. I actively marketed a 2,000-acre industrial park and a municipal airport 

(X60). Similarly and in support of this project, we have successfully conducted a 

feasibility study for the financing and right-of-way acquisition for a ¾ mile railroad spur 

into the industrial park. Also, I co-authored an Enterprise Zone Application and Strategic 

Plan for submission to Enterprise Florida, Inc. (EFI) and the designation was awarded by 

Governor Crist effective January 2007. My proposal offering the city’s 2,000-acre 

industrial park in response to EFI’s “Request for Site” for a catalyst project for regional 

economic development was graded the highest within our 15-county RACEC Region. 

I welcome the opportunity to review my qualifications for this position. Thank you for 

your kind consideration. 

Sincerely, 

Enc.: Résumé 

Page 2 of 8

Résumé 

JAMES FREELAND COLEMAN 

40026 Agusta Drive, Lady Lake, Florida 32159-2826 

Home: (Ph/Fax) 352.750.5644 ~ Cell: 352.256.5320 


PROFESSIONAL OBJECTIVE 

I wish to obtain the career progressive position of City Manager 

in the City of New Smyrna Beach. 

EMPLOYMENT HISTORY 

North Lake Presbyterian Church, (membership: 1500±), Lady Lake, Florida. 

(Member since 2003.) Ministry Team Leader, April, 2008 to Present. 

City of Williston, Florida. City Manager, Airport & Industrial Park Manager and 

Purchasing Agent, June-2004 to April-2008. 

City of Leesburg, Florida. Interim City Engineer/Public Works Director, September 

15, 2003 to January 30, 2004. 

Town of Lady Lake, Florida. Town Manager, September 1999-August 2003. 

City of DeLand, Florida. Director of Personnel and Risk Management, September 

1994-September 1999. I served at the level of an Assistant City Manager and was 

appointed as the Acting City Manager. Airport & economic Development, also. 

City of Longwood, Florida. Director of Personnel & Risk Management, October 

1989-September 1994. 

City of Apopka, Florida. Graduate-Intern, Public Works Department; March- 

December, 1989. 

City of Orlando, Florida. Graduate-Intern, Office of Management and Budget, 

October, 1987-January, 1988. 

Greater Orlando Aviation Authority and Florida/Korea Economic Cooperation 

Committee, Southeast US/Korea Economic Council. Intern, January-May, 1986. 

US Army, Captain. Platoon Leader, Adjutant/S-1 and Assistant S-3 (Air) for 1 st 

Squadron, 4 th Cavalry, 1979-1982. In the Republic of Korea as S-1, Company 

Commander and Assistant S-3 for 2 nd Battalion, 72 Armor Regiment, 1982-1985. 

Page 3 of 8

SKILLS, KNOWLEDGE AND ABILITIES 

As a past local government executive and a professional public administrator in local 

governments throughout central and north central Florida for decades, I am extremely 

familiar with the area and region, its entities, umbrella organizations in the public, private 

and third sectors, elected officials and other major stakeholders. 

My strengths are illustrated in the functional areas including organizational management 

and administration, economic development, capital project management, program 

management, strategic planning, purchasing, procuring and contract management, public 

relations, media relations, airport management, industrial park management, humanfinancial-material 

resources management, disaster preparedness and risk management. 

I have an extremely well rounded background produced by both my military as well as 

public service in a variety of positions, organizations, locations both domestic as well as 

international and other experiences. This also allows me to communicate with various 

types of audiences. 

I enjoy writing and frequently write articles for the local media. Being active in the local 

Chambers of Commerce Executive Boards, I am also a member of advisory boards at 

multiple levels within the community and am a longtime member and a Club Charter 

President of Rotary International. Similarly, I was the president of the Lake-Sumter 

City/County Managers’ Association for four years. I view my education and 

professional development as never ending. 

Municipal Engineering & Capital Project Management 

Some major however, not all-inclusive capital improvement projects with which I had the 

opportunity to become directly involved are: 

Airport 7,000 Foot Runway Concrete Resurfacing & Hangars Construction 

Municipal Gas Gate (Tap) on the Florida Natural Gas Transmission Pipeline 

Public Works Department Relocation & Another Public Works Department’s 

Construction of New Complex 

Converted Other Public Buildings in Two Different Jurisdictions Into City Hall 

Annexes 

Regional Airport’s Air Traffic Control Tower Planning 

Rehabilitated Old Town Hall To A New Municipal Library 

Constructed And Relocated Recreation Complexes And Facilities 

Extended Water And The Wastewater Utilities By 50% 

Placed Numerous Water Wells And Water Treatment Plants On-Line; and, 

Accomplished the Fish Hospital Demolition and Land Conveyance from a Trust 

to the City and then to Volusia County for their New Justice Center. 

Page 4 of 8

Emergency Management 

1994-1999, DeLand, Florida. 

I participated in the State’s hurricane drills as acting city manager for the City of 

DeLand. Also while in Volusia County, a coastal county, I participated in and 

lived through “FireStorm ’98”. 

1999-2003, Town Manager, Lady Lake, Florida. 

Participated in Y2K preparedness and staffed the EOC on New Year’s Eve. I 

received a Certificate in 1402 for Executives, Lake Technical Center, Institute of 

Public Safety, and Lake County, Florida. I also participated in the formulation of 

the new Lake-Sumter EMS and completed a feasibility study for the start-up of 

fire & rescue services for an MSBU district. 

2004-2008, City Manager & Airport Manager, Williston, Florida. 

Shortly after becoming their city manager, I led the city through 3 cycles of 

“Preparedness, Response & Recovery” for Hurricanes Charley 8/13-14/04, 

Francis 9/04-05/04 & Jeanne 9/25-26/04. The city became the supply point for 

Levy County, a coastal county, during these events. The FLARNG was prepared 

to stage 1,000 soldiers at the municipal airport in preparation for Hurricane Ivan. 

Williston is a full service city including electric and natural gas utilities and solid 

waste along with water, wastewater, police, fire, airport and industrial park. The 

electric utility maintained service throughout 2004’s four storms. Williston 

became the re-supply center for Levy County as well as the region for rations, 

water and ice distribution. 

Legislative Liaison, Issues and Policy Development 

In the course of my previous duties, I routinely liaised with Florida Senators and 

Representatives and their staff on intergovernmental relations, grants coordination and 

legislature formulation and development. 

Policy development was part and parcel of my city manager duties for all issues requiring 

formal action by the elected board, whether as formal policy, resolution or (law) 

ordinance. 

I have been a municipal lobbyist with the Florida League of Cities since 1990. I have 

also been involved both directly and indirectly in lobbing on behalf of the Enterprise 

Florida, Inc., the Florida Municipal Power Association and the Florida Gas Utility. 

Page 5 of 8

REFERENCES 

Lake County BCC County Commissioner Jennifer Hill, 352-343-9850 

Lake County BCC County Commissioner Welton Cadwell, 352-343-9850 

Lake County BCC County Manager Cindy Hall, 352-343-9888 

Lake County BCC Conservation & Compliance Director Gregg Welstead, 352-343-9639 

Former Lady Lake Town Attorney Leslie Shamrock Campione, Esq., 352-383-9020 

Lake-Sumter EMS Executive Director Jim Judge, 352-383-4554 

Lake County BCC County Public Works Director Jim Stivender, P.E., 352- 483-9000 

Lake County BCC County Emergency Management Director Jerry Smith, 352-343-9420 

Lake County BCC Economic Growth and Redevelopment Director Dottie Keedy, AICP, 

(352) 343-9899 

Clermont City Manager Wayne Saunders, 352-394-4081 

Fruitland Park City Manager Ralph Bowers, 352-360-6727 

Lady Lake Mayor Jim Richards, 352-751-1501 

Leesburg City Manager Jay Evans, 352-728-9700 

Mascotte City Manager Marge Strausbaugh, 352-429-3341 

Tavares City Clerk Nancy Barnett, 352-742-6209 

Umatilla City Manager Glenn Irby, 352-669-3215 

Florida League of Cities, Inc., Executive Director Mike Sittig, (800) 342-8112 

Page 6 of 8

Page 7 of 8

Page 8 of 8

JAMES F. COLEMAN 

________________________40026 Agusta Drive, Lady Lake, Florida 32159-2826 

Home: (Ph/Fax) 352.750.5644 ~ Cell: 352.256.5320 ~ Nextel: 162*165147*2 


Wednesday, May 13, 2009 



On Behalf of the City Commission 

New Smyrna Beach, Florida 32168-7040 

via email: RecruitNine@cb-asso.com 


Please accept this cover letter and résumé as my application for employment as City 

Manager. I bring the following skills, knowledge and abilities from a broad and wellrounded 

background including: 

18 years in Senior/Executive local government management positions, including 8 

years at the CEO level and 5 years at the Deputy CEO level; 

Under Budget and On-time Capital Project Management; 

Inter-Governmental and Inter-Agency Relations; 

Short Range and Strategic Planning; 

Communications ~ staff, public and media relations; 

Organization development, effectiveness and productivity studies; 

Local, Regional and Global Economic Development since 1986; 

Human Resources and Risk Management experience since 1980; 

Labor negotiations since 1990 on behalf of governmental jurisdictions employing 

white and blue collar bargaining units; 

A Bachelor of Arts Degree in Public Administration with minor concentrations in 

Military Science and International Business; and, 

All coursework completed for a Masters in Public Administration Degree, both from 

the University of Central Florida. 

My successes in the above areas were in a large part due to maintaining a high level of 

communication in concert with the planning, organization and coordination of human, 

financial and material resources, combined with personal ethics and leadership. 

Page 1 of 8

To answer the three questions posed in your recruitment posting: 

My preferred management style is participatory and paternalistic. Having stated that, I 

may also lead by contingency management drawing on myriad styles that I have used 

successfully over the years in various organizations, locations and objectives. 

My vision for the City of New Smyrna Beach highlights and reinforces the aspects of the 

city that makes it unique, e.g. the beach, marina, airport and golf course. It promotes 

activities that enhance and preserve these aspects listed above and most especially the 

natural resources of the city. I see New Smyrna Beach becoming more vibrant as its 

economy is diversified for strength and to accommodate new business and residents that 

no longer are required to commute away from the city to work. I see the work force of 

New Smyrna Beach growing and developing to support this vibrant and diverse economy 

by becoming residents of the city through a balance of first-time buyer homes and rental 

community properties. Further, I see this workforce development as key to job creation. 

This effort must also include the Volusia County School Board and the Daytona Beach 

State College for appropriate training and education. I see the New Smyrna Beach 

Municipal Airport (EVB) and Interstate Highway 95 enticing businesses to light 

industrial locations and the expansions of existing businesses. I see that the quality of life 

is maintained in different locations of the city by appropriate policies and regulations 

unique to these areas. 

I hope you agree that maintaining the quality of life, the transportation infrastructure, 

providing for affordable housing combined with the education and development of the 

New Smyrna Beach workforce all incentivize and all are inextricably intertwined with 

job creation - my final answer. 

Regarding Economic Development, I routinely liaison with Enterprise Florida, Inc., 

FAA, FDOT-Aviation and the Governor’s Office of Tourism, Trade and Economic 

Development. I actively marketed a 2,000-acre industrial park and a municipal airport 

(X60). Similarly and in support of this project, we have successfully conducted a 

feasibility study for the financing and right-of-way acquisition for a ¾ mile railroad spur 

into the industrial park. Also, I co-authored an Enterprise Zone Application and Strategic 

Plan for submission to Enterprise Florida, Inc. (EFI) and the designation was awarded by 

Governor Crist effective January 2007. My proposal offering the city’s 2,000-acre 

industrial park in response to EFI’s “Request for Site” for a catalyst project for regional 

economic development was graded the highest within our 15-county RACEC Region. 

I welcome the opportunity to review my qualifications for this position. Thank you for 

your kind consideration. 

Sincerely, 

Enc.: Résumé 

Page 2 of 8

Résumé 

JAMES FREELAND COLEMAN 

40026 Agusta Drive, Lady Lake, Florida 32159-2826 

Home: (Ph/Fax) 352.750.5644 ~ Cell: 352.256.5320 


PROFESSIONAL OBJECTIVE 

I wish to obtain the career progressive position of City Manager 

in the City of New Smyrna Beach. 


North Lake Presbyterian Church, (membership: 1500±), Lady Lake, Florida. 

(Member since 2003.) Ministry Team Leader, April, 2008 to Present. 

City of Williston, Florida. City Manager, Airport & Industrial Park Manager and 

Purchasing Agent, June-2004 to April-2008. 

City of Leesburg, Florida. Interim City Engineer/Public Works Director, September 

15, 2003 to January 30, 2004. 

Town of Lady Lake, Florida. Town Manager, September 1999-August 2003. 

City of DeLand, Florida. Director of Personnel and Risk Management, September 

1994-September 1999. I served at the level of an Assistant City Manager and was 

appointed as the Acting City Manager. Airport & economic Development, also. 

City of Longwood, Florida. Director of Personnel & Risk Management, October 

1989-September 1994. 

City of Apopka, Florida. Graduate-Intern, Public Works Department; March- 

December, 1989. 

City of Orlando, Florida. Graduate-Intern, Office of Management and Budget, 

October, 1987-January, 1988. 

Greater Orlando Aviation Authority and Florida/Korea Economic Cooperation 

Committee, Southeast US/Korea Economic Council. Intern, January-May, 1986. 

US Army, Captain. Platoon Leader, Adjutant/S-1 and Assistant S-3 (Air) for 1 st 

Squadron, 4 th Cavalry, 1979-1982. In the Republic of Korea as S-1, Company 

Commander and Assistant S-3 for 2 nd Battalion, 72 Armor Regiment, 1982-1985. 

Page 3 of 8

SKILLS, KNOWLEDGE AND ABILITIES 

As a past local government executive and a professional public administrator in local 

governments throughout central and north central Florida for decades, I am extremely 

familiar with the area and region, its entities, umbrella organizations in the public, private 

and third sectors, elected officials and other major stakeholders. 

My strengths are illustrated in the functional areas including organizational management 

and administration, economic development, capital project management, program 

management, strategic planning, purchasing, procuring and contract management, public 

relations, media relations, airport management, industrial park management, humanfinancial-material 

resources management, disaster preparedness and risk management. 

I have an extremely well rounded background produced by both my military as well as 

public service in a variety of positions, organizations, locations both domestic as well as 

international and other experiences. This also allows me to communicate with various 

types of audiences. 

I enjoy writing and frequently write articles for the local media. Being active in the local 

Chambers of Commerce Executive Boards, I am also a member of advisory boards at 

multiple levels within the community and am a longtime member and a Club Charter 

President of Rotary International. Similarly, I was the president of the Lake-Sumter 

City/County Managers’ Association for four years. I view my education and 

professional development as never ending. 

Municipal Engineering & Capital Project Management 

Some major however, not all-inclusive capital improvement projects with which I had the 

opportunity to become directly involved are: 

Airport 7,000 Foot Runway Concrete Resurfacing & Hangars Construction 

Municipal Gas Gate (Tap) on the Florida Natural Gas Transmission Pipeline 

Public Works Department Relocation & Another Public Works Department’s 

Construction of New Complex 

Converted Other Public Buildings in Two Different Jurisdictions Into City Hall 

Annexes 

Regional Airport’s Air Traffic Control Tower Planning 

Rehabilitated Old Town Hall To A New Municipal Library 

Constructed And Relocated Recreation Complexes And Facilities 

Extended Water And The Wastewater Utilities By 50% 

Placed Numerous Water Wells And Water Treatment Plants On-Line; and, 

Accomplished the Fish Hospital Demolition and Land Conveyance from a Trust 

to the City and then to Volusia County for their New Justice Center. 

Page 4 of 8

Emergency Management 

1994-1999, DeLand, Florida. 

I participated in the State’s hurricane drills as acting city manager for the City of 

DeLand. Also while in Volusia County, a coastal county, I participated in and 

lived through “FireStorm ’98”. 

1999-2003, Town Manager, Lady Lake, Florida. 

Participated in Y2K preparedness and staffed the EOC on New Year’s Eve. I 

received a Certificate in 1402 for Executives, Lake Technical Center, Institute of 

Public Safety, and Lake County, Florida. I also participated in the formulation of 

the new Lake-Sumter EMS and completed a feasibility study for the start-up of 

fire & rescue services for an MSBU district. 

2004-2008, City Manager & Airport Manager, Williston, Florida. 

Shortly after becoming their city manager, I led the city through 3 cycles of 

“Preparedness, Response & Recovery” for Hurricanes Charley 8/13-14/04, 

Francis 9/04-05/04 & Jeanne 9/25-26/04. The city became the supply point for 

Levy County, a coastal county, during these events. The FLARNG was prepared 

to stage 1,000 soldiers at the municipal airport in preparation for Hurricane Ivan. 

Williston is a full service city including electric and natural gas utilities and solid 

waste along with water, wastewater, police, fire, airport and industrial park. The 

electric utility maintained service throughout 2004’s four storms. Williston 

became the re-supply center for Levy County as well as the region for rations, 

water and ice distribution. 

Legislative Liaison, Issues and Policy Development 

In the course of my previous duties, I routinely liaised with Florida Senators and 

Representatives and their staff on intergovernmental relations, grants coordination and 

legislature formulation and development. 

Policy development was part and parcel of my city manager duties for all issues requiring 

formal action by the elected board, whether as formal policy, resolution or (law) 

ordinance. 

I have been a municipal lobbyist with the Florida League of Cities since 1990. I have 

also been involved both directly and indirectly in lobbing on behalf of the Enterprise 

Florida, Inc., the Florida Municipal Power Association and the Florida Gas Utility. 

Page 5 of 8

REFERENCES 

Lake County BCC County Commissioner Jennifer Hill, 352-343-9850 

Lake County BCC County Commissioner Welton Cadwell, 352-343-9850 

Lake County BCC County Manager Cindy Hall, 352-343-9888 

Lake County BCC Conservation & Compliance Director Gregg Welstead, 352-343-9639 

Former Lady Lake Town Attorney Leslie Shamrock Campione, Esq., 352-383-9020 

Lake-Sumter EMS Executive Director Jim Judge, 352-383-4554 

Lake County BCC County Public Works Director Jim Stivender, P.E., 352- 483-9000 

Lake County BCC County Emergency Management Director Jerry Smith, 352-343-9420 

Lake County BCC Economic Growth and Redevelopment Director Dottie Keedy, AICP, 

(352) 343-9899 

Clermont City Manager Wayne Saunders, 352-394-4081 

Fruitland Park City Manager Ralph Bowers, 352-360-6727 

Lady Lake Mayor Jim Richards, 352-751-1501 

Leesburg City Manager Jay Evans, 352-728-9700 

Mascotte City Manager Marge Strausbaugh, 352-429-3341 

Tavares City Clerk Nancy Barnett, 352-742-6209 

Umatilla City Manager Glenn Irby, 352-669-3215 

Florida League of Cities, Inc., Executive Director Mike Sittig, (800) 342-8112 

Page 6 of 8

Page 7 of 8

Page 8 of 8

SHANE BENJAMIN CRAWFORD 

224 E. Lloyd Street (Suite #2) Milwaukee, WI 53212 Phone: 262-745-8983 E-mail: scrawford_@hotmail.com 

SUMMARY 

More than 11 years of local government experience with expertise, qualifications, and 

skills in the following areas: 

• Labor Relations including being the lead contract negotiator 

• Operations and Project Management for projects ranging from 2 to 18 million 

dollars 

• Media Relations 

• Budget and Financial Operations 

• Strategic Planning 

• Intergovernmental Relations 

• Lobbying 

• Organizational Development 

• Economic Development 

• Zoning and Development Planning 

• Elected office experience from 1997 to 2000 

I am a team player who is able to work independently within the organizational 

framework with experience in managing change while being results oriented. I am a 

demonstrated leader with organizational, analytical, and communication skills. I have 

experience on both the elected and “hired/contracted” sides of local politics and I believe 

that allows me to bring a unique perspective to any organization. 

EDUCATION 

1995-1996 University of WI-Oshkosh 

Double Major: Public Administration/Political Science 

1996-1999 University of WI-La Crosse 

Bachelor of Science Degree—Double Major: Public Administration/Political 

Science 

Emphasis in double major: government, management, social interaction, 

economics, governmental personnel, media use, and budget 

I have also taken a variety of Masters Level classes at Viterbo University in 

La Crosse, WI., and at the University of WI—Milwaukee. However, I had to 

end my classes at Viterbo University due to my recruitment to Walworth 

County and I ended my classes at the University of WI—Milwaukee when I 

was asked to pursue a law degree by my employer instead. I am scheduled to 

take the LSAT test for law school admission on February 9, 2009. 

Page 1 of 4

Resume of Shane Benjamin Crawford 

EMPLOYMENT 

Walworth County, WI 

Population: 102,000 – Budget: $160 million 


Deputy County Administrator—Central Services (one year and current) 

Appointed to this position in July of 2007. This position holds all the responsibilities I 

previously held as Deputy County Administrator/Director of Public Works and 

Intergovernmental Relations but now includes the supervision of Walworth County’s Central 

Purchasing Department. This additional responsibility includes the supervision of an additional 

5 staff as well as being solely responsible for every contract initiated by Walworth County and 

being directly responsible for every major purchase within the county’s 155 million dollar 

budget. Achievements include: 

• Successful pilot program of contracting snow plow operators in lieu of filling vacant 

positions 

• Integrated the county’s purchasing department under the “umbrella” of already county 

assigned responsibilities. 

• Implemented a procurement program which included the initiation of several “checks 

and balance” systems to allow for employees to carry county procurement cards 

• Successfully created the Intergovernmental Cooperation Council (ICC) consisting of 

any municipality (town, city or village) within the borders of Walworth County (that 

chose to join) for the purpose of studying possible government cooperation and 

possible consolidation. 

• Completed Walworth County’s new Lakeland School ahead of schedule and under 

budget—an 18 million dollar project. 

• Created a “green” initiative which is in its formative state right now but will be 

included in the 2010 budget 

Deputy County Administrator/Director of Public Works and Intergovernmental Relations (15 

months) 

Appointed to this position in April of 2006. The position maintained the responsibilities as the 

Director of Public Works. However, it now assisted the County Administrator in 

intergovernmental relations by acting as the county’s lobbyist and primary resource for state and 

federal legislation affecting Walworth County. It also assisted in the human resource function of 

the county as well as assisted in any tasks deemed necessary by the County Administrator. 

Major accomplishments included: 

• Successful lobbying efforts at state capitol in regards to state revenues 

• Successful construction completion of county owned nursing home--15 million dollar 

project. This project was completed on time and under budget. 

• Negotiated an agreement with WI Department of Transportation to uphold state funding 

for state owned, but county maintained, highways and interstates. 

• Was appointed as the Parks Manager for Walworth County and created an accounting 

“lockbox” for future park acquisition and assumed park maintenance within the Public 

Works Department without the addition of extra staff. 

Page 2 of 4


Director of Public Works—Walworth County, WI (two years) 

I was recruited in April of 2004 to head up a newly consolidated department of public works. 

Previous to this, the county had separate highway and facilities departments. The departmental 

budget is approximately 15.5 million with an overall county budget of nearly 160 million. The 

department of public works employed approximately 80 people. Upon my recruitment, my 

major focus was on the county’s new building projects as the public works director was the 

primary project manager for all building projects. The county, at the time of my recruitment, 

was 8 months from opening a new judicial center at a cost of nearly 13 million. This project was 

in disarray and proved to be the reason for my recruitment. Due to major design flaws, I was 

forced to delay opening the building by 7 months but assisted in proving architectural error and 

all costs spent to remedy the building were recouped. The public works department is 

responsible for approximately 2300 miles of state and county roads and I also act as the county’s 

fleet and parks manager. Currently the county has two county parks that are maintained by 

Public Works and I have successfully implemented a fleet maintenance policy that proved cost 

effective and improved service. Further accomplishments included: 

• Successfully litigated a damage claim against original architect on the county’s Judicial 

Center proving architectural error throughout the facilities courtrooms. 

• Upon recruitment, created a restructure and team atmosphere within the Public Works 

Department that had been absent since its creation. 

• Negotiated a “cross jurisdictional agreement” amongst the highway and facilities union so 

that labor could be utilized in various capacities. 

Buffalo County, WI 2000--2004 


County Administrator—Buffalo County, WI (2+ years) 

The Buffalo County Board, effective January 1, 2002, made the decision to upgrade my county 

position of Administrative Coordinator to that of County Administrator. In Wisconsin, the major 

differences between the Coordinator position and the Administrator position are two-fold. A 

County Administrator is empowered to hire and/or fire (terminate) department heads without 

county board approval. Also, a County Administrator introduces the county budget to the board. 

Administrative Coordinators do not have the authority to hire and/or fire nor do they introduce 

the budget. Rather, Administrative Coordinators merely assist in the creation of the county 

budget. Increased participation and responsibility, in regards to all county issues, resulted 

because of the change in title. The county also opted to make the County Administrator position 

the chief negotiator in regards to all union contract negotiations. During my tenure as county 

administrator, my budget proposals came with modest property tax levy increases while 

maintaining both essential as well as discretionary programs. I successfully negotiated 25% 

contributions from employees with family health insurance plans as well as negotiated 10% 

contributions from employees with single plans. Major accomplishments included: 

• Authored Buffalo County’s first and only Personnel Handbook—directed by the Buffalo 

County Board 

Page 3 of 4


• Successful transition to a new 3 rd party administrator for the county’s self-insured health 

insurance plan saving the county hundreds of thousands of dollars over the last 5 years 

• Created and codified a budget procedure so the county board and constituency had a “road 

map” to follow in regards to budget creation. 

Administrative Coordinator—Buffalo County, WI (2 years) 

Immediately upon my college graduation, I was hired as the Buffalo County, Wisconsin, 

Administrative Coordinator. My responsibilities included: supervising all county personnel 

activities, supervising all county finance activities, monitoring the county’s self-insured health 

insurance fund (which included changing 3 rd party administrators effective January 1, 2002), and 

acting as the county’s risk manager and computer/network supervisor. During my tenure as 

administrative coordinator, the board tasked me to write a code of conduct (a personnel manual) 

for the county. I proposed a methodical approach to accomplishing this goal and it was drafted 

within 10 months and ratified by the board immediately. 

City and County of La Crosse, WI 1997-2000 

City Council Member, City of La Crosse, WI—(4 years) 

I was the recording secretary for the Highways, Properties, and Utilities Committee for the first 

two years of my city council term. I was then appointed to the Finance and Personnel 

Committee for my final two years. This appointment required increased involvement on the 

council due to the fact that this committee was involved with all employee grievances, contract 

disputes, the city’s annual budget, and other various issues that came before the committee of the 

whole that involved city finances and/or city personnel. 

County Board Supervisor, County of La Crosse, WI—(3+ years) 

I received the honor of being appointed to the 5 th district count board supervisor seat by the 

county board chairman in the fall of 1997 due to a vacancy. I was then elected in April of 1998, 

to a two-year term. During my tenure on the county board, I served on the Parks and Properties 

Committee, Law Enforcement Committee and the Health and Human Services Committee. 

ASSOCIATIONS 

• Wisconsin Association of County Personnel Directors 

• Wisconsin Public Employer Labor Relations Association 

• Wisconsin Counties Association 

• National Association of Counties 

• West Central WI Counties Association—Association of Personnel Directors and/or 

individuals responsible for the personnel function within their respective WI counties 

• Mississippi River Regional Planning Commission—appointed by the WI Governor 

• Wisconsin Utilities Tax Association—Vice President 

• American Public Works Association 

• WI Counties Highway Association 

Page 4 of 4

SHANE BENJAMIN CRAWFORD 

224 E. Lloyd Street (Suite #2) Milwaukee, WI 53212 Phone: 262-745-8983 E-mail: scrawford_@hotmail.com 

SUMMARY 

More than 11 years of local government experience with expertise, qualifications, and 

skills in the following areas: 

• Labor Relations including being the lead contract negotiator 

• Operations and Project Management for projects ranging from 2 to 18 million 

dollars 

• Media Relations 

• Budget and Financial Operations 

• Strategic Planning 

• Intergovernmental Relations 

• Lobbying 


• Economic Development 

• Zoning and Development Planning 

• Elected office experience from 1997 to 2000 

I am a team player who is able to work independently within the organizational 

framework with experience in managing change while being results oriented. I am a 

demonstrated leader with organizational, analytical, and communication skills. I have 

experience on both the elected and “hired/contracted” sides of local politics and I believe 

that allows me to bring a unique perspective to any organization. 

EDUCATION 

1995-1996 University of WI-Oshkosh 

Double Major: Public Administration/Political Science 

1996-1999 University of WI-La Crosse 

Bachelor of Science Degree—Double Major: Public Administration/Political 

Science 

Emphasis in double major: government, management, social interaction, 

economics, governmental personnel, media use, and budget 

I have also taken a variety of Masters Level classes at Viterbo University in 

La Crosse, WI., and at the University of WI—Milwaukee. However, I had to 

end my classes at Viterbo University due to my recruitment to Walworth 

County and I ended my classes at the University of WI—Milwaukee when I 

was asked to pursue a law degree by my employer instead. I am scheduled to 

take the LSAT test for law school admission on February 9, 2009. 

Page 1 of 4


EMPLOYMENT 

Walworth County, WI 



Deputy County Administrator—Central Services (one year and current) 

Appointed to this position in July of 2007. This position holds all the responsibilities I 

previously held as Deputy County Administrator/Director of Public Works and 

Intergovernmental Relations but now includes the supervision of Walworth County’s Central 

Purchasing Department. This additional responsibility includes the supervision of an additional 

5 staff as well as being solely responsible for every contract initiated by Walworth County and 

being directly responsible for every major purchase within the county’s 155 million dollar 

budget. Achievements include: 

• Successful pilot program of contracting snow plow operators in lieu of filling vacant 

positions 

• Integrated the county’s purchasing department under the “umbrella” of already county 

assigned responsibilities. 

• Implemented a procurement program which included the initiation of several “checks 

and balance” systems to allow for employees to carry county procurement cards 

• Successfully created the Intergovernmental Cooperation Council (ICC) consisting of 

any municipality (town, city or village) within the borders of Walworth County (that 

chose to join) for the purpose of studying possible government cooperation and 

possible consolidation. 

• Completed Walworth County’s new Lakeland School ahead of schedule and under 

budget—an 18 million dollar project. 

• Created a “green” initiative which is in its formative state right now but will be 

included in the 2010 budget 

Deputy County Administrator/Director of Public Works and Intergovernmental Relations (15 

months) 

Appointed to this position in April of 2006. The position maintained the responsibilities as the 

Director of Public Works. However, it now assisted the County Administrator in 

intergovernmental relations by acting as the county’s lobbyist and primary resource for state and 

federal legislation affecting Walworth County. It also assisted in the human resource function of 

the county as well as assisted in any tasks deemed necessary by the County Administrator. 

Major accomplishments included: 

• Successful lobbying efforts at state capitol in regards to state revenues 

• Successful construction completion of county owned nursing home--15 million dollar 

project. This project was completed on time and under budget. 

• Negotiated an agreement with WI Department of Transportation to uphold state funding 

for state owned, but county maintained, highways and interstates. 

• Was appointed as the Parks Manager for Walworth County and created an accounting 

“lockbox” for future park acquisition and assumed park maintenance within the Public 

Works Department without the addition of extra staff. 

Page 2 of 4


Director of Public Works—Walworth County, WI (two years) 

I was recruited in April of 2004 to head up a newly consolidated department of public works. 

Previous to this, the county had separate highway and facilities departments. The departmental 

budget is approximately 15.5 million with an overall county budget of nearly 160 million. The 

department of public works employed approximately 80 people. Upon my recruitment, my 

major focus was on the county’s new building projects as the public works director was the 

primary project manager for all building projects. The county, at the time of my recruitment, 

was 8 months from opening a new judicial center at a cost of nearly 13 million. This project was 

in disarray and proved to be the reason for my recruitment. Due to major design flaws, I was 

forced to delay opening the building by 7 months but assisted in proving architectural error and 

all costs spent to remedy the building were recouped. The public works department is 

responsible for approximately 2300 miles of state and county roads and I also act as the county’s 

fleet and parks manager. Currently the county has two county parks that are maintained by 

Public Works and I have successfully implemented a fleet maintenance policy that proved cost 

effective and improved service. Further accomplishments included: 

• Successfully litigated a damage claim against original architect on the county’s Judicial 

Center proving architectural error throughout the facilities courtrooms. 

• Upon recruitment, created a restructure and team atmosphere within the Public Works 

Department that had been absent since its creation. 

• Negotiated a “cross jurisdictional agreement” amongst the highway and facilities union so 

that labor could be utilized in various capacities. 

Buffalo County, WI 2000--2004 


County Administrator—Buffalo County, WI (2+ years) 

The Buffalo County Board, effective January 1, 2002, made the decision to upgrade my county 

position of Administrative Coordinator to that of County Administrator. In Wisconsin, the major 

differences between the Coordinator position and the Administrator position are two-fold. A 

County Administrator is empowered to hire and/or fire (terminate) department heads without 

county board approval. Also, a County Administrator introduces the county budget to the board. 

Administrative Coordinators do not have the authority to hire and/or fire nor do they introduce 

the budget. Rather, Administrative Coordinators merely assist in the creation of the county 

budget. Increased participation and responsibility, in regards to all county issues, resulted 

because of the change in title. The county also opted to make the County Administrator position 

the chief negotiator in regards to all union contract negotiations. During my tenure as county 

administrator, my budget proposals came with modest property tax levy increases while 

maintaining both essential as well as discretionary programs. I successfully negotiated 25% 

contributions from employees with family health insurance plans as well as negotiated 10% 

contributions from employees with single plans. Major accomplishments included: 

• Authored Buffalo County’s first and only Personnel Handbook—directed by the Buffalo 

County Board 

Page 3 of 4


• Successful transition to a new 3 rd party administrator for the county’s self-insured health 

insurance plan saving the county hundreds of thousands of dollars over the last 5 years 

• Created and codified a budget procedure so the county board and constituency had a “road 

map” to follow in regards to budget creation. 

Administrative Coordinator—Buffalo County, WI (2 years) 

Immediately upon my college graduation, I was hired as the Buffalo County, Wisconsin, 

Administrative Coordinator. My responsibilities included: supervising all county personnel 

activities, supervising all county finance activities, monitoring the county’s self-insured health 

insurance fund (which included changing 3 rd party administrators effective January 1, 2002), and 

acting as the county’s risk manager and computer/network supervisor. During my tenure as 

administrative coordinator, the board tasked me to write a code of conduct (a personnel manual) 

for the county. I proposed a methodical approach to accomplishing this goal and it was drafted 

within 10 months and ratified by the board immediately. 

City and County of La Crosse, WI 1997-2000 

City Council Member, City of La Crosse, WI—(4 years) 

I was the recording secretary for the Highways, Properties, and Utilities Committee for the first 

two years of my city council term. I was then appointed to the Finance and Personnel 

Committee for my final two years. This appointment required increased involvement on the 

council due to the fact that this committee was involved with all employee grievances, contract 

disputes, the city’s annual budget, and other various issues that came before the committee of the 

whole that involved city finances and/or city personnel. 

County Board Supervisor, County of La Crosse, WI—(3+ years) 

I received the honor of being appointed to the 5 th district count board supervisor seat by the 

county board chairman in the fall of 1997 due to a vacancy. I was then elected in April of 1998, 

to a two-year term. During my tenure on the county board, I served on the Parks and Properties 

Committee, Law Enforcement Committee and the Health and Human Services Committee. 

ASSOCIATIONS 

• Wisconsin Association of County Personnel Directors 

• Wisconsin Public Employer Labor Relations Association 

• Wisconsin Counties Association 

• National Association of Counties 

• West Central WI Counties Association—Association of Personnel Directors and/or 

individuals responsible for the personnel function within their respective WI counties 

• Mississippi River Regional Planning Commission—appointed by the WI Governor 

• Wisconsin Utilities Tax Association—Vice President 

• American Public Works Association 

• WI Counties Highway Association 

Page 4 of 4

R ICHARD J. C RAYNE 

EDUCATION AND TRAINING 

♦ Le Mars Community Schools, Le Mars, IA, 1967. 

♦ University of Iowa, Bachelor of Science Degree in Education, 1972. 

♦ Iowa State University, Masters in Public Administration, 2003. 

♦ Iowa State University Municipal Clerk’s Institute, 1977. 

♦ University of Iowa, Iowa Municipal Management Institute, 1989-2008 

♦ Credentialed City Manager designation by International City Managers Association, 2008 

AREAS OF EXPERIENCE 

♦Thirty-one years in City management 

♦Community/Economic Development 

♦Planning and Development of Civic Center 

♦Capital Improvement Planning 

♦Involvement with Community leaders 

♦City Business Park Development 

♦Tax Increment Financing 

♦Collective Bargaining 

♦Personnel Management 

♦Bond Issues 

♦Comprehensive & Strategic Planning 

♦Private & Intergovernmental Partnerships 


City Administrator, City of Waverly, IA 

November 1989 to Present 

Preparation and administration of $21M budget, capital improvement planning, personnel 

management of 68 full and 100+ part time employees, collective bargaining and community and 

economic development. Work with Mayor and 7 member Council, Boards and Commissions on 

City policies and development. Oversee development and completion of numerous infrastructure 

projects and financing. Recommend policy change to City Council, Boards, and Commissions 

and lead the implementation of city policies. Advise private organizations and assist in 

community projects. Partner with non-profit Economic Development Company in recruitment and 

financing. Work with elected and appointed officials in other local, regional, state and federal 

organizations. 

♦ Starting salary: $42,600 

♦ Present salary: $112,000 

City Administrator, City of Jefferson, IA September 1977 to October 1989 

Duties included those of City Clerk, financial management, personnel management, public 

relations, community and economic development. I worked with Mayor and 5 member Council, 

recommended policy changes and coordinated current and future City development. I was 

involved in grant writing and administration in coordination with capital improvement projects. I 

successfully worked with community leaders to bring new industry to the community. 


♦ Final salary: $35,000 

128 A UGUSTA C IRCLE • W AVERLY, IOWA 50677 • 319/352-4474 (H) • 319/352-9211 (W) 

dick@ci.waverly.ia.us

City Administrator, City of LeMars, IA March 1977 to September 1977 

Newly established position due to elimination of Public Works Director position. Duties included 

budgeting, financial management, personnel management, grant writing, and capital 

improvement projects. Worked with Mayor and 5 member Council on policy changes, future 

planning and development of the City. 



City Clerk, City of LeMars, IA December 1973 to February 1977 

Duties included management of all municipal records, financial control, and other duties assigned 

by the Mayor and City Council. 



Recreation Director, City of LeMars, IA December 1972 to November 1973 

Newly created position, duties included expansion of existing and initiation of new programs for 

all ages. Developed partnerships with school system and other groups in scheduling and use of 

facilities. 



ORGANIZATIONS PROFESSIONAL/PERSONAL 

♦ Iowa League of Cities ♦ International City/County Management Assoc. 

♦ Iowa City/County Management Assoc., 

Past President and Board Member 

♦ Iowa Municipal Finance Officers Assoc., Past 

President and Board Member 

♦ Rotary Club, President and 

Board Member 

♦ Centennial Oaks Golf Club

John O. D’Agostino 

175 Balcom Street, Mansfield, MA 02048 

508-339-8057 (home) 

508-922-7076 (cell) 

jdagostino92257@comcast.net 

May 15, 2009 

Colin Baenziger 

CB-Associates 


I am writing to express my interest in the position of City Manager for the City of New 

Smyrna Beach, Florida. I have attached my resume, illustrating my skills and work 

experience in the filed of Public Service over the past twenty-nine years. In particular, I 

have served as Town Administrator for the Town of Blackstone, Massachusetts and was 

hired as Town Manager for the Town of Mansfield in December of 1997 and serve in that 

capacity today. In accordance with the Mansfield Town Charter, the Town Manager is 

the Chief Administrative and Executive Officer of the Town. I am involved in all facets 

of public management. In my position, I serve as the Collective Bargaining Agent, Chief 

Procurement Officer, Manager of the Light Department; I prepare and submit the 

Municipal Budget to the Board of Selectmen and Finance Committee. I present the 

municipal budget to town meeting for approval. I am the Personnel Director with 

authority to discipline terminate organize and re-organize municipal departments. I have 

successfully managed 25 departments totaling over 200 employees and a budget of over 

$84 million dollars. The town’s growing population is over 25,000 residents, and 

recognized as one of the fastest growing communities in Southeastern Massachusetts.. I 

have balanced eleven municipal budgets, successfully negotiated union contracts, and 

established Capital Budgets and Five Year Revenue Forecast models to determine future 

budget expenditures. 

Mansfield is a progressive community, with a good size industrial park, encompassing 5 

million square feet of space, employing over 5,000 employees, and is home to Samsonite 

Luggage, Covidien, Toyota, One Beacon Insurance Company to name a few. We are 

currently redefining the industrial park and have successfully attracted Biotech 

Companies’ Research and Development and Life Science Industries to the Town of 

Mansfield. We have successfully formed a strong partnership with our industrial citizens. 

Today, Mansfield is known as one of the most business friendly local governments in 

Massachusetts. As a community, leadership has always enjoyed the luxury of thinking 

outside of the box to resolve issues and successfully implement programs and services 

from Automated Curbside Trash Collection and Single Stream Automated Recycling. 

This program has saved the municipality in the first three months over 50 tons of refuse 

from our waste stream.

The success of local government is predicated upon a collaborative style of management. 

I involve staff in all aspects of the decision making process. From a budget perspective, a 

financial team including the Collector Treasurer, Town Accountant and Assistant 

Assessor work with me on every aspect of the budget. I successfully delegate 

responsibility and trust the professionalism of staff to creatively solve problems and make 

recommendations on how to continuously improve our operations. As a result, I am 

proud of our accomplishments over the past eleven years and look to staff as responsible 

for our success. 

I look forward to the opportunity to interview for the vacant position of City Manager for 

the City of New Smyrna Beach, Florida. 

Sincerely, 

John D’Agostino

Mark Davidoff 

PO Box 358 (H) 201 664-2379 

Westwood, N.J. 07675 m,davidoff@yahoo.com (C) 917 562-1269 

Senior Level Executive With Experience Serving the Labor, Community Relations, 

Tourist, and Hospitality Industries 

• Significant accomplishments in corporate and operational management, 

• Implementation of corporate strategies and organizational development initiatives, 

• Development of corporate structure, philosophy and vision, 

• Design and implementation of successful promotional campaigns. 

______________________________________________________________________________________ 

Professional Experience and Achievements 

Harbor Experience Companies (October 2008 - Present) 

General Manager of Hospitality and Shore-side Facilities 

Harbor Experience Companies is a privately owned company comprised of three divisions providing public 

ferry services, to NYC and surrounding counties, tours, excursions, and operating shore-side maintenance, 

dining and entertainment facilities. My responsibilities are to oversee the hospitality services in all three 

divisions, to manage all shore-side facilities and to open two new entertainment and dining facilities. 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

Set company policy and standard operating procedures, establish core values. 

Represent the company to New York City Parks, Police and Fire Departments, NYC Economic 

Development Commission, NYC Department of Transportation, City-State agencies such as the 

as the Port Authority of NY & NJ and Governors Island Preservation and Education Corporation 

(GIPEC), and the United States Coast Guard. 

Negotiate Contracts with City Agencies 

Let out proposals for services to bid, establish criteria for selecting vendors. 

Select vendors and review performance and compliance with agreements. 

Solicit sponsorship opportunities consistent with core values to reduce the cost of providing goods 

and services 

Design build and maintain facilities and secure licenses to operate consistent with city, state, and 

federal regulations. 

Solicit customers and lease out facilities and assets underutilized by the company. 

Create sales packages and facilitate the sales process. 

Develop and foster a corporate culture emphasizing mutual respect and teamwork. 

Statue Cruises (November 2007- September 2008) 

Director of Operations 

Statue Cruises is a Hornblower Company, which won the National Park Service license to provide ferry 

services to the Statue of Liberty and Ellis Island. The service carries 4 million visitors each year, on over 10 

million passages. The previous licensee had provided this service for 54 years. I was hired 2 months before 

we had to implement the service, commencing on January 1, 2008. My opening responsibilities were to 

negotiate a favorable labor contract with the ILA, assist in securing the ferries to provide the service, find 

dockage and maintenance facilities for the ferries, hire and train the crew, design and secure landing 

facilities, maintain relations with City, State, and Federal agencies, and provide excellent customer service 

to our guests by providing relevant commentary and amenities. 

o 

Represent the company to the National Park Service, National Park Police, New York City Parks, 

Police and Fire Departments, the United States Coast Guard, New Jersey State Parks and Police 

Departments, and Jersey City Mayor’s office and Police Department.

o 

o 

o 

o 

o 

o 

Design build and maintain facilities and secure licenses to operate consistent with city, state, and 

federal regulations. 

Set company policy and standard operating procedures. 

Establish procedures coordinating our operations with the many different government agencies. 

Negotiate Labor Contract securing very favorable terms. 


Initiate and develop safety training. 

Salsberg Group (May 2006- November 2007) 

Chief Executive Officer 

The Salsberg Group is comprised of four businesses and two passenger vessels providing event 

management, excursion, educational, entertainment, and catering services to the general public, not for 

profit organizations, and corporations. 

o 

o 

o 

o 

o 

o 

Created an organizational structure specifying, accountability and job descriptions, facilitating 

communications and increasing efficiency. 

Represent the company to New York City, New York State and Federal agencies. 

Maintain facilities and secure licenses to operate consistent with city, state, and federal 

regulations. 

Set company policy and standard operating procedures, created employee manual. 


Monitor sales and train sales staff. 

MEED LLC. dba J&M Seafood (October 2004 – October 2006) 

Partner 

J&M Seafood provides fresh and frozen, fish and seafood, to restaurants, hotels, clubs, and caterers in New 

York City and New Jersey. 

o 

o 

o 

o 

o 

o 

Created pro forma P&L’s and secured SBA financing for a start-up business. 

Secured a location, and obtained the necessary permits, and licenses, to conduct operations. 

Developed and equipped a facility consistent with state and local regulations. 

Designed and implemented all back office operations. 

Conduct sales calls and develop customer relations on a daily basis. 

Procure product for resale and develop vendor relations. 

New York Cruise Lines Inc. (March 1994 – July 2004) 

Vice President, Operations 

New York Cruise Lines Inc. is a world-renowned, sightseeing and entertainment, company comprised of 

Circle Line Sightseeing Cruises and World Yacht Dinner Cruises. 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

Implemented and maintained operational procedures that are the benchmark for all competitors in 

the industry today. 

Budgeting responsibilities for all operations, marketing, maintenance, repair and capital 

expenditures. 

Oversight of all activities related to the thirteen vessels sailing under the NYCL banner. 

Created and developed marketing initiatives to keep the corporate market share. 

Developed sales departments and monitored contracts negotiated with individual and corporate 

customers. 

Company liaison for media relations. 

Responsible for all corporate advertising. 

Coordinated all special events. 

Negotiate and enforce all service agreements with subcontractors. 

Company representative for all Union negotiations and contract disputes.

o 

o 

o 

Oversight of 340 employees 

Company representative for United States Coast Guard inspections and related activities. 

Corporate spokesperson for New York City events and relations. 

World Yacht (May 1984 – March 1994) 

Vice President, Food and Beverage 

During my tenure at World Yacht I advanced from a Fleet Catering Manager to Vice President of Food and 

Beverage. Subsequent to the merger of Circle Line and World Yacht I became Director of Operations of 

both entities. 

o In charge of all operations of six vessels with a total capacity of 2,350. 

o Coordinated off premises catering for over 150 events in addition to 250,000 meals served on 

World Yacht ships annually. 

o Developed and implemented training manuals for all front and back of the house staff. 

o Managed the budgeting for food, beverage and labor costs. 

o Key player on the team that made World Yacht the gold standard of dinner cruises. 

o Implemented policies and procedures, many of which are still industry standards today. 

o Managed the relocating the entire company from Pier 63 to Pier 81. 

o Instrumental in the design of all new culinary facilities. 

o Managed the company survival during the recession of the early 1990’s using innovative cost 

cutting measures. 

Education: 

Ramapo College of New Jersey 

B.S. Business Administration (1984) 

University of Massachusetts, Business Administration (1977) 

Tufts University, Engineering (1975) 

Professional Affiliations 

Passenger Vessel Association of America, Legislative Committee, 2008-present 

Food & Beverage Association of America, First Vice President 1995 – 2003 

Friends of the Hudson River Park, Board of Directors 2000 – 2004 

Culinary Institute of America, MOC, Education committee 2000 – 2004 

James Beard Foundation 

Safe Wakes Coalition Co-Chair 2002 – 2004 

National Restaurant Association 

Share Our Strength’s Taste of the Nation NYC, Steering Committee 1991 - 1995 

Share Our Strength’s taste of the Nation NYC, 1994 Co-Chair 

Food & Beverage Association of America, President 1991 – 1992 

Special Events Planning & Fundraising 

Catholic Big Sisters Big Brothers 

Share Our Strength’s Taste of the Nation 

Culinary Institute of America Alumni Reception 1991 – 1995 

Food & Beverage Association of America Scholarship Dinner 1993 – 1994 

City Meals on Wheels benefit 1991 

First Annual James Beard Awards 1990 

Culinary Institute of America with Larry Forgione and Jonathan Waxman

Awards and Recognitions 

9/11 Maritime Medal, U.S. Coast Guard, Dept. of Transportation 

City of New York, Office of the Public Advocate 

The Food and Beverage Association of America 

International Geneva Association 

Societe Culinaire Philanthropique 

Societe des Cuisiniers de Paris 

Vatel Club 

References furnished upon request

SUPLEMENTAL PROFESSIONAL EXPERIENCE 

Mr. DeCandis has over 30 years of experience in government on the areas of urban 

planning/development and zoning, transportation planning, transit and technology 

management. He is skilled with developing, organizing and managing government and 

private sector organizations providing services to governments. He has managed 

extensive public programs systems in Florida, Georgia and Pennsylvania and has 

provided consulting assistance to governments throughout the United States. 

The following brief summary of Mr. DeCandis’ experience is divided into two 

summaries. It represents only a small portion of the work performed in the last 30 years 

in the planning and transit industries. The projects are organized by projects while 

employed by governments and those completed while employed in the private sector. 

Public Sector Work 

Workshops - Prepared and presented workshops at various conferences including 

Florida Educational Facilities Planning Assn, and Urban Land Institute on concurrency, 

mitigation and selection of school sites. 

Impact Fees – Managed the development of transportation impact fees for the City of 

Palm Coast and school impact fees for Orange County Public Schools. 

GIS management and Development – Responsible for development and management 

oversight of new Geographic Information Systems for both Palm Coast Florida and 

Orange County Public Schools 

Traffic and School Concurrency – Developed the comprehensive concurrency system 

for City of Palm Coast (traffic, utilities and parks) and school concurrency for Orange 

County Public Schools and modified and managed Transportation Concurrency System 

for St. Johns County Florida in conformance with the Florida Growth Management Laws. 

Work included coordination with other municipalities, developing Comprehensive Plan 

Transportation and School Elements and Data and Analysis, Land Development Code 

and Operating Policies, concurrency tracking system, Interlocal agreements and the fair 

share programs. 

Pupil Assignment – Developed a methodology for creation of student assignment zones 

that provides consistency with desegregation court orders and management of enrolment 

system for Orange County Public Schools. 

Annexations – Handled the annexation of over 1,800 acres for the City of Palm Coast 

utilizing all available methods for accomplishing annexation. This included 

development of Urban Service Area Plans and Analysis. 

City of Palm Coast Comprehensive Plan – Managed the development of the City’s first 

Comprehensive Plan including the Data and Analysis, GOPS and responding to DCA

ORC Reports. Personally wrote the transportation element and participated and 

supervised the development of all other elements. 

Flagler County Comprehensive Transportation Model – Developed 20 year county 

wide model for traffic for Flagler County using Qube modeling system. Project included 

and analysis of transportation study areas and developing projections for all areas of 

Flagler County. 

Palm Coast Trail System Development – Developed long range trail plan for City of 

Palm Cost along the Canal System, including natural feature trails along the inter-coastal 

waterway and through the Graham Swamp. I Secured over $2.5 million in public and 

private funding and developer contributions for construction of trail. Funding included 

development of bridges, observation decks, and connections to the Rails to Trails project 

and to the City’s Linier Park. 

City of Palm Coast Land Development Code - Managed the development of the City’s 

first Land Development Code. Personally wrote several sections and supervised the 

writing of the remainder. 

Multiple Corridor Studies - Conducted and managed multiple corridor studies in St. 

Johns County and Palm Coast. Studies included local arterials, parallel relievers for 

State Highways and Interstate interchange roadway segments. 

Palm Coast Park DRI - Reviewed and analyzed the DRI on behalf of the City to 

determine impacts and mitigation. Negotiated the Development Order for the project and 

presented the Development Order to the County Commission for Approval. 

Town Center DRI - Reviewed and analyzed this major downtown/ multifamily DRI on 

behalf of the City to determine impacts and mitigation. Negotiated the Development 

Order for the project and presented the Development Order to the County Commission 

for Approval. 

Management and Training of Planning Board - Managed on an ongoing basis the 

City’s Planning Board. This included preparation and presentation of items including 

training on the planning process and principles. 

SR-100 Community Redevelopment Agency – Developed and managed the creation of 

the SR-100 Community Redevelopment Area. This included the development of findings 

of blight, development of redevelopment plan, development the TIF program, managing 

the CRA board, inventory of property, property appraisals, and negotiation of acquisition 

with property owners. 

Aberdeen DRI - Reviewed and analyzed the Aberdeen DRI on behalf of St. Johns 

County to determine transportation impacts and mitigation. Negotiated the Development 


for Approval.

Durban Crossing DRI - Reviewed and analyzed the Durban Crossing DRI on behalf of 

St. Johns County to determine transportation impacts and mitigation. Negotiated the 

Development Order for the project and presented the Development Order to the County 

Commission for Approval. 

World Commerce Center DRI - Reviewed and analyzed the Mixed Use DRI on behalf 

of St. Johns County to determine transportation impacts and mitigation. Negotiated the 



PUD Review - Reviewed multiple PUD for the County to determine the transportation 

impacts of the projects and develop mitigation packages to be included in the project’s 

development order. 

Many other projects performed by Planning Department staff which I supervised. 

Independent Land Planning and Transportation Consultant 

work for DeCandis Group, LLC, Ayres Assoc. and for Avid 

Engineering 

City of Palm Cost DRC Reviews – Reviewing applications for development approval 

for the City Planning Department focusing on traffic, access, circulation, etc. 

Indian River Farms – Currently development of a large multi-family project located 

adjacent to sensitive wetlands system. (Planning, Project Management) 

City Walk Commercial/Office Condominium Complex - Palm Coast, FL (Project 

Management, Owner’s Representative) 

Magnolia Park Commercial/Industrial Park - Palm Coast, Florida 

(Rezoning, Overall Development Plan, Platting, Project Management, 

Traffic/Concurrency Analysis) 

Magnolia Village Estate Community - Palm Coast, Florida 



Lake Avalon Landing Estate Community - Orange County, Florida 

(Comp Plan Amendment, PUD Rezoning, Overall Development Plan, Platting) 

CBL Mall DRI – West Melbourne (Planning) 

US-17 Equestrian Community - Bostwick, Florida 

(Comp Plan Amendment, Rezoning)

Misc. Projects - Feasibility Studies for Developers, Comprehensive Plan Amendments, 

Rezonings, Variances, etc. 

Other Miscellaneous Transportation Planning and Development Projects. 

Transit Work -DeCandis Group, LLC & Intelitran 

University of Wisconsin, Center for Transportation Education – Training in all 

aspects of management and operations of fixed route and paratransit service provision. 

Recent training provided for the UW includes: 

Maryland Dept. of Transportation – Three-day training session on Transit Management 

including: scheduling, dispatching, customer services, technology procurement, ADA 

policy and requirements. Training provided to managers of transit systems throughout 

Maryland. 

Texas Dept. of Transportation – Three 2 day training sessions on operations and 

management of transit systems. Content included: call center operations, 

scheduling/dispatching, customer services, understanding, utilizing and procuring 

technology, ADA policy and requirements. 

University of South Florida, Center for Urban Transportation Research Studies – 

Developed a comprehensive training and resource manual for the procurement, 

implementation and management of technology in transit for Florida managers. 

Wheels, Inc. Developed RFP for mobile computer and GIS systems 

Timera Inc. (Division of Union Pacific RR) – A study to determine the adaptability of 

Timera time keeping software for modification to a paratransit, rideshare, fixed route 

planning and bus information system. 

Access on Time – Evaluating the feasibility of the development of an ASP software 

application for paratransit management. 

MV Transit – Consulting services assisting in marketing and management. 

Route Logic – Consulting assistance in marketing and design for paratransit software. 

Metro Mobility – Development of a company wide training program to improve the 

quality of employee performance. 

Collier County CTC – David Hope, Transportation Manager (850) 410-5704 – 

Implementation of a coordinated community transit program providing paratransit and 

rural fixed route transportation. This is a privatized brokerage system and included all

plan and policy development, RFP’s and selection of carriers, state plan requirements, 

funding, billing and overall management. 

Lee County CTC – Development of ADA and Community Transit Services for Lee and 

DeSoto Counties. This is a brokerage system and included all plan and policy 

development, RFP’s and selection of carriers, state plan requirements, funding, billing 

and overall management. 

Palm Beach County –Development of ADA and Community Transit Services for Palm 

Beach County, Florida. This is a brokerage system and included all plan and policy 



Highlands, Hardee and Okeechobee Counties CTC – This is a brokerage system and 

included all plan and policy development, RFP’s and selection of carriers, state plan 

requirements, funding, billing and overall management. 

Metro Dade Transportation – Managed ADA brokerage and implemented all 

technology and contracting systems. 

North Georgia Medicaid Brokerage System – Medicaid Brokerage – Including 

transition planning assistance, technology procurement, policy development, 

subcontractor network development. 

Duval County Community Transportation System – Managed paratransit brokerage 

system for ADA, Medicaid and other social service transportation. Included transition 

planning assistance, technology procurement, policy development, and subcontractor 

network development. 

Leon County Community Transit System – Managed paratransit brokerage system for 

ADA, Medicaid and other social service transportation. Included transition planning 

assistance, technology procurement, policy development, and subcontractor network 

development. . 

Hillsborough County CTC System – Provided consulting assistance to Hillsborough 

County Department of Social Services in revamping their community transit system. 

Assistance included and in depth analysis management audit of the management system 

and the development of recommendations for improvement in technology, contracting, 

scheduling, call center and policy development. 

Escambia and Santa Rosa Community Transportation System - Managed paratransit 

brokerage system for ADA, Medicaid and other social service transportation. Included 

transition planning assistance, technology procurement, policy development, and 


Endless Mountains Transportation System – Developed and managed fixed route and 

paratransit system for three county system in NE Pa. Served as general manager and 

provided all planning, development and management services including the operations,

management, long range planning, implementation of technology and procurement of 

vehicles. 

New York City Transit Authority – Inter-borough paratransit study. The development 

of routing system for inter-borough operations. 

Management Analysis Detroit ADA (for county contractor) – Management review 

and analysis for improvements to the ADA contract. Looked at productivity, billing and 

costing improvements. 

Oklahoma Medicaid Transportation Study – Conducted planning study for Tulsa 

Transit Authority to assist in the development of a Statewide system.

SUPLEMENTAL PROFESSIONAL EXPERIENCE 

Mr. DeCandis has over 30 years of experience in government on the areas of urban 

planning/development and zoning, transportation planning, transit and technology 

management. He is skilled with developing, organizing and managing government and 

private sector organizations providing services to governments. He has managed 

extensive public programs systems in Florida, Georgia and Pennsylvania and has 

provided consulting assistance to governments throughout the United States. 

The following brief summary of Mr. DeCandis’ experience is divided into two 

summaries. It represents only a small portion of the work performed in the last 30 years 

in the planning and transit industries. The projects are organized by projects while 

employed by governments and those completed while employed in the private sector. 

Public Sector Work 

Workshops - Prepared and presented workshops at various conferences including 

Florida Educational Facilities Planning Assn, and Urban Land Institute on concurrency, 

mitigation and selection of school sites. 

Impact Fees – Managed the development of transportation impact fees for the City of 

Palm Coast and school impact fees for Orange County Public Schools. 

GIS management and Development – Responsible for development and management 

oversight of new Geographic Information Systems for both Palm Coast Florida and 

Orange County Public Schools 

Traffic and School Concurrency – Developed the comprehensive concurrency system 

for City of Palm Coast (traffic, utilities and parks) and school concurrency for Orange 

County Public Schools and modified and managed Transportation Concurrency System 

for St. Johns County Florida in conformance with the Florida Growth Management Laws. 

Work included coordination with other municipalities, developing Comprehensive Plan 

Transportation and School Elements and Data and Analysis, Land Development Code 

and Operating Policies, concurrency tracking system, Interlocal agreements and the fair 

share programs. 

Pupil Assignment – Developed a methodology for creation of student assignment zones 

that provides consistency with desegregation court orders and management of enrolment 

system for Orange County Public Schools. 

Annexations – Handled the annexation of over 1,800 acres for the City of Palm Coast 

utilizing all available methods for accomplishing annexation. This included 

development of Urban Service Area Plans and Analysis. 

City of Palm Coast Comprehensive Plan – Managed the development of the City’s first 

Comprehensive Plan including the Data and Analysis, GOPS and responding to DCA

ORC Reports. Personally wrote the transportation element and participated and 

supervised the development of all other elements. 

Flagler County Comprehensive Transportation Model – Developed 20 year county 

wide model for traffic for Flagler County using Qube modeling system. Project included 

and analysis of transportation study areas and developing projections for all areas of 

Flagler County. 

Palm Coast Trail System Development – Developed long range trail plan for City of 

Palm Cost along the Canal System, including natural feature trails along the inter-coastal 

waterway and through the Graham Swamp. I Secured over $2.5 million in public and 

private funding and developer contributions for construction of trail. Funding included 

development of bridges, observation decks, and connections to the Rails to Trails project 

and to the City’s Linier Park. 

City of Palm Coast Land Development Code - Managed the development of the City’s 

first Land Development Code. Personally wrote several sections and supervised the 

writing of the remainder. 

Multiple Corridor Studies - Conducted and managed multiple corridor studies in St. 

Johns County and Palm Coast. Studies included local arterials, parallel relievers for 

State Highways and Interstate interchange roadway segments. 

Palm Coast Park DRI - Reviewed and analyzed the DRI on behalf of the City to 

determine impacts and mitigation. Negotiated the Development Order for the project and 

presented the Development Order to the County Commission for Approval. 

Town Center DRI - Reviewed and analyzed this major downtown/ multifamily DRI on 

behalf of the City to determine impacts and mitigation. Negotiated the Development 


for Approval. 

Management and Training of Planning Board - Managed on an ongoing basis the 

City’s Planning Board. This included preparation and presentation of items including 

training on the planning process and principles. 

SR-100 Community Redevelopment Agency – Developed and managed the creation of 

the SR-100 Community Redevelopment Area. This included the development of findings 

of blight, development of redevelopment plan, development the TIF program, managing 

the CRA board, inventory of property, property appraisals, and negotiation of acquisition 

with property owners. 

Aberdeen DRI - Reviewed and analyzed the Aberdeen DRI on behalf of St. Johns 

County to determine transportation impacts and mitigation. Negotiated the Development 


for Approval.

Durban Crossing DRI - Reviewed and analyzed the Durban Crossing DRI on behalf of 

St. Johns County to determine transportation impacts and mitigation. Negotiated the 



World Commerce Center DRI - Reviewed and analyzed the Mixed Use DRI on behalf 

of St. Johns County to determine transportation impacts and mitigation. Negotiated the 



PUD Review - Reviewed multiple PUD for the County to determine the transportation 

impacts of the projects and develop mitigation packages to be included in the project’s 

development order. 

Many other projects performed by Planning Department staff which I supervised. 

Independent Land Planning and Transportation Consultant 

work for DeCandis Group, LLC, Ayres Assoc. and for Avid 

Engineering 

City of Palm Cost DRC Reviews – Reviewing applications for development approval 

for the City Planning Department focusing on traffic, access, circulation, etc. 

Indian River Farms – Currently development of a large multi-family project located 

adjacent to sensitive wetlands system. (Planning, Project Management) 

City Walk Commercial/Office Condominium Complex - Palm Coast, FL (Project 

Management, Owner’s Representative) 

Magnolia Park Commercial/Industrial Park - Palm Coast, Florida 



Magnolia Village Estate Community - Palm Coast, Florida 



Lake Avalon Landing Estate Community - Orange County, Florida 

(Comp Plan Amendment, PUD Rezoning, Overall Development Plan, Platting) 

CBL Mall DRI – West Melbourne (Planning) 

US-17 Equestrian Community - Bostwick, Florida 

(Comp Plan Amendment, Rezoning)

Misc. Projects - Feasibility Studies for Developers, Comprehensive Plan Amendments, 

Rezonings, Variances, etc. 

Other Miscellaneous Transportation Planning and Development Projects. 

Transit Work -DeCandis Group, LLC & Intelitran 

University of Wisconsin, Center for Transportation Education – Training in all 

aspects of management and operations of fixed route and paratransit service provision. 

Recent training provided for the UW includes: 

Maryland Dept. of Transportation – Three-day training session on Transit Management 

including: scheduling, dispatching, customer services, technology procurement, ADA 

policy and requirements. Training provided to managers of transit systems throughout 

Maryland. 

Texas Dept. of Transportation – Three 2 day training sessions on operations and 

management of transit systems. Content included: call center operations, 

scheduling/dispatching, customer services, understanding, utilizing and procuring 

technology, ADA policy and requirements. 

University of South Florida, Center for Urban Transportation Research Studies – 

Developed a comprehensive training and resource manual for the procurement, 

implementation and management of technology in transit for Florida managers. 

Wheels, Inc. Developed RFP for mobile computer and GIS systems 

Timera Inc. (Division of Union Pacific RR) – A study to determine the adaptability of 

Timera time keeping software for modification to a paratransit, rideshare, fixed route 

planning and bus information system. 

Access on Time – Evaluating the feasibility of the development of an ASP software 

application for paratransit management. 

MV Transit – Consulting services assisting in marketing and management. 

Route Logic – Consulting assistance in marketing and design for paratransit software. 

Metro Mobility – Development of a company wide training program to improve the 

quality of employee performance. 

Collier County CTC – David Hope, Transportation Manager (850) 410-5704 – 

Implementation of a coordinated community transit program providing paratransit and 

rural fixed route transportation. This is a privatized brokerage system and included all

plan and policy development, RFP’s and selection of carriers, state plan requirements, 

funding, billing and overall management. 

Lee County CTC – Development of ADA and Community Transit Services for Lee and 

DeSoto Counties. This is a brokerage system and included all plan and policy 



Palm Beach County –Development of ADA and Community Transit Services for Palm 

Beach County, Florida. This is a brokerage system and included all plan and policy 



Highlands, Hardee and Okeechobee Counties CTC – This is a brokerage system and 

included all plan and policy development, RFP’s and selection of carriers, state plan 

requirements, funding, billing and overall management. 

Metro Dade Transportation – Managed ADA brokerage and implemented all 

technology and contracting systems. 

North Georgia Medicaid Brokerage System – Medicaid Brokerage – Including 

transition planning assistance, technology procurement, policy development, 


Duval County Community Transportation System – Managed paratransit brokerage 

system for ADA, Medicaid and other social service transportation. Included transition 

planning assistance, technology procurement, policy development, and subcontractor 

network development. 

Leon County Community Transit System – Managed paratransit brokerage system for 

ADA, Medicaid and other social service transportation. Included transition planning 

assistance, technology procurement, policy development, and subcontractor network 

development. . 

Hillsborough County CTC System – Provided consulting assistance to Hillsborough 

County Department of Social Services in revamping their community transit system. 

Assistance included and in depth analysis management audit of the management system 

and the development of recommendations for improvement in technology, contracting, 

scheduling, call center and policy development. 

Escambia and Santa Rosa Community Transportation System - Managed paratransit 

brokerage system for ADA, Medicaid and other social service transportation. Included 

transition planning assistance, technology procurement, policy development, and 


Endless Mountains Transportation System – Developed and managed fixed route and 

paratransit system for three county system in NE Pa. Served as general manager and 

provided all planning, development and management services including the operations,

management, long range planning, implementation of technology and procurement of 

vehicles. 

New York City Transit Authority – Inter-borough paratransit study. The development 

of routing system for inter-borough operations. 

Management Analysis Detroit ADA (for county contractor) – Management review 

and analysis for improvements to the ADA contract. Looked at productivity, billing and 

costing improvements. 

Oklahoma Medicaid Transportation Study – Conducted planning study for Tulsa 

Transit Authority to assist in the development of a Statewide system.

Michael J. Dollard 

70 Princeton Lane 

Fairport, NY 14450 

[H] 585 377 8230 

MJDollard@hotmail.com 

Profile 

Broad based experience in the financial and general management of various size 

government sector operations. An extensive background in dealing with financially 

distressed agencies. Areas of expertise include: 

• Operating process analysis 

• Capital management 

• Budget development and control 

• Employee relations and labor law 

• Media relations 

Local Government Experience 

Town Manager, Town of Victor, NY 


The Town of Victor is in upstate New York and had an estimated population of 12,500 

as of 2005 and is growing rapidly. Median household income is $71,500 per the US 

Census Bureau. A large increase in high tech industry and upper end retail since 2003 

has resulted in making Victor a desirable place to live and to locate a business. 

The Role of the Town Manager 

• The chief financial officer of the municipal government, which has 75 year round 

employees and an operating budget of $16 million. Duties include general 

oversight of all town departments, act as the HR office, conduct all accounting 

and financial matters, and act as a general contact for private sector entities. 

• General implementation of elected Town Board policies. This would encompass 

the general day-to-day operations and feedback to elected officials of any 

operational issues. 

• Prepare and implement town budgets, both operating and capital. Long-range 

budget forecasts are prepared for elected board decision-making purposes. 

• Prepare annual reports in compliance with GASB, secure annual audits and 

distribute as necessary. 

• Maintain current knowledge of labor laws, employee relation issues, employee 

benefit packages and handbooks. 

• Manage media relations including print, television and meetings with citizen 

groups. 

Page 1 of 4

Resume of Michael Dollard Page 2 


• Established new financial operating guidelines for the town. The town had been 

declared to be in technical bankruptcy by the Office of the State Comptroller 

prior to my hiring in 2000. This financial watch was lifted in 2002 after it was 

shown that the town had control of its finances. 

• The Town of Victor was named the fastest growing town in upstate New York in 

2005 

• By combining better budget techniques and cash management the town was 

able to increase its bond rating, reduce debt load and increase its reserve funds. 

• Achieved a 63% decrease in general property taxes between the years 2000 and 

2008. An increase in county sales taxes aided this effort but a revamping of 

employee benefits, better investment policies and elimination of many outside 

consultants were prime contributors to this. 

• Established long term capital planning for town infrastructure needs. 

• Developed and implemented strategies for cash investments that increased 

investment revenues. 

• Established workable purchasing policies for departments to follow 

Treasurers Office, Wayne County, NY 1998 - 2000 

Chief Accountant 

Wayne County is an upstate NY county that stretches from Rochester to near Syracuse. 

It has a population of more than 100,000 and is enjoying growth in its economy as its 

growing population brings in more commercial growth. 

The role of the Chief Accountant 

• To oversee the accounting and finance operations of various departments that 

had stand-alone revenue and disbursement operations. Over a period of time 

many of these operating centers had been moved to locations outside the county 

seat and many of the necessary internal control steps had slowly vanished. 

• Supervision of revenue operations that generated annual fees in excess of $25 

million. 

• Oversight of departmental employees including establishment of standard 

accounting practices. 

• Prepared and presented written reports for the county legislature, legislative 

committees and department administrators. 


• Reduced the number of employees necessary to handle accounting operations. 

Page 2 of 4

Resume of Michael Dollard Page 3 

• Brought accounting controls back under the direct supervision of the Treasurers 

office. 

• Reformatted several departments’ management structure. This greatly improved 

labor-management matters by reducing the bureaucratic separation of 

employees from supervisors. 

• Reduced billing and collection backlogs in health services related departments 

New York State Comptrollers Office 1972-1998 

Municipal Affairs Division 

This department provides audit and technical assistance to local governments in the 

state of New York. 

Job Roles: 

• Conduct audits of all governmental organizations, from small towns to large 

counties. 

• In addition to auditing, the work included providing assistance to local 

governments that were experiencing stress for various reasons including but not 

limited to financial, natural disasters, loss of key personnel or failure to plan well. 


• Appointed to a statewide task force that wrote a guide for local governments on 

how to avoid or, if necessary, to fix the most common events that cause 

governments to become dysfunctional. 

• Promoted to a team that would provide hands on assistance in curing local 

government problems for short term on location help. 

Southeast Quadrant Mobile Critical Care Unit. 

Chief Finance Officer 

1983 to present 

Job Roles: 

• To verify that all income is received, that cash assets are invested for the 

company’s benefit, that wages are competitive. 

• To oversee all disbursements, financial reporting to boards, tax and audit 

reporting, and payroll activities. 


• This company began in 1974 as an all-volunteer paramedic organization. Due to 

extensive training requirements, that now include a two-year course of study, 

there were so few volunteers that it had essentially ceased to exist. The CEO 

and I wrote a new business plan in 1999 in which the agency billed for services 

and has a paid staff. Today we employ over fifty people in full and part time 

Page 3 of 4

positions, and have revenue in excess of two million dollars. We are now able to 

operate 24/7 every day and are expanding our service area and product. 

Affiliations and Credentials 

Member, Government Finance Officers’ Association 

Certified Government Financial Manager 

Education 

St. John Fisher College, Bachelor of Business Administration, major in accounting 

Page 4 of 4

John J. Drago 

568 Strathclyde Court 

Apopka, FL 32712 

I recently noticed on the ICMA webpage that New Smyrna Beach is looking for a city 

manager and I would like to apply for the position. 

As you can see from the enclosed resume, I am an achievement-oriented manager with 

over 20 years experience in municipal government. What it does not show is the 

emphasis I place on building a high performance, citizen-friendly organization. That 

approach requires establishing an organizational culture with common goals and 

objectives that everyone has accepted. It is based on encouraging individuals to think 

for themselves and to act within the parameters the Commission and I have set. It 

further emphasizes teamwork while developing the individual manager and employee 

and empowering the entire staff to make decisions appropriate to their work. Any 

organization is only as good as its people and I believe that we do our taxpayers a 

disservice if we are not pro-active in developing these employees. 

My preferred management style is PSE (participatory situational empowerment). I 

delegate supervision of each department to department heads and establish specific 

goals between them and myself to meet. Innovation is a summary of my management 

style. I generally have a clear vision of strategies and possibilities, and what possess 

the organization to implement ideas. I am most comfortable devising a general 

structure and working with others to establish strategies to achieve the stated goals. I 

pursue my management style in order to provide a value-added perspective to the work 

of the direct service delivery staff. By leading the effort to collegially develop the 

organizational building blocks and monitoring performance against those factors, the 

individual service deliverers are able to apply the job skill and knowledge they possess 

in a secure and comfortable manner. The collective intelligence of the organization is 

then unleashed to the benefit of the residents. 

The main task of a city manager is to carry out and implement the policies and 

directives of the governing body. A vision for the community from the manager’s 

perspective maybe different from the governing body and resident’s perspective. The 

preferred approach would be for the manager to develop a visioning consensus 

between the commission and residents on how the city should look and grow. Once 

consensus is agreed upon between the commission and residents; then the manager 

can develop strategies that best provide opportunities to fulfill the vision of the 

community. Strategies must be adjusted from time to time to align the community with 

the external environment. Quality development brings quality jobs. Skill sets don’t 

separate winners from losers, strategies do. 

John J. Drago 

Page 2

What I bring, in addition to this managerial philosophy, is an ability to solve problems 

rapidly should they occur, to foresee potential problems and implement strategies to 

avoid them. I also bring the ability to interact effectively with people from a wide variety 

of ethnic and socioeconomic backgrounds as well as the ability to work effectively with 

the media. 

With this background, as well as my Masters Degree in Business Administration from 

Georgia College, I am certain I can be a valuable and contributing member of New 

Smyrna Beach’s management team. I look forward to hearing from you.

EXPERIENCE PROFILE 

JOHN J. DRAGO 568 Strathclyde Court, Apopka, Florida 32712 

(407) 889-9495 e-mail jdrago1@cfl.rr.com 

More than twenty years of executive management experience in local government. 

An innovative leader, with demonstrated results in the areas of privatization, right 

sizing, service improvement, cost reduction and revenue enhancement. Excellent 

verbal and written communications skills and the capability to interface effectively 

with people at all levels and socioeconomic backgrounds. Ability to utilize a wide 

variety of citizen participation tools to engage and educate the community on issues, 

and to incorporate citizen input into public decision making. Ability to establish and 

monitor cost effective operations, eliminate waste, and simplify complicated systems. 

RELEVANT LOCAL GOVERNMENT EXPERIENCE 

City Administrator, Longwood, FL 1999-2009 

Longwood is located approximately ten miles north of Orlando. It is a full service City 

comprising 5.67 square miles, approximately 65,000 daytime and 14,000 nighttime 

populations, a total combined budget of $31 million and 157 employees. 

Duties 

‣ Chief Administrative Officer of the city reporting to a five member City Commission.. 

‣ Direct and supervise the administration of all departments, officers and agencies of the City. 

‣ Enforce all laws, provisions of the City Charter and official actions of the City Commission. 

‣ Prepare and administer the annual budget and capital program of the City. 

‣ Keep the City Commission fully apprised of the financial condition and future needs of the city. 

‣ Negotiate and administer all contracts. 

‣ Interface with residents and citizen’s groups on community issues. 

‣ Serve as the City’s primary contact with the media. 

Achievements 

‣ Maintained the same operating millage rate for five consecutive years without reducing the level 

of service in order to balance the budget. 

‣ Completed a marketing study to determine the demographic, economic and housing trends for 

the City. Based upon the findings in the study appropriate developers were targeted for 

redevelopment projects. 

‣ Developed a Neighborhood Code Compliance District Program. The purpose of the program is to 

establish standards and regulations that can be selected by each neighborhood to enhance their 

quality of life.

JOHN J. DRAGO – Page 2 

‣ Instead of establishing an in-house Economic Development Department, privatized the function 

thus avoiding a likely cost of $200,000. The purpose for the privatization was to find appropriate 

developers for redevelopment projects in the City. 

‣ Coordinated the development of design plans for a $40 million Transit Oriented Development in 

conjunction with the City’s Commuter Rail Station. 

‣ Developed a user friendly performance based Land Development Code which incorporated 

flexible design standards for all land use categories and eliminated traditional zoning. The code 

was adopted. 

‣ Held neighborhood meetings to review street paving, water or wastewater construction plans 

with affected residents before commencement of projects. The City was able to mitigate issues 

and revise plans as needed. 

‣ Developed the Citizen Awareness and Participation Plan. The purpose of the plan is to ensure 

that developers pursue early and effective citizen participation in conjunction with their 

developments, giving them the opportunity to understand and mitigate any impacts their 

development may have on the community. The plan was adopted. 

‣ Developed a model street design concept in conjunction with a $12 million Neighborhood 

Revitalization Program, which includes traffic calming devices, wider sidewalks and driveway 

aprons, drainage improvements and improved landscaping. This new prototype design would 

instill community pride, improve the community's image and improve the overall value of private 

properties. 

‣ Received more than $2 million in grants for street paving, cemetery improvements, median 

beautification and law enforcement. 

‣ Created master plans for the city in the areas of the historic district, parks and recreation, 

cemetery, water and wastewater, drainage and public works facility. 

‣ Received the Distinguished Budget Presentation Award from the Government Finance Officers 

Association. 

Administrative Assistant, Winter Springs, FL 1997-1999 

Winter Springs is located approximately ten miles north of Orlando. It is a full service City 

comprising 14 square miles, approximately 30,000 residents, a total combined budget of $25 million 

and 220 employees 

Duties 

‣ Acted as the City Manager in his absence. 

‣ Performed highly responsible administrative work for the City Manager covering all facets of the 

day to day operation of the City. 

‣ Supervised various construction projects. 

‣ Worked directly with City Commission, City Boards and Committees and Civic Groups.

Achievements 


‣ Assisted with the development of a 230-acre town center which will contain a hotel, retail and 

personal service establishments, restaurants, professional offices and mixed housing. 

‣ Assisted in the preparation of two grants for the town center totaling $5 million to acquire public 

space, environmentally sensitive lands and right of ways for public improvements. 

‣ Developed and published the first citywide newsletter. 

‣ Assisted with the development and implementation of two assessment districts which provided 

improved safety and beautification. 

‣ Coordinated the development and implementation of a “floor offset pension plan”. This plan was 

a combination of a defined contribution and defined benefit plan. The City was the first and only 

City in Florida to adopt such a plan. 

City Administrator, Okeechobee, FL 1986-1997 

Okeechobee is located at the northern end of Lake Okeechobee. The City comprises four square 

miles, approximately 5000 residents, a total combined budget of $8 million and 50 employees. 

Duties 

‣ Chief Administrative Officer of the City reporting to a five member City Council. 

‣ Directed and supervised the administration of all departments, officers and agencies of the City. 

‣ Enforced all laws, provisions of the City Charter and official actions of the City Council. 

‣ Prepared and administered the annual budget and capital program of the City. 

‣ Kept the City Council fully apprised of the financial condition and future needs of the City. 

‣ Negotiated and administered all contracts. 

Achievements 

‣ Maintained the same operating millage rate for six years. The 1995/96 budget had a modest 

increase and the tax rate was maintained for the 1996/97 budget without a reduction in city 

services. Built the fund balance from $7,400 in 1986 to $3.8 million in 1997. 

‣ Designed a $2 million downtown economic revitalization project and received a $575,000 

community development block grant that was used to paint all buildings and install new signage 

on storefronts. This community-based project utilized a peer review process to provide the 

citizens, business community and city staff with a mechanism to design and implement a 

successful project. 

‣ Inherited a $500,000 deficit in Public Utilities, and eliminated it within nine months. This 

accomplishment utilized employee empowerment, best management practices and maximizing 

economies of scale when purchasing goods and services. 

‣ Implemented a $5 million refinancing plan that achieved a $680,000 total cost savings.


‣ Effectuated a $17 million Public Utilities Capital Improvement Program that achieved additional 

capacity in water and wastewater for approximately 20 years. 

‣ Supervised the construction of a $2.7 million water treatment plant and other various capital 

construction projects. 

‣ Received a $575,000 community development block grant for expansion of the water system. 

‣ Implemented and completed a $2 million master road resurfacing and construction plan that 

achieved having all city streets paved. Funding came from gas tax revenues. 

‣ Designed and implemented a $1 million master neighborhood sidewalk plan. Upon completion, 

all residential sections of the city will have sidewalks. Funding came from gas tax revenues. 

‣ Privatized a wide range of services that resulted in an annual cost savings of over $100,000 and 

improved the quantity and quality of services to the city. Examples of services that were 

privatized were: data processing and accounting, street sweeping, grounds and turf maintenance, 

and animal control. No city employee was displaced by privatization. 

‣ The first City in Florida to privatize the building, zoning and planning functions which resulted in 

an annual cost savings of approximately $150,000. Adopted a Uniform Fee Schedule that allowed 

a developer to pay one permit fee for any construction project. The City placed more than $2.5 

million in new construction on the tax rolls within ten months after the privatization of the 

building and zoning functions. This item was featured in a guidebook as part of a nationwide 

satellite televideo seminar entitled “Local Government Competing with the Private Sector”, 

sponsored by The Innovation Group, Inc. 

‣ Negotiated a voluntary annexation agreement with the Wal-Mart Corporation for construction of 

a new superstore. Upon completion, the project added approximately $100,000 annually in new 

revenue to the city budget and provided 250 jobs for the community. 

‣ Directed and coordinated the development of the city’s land development regulations. 

Introduced performance zoning and design standards for commercial development in the 

business corridor. Introduced various growth management legislation that was adopted into law. 

‣ Implemented the Single Salary Plan. The plan consolidated positions, compensated all like 

positions equally regardless of time in position, eliminated steps in positions, created job 

enlargement, enabled the city to control personnel costs and reduced turnover by 95%. The city 

realized annual savings of more than $100,000. This pay plan was nationally recognized by the 

Government Services Television Network. 

‣ Designed and administered a “Re-Sale” Vehicle Program for police cars. This program enabled 

the city to obtain new full size police cars each year, use them for one year and sell them to other 

governmental units throughout the state and country. The program realized an annual cost 

savings of approximately $350,000.


EDUCATION 

Georgia College 


Rowan Technical Institute 

MBA in Management 

BBA in Management 

AAS in Fire and Safety Engineering 

Technology 


‣ International City/County Management Association, Full Corporate Member 

‣ Florida City/County Management Association, Full Corporate Member 

‣ International Association of Fire Chiefs, Life Member 

‣ Center for Public Safety Excellence, Vice President

RecruitNine@cb-asso.com 

Gary Dumas 

6615 Pagosa Street 

Fayetteville, Arkansas 72704 

H: 479-571-1423 C: 479-879-1095 

garydumas@msn.com 

May 17, 2009 

Subject: New Smyrna Beach, City Manager 

I have enclosed my resume for the above-referenced job. 

My experience includes increasing responsibilities in management, planning, finance, problem 

solving, and decision-making in progressively accountable technical and management positions. My 

career has focused on organizational management to improve service-delivery from all aspects of 

local government. This has involved not only creating effective relationships with employees and 

employee groups, but in nurturing relationships with elected officials and guiding them through 

appropriate strategic planning processes in order to clearly define goals and objectives. 

I understand and like local government. I am a very good manager and offer valuable counsel to the 

administration and public leadership. 

I was until early January effectively the Chief Administrative Officer reporting directly to the Mayor 

in a community of approximately 68,000, ranked #7 in Kiplinger's Best Places to Live, Work and 

Play in 2008, and one of the fastest growing urban areas in the nation though the early 2000’s. 

Fayetteville Arkansas is home to the University of Arkansas and within the immediate area are homes 

of the nation’s largest retailer, Walmart, as well as the nation’s largest producer of protein, Tyson 

Foods. 

On January 2, 2009 the newly sworn-in Mayor desired to place his campaign manager in my 

position. 

My experience has been in full-service communities as I progressed from Planning Director, to Public 

Works Director, to effectively the Chief Administrative Officer of this mid-sized city. I have not only 

managed and directed the work of specialized municipal activities, but I have actually done much of 

that work myself. My direct and indirect reports have ranged to over 350 fte’s with an annual 

operating budget to over $69,000,000, annual capital budget to $11,000,000, and bond program 

budget to $248,000,000. 

I have focused on implementing the policies and goals of the elected officials through team-building, 

fostering creativity, increasing production, and accomplishing organizational goals in implementing 

long-term plans, achieving economic development objectives, executing capital improvement 

projects, and prioritizing and organizing work in both union and non-union environments. 

In each of my prior positions I have delivered public service effectively and efficiently. Typically this 

has resulted from guiding the elected leadership through a strategic planning process to determine a 

collective vision for the community and then implementing that vision. 

A part of my success has resulted from first recognizing, valuing, and mentoring the right people and 

second by creating a team environment with both the staff and the elected leadership that builds upon 

the strengths of each member, minimizing individual weaknesses. My background has focused on 

problem-solving, creating efficient organizations, valuing public service, and maintaining a high 

ethical standard.

The following are a few specific highlights focusing upon organizational improvements that have 

centered on customer service and effectiveness: 

• I have planned and implemented the organizational restructuring of work groups in several 

organizations. These restructurings have always improved effectiveness in accomplishment of 

mission objectives and efficiencies in productivity. Some examples are: 

• Consistent reduction in voluntary turnover from an annual high of 25% to less than 10%. 

• Increased productivity in solid waste collections and provided more services to a growing 

population with no increase in staff. 

• Increased the transportation division productivity in overlay and sidewalk construction by 

204% and 305% respectively with no increase in staff. 

• Increased the capability of the engineering division to internally manage a major street 

improvement bond program with no increase in staff. 

• Reclaimed failed multi-million dollar sewer improvement project from external project manager 

and with internal staff, then brought project in on-time and under-budget. 

• When revenue growth did not meet historic trends I authored and directed tactical planning 

process which resulted in the development of an economic development diversification strategy. 

• I have demonstrated leadership by my ability to bring divergent interest groups and other 

community leaders together so that common ground can be found. 

Effective communications with the elected leadership, staff, and the public has been the critical 

element in establishing this record. I have replicated this success in each position I have held and 

fully expect that same positive synergy to continue in my next position. 

In the New Smyrna Beach recruitment package you asked for specific responses concerning my 

preferred management style, my vision for the community, and how I might be able to bring good 

jobs to New Smyrna Beach. 

I hope that the narrative of my career above and in the attached resume provides clear references to 

specific actions that describe my approach the management of both the internal organization and the 

management of the political landscape and how I approach the development of a vision for the 

community. 

I have been able to improve the work efficiency and effectiveness within organizations by including 

those who actually do the work in helping to define how “we” will accomplish the work task. This is 

not an abdication of management responsibility but rather the creation of an inclusive work team that 

values each member and their input, and expects individual responsibility and performance. The 

results from this approach are cost savings, more productivity, a more positive work environment, and 

connected management and labor groups that typically work better if there is a sense of teamwork 

involved. 

Management also includes that more elusive element, the political landscape. I, as your City 

Manager, must understand the vision, goals and objectives of the elected leadership. “We” 

accomplish that through strategic planning and visioning. Successful negotiation of the political 

landscape requires that we understand the collective vision of the community and that I develop an 

effective communication strategy to the elected leadership and the community. This would involve 

informal communications with each Council member, formal written regular updates regarding the 

status of Council requests and issues, the status of projects, and the ongoing governance of the City. 

This formal communication would also be available to the public through the City’s normal 

processes, the web and as necessary the media.

You have asked my vision for the community. I think that it would be inappropriate for your next 

City Manager to have a preconceived vision of the community. Each community is unique in 

character and its desire for the future. Typical is the desire to maintain that distinctiveness which 

separates the community from all others but to create jobs that will retain the youth of the community 

and continue to growth the economy. These issues are not mutually exclusive but they will require 

the collective commitment of the elected leadership and the community. My role is not to impose my 

vision but to steer and guide a productive and useful process that defines the total community’s future 

and then to develop a tangible and workable plan or series of actions that can achieve that community 

vision. This is a critical process as there will be many different and competing pressures and 

balancing those competing interest and developing a vision which will stand the test of time will not 

be an easy task but one that can be exceptionally rewarding. 

How do I as your next City Manager bring good jobs to the community? First, through that strategic 

plan and vision that the community just developed above, the types of economic growth that is most 

suitable for New Smyrna Beach will be developed. This will most likely involve a regional 

awareness and approach. I believe that one of the most important elements of growing a local 

economy, is the community’s attitude towards its self, i.e., is it stable, is it confident in its self, does it 

value and invest in its quality of life, its education system, its infrastructure, its arts and recreation, …. 

One objective that I as your next City Manager would have, will be to make certain that these issues 

are positively addressed and then to have in place incentive programs that can address the needs of 

expanding and new business opportunities that meet the community’s economic objectives. With this 

in place, then we would be ready to target selected growth opportunities with our regional partners. 

My objective would be to make New Smyrna Beach the place where existing businesses want to 

grow, where new businesses want to locate, and where new residents want to live and be a part of a 

community that is successfully maintaining distinctive and unique charm and character. 

I look forward to the opportunity to discuss in more detail these issues and my ability to help New 

Smyrna Beach address the future. 

Sincerely, 

Gary Dumas

Career Overview 

Gary Dumas, AICP 

6615 Pagosa Street 

Fayetteville, Arkansas 72704 

H: 479-571-1423 c: 479-879-1095 

Skills developed throughout career include political savvy, visioning, planning, budgeting, 

communicating, personnel motivation, project development and project completion and the 

discernment to select the right people to achieve organizational goals and objectives. 

EXPERIENCE 

• City of Fayetteville Arkansas, May 2001 to January 9, 2009. Director of Operations. 

Responsibility included all services except Public Safety, Airport and Finance. As necessary 

due to staff transitions responsibility has included Fire Department, Airport, and Finance. 

Most recent salary - $115,000. 

• City of Sioux City Iowa, June 1995 to July 2000, Public Works Director, 

November 1989 to June 1995, Director of Planning. 

Salary was $89,000. 

• City of San Angelo Texas, July 1985 to October 1989, Director of Planning. 

• City of Victoria Texas, February 1984 to July 1985, Planning Director. 

• City of Corpus Christi Texas, February 1979 to February 1984, Planning Division Head. 

• City of Amarillo Texas, October 1976 to February 1979, Planner. 

• William S. Pollard Consultants, Memphis Tennessee, 1973 to 1976, Planner. 

Career Benchmark Accomplishments 

Service Improvements - 

• Solid Waste and Recycling Division, (Fayetteville, Arkansas) – Increased productivity, 

reduced on the job injuries, accommodated a rapidly growing population, added services, with 

no employee increase. 

• Transportation Division, (Fayetteville, Arkansas) – Quadrupled production on new and 

replaced sidewalks and tripled miles of streets overlaid annually by in-house crews. 

Competed in cost of service with private contracts and added in-house trail construction crew. 

• Engineering Division, (Fayetteville, Arkansas) - Reorganized engineering function and 

improved their ability to the level necessary to manage normal work load and a $68,000,000 

Street Bond Improvement Program with no additional staff. 

• Fleet Maintenance Division, (Fayetteville, Arkansas) – With a cultural shift, changed this 

internal service division from one that the users tried to avoid to one that provides quality 

service and is now a welcome team member in equipment and vehicle maintenance and 

acquisition issues. 

• Planning Division, (Fayetteville, Arkansas) – This Division is in the process of implementing 

a progressive Downtown Master Plan and City Plan 2025. This City Plan 2025 is the Charter 

Award Winner 2007 from the Congress for the New Urbanism. Also the Planning Division is 

updating impact fees for water and sewer utilities and the public recently considered a 

referendum implementing impact fees for streets. 

• Street Division, (Sioux City, Iowa) – Transformed this once slow moving and reactive 

division to one that was responsive and proactive. 

Page 1 

5/21/2009 Gary Dumas

• Engineering Division, (Sioux City, Iowa) – Took a division emerging from an Iowa 

Department of Criminal Investigation inquiry, to one that was effective and respected by its 

peers within and outside the organization. 

Political Management - 

• Wastewater System Improvement Program, (Fayetteville, Arkansas) - Created project 

team and organized elected official and public education program toward successful 

$42,000,000 bond election to correct problems with the ongoing $125,000,000 sewer 

improvement project that was 3 years behind schedule and $50,000,000 over budget. 

• Street Bond Program, (Fayetteville, Arkansas) -With Council Street Committee and 

volunteer citizen group, concurrent with $42,000,000 sewer bond program, organized public 

education program for a successful Phase 1, $68,000,000 Street Bond Program. 

Federal Liaison - 

• Perry Creek Flood Control Improvements and Greenway Funding and Construction 

(Sioux City, Iowa) – U.S. Corps of Engineers project which was transformed into a 

community asset, a greenway and trail, rather than a typical Corps flood control embankment 

and levy system. 

• TCSP-Transportation, Community and System Preservation Grant (Sioux City, Iowa) - 

From a discussion concerning railroad safety with the community’s Federal Delegation 1998, 

this multi-year multi-million dollar project is nearing completion. 

EDUCATION 

• University of South Dakota - 1994 to 1995, work towards Master of Public Administration. 

• Memphis State University - 1975-76, work towards Master of City and Regional Planning. 

• North Texas State University - BA, 1972. Political Science. 

• Grayson Junior College - AA, 1970. Denison, Texas. 

REFERENCES 

• Dan Coody, Former Mayor City of Fayetteville. 479-443-6758. 

• Robert “Swifty” Reynolds, Former Fayetteville City Council Member. 479-530-9792. 

• Susan Thomas, Executive Director Texoma Council of Governments. 870-830-1013. 

• Dennis Hunt, Senior Vice President, Stephens, Inc. 479-718-7401. 

• Cathy Foraker, 479-790-9787. Former President of the Fayetteville Chamber of Commerce. 

• Tom Overbey, 479-442-3554. Local Development Attorney. 

• Bobby Ferrell, 479-790-5426. Fayetteville City Council Member. 

• Frank Johnson, 479-409-6122. Former Fayetteville Police Chief and current head of WalMart 

Home Office Security. 

• Roger Caudron - 712-252-0014. Executive Director of Downtown Partners, Inc. 

• Debbie Durham - 712-255-7903. CEO, Siouxland Chamber of Commerce, Sioux City, Iowa. 

• Rick Mach - 712-279-6330. Water Treatment Plant Division Manager for Sioux City, Iowa. 

• Arlen Wiggs - 712-281-1036. Former City Manager for Sioux City retired. 

Memberships 

Member American Institute of Certified Planners, American Planning Association. 

Rotary International.

From: Dan Coody, Mayor 

Date: 12-29-2008 

RE: Memo to the Persame1 File of Gary Dumas 

Mr. Dumas began with the City in May of 2001. His responsibilities wm 

limited at tht time to 

only a few divisi~ns, Animal Sdces and Solid Waste being the mast prominent two. 

Both of these work groups were troubled. Within days of Mr. Dumas bepinning work with the 

City, the Solid Waste division manager, her assistant and several support and driver staff left to 

work with a regional startup business, Roll Off Services tnc. The loss of HI many staffmmbtm 

rts well as the leadership stnu:m created a staffing Imel eri~is. Mr. Dumas, working with the 

remaining the senior supervisor, Ronnie Gaudle and staffwas able to maintain the normal work 

load as the normal staffing level was achieved over the next several weeks. Additionally, Mr. 

Dumas, through a natiwnd search and internal selmtion t m process including a Council 

member, was able to hire a highly qualified and experienced manager, Carrol Rill to run the 

operations of the Solid Waste and RwycIing Division. With Ms. Hill's leademhip and hAr, 

Dumas's direction the Solid Waste Department continues to make great strich in program 

development with expanded recycling opportunities, improved cornposting techniques, the 

automated cart system, expand commercial collections, drop box options for the residents of the 

, community, and crating a self-sufficient enterprise building reserves necessary for the next 

program expansion. 

This initial crisis and problem-solving was a precursor indicating Mr. Dumas' abiIities and 

knowledge of local government issues. 

Within the first months Mr. Dumas was requested to m e interim responsibility for the 

Airport as a result far staff transitions. During this time with Mr. Dumas' guidance the Airport 

assumed FBO responsibilities fnrm the private provider and set the stage for the FayettevilIe 

Municipal Airport to become Airport to the Year and one of the busi~t in the State. 

By 2003, Mr. Dumas had assumed responsibility for the Transportation Division and sfruchlred a 

reorganization which resulted in an increase in productivity in dl areas. The most significant 

impact was in the street overlay program which increased productivity that year by 24% and by 

more: than doubling productivity by 2007 and also in the sidewalk construction program which 

saw a whopping 348% increase from 2002 to 2003 and mom than a 500% increase in 2005. 

Also in 2003 Mr. Dumas oversaw the major change h the FIeet Division with the wnversion 

from sealed bids for the disposal of obsolete equipment to a public auction. This increased the 

average sala price by 57% and reduced staff time by 50%. 

In 2004 Mr. Dumas assumed additional responsibility for Planning, Engineering, and Code 

Compliance. Under his direction a new City Engineer was hired, Ron Petrie, who has been able 

to take the Enginewing Division to a new level of a~tivity and responsiveness. 

Page 1 of 2

DAVID W. FRASHER 

1035 Northwest Cooke Avenue 

Grants Pass, Oregon 97526 

Phone: (home) 541-474-9377, (cell) 541-499-7743 

dfrasher@grantspassoregon.gov 

__________________________________________________________________________________ 


City of Grants Pass, Oregon 

2005 - present 

City Manager: Grants Pass (population 34,237) is a growing, thriving community located in southern 

Oregon and serves as the major commercial and employment center for a county population of more than 

80,000. Grants Pass is a full service city with 231 FTE’s and an annual budget of nearly $100 million. 

The City Manager serves at the pleasure of the City Council and is responsible for daily operations of all 

municipal departments including Administration, Finance, Police/Fire, Public Works, Community 

Development, Human Resources, and Parks & Community Services. The Manager also serves as the 

city’s Budget Officer and manages the Grants Pass Redevelopment Agency, including the Agency budget 

of approximately 2.5 million annually. 

Notable achievements: 

• Dramatically improved relationships with employee labor groups (Police, Fire, Teamsters), 

avoiding costly arbitration while successfully negotiating new contracts with significant savings 

for the municipality. 

• Worked with Council and staff to win voter approval of a $9.8 million capitol levy for the 

construction of new police and fire facilities. 

• Led community efforts to employ boulevard concepts and business-friendly roadway design in 

cooperation with Oregon Department of Transportation on estimated $35 million project. 

• Worked cooperatively with employee groups to revise costly overtime, post-retirement, and early 

retirement benefit programs. 

• Developed, implemented or updated several new growth management policies aimed at increasing 

sustainability, including new system development charges, transportation safety policies, and local 

improvement district policies. 

City of Ashland, Wisconsin 2001 - 2005 

City Administrator: Ashland is a historic coastal city and home to nationally renowned Northland 

College. The city is located on the south shore of Lake Superior, surrounded by National Forest, park 

lands, and plentiful natural resources. Ashland is a full service city with 103 full-time employees, a $19 

million annual budget, and a population of approximately 9,000 residents. The City Administrator reports 

to an eleven member City Council and works closely with a part-time Mayor. The Administrator is 

responsible for budgeting, strategic planning, policy development, media relations, union negotiations and 

daily operations of all City Departments including Police, Fire/EMS, Municipal Marina, Community 

Development, Public Works, Utilities, Finance, Airport, Leisure Services, Library, Human Resources, 

City Clerk, and Technology Services. 

Notable Achievements: 

• Managed adoption of a new "Smart Growth" Comprehensive Plan that was chosen as 

the best in the State of Wisconsin by the American Planning Association. 

• Obtained more than thirteen million dollars in state and federal grants within a four-year period. 

• Developed efficiency plans affecting five City Departments, allowing staff reductions and 

improved customer service. 

• Collaborated with Wisconsin DOT Design Team on a $10 million major reconstruction of U.S. 

Highway 2 through city limits. 

David W. Frasher

• Led the community to designation as nation’s second “eco-municipality” in partnership 

with international representatives of the Sustainable Sweden Program. 

City of Oak Grove, Missouri 1999 - 2001 

City Administrator: Oak Grove, a Kansas City suburb of 6,000 residents was undergoing tremendous 

growth during my time of service. Annual budget of $5 million with 37 full-time employees. 

Administrator responsible for all aspects of managing and operating the municipality under the 

supervision of the Mayor and Board of Aldermen. Responsibilities included finance & budgeting, 

coordinating departments, leading & managing personnel, strategic planning, public utilities, police, 

parks, public works, codes enforcement, coordinating external consultants, relating to boards and 

committees, attracting and accommodating businesses, as well as general problem solving, and media 

relations. 


• Received city’s first ever Government Finance Officer’s Association Budget Award for excellence 

in budget presentation. 

• Implemented customer service training certification program for all staff. 

• Implemented an Internet bidding policy to improve efficiency and competitiveness in municipal 

purchasing. 

• Developed and adopted new water and wastewater master plans. 

The Law Office of David W. Frasher 1994 – 1999 

Attorney: Private law practice providing general civil, criminal and business litigation, contracts, and 

personal injury work for various clients. Managed all phases of law practice including budgeting, 

business organization, advertising, personnel, contract employees, licensing and taxation. 


• American Jurisprudence Award for trial practice and procedure. 

Alaska Court of Appeals 1993 – 1994 

Law Clerk for Judge Robert G. Coats: Researched and drafted memoranda and opinions of the court 

addressing state appellate issues. Also conducted training and supervision of incoming law clerks. (Law 

Clerks appointed for one year only) 


• Several of my written memoranda were selected for publication as official opinions of the Court. 

• Appointed from among my peers to conduct training and supervision of incoming law clerks. 

City of Independence, Missouri 1982 – 1990 

Independence is a City of approximately 150,000 residents located adjacent to Kansas City, Missouri. 

The City's Police Department has more than 200 sworn personnel with multiple divisions and specialized 

units characteristic of a major metropolitan law enforcement agency. 

Detective/Major Case Investigator: Conducted independent criminal investigations into a wide variety of 

assigned cases. Developed witnesses, evidence, suspect information, and testimony leading to the arrest 

and prosecution of offenders. Major Case Investigator assigned to special multi-jurisdictional detective 

squad investigating homicides throughout a seven county region. (Left position to attend law school) 

Crime Scene Investigator: Responsible for crime scene processing, evidence collection and preservation, 

laboratory analysis of evidence, report preparation and courtroom testimony for assigned cases. 

David W. Frasher 

Page 2 of 6 

Police Officer:

Performed the duties of a uniformed patrol officer assigned to district patrol. 


• Promoted to Detective with less than four years of department seniority. 

• Numerous commendations for superior performance and distinctive service. 

EDUCATION 

Washington University School of Law, Saint Louis, Missouri, J.D., 1993. 

Mac Murray College, Jacksonville, Illinois, B.S. Administration of Justice,1981, Cum Laude. 

PROFESSIONAL DEVELOPMENT & AFFILIATIONS 

• ICMA (International City/County Management Association) Credentialed Manager. 

• Oregon City/County Management Association, member. 

• University of Kansas, Department of Public Administration, Lawrence, Kansas. Leadership 

Academy for Local Government Executives. Intensive 80 hour curriculum to aid senior 

government executives in community building, modernizing government services, and enhancing 

leadership capacity. 

• ICMA National Conferences, consecutive annual attendance since 1999. 

• Published Author, San Diego Justice Journal / Law Review, 1993. 

• Grants Pass Rotary Club, member. 


ADDENDUM 

Page 3 of 6

ADDITIONAL COMMUNITY ACCOMPLISHMENTS AT THE CITY OF GRANTS PASS, OREGON 

 

Dramatically improved City’s relationships with Chamber of Commerce, Town Center Association, and local radio, 

television and print media. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Initiated succession planning to ease the impact of retirements of key city employees. 

Created a new multiple award-winning city website to enhance customer service and image of community. 

Developed outstanding intergovernmental relationships with District 7 School District, county government and 

chamber of commerce. 

Obtained City’s first AA bond rating, saving citizens more that 1/2 million dollars in debt issuance costs for capitol 

improvement projects. 

Successfully recruited nearly one-half dozen new department directors following retirement of several senior staff. 

Constructed or enhanced dozens of traffic signals, walkways, bikeways, trails and park facilities. 

Funded a new Childhood Development Center through a major grant program in cooperation with Rogue Community 

College and local Headstart Program. 

Initiated a new compensation and classification study to improve recruitment and retention of quality public 

employees. 

Enhanced city’s urban forestry program with goal of vastly improving the urban forest canopy. 

Developed and implemented new ordinance to accommodate sidewalk cafes in the city’s downtown. 

Maintained excellent relationships with local television, radio and print media. 

Implemented new policies and training to create a highly ethical culture within city government. 

Managed CALEA (Commission for Accreditation of Law Enforcement Agencies) certification of city’s Police 

Department and Regional Dispatch Center. 

Completed installation of a major new, and environmentally friendly, intake structure at the city’s water treatment plant. 

Improved sustainability efforts by increased use of hybrid and electric vehicles, green building techniques, enhanced 

recycling programs, and numerous other measures. 

Obtained continuous GFOA (Government Finance Officers Association) annual awards for budget presentation and 

financial reporting and audit. 

Reorganized various departments to accommodate increased service demands due to community growth. 

Managed development of new stormwater master plan and stormwater utility system. 

Initiated planning project to expand city’s urban growth boundary. 


Page 4 of 6 

ADDITIONAL COMMUNITY ACCOMPLISHMENTS AT THE CITY OF ASHLAND, WISCONSIN

Developed and implemented a new Waterfront Development Plan including grant acquisition and permanent funding 

sources to achieve plan objectives. 

Completed customer service upgrades and training for the city staff. 

Collaborated with chamber of commerce and other groups to increase tourism by nearly 100% in just four years. 

Developed a new Urban Forestry Management Plan in collaboration with Northland College. 

Created a bi-annual, full-color city magazine published in hard copy and on the Web, greatly improving customer 

service and communication with citizens. 

Organized bi-annual City Council retreats to improve planning, budgeting, and relationships between elected officials 

and department directors. 

Facilitated investigation and clean-up efforts at a major $100 million environmental “Superfund” site on Lake 

Superior. 

Stabilized city budget and service delivery throughout severe state financial crisis. 

Obtained large grant and created citywide energy program saving city and its residents hundreds of thousands in 

energy costs. 

Supervised design and construction of a new central park complex near downtown. 

Initiated development of a Downtown Economic Development Plan. 

Strengthened property maintenance enforcement procedures. 

Developed new ordinance governing construction design standards for commercial construction. 

Created and implemented a multi-year sidewalk improvement program. 

Designed and implemented a new sign code governing commercial signs and billboards. 

Managed development and funding of a 2.5 million dollar long-term sidewalk and trail improvement program. 

Helped implement municipal airport improvements, including new hangers, taxiways, navigation systems and 

construction of security infrastructure. 

Worked with staff, developers, and the Planning Commission to streamline and improve 

the development review process. 

Managed redevelopment of environmentally sensitive commercial properties through use of "brownfields" 

grant programs. 


Page 5of 6 

ADDITIONAL COMMUNITY ACCOMPLISHMENTS AT THE CITY OF OAK GROVE, MISSOURI 

Implemented a new proactive investment policy increasing investment returns on city cash reserve assets by 100%.

Established job-costing program to track performance of service functions, enhancing expenditure controls and cost 

recovery. 

Completed Comprehensive Development Plan to accommodate next 20 years of growth. 

Helped develop new Unified Development Code with the city’s Planning Commission. 

Drafted and implemented new annexation policy and procedure for unincorporated areas. 

Established the city’s first Finance Department and completely reorganized the city's law enforcement services. 

Improved economic development and revenue collection allowing city to more than double its revenue budget in just 

28 months while simultaneously lowering sales taxes by one-half cent. 

Discovered and collected more than $200,000 in misappropriated sales tax monies due the city. 

Established city’s first internet website and magazine to keep residents better informed. 

Established radio-read water meter system to enhance billing accuracy and reduce labor costs. 

Obtained more than $500,000 in grant monies to improve city services over a three-year period. 

Developed new impact fees to help finance infrastructure and utility improvements. 

Negotiated the expansion of main thoroughfare improvements by the Missouri Department of Transportation from 

$2.2 million to $6.0 million by use of internal traffic studies and engineering analysis. 

Developed new Personnel Manual with Compensation and Performance Appraisal Plan. 

Implemented new “Critical Incident Response Team” at Police Department to provide enhanced safety in schools and 

community at large. 

Completed codification and development of city’s new Criminal Code. 

Enhanced code enforcement and nuisance abatement through additional staff position, training, and communication 

with City Prosecutor and Municipal Judge. 

Initiated “Tree City USA” Program through the National Arbor Day Foundation. 

Successfully recruited a Police Chief, Public Works Director, Finance Director, City Attorney, and Municipal Judge. 

Page 6 of 6

New Smyrna Beach City Manager 

Cover Letter 

Submitted by Andy Hall, AICP 

I was very excited to learn of your search for a City Manager in New Smyrna Beach and wish you good luck in the 

selection process. After researching the opportunities and challenges facing New Smyrna Beach, I am confident that my 

education and experiences have prepared me to be an asset to your organization and the community. I hope that after a 

review of my application materials you will agree and an interview for the position can be arranged. 

You will find that I am a highly motivated, hard working employee with a passion for improving all aspects of the 

community. Successful City Management includes a mixture of collaboration and personal accountability. Understanding 

the critical interrelationships between the various city departments and building effective lines of communication 

allows a City Manager to remain informed about the essential affairs of the city without the need to micro‐manage. 

Effective communication leads to trust which is the basis of meaningful relationships. While role clarity and 

unambiguous assignments are important, building a strong management team that works well together is the most 

effective way for a City Manager to succeed. 

Success during periods of challenging economic conditions is measured by a community’s ability to attract quality 

development and remain fiscally stable while providing residents first‐rate, efficient municipal services. Implementing 

effective strategies designed to give New Smyrna Beach a competitive edge will define the level of accomplishment of 

the next City Manager. I will work to collaborate with elected officials, management staff and staff from each 

department, the business community and residents to improve the following processes: 

Time Constraints – An efficient and appropriate development review process 

Predictability and Fairness – Balance between community values and economic realities 

Conveying the Vision – Allowing residents to understand priorities and applicants to help us accomplish our goals 

Time Constraints 

Many factors have contributed to the current economic challenges but few have had more impact than the inability of 

legitimate developers to obtain the credit necessary to develop or redevelop property in local communities. Presently, 

lenders are even more cautious to provide lending for land development because of the speculative nature of the 

business and associated time constraints. New Smyrna Beach has an opportunity to become a magnet for positive 

economic growth and high quality development by removing these obstacles. 

I am extremely fortunate to have been associated with some very creative organizations committed to making 

government more efficient and predictable. Integrating the most effective elements of each process into a single, well 

honed development review procedure can effectively address one of the most critical challenges facing New Smyrna 

Beach and most communities across the nation. As a Planning Manager for the City of Henderson, Nevada, I was engaged 

in a review process focused on reducing the time necessary to review development applications. Many developers 

become frustrated not only with the time necessary to gain development entitlement, but the need to revise 

development plans several times. The loss of time results in more interest paid and every revision of development plans 

increases engineering costs which are directly passed on to potential businesses and homebuyers. 

Predictability and Fairness 

In order for New Smyrna Beach to stimulate business, City processes must be predictable and fair. Predictability must 

begin with policies that serve a legitimate purpose and are easy to read and understand. Solid land use procedures with 

information about suitable locations for specific development types and infrastructure capacities must be readily 

available and a clear path to approval is critical. 

Design elements, landscaping standards and other special considerations should be indicated early and administered 

consistently. These details influence the type of community New Smyrna Beach will become and should represent a 

Andy Hall Cover Letter Page 1

alance of community values and economic realities. New Smyrna Beach is in a beautiful location. Residents expect and 

demand new development that protects previous investment and reflects the character embraced by businesses and 

residents. 

Community image and branding is important to the types of businesses New Smyrna Beach is seeking to attract. If 

development processing timeframes are reduced, application and development fees are reasonable, and the design, 

landscaping and development standards are predictable and administered fairly New Smyrna Beach can effectively 

compete with surrounding communities to stimulate business. 

Conveying the Vision 

Creating a vision for a community is often easier than conveying the vision and its importance to residents and 

applicants who are often from other communities and not emotionally attached to the City. Building a community is a 

process, not a project, and it will take some time to realize the goal and establish a great reputation. The most effective 

way to fulfill the goals of the City Council is to educate current residents and business owners along with applicants for 

future projects about the benefits of the vision and allow them to help us accomplish our goals. As a City Manager, I have 

witnessed firsthand the importance of having the skill to share community vision with elected officials, residents, 

department heads and applicants. I believe that I possess the ability to not only express the vision, but to convince 

applicants that it is in their best interest to adhere to the tenants and that they will benefit from their participation. 

Why Andy Hall? 

A passion for community building, a wide array of experience as a Planner and City Manager, and a commitment to 

excellence are all reasons I will be successful as the next City Manager of New Smyrna Beach. My approach would be 

collaborative with a healthy mixture of hard work and a sense of humor. Working with the elected officials and the 

management team of the city, I am excited about the potential to be involved in making New Smyrna Beach an even 

better place to live, work and play. 

Andy Hall Cover Letter Page 2

Summary: 

Andy Hall, AICP 

908 South 500 East, Payson, Utah 84651 

Home: (801) 658-5113 Cell: (801) 708-3975 

Email: andy.hall@draper.ut.us 

More than seventeen years of local government experience with emphasis, expertise, and increasing responsibility 

in: 

• Community Development and Planning Management 

• Economic Development and Redevelopment 

• Advanced or Long Range Planning 

• Current Land Use Planning and Development 

• Municipal Management and Excellence 

• Human Resources and Personnel Management 

• Emergency Preparedness and Security 

• Capital Improvement Financing and Oversight 

Specific Skills for Desired Position: 

• Nine years as City Manager; currently an Assistant City Manager 

• Three years as Community Development Director and Planning Manager, five years as land use planner 

• Preparation of Comprehensive Plans, Development Ordinances, and Land Use Documents 

• Expertise in recruiting and retention of commercial businesses and industrial employment based companies 

• Experience creating and modifying personnel policies, compensation plans and employee coaching/mentoring 

Employment Experience: 

Draper City (Utah) 

Assistant City Manager 

2008-Present 

Draper City is a community of nearly 40,000 and for the past twenty years has been one of the fastest growing 

communities in Utah. Located about 15 miles south of Salt Lake City, Draper is an upscale community known for 

attractive foothill development, a strong commercial tax base, recreational facilities and efficient delivery of 

municipal services. I was drawn to Draper City by the City Manager who is a past colleague who was seeking a 

trustworthy assistant to update to the emergency management plan and to reconnect management with staff 

members. 

My Duties as the Assistant City Manager Include: 

• Assigned as Emergency Manager with administrative oversight of all emergency management functions. 

• Oversight of all Human Resource activities including personnel policies, management and training. 

• Oversight of municipal construction activities including new fire station, amphitheater and justice center. 

• Creation of ordinances and resolutions for consideration by City Council. 

• Improvement of employee morale and productivity. 

Achievements: 

• Comprehensive update of the Draper City Emergency Management Plan. 

• Effective response to major fire event including activation of the Emergency Operations Center. 

• Adoption of several modifications to the Draper City Personnel Policies. 

• Completion of purchases necessary to properly operate the Emergency Operations Center. 

City of Henderson (Nevada) 2007 - 2008 

Planning Manager 

Henderson is a community of 300,000 and one of the fastest growing communities in the United States. It is known 

for recreational opportunities, livable communities and excellence in land use planning. The Community 

Development Department has won numerous national awards for its development code, the design of the 

community’s master planned communities, and the open space, trails and recreation plans. 

My Duties as the Planning Manager Include:

Andy Hall Resume Page 2 of 3 

• Management of all advanced and regional land use planning. 

• Oversight of all community sustainability efforts and green building initiatives. 

• Development of a performance based budget and financial management. 

• Representation of City interests in the Southern Nevada Regional Planning Coalition. 

• Increasing community awareness and participation in environmental issues and resource conservation. 

• Selection of consulting firms and monitoring consultant deliverables. 

Achievements: 

• Created the West Henderson Comprehensive Plan. 

• Developed the Legacy Program for green building and sustainable development practices. 

• Initiated a comprehensive update of the Henderson Development Code. 

• Created the Boulder Highway Investment Strategy. 

Payson City Corporation (Utah) 1996-2007 

City Manager (Nine Years) 

Community Development Director (Two Years) 

Payson City essentially doubled in size during my tenure as City Manager (from 10,000 residents to 20,000 

residents). It is a full-service City providing community development, library, police, fire, parks and recreation and 

senior services as well as enterprise-fund based activities including water, sewer and reclaimed water, electric 

power generation and distribution, sanitation, stormwater, and a municipal golf course. 

My Duties as the Payson City Manager Included: 

• All day to day administrative functions of municipality 

• Budget officer and financial management of $25 million annual budget 

• Human resource and personnel management, creation of personnel policies and compensation program 

• Effective implementation of all City Council ordinances, resolutions and policies 

• Economic development recruitment and business retention 

• Director of the Development Review Committee 

• Management of 120 full-time employees and numerous part-time employees 

Achievements: 

• Transformed an inherited negative general fund balance of approximately $200,000 into a $4,000,000 

positive fund balance by implementing conservative fiscal practices. 

• Decreased the City’s portion of the property tax rate for nine consecutive years. 

• Increased the utility funds balances from zero to more than $2,500,000 while holding rates essentially 

static during my nine year tenure. 

• Created new revenue sources for the City through an aggressive economic development strategy that 

resulted in an increase of more than 500% in sales tax revenue over a nine year period. 

• Prepared and had adopted development ordinances to address growth which are now used as model 

ordinances for many municipalities 

• Created a loyal, stable work force through trust and implementation of effective leadership techniques 

• Established and maintained a positive working relationship with all elected officials, developers, the media 

and representatives of other organizations 

• Obtained consistent support from citizenry even with controversial projects 

Other Relevant Experience 

Other experience includes serving as a Community Planner for the Mountainland Association of Governments in 

Provo, Utah, for three years and as a County Planner for Summit County, Utah, for two years. 

Education: 

• Master of Public Administration with High Honors, University of Utah 

• Bachelor of Science, Geography-Urban Studies, Arizona State University 

• American Institute of Certified Planners (AICP) Certified

Andy Hall Resume Page 3 of 3 

Professional Affiliations: 

International City/County Management Association since 1998 

American Planning Association since 1992 

American Institute of Certified Planners since 1996 

Utah City Management Association since 1998 

Urban Land Institute Since 2007 

Notes of Interest: 

Among my professional honors, I served as gubernatorial appointee to the award winning Envision Utah Committee 

(appointed by former Governor and current United States Health and Human Services Director, Michael Leavitt) and 

as Chair of the Education Committee of the Utah Chapter of the American Planning Association. 

In my positions with Summit County, Payson City, Henderson and Draper I have garnered tremendous support 

from the public, employees, and the elected officials. I share a positive relationship with each of them and truly 

enjoy working to make great communities even better. 

I have been married for twenty-one years to my wife Stephanie. She is an elementary school teacher and has been 

fully supportive of my career and the sacrifices of time and privacy that occur in local government. I have two great 

children, Jordan (age 17) and Andrew (age 14). I enjoy golf (more than my handicap would indicate) and most 

other sporting events.

Thomas R. Hoover 

422 Edmund Ave. 

Royal Oak, Michigan 

(248) 585-0061 


May 21, 2009 

Dear Mr. Baenziger, 

I noticed in a recent job listing that New Smyrna Beach, Florida is looking for a City Manager and 

I would like to apply for the position. 

As you can see from the enclosed resume, I am an achievement-oriented manager with experience 

in both large and medium sized local governments. I place emphasis on building a high performance, 

citizen-friendly organization. I believe in empowering and supporting employees and expect their 

responsibility and accountability. I emphasize teamwork while developing the individual. 

I am very politically astute but I am not a person who needs to take the limelight. I believe in 

working hard and smart for the elected body that I serve. I believe in open communications between elected 

officials, the administration, employees, the business community, community organizations, citizens and 

the media. I believe in treating elected officials equally and without favoritism. I always try not to surprise 

those for whom I work or be surprised by them. I hold to the apolitical tenet of a professional credentialed 

manager. The communities in which I have worked have benefited from my leadership. 

What I bring, in addition to my management philosophy, is an ability to solve problems rapidly 

should they occur, to foresee potential problems and implement strategies to avoid them. I also bring the 

ability to interact effectively with people from a wide variety of ethnic and socio-economic backgrounds as 

well as the ability to work effectively with the media. 

My vision for New Smyrna Beach is a friendly community rich in character, charm and with a 

small town atmosphere, yet with a strong business and commercial base providing well paying jobs. I 

would bring good jobs to the community by working closely with the City Commission and all levels of 

government, the private sector and neighborhoods to develop incentives that would attract the type of 

business that would be compatible with development that follows the comprehensive plan and established 

community goals and objectives. These could include leveraged grants, tax increment financing, zoning 

adjustments, infrastructure improvements and the like. Successful business development is a breeding 

ground to attract more well paying jobs in desired emerging technologies. 

With my above stated experience, my Bachelors Degree in Civil Engineering and my Masters 

Degree in Public Administration I am certain I can be a valuable leader of the New Smyrna Beach 

management team. 

I have attached my resume for your consideration. I look forward to hearing from you regarding 

this position. 

Sincerely, 


ICMA CM

May 12, 2009 


City Manager 

New Smyrna Beach, FL 

Dear Mr. Baenziger 

I am a local business professional and one of NSB residents brought the position of City Manager to my 

attention. My background in business leadership, creativity and more than 20 years experience as a 

manager is an excellent fit and meets the requirements outlined in your advertisement. 

My extensive training and hands on experience as a leader in business organizations and operations 

management afford me the skills to quickly assess and implement strategic planning stimulating revenue 

growth. Proven accomplishments in the following areas of expertise are; Strategic Business Plan 

Implementation, Performance Management, Change Management, Business Partnership Alliance, Supplier 

Development, Project Management and International Operation experience. 

In taking a creative approach driving innovated solutions and objective reasoning, I've been placed in 

leadership roles turning operations around challenged in meeting financial objectives. Some areas of 

highlight are: 

• Building and construction of a major factory aligning key businesses in the development of a new 

municipal business park. 

• Building government relations in the interest of jobs, training and community growth supported by 

government grants. 

• Align operational performance standards to exceed financial goals utilizing a Glide Path 

methodology resulting in a significant increase in sales revenue with a lean organization. 

• Strategic Partnership Alliance by communicating a clear vision with a common objective. 

Having raised my children in a small tourist town, I’ve witnessed first hand the difficulties in growing city 

businesses while still maintaining its unique character. City events, festivals and charitable activities were 

a way to draw people in an effort to support local business. New business development should have a 

focus on environmental opportunities and green energy, which can stimulate long-term revenue growth not 

common to neighboring cities. 

NSB is not only a desirable city to live in, but provides a wealth of opportunities for the community if 

managed with creativity and ambition. 

Sincerely, 

Jeff Hutchison 

1296 Royal Pointe Lane 

Ormond Beach, FL, 32174 

Phone: 386.295.5202 

Email: hutch.j09@gmail.com

Jeffrey Hutchison 

1296 Royal Pointe Lane, Ormond Beach, Florida 32174 

386.295.5202 (mobile) – email: hutch.j09@gmail.com 

⎯ Senior Executive Manager ⎯ 

• Strategic Business Planning Execution • New Business Development 

• Strategic Partnership Alliance • International Operation Experience 

A highly creative, decisive leader experienced and proven in managing multiple integrated divisions contributing to the success in 

developing new business growth offering short term gains while preparing for future opportunities. Experienced as an objective problem 

solver with the ability to communicate long term strategic planning in conjunction with aligning a diverse work force to achieve results 

meeting budgeted expectations. Core competencies include: 

• Organization Leadership • Program Management • Innovated Solutions 

• Operations Startup/Turnaround • Change Management • Multi-Cultural Experience 

Selected Achievements 

Development of Municipal Assets: Directed and Coordinated a Greenfield manufacturing site overseeing building construction, 

government grants, local community zoning, publications, employment and HR organization, union negotiations / agreements, capital 

expenditures with a financial budget of $32,000,000 and spending authorization for all of European business operations. Results: 

Launched 3 months ahead of schedule generating $180,000 unplanned revenue and $2,900,000 under budget. 

New Business Execution: Lead multiple Businesses in the launching of new technologies with focus on financial investments, 

resource planning, partnership alliances, sales, purchasing, engineering and executive presentation on budgetary status. Results: 

Capitalized on $120,000,000 awarded programs with the recognition of most innovated business entrepreneur of the year. 

City Partnership Alliance: Negotiated government grants for new employment growth, technology development and employee 

training. Results: awarded $900,000 in government grants for the creation of new job opportunities and promoting business growth 

within the community. 

Industrial Parkway Promotion: Lead Industrial Park community efforts aligning neighboring businesses in a mutual investment 

promoting technology and employment opportunities. Results: Coordinated outside financial sponsorships, architecture and 

construction to build an infrastructure focused on JIT product delivery, reducing traffic, promoting technology and reducing cost in a 

$7,000,000 expansion. 

Business Development: Charted the course addressing operational deficiencies, performance and customer service through 

reorganization creating Business Units with a focus on customer satisfaction capitalizing on growth opportunities. Results: Forecasted 

additional sales revenue with a 20% growth increasing earnings by 40% and successfully launching 33 new programs on budget. 

Financial Cost Down Initiatives: Restructured purchasing systems, current contract agreements, supplier alliances and the 

development of Low Cost Country Supply Base. Results: A change management campaign lead to establishing new partnership 

objectives, renegotiations of new long term contracts and expanding the supply chain to global markets meeting aggressive business 

plan budgets with the achievement of $4,250,000 annual savings. 

Strategic Business Plan Development: Directed sales teams, multiple plant operations, corporate engineering centers, supply base 

partnerships and financial departments as head of operations with a focus to build and expand current manufacturing capabilities with 

the launch of a new paint alternative method promoting green environmental technology for automotive applications. Results: 

Successfully launched the first program generating $17,500,000 in new sales revenue with a three-year sales budget growth of 

$60,000,000. 

P&L Management: Executed strategic business plans development promoting new sales opportunities and new customer base 

relations by creating sales and marketing goals aligned to shareholders financial objectives. Results: New program awards in 

opportunities more than doubled budgetary goals, increasing EBIT by 82%.

⎯ PROFESSIONAL EXPERIENCE ⎯ 

Confidential, Indiana 

2008 - Present 

• Vice President of Supply Chain Procurement 

Lead all contract and cost negotiations in a strategic effort to align supply chain partnerships with corporate business plan objectives. 

Coordinate all cost down initiatives, develop new strategic partnerships, reorganize the division’s buying strategies consisting of 5 

plants and align the division’s budget initiatives with shareholder’s objectives. Lead parent initiatives in supply chain restructuring and 

contract negotiations for all Business Units with total sales revenue consisting of $750,000,000. 

Florida Production Engineering, Ormond Beach, Florida 2005 - 2008 

A Division of Ernie Green Industries having 4 manufacturing facilities and Corporate Sales relocated to Detroit Michigan with revenue 

sales of $115M annually. 

• Director of Product Development – Corporate Group (2006 – 2008) 

Headed up corporate functions consolidating Program Management, Design, Product Engineering and R&D along with validation labs, 

focusing on technologies promoting short and long-term sales growth and manufacturing cost models. Accountable for implementing 

a Corporate Business Operating System aligning the organization to meet financial and quality certification requirements. 

• General Manager – Ormond Beach, Florida (2005 – 2006) 

Initiated a turnaround program addressing cost performance, quality, organization amendments and facility upgrades in an 

underperforming plant staffed with 275 employees. Implemented a change management structure emphasizing manufacturing 

performance to key financial measurable and customer scorecard. Budget expectations were exceeded and customer relations were 

changed from a no-quote bid list to best in class. 

Mayco Plastic – Sterling Heights, Michigan 2003 - 2004 

• Vice President of Operations 

A manufacturing facility having core competencies in plastic injection molding, painting, assembly, thermoforming and multi-extruded 

film manufacturing with an indirect staff of 320 employees. Effectively improve overall plant performance and increasing sales by 20% 

stopping the eroding of sales as experienced during a 4-year trend. Successfully executed the development and launching of 

extruded film as a new green technology and alternative to painting boosting revenue by 32%. 

Decoma International – Troy, Michigan 1988 - 2003 

A $2.1B Division of Magna International, having capabilities in manufacturing plastic exterior automotive components. 

• Manager Advance Product Development – Magna Steyr $440M Division (2002 - 2003) 

Lead 6 participating plants, $120M in revenue sales, on return as an expatriate in launching a fully integrated vehicle system. Built a 

specialized global team in the development of manufacturing feasibility and controlling cost objectives to successfully launch on time. 

• General Manager – Liverpool, England (1999 – 2001) 

Coordinated the activities of a Greenfield plant construction, startup and managed operations consisting of 300 employees, $50M in 

revenue sales and a $32M Operating Budget. Core Competencies include plastic injection molding, RIM, state of the art exterior paint 

application, assembly and JIT sequencing. Established short and long-term Business Plan strategies, capital expenditure planning, 

HR and European Sales activity. 

• International Business Unit Manager – Troy Michigan (1997 – 1998) 

Coordinated product engineering and design, managing budgets, global resource planning, customer interaction, manufacturing 

feasibility and performance. Incorporated organization changes in support of 50% program growth. Active in pursuing new sales 

growth through the development of advanced technologies, generating $30M in new sales revenue. 

• Divisional Business Manager – LexaMar Corporation, Boyne City, Michigan (1988 – 1996) 

Successfully built customer alliance, and increased revenue sales by 12% in a new market niche. Previous positions included Senior 

Program Management, Project Engineer, Department Manager and Manufacturing Engineer. 

Education/Professional Development 

• Western Michigan University, BS, Major: Chemistry / Minors: Math, Physics 

• White Paper and Budget Preparation, Magna Corporate Education Centre-1999 

• Executive Training in Presentation Techniques, Magna Corporate Education Centre-2000 

• Certificate of Lean Manufacturing and Value Engineering, Macomb Community College-2003 

Publications 

• Silicone-Hard coated Polycarbonate Exterior Appliqués, Co-author, (SAE Technical Paper) – 1995 

• High-performance Liquid Chromatographic Determination of Nafazatrom in Human Plasma Co-author, 

Journal of Chromatography – 1984 

Patents – Author of seven Patent applications

Alvin B. Jackson, Jr. 

5528 Boynton Gardens Drive 

Boynton Beach, Florida 33437 

Mr. Colin Baenzinger 

Colin Baenzinger and Associates 

West Palm Beach, Florida 

RE: City Manager position in New Smyrna Beach Florida 

Dear Mr. Baenzinger, 

I would like to first thank you for the opportunity to be considered for the City Manager’s position in 

New Smyrna Beach, this really seems very exciting to exercise my local government experience in this 

very charming historic town, which seems to fit most of my professional skills and expertise. 

I have over 20 years of experience in local government, serving as the City manager of a historic small 

town early in my career, as a department director of Leisure services, directed economic develop for a 

county, appointed Deputy County Manager and the Deputy Executive director for state’s largest water 

management agency. In these capacities, I led human resources, budget development, strategic 

planning, historic restoration and preservation, created a national recognized and award winning 

affordable housing program, crafted a CRA plan and TIF(tax increment financing), secured over $21 

million of grants, developed a 528 acre industrial park, created an economic plan and adopted it as a 

comp plan element, created small business approach to doing business with government, supervised up 

to 1000 employees and managed budgets ranging from $3m to $1.2Billion. 

As it relate to my leadership style and approach, I would say it is a servant‐leadership style with the 

staff, I believe in building a team that becomes the strategic leaders for implementing the City 

commissions goals and objectives. As stated in my book, It Is Another Great Day: An Inspiring Guide to 

Effective Leadership, “the leader exists to serve those who normally led, those who supposedly feel to 

follow rather than pursue a more independent course. Fulfilling the needs of the followers is the 

principle aim. Servant leaders don’t just listen; they figure the will of the group and carefully consider 

taking direction from it”. With the commission, assumes the role as leader‐coach to assist them to

ecome highly effective as a policy body. Thomas Cronin, defines this leadership as “making things 

happen that might not otherwise happen and preventing things from happening that ordinarily might 

happen. It is a process of getting people together to achieve common goals and aspiration. 

My vision would be to bring as strategic and team oriented approach to city government; to help shape 

communication with the community; cultivate community(neighborhood) partnerships, other 

government entities, and CBO’s; develop a strategic budget and processes driven by level of service 

programs. Create a culture of leadership and quality customer service. 

To bring good sustainable jobs to the community starts with “ good public policy” that clearly articulates 

“jobs” as a priority. Then the strategic team will bring to the commission strategies to implement the 

policy, such as, evaluate policy infrastructure that exist versus what is needed, determine the type 

industry best suited for the city, incentivize the best suited types to encourage them to locate in the 

city, determine the skill sets needed for the jobs, coordinate with colleges, school board and technical 

schools to deliver desired job training and skill sets, incentivize companies for creating sustainable good 

jobs and encourage existing businesses to hire locally. I would encourage the commission to develop a 

local preference procurement policy with the emphasis on hiring local. 

Once again, thank you for this exciting opportunity to be considered for the City Manager of New 

Smyrna Beach. Please hesitate to call me when you have questions. Please find attached a resume 

outlining my experience. 

With the warmest regards, 

Alvin B. Jackson, Jr.

ALVIN B. JACKSON, JR., M.MIN. D.MIN. 

5528 Boynton Gardens Drive, 

Boynton Beach, FL 33437 

561-722-5402 

Alvin@theqlg.com 

Senior Executive 

• Business Development • Government Relations • Management 

Motivational Presenter - Keynote Speaker - Learning Facilitator 

SUMMARY OF QUALIFICATIONS: 

An accomplished senior executive with over twenty years experience in local government, business and 

economic development. Extensive experience in strategic planning, corporate operations (operating and 

financial services),organization structure & implementation, human resources, procurement, marketing, 

media relations and governmental affairs. Proven leadership and customer service skills with 

demonstrated abilities to manage change and accomplish objectives in a dynamic environment. A skilled 

decision maker and people oriented team player with an intuitive sense for creative and analytical 

problem solving, coupled with strong interpersonal and communication skills. Holds BA in Government 

and Politics (Public Administration), M. Min., and Doctorate in Ministry. Published author. 

SELECTED ACHIEVEMENTS: 

• Led The Economic AND SMALL BUSINESS INIATITIVE FOR THE EVERGLADES RESTORATION 

PROJECT CREATING OVER $200MILL IN OPPORTUNITIES FOR LOCAL BUSINESSES, CREATING A 

TOTAL 700 JOBS, $33MILL PAYROLL, AND ECONOMIC IMPACT OF $87MILL INTO LOCAL ECONOMY. 

• Directed business functions for largest water management district in the state of Florida 

with 1800 employees and a budget of nearly $1.2 billion dollars. 

• Re-engineered the Media and Outreach Department. Reduced staff by 32.3% and 

increased productivity by outsourcing 80.5% of production. Increased positive and 

accurate media coverage by over 57% with exposure in national print and broadcast media. 

• Recovered $600,000 annually in ad valorem dollars through negotiation and development 

of a memorandum of understanding (MOU) with Broward County. 

• Increased new job opportunities due to loss of primary industry (citrus). Implemented Job 

Investment Trust Fund where the county invested over $2.1 million, creating over 2,000 

new jobs within a three-year period and resulted in a return investment of over $80 million 

to the county. 

• Acquired funding for a variety of programs and projects where no funding previously 

existed. Secured over $20 million in grant funding from federal and state governments at 

no cost to the city. 

• Secured funding source for small businesses unable to secure small business loans. 

Developed downtown Eustis revolving loan program with First Union Bank, securing loan 

commitments up to $250,000 for ten businesses. 

• Improved the city’s water/sewer infrastructure by securing $1.3 million in grant funds to 

replace lines and connections for over 2,500 residents. 

• Led an economic development strategic planning initiative that included over 120 

businesses, community and educational leaders. Completed on schedule and adopted by 

County commission and state of Florida. Attracted 50 new industries in three years.




CEO, The Quantum Leadership Group, Inc. 

2007-Present 

• Managed outreach, workforce and business development and facilitation 

services for the Everglades Restoration Project. 

• Facilitated the development of workforce development program for one of the 

largest infrastructure projects currently being constructed “Clean Water Atlanta” 

• Facilitated the Strategic Planning Process and provided Leadership Training for 

Florida Keys Aqueduct Authority board and staff, Haines City Sr. staff, CPLS-PA. 

• Secured $100,000.00 for Grassy Waters Foundation from Wal-Mart for 

Environmental education programming. 

Outreach Manager, Nova Consulting 2005-2007 

• Led the development of the small business program, outreach efforts, and 

workforce utilization program for the Everglades project as a consultant to the 

South Florida Management District, resulted in 300 new jobs, $20 million in 

payroll, 350 graduates in construction, over 4000 local businesses recruited. 

Deputy Executive Director, South Florida Water Management District 2001- 2005 

State’s largest water management agency, serving over 16 counties, 7.1 Million people, 1800 

employees with $1.2 Billion budget. 

• Initiated and led strategic planning process to link programs and budgets into one 

comprehensive and integrated work plan. As a result, the strategic plan drove 

agency budget development and decision-making processes 

• Led the Agency’s Corporate Resources, Public Affairs and Local Govt. Relations 

• Directed streamlining of procurement process; all contract documents now 

executed within 30 days 95% of the time. 

• Guided a procurement diversification initiative. Increased minority vendor 

expenditures by over 168% for a total of $60 million dollars in one year. 

Deputy County Manager, Lake County, FL 1996-2001 

Full service county government agency with 750 employees and $200 Million budget 

• Directed the first countywide strategic planning initiative: engaged approximately 

3,000 citizens, raised over $100,000 and resulted in a 10-year strategic plan. 

• Developed and implemented continuous quality improvements process that 

resulted in increased organizational efficiencies and greater customer service. 

Economic Development Director, Lake County, FL 1993 -1996 

One County and 14 municipalities. 

• Led the development of a 528-acre industrial park. 

• Attracted 15 new industries that added over two million square feet to tax rolls, 

and resulted in over $57 million gross sales in three years. 

Leisure Services Director, City of Eustis, Eustis, FL 1990 -1993 

Full service municipal government agency with over 500 employees and $100 Million budget. 

• Secured grant funds of $2 Million 

• Initiated nationally recognized and award winning affordable housing partnership 

with 14 local municipalities and 9 major Banks, which created over 5000 new 

homeowners with less than 3 defaults in five years. 

• Restored the City’s deteriorated downtown park and historic band shell, $2.1ml. 

City Administrator, Eatonville, FL 1988 -1990 

Full service municipal government agency with over 50 employees, and a $3 Million budget. 

• Led renegotiation and restructuring of franchise fee collections resulting in 

additional $1 million in revenues per year. 

Page 2



Page 3 

EDUCATION: 

B.A. - Government and Politics, University of Maryland 

Masters of Ministry Degree, Thomas Brown Bible College 

Doctor of Ministry Degree, Thomas Brown Bible College 2009 

PUBLICATIONS- IT IS ANOTHER GREAT DAY: AN INSPIRING GUIDE TO EFFECTIVE LEADERSHIP, PUBLISHED 

2009 – WWW.ITISANOTHERGREATDAY.COM 

AFFILIATIONS AND AWARDS: 

AFFILIATIONS: 

• The Church Of The Kingdom Of God, Inc., Pastor 

• CHIEF ADMINISTRATIVE OFFICER-THE CHURCH OF THE KINGDOM OF GOD, INC. 

• THE CHURCH OF THE KINGDOM OF GOD, INC. – NATIONAL BOARD OF ELDERS 

• The Innovations Group, Board of Directors – 2004-2007 

• Institute of Government, Palm Beach County, Board of Directors – 2005-2007 

• Grassy Waters, Board Of Directors – 2005-2009 

• Palm Beach County Economic Development Resource Council – 2003-2004 

• Florida Greenways & Trails Council, Gubernatorial Appointee -- 2001-2005 

• Florida State African American Committee, Secretary Of State Appointee – 1997 

• Florida Trust For Historic Preservation – 1999-2004 

• Florida City/County Managers Association -- 1996-2004 

• Chairman Water & Wastewater Rate Study Committee, City Of Eustis, Mayor’s 

Appointee – 1994 

• Lake County Industrial Development Authority, Secretary -- 1993-1996 

• Governmental Affairs Committee, Eustis Chamber Of Commerce – 1991 

• White House Conference on Library and Informational Services and Governor’s 

Conference on Library and Informational Services – 1991 

• Florida Historic Preservation Advisory Council, Secretary Of State Appointee -89-98 

• The Church Of The Kingdom Of God, Inc., Pastor 

• Pastoral Care Committee, Florida Hospital Waterman 

• United Neighbors in Touch With Youth, President 

• Eustis Historical Museum and Preservation Society 

AWARDS: 

• Florida Trust For Historic Preservation Individual Distinguished Service Award – 1999 

• Orlando Sentinel Black Achievers Recognition – 1997 

• Orlando Sentinel & Lake County League Of Cities, Outstanding Community Service 

Award – 1995 

• Mayor and City Manager’s Award, Eustis, Florida – 1992 

• Who’s Who Among Black Administrators – 1998-1990 & 1990-1991

David B. Kraus 

338 SW Lakeview Avenue 

Lake City, FL 32025 

(386) 623-0803 - FLKraus@aol.com 

Professional Experience 

City Manager 1996-2007 

City of Lake City, Florida 

City of Mount Holly, North Carolina 

City of Lowell, North Carolina 

Finance 

• Consolidated all maintenance functions in Lake City reducing costs over $120,000 per year. 

• Restarted restroom construction projects in Lake City using volunteer labor and saving the City over $50,000. 

• Merged two fire departments and a rescue squad into the Mount Holly Fire and Rescue Department including 

the construction of a new $1.3 million headquarters station. 

• Oversaw all capital projects including the completion of the sewer system rehabilitation. 

• Prepared annual budgets and monitored departmental expenditures. 

• Established first responder, K-9 officers, rollout garbage, E-911 modernization, water intake upgrades, and 

sewer rehabilitation programs in Mount Holly. 

• Managed the proactive environmental clean-up efforts at the City’s Public Works yard which significantly 

reduced the fines that the City of Lake City faced from the State of Florida. 

Planning and Economic Development 

• Managed a community wide vision process in Mount Holly that led the efforts to convert from an aging 

textile community into a center for ecotourism and led to the adoption, within six months, of $5 million in 

General Obligation Bonds, beer and wine sales, and mixed drink sales; 

o Oversaw the construction of the downtown streetscapes portion of the bond projects and the design of 

the renovated a historic mill into a new City Hall/Community Center; 

o Guided the city’s economic development efforts which helped lead to the creation of a private 

foundation as well as the location of the US National Whitewater Center, Carolina Medical 

Rehabilitation Center, an environmentally friendly National Gypsum plant, Airborn Industries and 

numerous new downtown businesses; 

o Negotiated utility agreements to retain industry including American & Efird and Freightliner; and 

o Worked with community groups, and aggressively pursued grant funding to receive in excess of $3 

million to develop trails and acquire over 220 acres of undeveloped riverfront. (This project will 

become an initial part of the Carolina Thread Trail) 

• Directed efforts to establish architectural standards for residential overlay districts in Mount Holly. 

• Worked with developers in Lake City on the construction of projects in the downtown the CRA district. 

• Directed the management of two public housing complexes. 

• Negotiated over 20 voluntary annexations totaling over 2,120 acres, countywide water and sewer extensions, 

numerous developer agreements and the delayed annexation of a Duke Energy steam plant. 

• Participated in the Gaston Urban Area MPO’s TCC, serving as both Chair and Vice Chair. 

Community Events and Grants 

• Initiated community events such as Annual Christmas Tree Lighting, Water Day, 125th Birthday Series, and 

Black History Forum; helped plan events including Memorial Day Ceremonies, SpringFest, and Business 

Expo; and participated in community events such as the Senior Dinner and the Community Choir. 

• Wrote and administered Law Enforcement Block Grant, Governor’s Highway Safety Program grants and North 

Carolina Housing Finance Agency HOME grants for the City of Lowell. 

• Wrote and administered Senior Citizen Winterization grant; worked with Centralina Council of Governments to 

administer HUD home improvement grants in low income neighborhoods in Lowell. 

Utilities 

• Developed Wastewater Pretreatment Program and issued sewer use permits in Lowell and Mt Holly. 

• Negotiated interlocal with neighboring cities and industries on water and wastewater operations and sewer 

interconnections to maintain the lowest utility rates in the Charlotte region. 

• Developed Stormwater program in Mount Holly and initiated Stormwater planning efforts in Lake City. 

• Participated in Duke Energy hydroelectric relicensing on the Catawba-Wateree Metro Advisory Group.

David Kraus (386) 623-0803 

FLKraus@AOL.com Page 2 

Adjunct Faculty 2009 

Barry University at Santa Fe Community College 

Instructor 

• Instruct PUB410 - Methods and Techniques for Public Administration covers developing survey instruments, 

statistical analysis, benchmarking, TQM, and team management. 

• Instruct PUB404 - Concepts and Issues in Public Planning included comprehensive planning, land use planning, 

transportation planning, economic development and environmental planning. 

Program/Budget Analyst 1984-1996 

City of Wilmington, North Carolina 

City of Fort Wayne, Indiana 

Finance and Budgeting 

• Prepared annual budget submission and monitored expenditures for Police, Fire, Engineering, Planning, and 

administrative departments as well as General Fund Sundry. 

• Prepared and published annual 5-year financial forecast of the General Fund. 

• Assisted in development of reduction in force plan, work plans and public safety plans. 

• Oversaw special projects within my departments such as benchmarking and capital purchases. 

• Wrote and administered grants including AmeriCorp, US Department of Justice grants (COPS, COPS More, 

and COPS Universal), North Carolina Governor’s Crime Commission grants (VOCA, JJDP and DSCI), and 

North Carolina Highway Safety grants (DWI and Seatbelt). 

• Wrote and administered US Housing and Urban Development grants (Drug Elimination and Emergency 

Shelter) which included working with two homeless shelters. 

Human Resources 

• Managed candidate selection process for Wilmington Police Department including screening applicants, 

administering written testing, and coordinating interview boards, polygraphs, background investigations, and 

medical/psychological evaluations. 

• Lead and facilitated Quality Improvement Teams and served as a certified instructor in Wilmington’s Quality 

Improvement programs. 

Self Employed 2007 to 2009 

Phat Pug Investments, Inc. 

Sales 

• Opened new business to including incorporation, permitting, office selection, acquisition of equipment, hiring 

of employees, marketing, sales and corporate training. 

• Added over 360 new accounts in 2008. 

• Received award for excellence from the Corporate at 2008 Annual Convention. 

Education 

Master of Public Administration - 1984 Indiana University Bloomington, Indiana 

Bachelor of Arts – 1982 DePauw University Greencastle, Indiana 

Civic and Professional Associations 

United Way of the Suwannee Valley, Board Member and Allocations Committee Member (2007 to Present) 

Gainesville Area Chamber of Commerce (2007 to Present) 

Rotary International (1999 to 2009) 

Alligator Community Theater, Chairman (2007 to 2008) 

Richardson Community Center/Annie Mattox Park (North) Advisory Council (2008 to Present) 

Mount Holly Community Development Foundation (2003 to 2006)

HENRY LUXEM 

2159 River Forest Lane • Mosinee WI 54455 

715.298.9479 (H) • henry@luxem.org • 715.551.0142 (C) 

CAREER SUMMARY 

Progressive, responsible experience in the public sector, working with individuals and governmental boards and 

agencies. Innovative manager and leader with record of accomplishments including: 

• Building support with various constituencies 

• Working with elected officials, appointed boards and citizens 

• Developing innovative, cost-effective solutions 

• Transformation/development of efficient, effective government organization 

• Solid record of economic development achievement 

EMPLOYMENT EXPERIENCE 

TOWN OF NORTH TOPSAIL BEACH NC 2008 

Town Manager- Barrier island with 11 miles of oceanfront, $1.52 billion valuation. As town manager, developed and 

gained passage of $4 million annual town budget; increased stability of work unit. 

CARDINAL STRITCH UNIVERSITY 2007- 

Adjunct Faculty- instructor, College of Business and Management- undergraduate and graduate courses. 

VILLAGE OF KRONENWETTER WI 2001-2007 

Fastest growing community in Marathon County. Population 6,351. 

Administrator 2004 – 2007 

Administrator and Public Works Director 2001 – 2004 

• Managed completion of sewer and water project serving 4,500 residents. 

• Managed rebuilding of 13 miles of streets and roads following major sewer and water project. 

• Organized two governments, village & remnant town, following village incorporation vote. 

• Oversaw consolidation of Kronenwetter Sanitary District # 2 as village sewer/water utility. 

• Successful consolidation of village and remnant town (total 52 sq. mi.) following 41 square mile annexation. 

• Managed formation of police and fire commission, municipal court and police department. 

• Managed major facility remodel and expansion and creation of RDA and 4 TIF Districts. 

• Managed transformation of “small town” government into efficient village government organization. 

VILLAGE OF HOWARD WI 1996 to 2000 

High growth community, population 15,000. 

Village Board of Trustees 1996 – 2000 

• Leader in gaining acceptance of area’s first conservation-by-design subdivisions. 

• Advocated for and instrumental in developing Wisconsin’s first modern traffic control roundabouts. 

Chairman, Howard Bicycle, Pedestrian and Inline Skate Committee 1998 – 2000 

Leader in developing and implementing innovative, economical, and effective multi-modal master plan. 

Chairman, Green Bay Area Room Tax Commission Feb.1999 – Aug. 2001 (Board member 1997-1999) 

Leader of multi-jurisdictional commission. 

• Secured funding for Resch Center and convention center. 

• High quality leadership resulting in greater stability and increased compliance/industry cooperation. 

Bay Area Community Council (BACC) Co-Chairman 1999 – 2001 

Board of Directors 1997 – 2001 

• Leader of regional council fostering economic, environmental and social sustainability; consensus builder.

FEDERAL AVIATION ADMINISTRATION Retired 1977 to 2001 

Air Traffic Control Specialist- Green Bay WI Flight Service Station, Madison WI Air Traffic Control Tower, 

Lone Rock WI Flight Service Station (including serving as acting facility manager during two years), 

Minneapolis MN Air Route Traffic Control Center. 

Awards received for performance, efficiency, cost-saving initiatives and life saving. 

Commendations for exemplary effort/dedication including efficiency/effectiveness as acting facility manager. 

AFS CORPORATION, Madison WI. Manager of Trucking Operations- 15 vehicles, 25 employees. 

MILITARY CAREER 

(Retired, 21 years combined service) 

ARMY NATIONAL GUARD 

Highest ranks: Captain and Chief Warrant Officer 3. Assignments as unit/aviation safety officer, helicopter pilot, 

section/platoon leader, transportation officer. Highlights: 

Unit/Battalion Safety Manager and AH-1 (Cobra) Pilot, Madison WI Safety program administrator. 

Awarded Army Achievement Medal for leadership of Battalion safety efforts. 

Awarded top annual Army Aviation safety effort in Wisconsin. 

UH-1 (Huey) Pilot/Section Leader, Madison WI 

UH-1 (Huey) Pilot/Section Leader, St. Paul MN Cited as superior leader. Flood Relief Mission Commander, 

Grand Forks ND/MN, commended for outstanding leadership during emergency operations by Minnesota Director of 

Public Safety and Commanding General of Minnesota National Guard. 

Medevac Pilot/Mission Commander, Volk Field WI 

Executive Officer, Transportation Company, Monroe WI 

UNITED STATES AIR FORCE, combat controller; Highest rank – Staff Sergeant 

EDUCATION 

Master of Science, Environmental Science and Policy, University of Wisconsin-Green Bay, 1996 

National Dean’s List 1993 – 1994 

Bachelor of Science, Political Science, Regional Analysis Minor, University of Wisconsin-Green Bay, 1992 

Summa cum Laude • Distinction in the Major 

Wisconsin Municipal Clerks Institute, University of Wisconsin-Green Bay, 2000-2002 (certificate) 

Municipal Administrator Continuing Education, including ICMA / WCMA 2001-2008 

COMPUTER SKILLS 

Microsoft Office Suite 

AFFILIATIONS 

International City/County Management Association (ICMA) 

Past Affiliations: Green Bay Area Exchange (Service) Club- Newsletter writer-publisher 

Board of Directors – University of Wisconsin-Green Bay Founders Association 

ADDITIONAL 

Commercial Pilot- Airplane- single and multiengine, instrument airplane; Helicopter, instrument helicopter 

Flight Instructor- Airplane- single and multiengine, instrument; Helicopter. FAA certificate # 2084069CFII 

Henry Luxem, p.2

Mayor and City Commissioners 

I/C/O Colin Baenziger 

City of New Smyrna Beach 

New Smyrna Beach, Fl 

Honorable Mayor and Members of the City Commission: 

I am excited about the opportunity to be considered for the City Manager Position for New Smyrna 

Beach. I am very familiar with both the New Smyrna Beach Community and many of the relevant issues 

facing its elected leadership. In that regard, I believe my candidacy offers the City Commission a distinct 

advantage; I’ll have a minimal learning curve to get up to speed on efforts to identify solutions. 

If I am the Candidate selected for the vacant City Manage position, I believe my primary role and 

responsibility as the new City Manager of New Smyrna Beach is to implement the policies and 

procedures adopted by the duly elected representatives of the community (i.e. the City Commission). 

Along with that overlying theme, I am convinced that it is vitally important for me to express my 

professional judgment to the Public, City Council, and Staff when formulating recommendations to the 

City Council. In that regard I am referring to the role I would have as a City Manager to insure that the 

City Government is fully accountable when communicating each of its decisions and the impacts they 

will have on every citizen. I am committed to insuring that appropriate performance measurement 

systems are established and that all stakeholders in the future of the community are provided with 

routine and informative reports that identify stated goals and measure the Organization’s efforts to 

accomplish them. In my last position I achieved that objective by establishing a strategic planning and 

community visioning process that blended the input of the community, the City Council, and the Staff, 

along with a transparent monitoring and reporting system. 

Equally valuable to the accomplishment of the City Commission’s goals is my ability to effectively 

communicate and guide the Employees toward the accomplishment of a common set of goals and 

objectives. Over the many years I have worked in the Public Sector I have developed a strong belief that 

an organization’s employees are the City’s daily “Ambassadors” with the public they serve. In that 

capacity, it is my responsibility to make sure that employees are fully informed about the goals and 

objectives established in a Strategic Plan adopted by the City Commission and understand how their 

daily duties and responsibilities affect the outcome of the Organization’s ability to be successful. To 

accomplish that outcome I have adopted a management philosophy that is based on the belief that 

employees are in their positions because they have the expertise necessary to succeed in their particular 

discipline. Department Directors and their employees must be held accountable for their Program’s 

successes and inadequacies, as long as they are provided with timely and relevant information, 

appropriate tools and equipment, adequate financial and organizational resources, and the political and 

administrative leadership they require to be successful. Delegating routine decision making authority to 

various layers of leadership within an organization is another underpinning of my management style. 

The future path to success for New Smyrna Beach will be determined, in part, by the Council’s selection 

of a new Chief Executive Officer. That individual will be charged with the obligation to generate and 

provide clear, relevant, and concise information in a timely manner to the City Council in order to insure 

that they are fully informed about the issues and potential consequences related to the choices they 

have at their disposal for each and every decision they will make.

I am passionate about my role as a Public Servant and I have dedicated a significant portion of my adult 

life to be well positioned for an opportunity like New Smyrna Beach, at least in terms of attaining 

educational credentials and earning a comprehensive and verifiable track record of accomplishments. 

Good decisions are fostered by improved communications and comprehensive information. 

Notwithstanding the above, it is imperative that those decisions be debated and concluded in an open 

and inclusive forum. 

Given the emerging trends in State Legislative Actions and Voter approved Constitutional Amendments, 

it is clear that Local Governments must adjust to a more restrictive Fiscal environment (both revenues 

and expenditures) than previously confronted with, while addressing the long term commitments and 

obligations entered into prior to the mandated changes. The process of modifying previous financial 

decisions and the actions implemented to achieve success (as defined in a publicly adopted strategic 

plan) is often tumultuous, especially when the change is a mandate from official bodies outside of the 

community and not a party to the original discourse that culminated in those decisions. Expectations of 

everyone involved with the City Government will be effected and the ensuing changes will have to 

undergo an open and inclusive dialogue. 

The impacts we in local government are facing as a result of the mandates imposed by the State 

Legislature, Federal and State Regulatory Agencies, and State Voters will present all stakeholders in the 

future success of the community with challenges that initially appear to be insurmountable and 

unjustified. The public will have to be educated on the changes they will experience in existing service 

delivery models and limitations on future expansions to address emerging needs; the City’s contractual 

partners will have to entertain the possibility of renegotiating previous Agreements, Employees will 

have to recognize the resource limitations of the Organization and still perform, and the City Council will 

be faced with making difficult choices between competing interests in a new era of limited resources. 

Improved communications to all stakeholders will be the foundation for offsetting the pejorative 

consequences of the new financial restrictions we all face. 

Finding solutions for the many problems and constraints facing everyone working in the public sector in 

this era of economic instability, state‐mandated revenue limitations, and competing interests for limited 

resources can be difficult and trying, but not unachievable. I can assure you that I stand ready for just 

such a challenge. I am fiscally conservative in my approach to recommending budgets and financial 

plans that adequately fund agreed upon service levels, accomplishes the goals identified in the 

commission’s strategic plan, and establish the foundation for the long term economic health and vitality 

of the community. While improving internal organizational performance can provide significant 

benefits, I also believe that municipal organizations should always consider alternative service delivery 

models in addition to traditional delivery methods. I am convinced that regional partnerships are a 

necessary component of delivering services and I have a significant background in formulating and 

negotiating those types of Agreements. 

While I consider my proven track record of accomplishments in the arena of governmental budget and 

finance as my “forte”, I am very confident that my equally proven track record of accomplishments in 

the areas of Land Use Planning, Economic Development, Organizational and Human Resource 

Development, Team Building, Strategic Planning and Performance Measurement, Project Management, 

improved public accountability, and Intergovernmental relations can be put to work achieving the goals 

and objectives of the City Commission. However, none of my previous accomplishments would have 

been possible without the partnerships and teamwork approaches that I helped establish between the 

Residents, City Commission, City Manager, City staff, and other regional stakeholders.

Providing the foundation for inclusive government is one of the vital links to the creation of an 

environment attractive to new businesses and conducive to the sustainability of existing businesses. 

Obviously, demonstrating political cohesion and direction is just one component of implementing a 

comprehensive Economic Development Strategy. Attaining that goal will require additional actions such 

as, a review of the City’s Land Development Regulations and the system employed to implement them, 

improving the City’s Fiscal Health, providing needed infrastructure, and most importantly, involving the 

Business community in the decisions that will affect them. 

My accomplishments in this area of local government are demonstrated most recently by the significant 

improvements in economic health for the community. For example, when I first started as the City 

Manager for Orange City the City had less than $500,000 in reserves, had a property tax rate of 5.38, 

and a total taxable value of property in its jurisdiction of $7,326,624. At the time I left their employ the 

City’s taxable value was $715,144,624, a 4.48 tax rate, and a Fund Balance of over $4.4 Million dollars. 

As a final note, I think it is imperative that as the community moves in that direction they must be 

focused on maintaining a balance between growth and protecting the City’s sovereignty and small town 

ambiance. Please recognize that the growth we experienced during those years was primarily fueled by 

commercial and business development. 

I am passionate and sincere about my role as a public servant and I look forward to the opportunity to 

speak with the Commission personally about my candidacy for the City Manager Position. 

Respectfully, 

John J. McCue

John J. McCue 

426 West Holly Drive 

Orange City, Florida 32763 

386.804.7677 

MCCUEJOHN@ROCKETMAIL.COM 

WORK HISTORY 

City Manager 

Orange City, Florida 

$20 Million Dollar Budget 

18,000 Residents – 125 employees 

1999 – 2008 

Accomplishments: Implemented Community Visioning, Implemented Strategic Planning and Reporting 

Systems, published first City-wide Newsletter, significantly expanded commercial development, 

successfully resolved regulatory concerns, participated in regional solutions to Fire/EMS and Utility 

Service delivery, expanded the application of technology, directed City response to numerous natural 

disasters, improved recruitment, retention and morale of employees, expanded and upgraded Police, Fire, 

and Park Programs, fully funded Capital Projects without incurring debt, increased operating reserves, 

funded increased service levels, and maintained a constant property tax rate, and improved citizen 

participation. 

Director, Resource Management 

Executive Director’s Office 

Florida Department of Revenue 

1997 – 1999 

Accomplishments: Incorporated strategic planning, performance measurement, data collection and 

analysis, and technology into the Program's decision-making process. Combined cross functional teams to 

improve operational outcomes by linking the collection and analysis of management information with the 

development of automated and technological solutions. Established the Department’s first Customer 

Advisory Panel. 

County Manager 

Wakulla County, Florida 


30,000 Residents – 190 Employees 

1995 – 1997 

Accomplishments: Established performance-based budget process, developed personnel policies, 

implemented pay and classification system, increased grant proceeds, increased public input into decision 

process, implemented community-based forums, and reduced tax rates while expanding services, received 

enterprise zone designation, expanded library and recreation programs and facilities, increased County 

involvement in State legislative affairs and established County presence in regional economic 

development activities. Decreased reliance on taxes to fund services, reduced insurance costs, coordinated 

industrial development and housing bond issues, established County's first water utility, expanded park 

system, utilized state funds to acquire beach property and sensitive lands for preservation, and guided the 

mitigation efforts from five major tropical storms.

Assistant to County Manager 

Leon County, Florida 


200,000 Residents – 260 Employees 

1991 – 1995 

Accomplishments: Organized the County's first coordinated approach to delivering housing, social 

services, and juvenile programs, developed a $50 million mortgage revenue bond issue, initiated joint 

City/County review of centralized emergency communications, established improved working 

relationship with the Sheriff, coordinated County, School Board, City, and State partnerships to establish 

a juvenile boot camp, improved organizational productivity without increasing staff, facilitated public 

review of Growth and Environmental Management, implemented one-stop building and environmental 

permitting, completed privatization studies, established performance measurement and reporting system, 

and designed and implemented automated budget development process. 

Management Analyst 

County Manager’s Office 

$2.5 Billion Dollar Budget 

1.6 Million Residents – 25,000 Employees 

Dade County, Florida 

1983 – 1991 

Accomplishments: Completed first County-wide survey of customer satisfaction, created county 

manager's performance report to the Board, media, and citizens, coordinated County's administrative 

policy process, coordinated the purchase of a multi-jurisdiction emergency communication system ($50 

million), participated in the County's response to court challenges of its minority set-aside program, 

reviewed and analyzed operating and capital budgets, increased privatization of services, coordinated 

presidential and pope visits, and assisted in the development of the County's first personal computer 

based election tabulation system. 

Adjunct Lecturer 

FSU and FIU 

State of Florida 

1988 – 1996 

Accomplishments: Design and teach graduate and undergraduate courses in international comparative 

budgeting, government administration, economics, career development, and public budget and finance. 

Florida International University 

Miami, Florida 

Masters of Public Administration – 1985 

Bachelor of Public Administration – 1983 

Santa Fe Community College 

Associate of Arts - 1979 

EDUCATION

SCOTT MORGAN 

15 LA COLINA TERRACE 

ANDERSON, CALIFORNIA 96007-2942 

(530) 378-1714 

May 12,2009 


Coh Baenziger & Associates 


Wehgton, Florida 33414 


Thank you for your recruitment notification for the position of City Manager for the City of New 

Smyrna Beach, Florida. In response to your recruitment, I am pleased to submit my candidacy for 

ths exciting position. Although you are aware of my background and of my interest in hs 

opportunity, I wanted to provide you with a brief recap and to address the three areas specifically set 

out in the recruitment. 

As you know, so far, I have served thrrty years in local government, both at county and city levels. I 

am a member in good standmg of the International City/County Management Association, and 

strictly abide by the ICMA code of ethcs. 

I am married. My wife Nancy and I have two children, Wfiam, 15, and Adeline, 13. Nancy grew up 

in Winter Park, Florida in the home her parents stLU live in. Nancy's sister now lives there as well. 

One of the primary reasons we are seekmg to relocate is so that my wife may provide her sister with 

some support in the care of their parents, and so that our chddren can spend more time with their 

grandparents whde they are st111 living. 

I am presently the City Manager for the City of Anderson, California. Previously, I served as Senior 

Assistant to the City Manager in Orange, California and as Executive Assistant to then-Orange 

County, California Supervisor Roger Stanton. I began my local government career in the Planning 

Department in the City of Fountain Valley, Cahfornia while sull in graduate school. 

I seek the opportunity to work in concert with the City Commission of the City of New Smyma 

Beach to serve New Smyrna Beach citizens, community organizations, and businesses. I offer the 

City my extensive and relevant local government experience and proven record of leadershp and 

success, and an eagerness and enthusiasm to support the Commission, manage the organization, and 

fully participate in the community life of the city. 

I love the City Management profession, and take satisfaction when I have had the opportunity to 

assist the City Council in developing good, professional worldng relationships with one another and 

with the City employee team, always with the unifying mission of better serving the citizens we serve. 

My management style may best be described as situational - accomplishing what needs to be 

accomplished in ways that are appropriate to the situation at hand. As a situational manager, I am 

comfortable being both decisive and collaborative, and whde solution-oriented, I understand the 

imperative of being accountable for legal, ehcal, and fair processes throughout the organization.


May 12,2009 

Page 2 

Importantly, I am always well-prepared, have a sense of urgency, and consistently employ a good 

sense of timing. My judgments are sound and well-thought out. Most people like me and enjoy 

worlung with me, both within and outside the organization. I am proud that we have developed a 

culture of hgh personal and organizational standards that have earned us the respect of the 

community we serve. 

As a manager, I seek to be accountable for maldng good hires, for excellent, timely and appropriate 

communications in all forms, and for visible results. My particular areas of strength are in land 

planning, historic preservation and neighborhood improvement, and business development. I am 

also quite skilled in budget development and short and long-range capital improvement and financial 

planning. 

In my eleven years with the City of Anderson, our City's team has: 

Strengthened the financial position of the City and prepared us for weathering the ongoing 

worldwide credit turmoil and recession. 

Supported the development of important new businesses, includmg the fifst LEED goldcertified 

hotel in the regon. 

Cultivated a "can do" organizational culture, reduced workers compensation claims, and 

experienced zero personnel lawsuits. 

Constructed several public works improvements in previously neglected neighborhoods and 

transformed a crime-riddled, ddapidated apartment complex into safe, attractive, and 

affordable rent-and-age-restricted senior citizen apartments. 

Developed improved City communications with citizens, businesses, and community leaders. 

Worked successfully with numerous federal, state, and local government partners in 

developing and implementing several successful projects and programs, including the U.S. . 

Department of Transportation, U.S. Department of Agriculture, State Department of 

Business, Housing and Transportation, and neighboring local governments. 

Contributed a leadership share towards the palpable sense of greatly improved pride of 

citizens and businesses in our community. 

Attracting jobs to the New Smyrna Beach community will require active partnering in the marketing 

of best-fit sites for particular businesses. With respect to greenfield sites, I have found that getting to 

know key property owners and learning their goals and objectives, even before they may be 

considering sehg their property, can be a great advantage when the City seeks to recruit a particular 

business. For example, the City of Anderson has developed a detailed site proposal in concert with a 

property owner for a proposed $200 d o n state courthouse complex. Because of the homework we 

have done, and the relationshps we have established, even though Anderson is not the county seat, 

we believe that our site proposal has an excellent chance of being the site that is selected by the 

Administrative Office of the Courts.


May 12,2009 

Page 3 

My vision for New Smyrna Beach would be that the City steadfastly lead community-wide efforts to 

- 

assure that even as improvements are made, the community retains its strong community identity and 

sense of place. I believe that New Smyrna Beach's uniqueness is an incredble asset that not all 

communities have, and is an asset that should be valued, nourished, and preselved. 

In accordance with your recruitment, enclosed with this cover letter is my rCsumC. I loolr forward to 

the next phases of the recruitment process, and am hopeful that my canhdacy wd be considered 

favorably. 

Sincerely, 

-e 

Scott Morgan 

Enclosure

SCOTT MORGAN 

15 LA COLINA TERRACE 

ANDERSON, CALIFORNIA 96007 

HOME (530) 378-1714 

OFFICE (530) 378-6650 

OFFICE E-MAIL smorgan@ci.anderson.ca.us 

EXPERIENCE 

Citv Mana~er. Citv of Anderson. California. 1997 - present 

Enjoy the confidence of a supportive City Council in managmg a cohesive organization that is 

appreciated and respected by the citizens and businesses of ow community. Key personal and 

organizational success areas have included: 

assisting retad, office, and industrial businesses growth, improving the community's job and 

tax base, 

supporting good City Council policy-making in presenting complete, well-reasoned, clear 

recommendations, 

providing professional support of City Council goal-setting, support of relationslup-buildmg 

among City Council members, and support for improved effectiveness of each indvidual 

Council member, 

leading by example, improving organizational responsiveness to, and accountability to, 

citizens and businesses, 

establishing and maintaining excellent press and public relations and near universal favorable 

coverage, and 

delivering consistent, timely and appropriate internal communications at all times. 

Additionally, we have: 

established the City's first redevelopment project area funded through property tax 

increment, and subsequently delivered several lugh profile downtown projects that are the 

pride of the community, 

formed an economic development-enhancing wastewater and storm drain assessment 

&strict, comphented by the financing and development of two new municipal water wells, 

negotiated and managed a new franchise agreement and roll out of the City's first mandatory 

automated residential waste, recycling and greenwaste program, 

purchased, developed, and redeveloped several park properties, 

established an interdepartmental task force to focus City code enforcement efforts, 

greatly improved the City's primary commercial arterials and the pavement conditions of a 

vast majority of City's streets, 

remodeled the Police Department building and rebuilt the City's 91 1 dispatch system, 

redeveloped the most crime-ridden, blighted property in the City, 

developed a new Teen Center, 

fostered good relationships with neighboring and overlapping local governments, 

partnered with federal and state agencies in project development and program delivery, and 

improved the City's financial position.

Scott Morgan 

Page 2 

Senior Assistant to the City Manacer. City of Orange. California. 1989 - 1997. 

City of Orange experience included serving as the primary budget officer for the City, hecting 

preparation and monitoring of the City's $133 million all funds budget. I managed special projects, 

revenue and management studies; represented management in labor negotiations with employee 

bargaining groups; provided staff support to the City Manager in implementing a hrring freeze, 

layoff program and in reorganizing work assignments with reduced personnel; provided legislative 

and support services to the Mayor and City Council; and, in coordination with the City Attorney, I 

assisted in negotiating contracts and settlement agreements. Serving as Revenue Manager from 1994 

to 1995, I directly supervised a staff of twelve, with responsibility for all City and Redevelopment 

Agency revenues in accounts receivable, utihty billing, and business license. 

Executive Assistant. Countv of Oranpe, California. 1981 - 1989. 

Executive Assistant to Supervisor Roger Stanton, an elected official represenung more than 400,000 

constituents. Advised, recommended, supported and initiated policies and programs in the 

functional areas of redevelopment, housing, planning, parks and recreation, public worlrs, 

transportation, flood control, public safety and administration. Assisted citizens and businesses in 

resolving problems with the County. Worked in close coordination with operating departments, 

other supervisorial offices, cities and special districts. As Chef of Staff from 1987 to 1989, I dnected 

the policy analyses and office operation of the four professional and three clerical staff. 

Housing & Communitv Develowment Coordinator. Citv of Fountain Vallev. Cahfornia. 1979 - 1981. 

Responsible for managing the City's Housing and Community Development Block Grant Program. 

Included designing, implementing, monitoring and evaluating community development projects; 

working with federal and local officials in project development and program implementation; and 

developing good working relationships with citizen organizations. 

Plan- Intern. Citv of Fountain Valley. California. 1978 - 1979. 

Under supervision of the Planning Director, conducted various research projects, helped in drafting 

a revision to the Housing Element of the General Plan, assumed several planning, redevelopment, 

and zoning enforcement duties, and performed specialized community development functions. 

Teachhg Resident/Teacm Assistant. University of California. Irvine. 1976 - 1977. 

Designed and implemented special-interest programs for Social Science Dorm, including studentfaculty 

dinners, lectures, films, retreats, and academic counselmg. 

Production Hel~er/Machine Owerator. Coca Cola Foods Division. Anaheim. California. Tune - 

Sewtember. 1975 - 1978. 

Worked all areas of the plant during peak summer production months. Job financed college 

education.

Scott Morgan 

Page 3 

EDUCATION 

Master of Science Demee in Administration. Graduate School of Mana~ement. University of 

California. Irvine. 1980. 

Emphasis in public administration with concentration in intergovernmental relations, public 

organization finance, and urban economics. GPA: 3.6. 

Bachelor of Arts De~ree in Political Science. School of Social Sciences. Universitv of California, 

Irvine. 1978. 

Courses included Politometrics and Political Science Honors Seminar. GPA: 3.5. Dean's Honor List. 

Published. Graduated top 12 percent of class. 

All Saints Episcopal Church 

Past Senior Warden 

Anderson Rotary Club 

Past President 

American Society for Public Administration 

Past President, Orange County Chapter 

International City and County Management Association 

Member 

League of California Cities 

Past Community Services Department Board Member 

Past Revenue and Taxation Policy Committee Member 

Past President, Sacramento Valley Division, City Managers Department 

Redding Aquatics Swim Club 

Past Board Member 

Santa Ana Historical Preselvation Society 


Shasta County United Way 

Past Board Chairman 

Superior California Economic Development District 

Board Member; Loan Committee Member; Past President

JEFFREY I. NAFTAL 

9103 Green Meadows Way • Palm Beach Gardens, Florida 33418 

954.258.8955 • stout6@bellsouth.net 

Dear Sir/Dear Madam: 

If New Smyrna Beach is in need of a City Manager with more than 20 years of experience in managing 

multimillion dollar budgets, conducting ambitious capital projects from concept to completion, and providing an 

unsurpassed standard of living for city residents, please spend a moment reviewing my resume. My extensive 

background in all facets of local government has rendered me uniquely qualified to assess operations and define 

organizational assets and liabilities. I am highly adept at deploying operational analysis in the development of 

procedural modifications that reduce costs while optimizing institutional performance. Moreover, my talent for 

strategic planning and problem solving enables me to deliver extraordinary project and program outcomes while 

remaining on schedule and under budget. I have built a remarkable track record of implementing innovative 

procedural and technological enhancements to promote city objectives and ensure organizational excellence. 

My success as a city manager also derives from my rare aptitude for organizational leadership and relationship 

building. I excel in workforce optimization and am highly proficient at selecting, recruiting, and training quality 

personnel. Moreover, my propensity for devising professional enrichment, assessment, and incentive programs 

ensures that the city will continue to benefit from the outstanding performance of its employees. These talents for 

motivating and mentoring my staff also extend to my relationships with key figures beyond the office door; my 

aptitude for building productive and enduring relationships with city leaders, union organizers, citizens, and key 

third parties enables me to promote city business through the strategic cultivation of mutually beneficial 

partnerships. I am now seeking to bring these skills to bear for a city such as yours. 

Among my most significant achievements in local government are: 

• Spearheading $2.8M parks renovation program; 

• Devising town-wide Wi-Fi program to promote public safety and generate revenue growth through its use by 

emergency personnel and private citizens; 

• Boosting public safety through implementation of mobile computing program for local law enforcement; 

• Rescuing thousands of dollars in IT expenditures by replacing outmoded computer system with state of the 

art technology; 

• Salvaging thousands of dollars in lost time expenditures through adoption of automated time clock system; 

• Optimizing organizational efficiency policy development and process reengineering; 

• Promoting workforce excellence through staff assessment and incentive programs; 

My management style utilizes two approaches. First, I believe in delegating responsibility. I allow the 

professionals who work for me to exercise their professional judgment in managing their areas of expertise. 

Should they fail in meeting objectives or managing their staff or department, they are held responsible. The 

second part of this is that I am very hands on. I make sure I know what is happening in all departments so that I 

can make sure that these professionals are managing appropriately. This two part approach has led to happy, 

productive employees and quality service for the residents of the cities I have worked for. 

My vision for New Smyrna Beach involves maintaining the “old Florida” feel without sacrificing development 

opportunities. I was successful at this with my last city and can be successful for New Smyrna Beach as well. 

What I do is ensure that development fits the character of the city while still providing value to the developer. In 

reviewing New Smyrna Beach’s Land Development Code, maps and other information I have some thoughts on 

how to be successful at this type of development. This will probably involve four main areas: overall Land 

Development Code revisions; strengthening and better utilizing the CRA; development around the airport; and, 

development around the I-95 exit. 

Resume

The airport and I-95 exit areas are important because they can be the focus of bringing in new business and 

other development to the city. And the types of businesses which could be developed in these areas would be 

ideal for attracting younger residents who might otherwise leave to work elsewhere. The key is identifying the 

available land, ensuring the zoning is appropriate for the desired uses, and marketing the land to the right 

developers. I have experience with this in all of my prior cities. The CRA has a dual importance, in retaining the 

character of the city and bringing in business development for the city. Office and other commercial development 

are certainly appropriate for these areas and can fit the character of the community while providing valuable jobs 

for residents. 

Finally, the Land Development Code is extremely large, often repetitive, and can and should be streamlined to 

attract residential, commercial or industrial development where the Commission desires it. This can be the 

airport or I-95 exit areas as noted above or other areas determined by the Commission at a later date. Working 

on the overall Code will also allow the Commission and residents to indicate what types of development 

(residential and commercial) they are looking for and where in the City they believe it should be. This will ensure 

that future development is welcomed, not repulsed. And changes to the Code should be done to ensure that 

future development will fit with the character of the community as desired by its residents and Commissioners. 

That way no matter where development occurs (the airport, the I-95 exit, the CRA, west New Smyrna Beach, 

etc.) and no matter what type of development (residential, commercial, office, industrial, etc.) the community’s 

character will remain stable. 

I have devoted my career to expertly conducting city business, providing citizens with an exceptional quality of 

life, and promoting the unparalleled performance of local government. Please contact me at your convenience to 

further discuss how I may contribute to New Smyrna Beach’s success. Thank you in advance for your time and 

attention. I look forward to hearing from you. 

Sincerely, 

Jeffrey I. Naftal 

Resume

JEFFREY I. NAFTAL 

9103 Green Meadows Way • Palm Beach Gardens, Florida 33418 

954.258.8955 • stout6@bellsouth.net 

CITY MANAGER • ASSISTANT CITY MANAGER 

Expert City Manager with more than 20 years of experience in fostering organizational excellence at all levels of local 

government. Administer multimillion dollar budgets and secure revenue growth through operational analysis and 

process remediation. Recruit top personnel, implementing assessment and development strategies to promote 

outstanding performance. Conduct program development from concept to completion, ensuring delivery of superlative 

results on time and under budget. Spearhead negotiations with key parties, including labor unions, contractors, and 

third parties to advance organizational and revenue goals. Cultivate enduring alliances with city leaders, businesses, 

public organizations, and private citizens through relationship building, strategic networking, and community outreach. 

Multimillion Dollar Project Management • Project Lifecycle Management • Change Management 

Relationship Building • Process Analysis/Reengineering • Cost Avoidance • Cross-Functional Team Leadership 

Planning & Forecasting • Personnel Recruiting, Training, & Retention • Labor Relations • Regulatory Compliance 

Capital Project Development • Consensus Building • Multimillion Dollar Budget Administration • Media Relations 

Negotiations • Policy Development • Organizational Development • Community Outreach • Revenue Growth 


TOWN OF JUNO BEACH, FLORIDA • 2005-2008 

Small municipality with $6M annual budget and 39 town employees. 

Town Manager 

Served as municipality’s Chief Executive Officer. Implemented policies formulated by Town Council. Administered 

budgets and expenditures as defined by Council. Utilized staff resources, technological innovation, and strategic 

planning skills to meet revenue goals. Coordinated senior staff meetings. Regularly engaged with Council members to 

provide administrative updates and formulate procedural modifications. Collaborated with developers, contractors, 

town residents, and key third parties to promote town business. Orchestrated hiring, training, dismissal, and 

performance evaluations for town employees and external support staff. Represented town at all major public events 

and regularly attended meetings of the Town Council, Planning and Zoning Board, and Development Review 

committees. Led negotiations with labor unions, developers, and contractors. Defined public and personnel policies. 

• Launched one of Florida’s only town-wide Wi-Fi Networks to include public safety component and residential pay 

for service program; the $150K program is projected to reach profitability within 2 years. 

• Avoided revenue loss by completing numerous capital improvement projects facing grant expiration. 

• Secured operational excellence through workforce optimization, including renovating employee assessment 

procedures and instituting awards programs for performance excellence. 

• Directed culture change through policy modification, including establishing weekly staff meetings and formulating 

new reporting techniques to promote employee unity, knowledgeability, and common purpose. 

• Strategically recruited and trained top talent, including hiring Police Chief, Public Works Director, Town Clerk, and 

Project Coordinator. 

CITY OF HALLANDALE BEACH, FLORIDA • 1996-2005 

Municipality with approximately 475 employees and an operating budget of $39M. 

Assistant City Manager (1998-2005) 

Reported directly to City Manager. Assisted in and periodically assumed sole supervision of city budget and project 

planning. Regularly attended senior staff and City Council meetings. Engaged with business owners, contractors, and 

residents to administer city business. Collaborated with City Commissioners, and defined agendas and conducted 

presentations for Commission meetings. Coordinated staffing activities for Manager’s office. Assumed direct 

responsibility for key city departments, including Information Technology, Parks and Recreation, City Clerk’s office, 

Public Works, and Personnel. Defined departmental direction and spearheaded reorganization efforts within each 

division. Orchestrated search for departmental directors and led pending projects to completion. Administered multiple 

elections. Successfully applied for more than $1M in grants. 

• Directed $2.8M project to renovate town’s largest park and significantly improve 3 additional parks in the city, 

collaborating with design-build contractor to ensure timely and cost-effective completion of project. 

• Rescued thousands of dollars in revenue through installation of innovative telephone system. 

Resume

JEFFREY I. NAFTAL • Page 2 • stout6@bellsouth.net 

CITY OF HALLANDALE BEACH continued: 

• Boosted public safety through launch of mobile computing program for police department, installing laptops in 

police vehicles to enable on-site computing and increased police presence in communities. 

• Coordinated privatization of city’s aquatic operations. 

• Spearheaded development of city’s first affordable housing project. 

• Designated to lead startup of new city of West Park, Florida, including coordinating city staffing, budgeting, and 

planning from the ground up. 

• Received City Council’s Certificate of Recognition for outstanding performance as assistant manager. 

Assistant Personnel Director (1996-1998) 

Provided assistance to the departmental director as needed. Managed department staff. Led union negotiations. 

Coordinated records retention and database maintenance. Defined and administered agenda relating to personnel 

department. Regularly attended and participated in Civil Service Board meetings. Maintained regular contact with City 

Commission, City Manager’s office, and personnel. Orchestrated applicant testing and employee training. 

• Rewrote the Civil Service Ordinance to reflect modifications required by law or requested by the City Manager and 

Commission, ensuring its ratification by the Civil Service Board and City Commission. 

• Salvaged thousands of dollars in lost time expenditures through implementation of automated time clock system to 

facilitate more accurate and expeditious tracking of city employee work hours. 

• Promoted directly to position of Assistant City Manager, bypassing departmental directorship as traditional next 

step in the city’s chain of command, due to exceptional performance. 

TOWN OF SURFSIDE, FLORIDA • 1987-1996 

Small municipality with operating budget of approximately $6M and 80 town employees. 

Assistant Town Manager/Town Clerk 

Reported directly to Town Manager and assumed responsibility as needed in the execution of operating budgets and 

town projects. Regularly participated in meetings with senior staff. Collaborated with residents, business owners, and 

key third parties to promote town projects. Interfaced with Town Commissioners and defined Commission meeting 

agendas. Delivered presentations regarding town business at Commission meetings. Managed Building and Planning 

personnel. Assumed risk management duties, including administering insurance programs. Managed liability and 

workers’ compensation claims. Supervised numerous aspects of town operation, including emergency and floodplain 

management, ADA administration, municipal elections management, and union negotiations. Directed capital projects 

and secured funding through grant writing. Administered personnel and led departmental structuring. 

• Rescued thousands of dollars in annual insurance expenditures by reducing town’s experience modification rate 

for liability insurance from 10% to less than 2%. 

• Salvaged thousands of dollars in IT costs by replacing town’s obsolete computer system with state-of-the-art 

technologies still in use more than 20 years after adoption. 

• Renovated election process and provided Council-and-voter-approved Charter modifications to promote head to 

head electoral races between incumbents and challengers. 

• Avoided thousands of dollars in labor costs by successfully assuming tasks that would have been apportioned to 

outside contractors or additional staff. 

EDUCATION 

Master of Science in Public and Human Resource Management 

St. Thomas University, Miami, Florida 

Bachelor of Arts in Political Science 

George Washington University, Washington, D.C. 


International City/County Management Association 

Florida City and County Management Association 

Palm Beach County City Managers Association 

ICMA Credentialing in Process 

Resume

D. WAYNE O'NEAL 

EXECUTIVE SUMMARY 

EDUCATION 

• IIMC - Certified Municipal Clerk – 2005 

• ICMA – Credentialed City Manager - 2003 

• M.P.A. 1983 - Oakland University 

• B.A. 1974 - University of Michigan 

• A.A. 1972 - Wayne County Community College 

EXPERIENCE 

• 30 years in City Management – 23 Years as a City/County Manager 

• Labor Relations, Contract Negotiation and Administration 

• Negotiated Cable TV Franchises in three communities 

• Policy Development and Strategic Planning 

• Community Development and Growth Management 

• Downtown Development, Economic Development and Urban Renewal 

• Capital Improvement Programs and Municipal building projects 

• Excellent Interpersonal and Communication skills 

• Intergovernmental Cooperation - Served on Solid Waste, Water and Cable TV Authorities 

• Information Systems 

• Risk Management 

• Budget Preparation and Financial Management 

• Public Relations and Community Involvement 

• Involved in Professional Organizations 

• Grant Procurement and Administration 

• Leadership Development 


• Legislative Liaison

D. Wayne O’Neal 

ICMA-CM, IIMC-CMC, MPA 

214 Pare St. 

Clawson, MI 48017 

863-342-4291 Home, 248-496-9445 Cell 

EDUCATION 

M.P.A. - Oakland University 

B.A. - University of Michigan 

PERTINANT RELATED EXPERIENCE 

APRIL 2007 TO JULY 2008, HENDRY COUNTY, FLORIDA 

COUNTY ADMINISTRATOR 

Hendry County is a full service county located in southwest Florida south of Lake Okeechobee between Palm 

Beach and Lee Counties. It has a population of 40,000 and a land area of 1,164 square miles. Hendry County 

has an elected Board of County Commissioners elected by district. The Chair and Vice-Chair are elected by the 

BOCC members. The BOCC General Ad-valorem budget is 22 million dollars and the total of all funds are in 

excess of 91 million dollars. Staff consists of 180 FTE’s and 200 part time employees. My salary is 

$128,750.00 plus a $5,000.00 administrative reimbursement. 

My duties and powers as enumerated in the code of ordinances are to advise the board of county commissioners 

in its role as the policy-setting governing body of the county. Specifically, Administer and carry out the 

directives and policies of the board. Enforce all orders, resolutions, ordinances, and regulations of the board. 

Report to the board, on action taken pursuant to any directive and provide an annual report to the board on the 

state of the county, the work of the previous year, and any recommendations as to actions or programs deemed 

necessary for the improvement of the county. 

Provide the board, or individual members thereof, upon request, with data or information concerning county 

government and to provide advice and recommendations on county government operations to the board. 

Develop, install and maintain centralized personnel, legal, and purchasing procedures. Cooperate with the clerk 

of the court of the county, to supervise the care and custody of all county property, Recommend to the board a 

current position classification and pay plan for all positions in county service. Select, employ, and supervise all 

personnel and fill all vacancies, positions, or employment under the jurisdiction of the board. Suspend, 

discharge, or remove any employee under the jurisdiction of the board pursuant to procedures adopted by the 

board. See that all terms and conditions in all leases, contracts, and agreements are performed and notify the 

board of any noted violation thereof. Attend all meetings of the board with authority to participate in the 

discussion of any matter. Perform such other duties as may be required of him by the board of county 

commissioners. 

D. Wayne O’Neal 2

ACCOMPLISHMENTS 

Submitted a balanced budget for 2007 - 2008. This budget had reduced expenditures of approximately twenty 

percent accross the board. These expenditure reductions were added to reductions that I initiated in the 2006 - 

2007 budget shortly after coming to the county. These two budgets ended with a possitive fund balance. 

Prepared a balanced budget for 2008 - 2009. This included a ten percent reduction in expenditures where 

possible without eliminating a department. A total of seventeen positions were eliminated. 

Capital and economic development projects included an industrial park at the county owned Airglades Airport, 

Emergency Operations Center, Special Districts Building, Clewiston Sub-Office Building, Courthouse 

renovation and a 96-bed Jail Expansion Project. 

Major planning projects included the final calibration of the Fiscal Impact Analysis Model, amendments to the 

Land Development Code, completion of the Evaluation and Appraisal Report (EAR) and completion of the 

Rural and Agricultural Lands Study. 

I was appointed to the Florida Government Utilities Association (FGUA) and Florida Heartland Rural 

Economic Development Intiative (FHREDI) Board of Directors, elected Treasuer, County representitive 

to the Public Risk Management Group Health Trust and Self Insurance Pool. 

MAY 2000 TO JULY 2006, CITY OF EASTPOINTE, MICHIGAN 

CITY MANAGER/CITY CLERK 

The City of Eastpointe is a full service city located in Macomb County with a population of 34,077, 5.1 square 

miles and 99 miles of roads. Eastpointe has an elected Mayor and four Councilpersons elected at large. The 

Mayor has no veto power. The General fund is 17 Million dollars and the total of all funds is in excess of 67 

Million dollars. Staff consists of 175 full time and 330 part time employees. My salary is $94,694.00 plus 

$12,000.00 deferred compensation. 

My responsibilities also include those of the City Clerk and Personnel Director. Lead negotiator for all labor 

contracts and agreements. Supervise employee contracts, compensation and benefits program. Prepare and 

administer the annual budget. Coordinate the activities of the City Attorney, consultants and risk management. 

Chairman of Eastpointe Building Authority. Secretary to Eastpointe Employees Pension Board. Voting Member 

of the Downtown Development Authority. Liaison to the 38 th District Court. 


Succeeded in passing a voter approved five-year seven mil tax increase for public safety. 

Prepared Five balanced budgets and had an increase in fund balance of $163,000 in 2003 - 2004, $966,000 in 

2002 - 2003, $567,000 in 2001 - 2002 and $336,000 in the 2000 - 2001 fiscal year for a total fund balance 

increase of $2,032,000. 

D. Wayne O’Neal 3

Obtained a refund of $446,000 for overcharges from the Detroit Water and Sewage Department and the 

Southeast Macomb Sanitary District. Recovered $150,000.00 in over charges for rubbish removal costs. 

Negotiated six-year contracts with the Command Officers Association, Police Officers Association and 

Teamsters. Completed the District Court Building Complex. Expanded the city website. Procurement of Traffic 

Signal Grant and grants for road construction and park playground structures. Implementation of new 

Pentimation Purchasing Software. Liaison with other units of government. Developed Capital Improvement 

Program. 

JUNE 1985 TO JUNE 1998, CLAWSON, MICHIGAN 

CITY MANAGER 

The City of Clawson is a full service city located in southeastern Oakland County with a population of 13,873, 

2.4 square miles and 40 miles of roads. Clawson has an elected Mayor and four Councilpersons elected at large. 

The Mayor has no veto power. 

The General fund is 6.1 Million dollars and the total of all funds was in excess of 10 Million dollars. Staff 

consists of 60 full time and 40 part time employees. My starting salary was $36,000.00 and my ending salary 

was $76,000.00. 

A summary of my responsibilities include the enforcement of all laws and ordinances manage and supervise all 

public improvements, utilities and contracts. Negotiator for all labor contracts and agreements. Supervise 

employee contracts, compensation and benefits program. Prepare and administer the annual budget. Personnel 

Director and Purchasing Agent. Coordinate the activities of the City Attorney, consultants and risk 

management. Executive Director of the Downtown Development Authority. 


Negotiated renewal of cable television franchise agreement. Negotiated franchise agreement with second cable 

provider to offer competition and better services to our citizens. 

Activation of the Downtown Development Authority that was established in 1977 and remained inactive until 

1990. The D.D.A. developed a streetscape plan and a Tax Increment Finance plan approved by the City 

Council. Installation of $1.5 Million dollar Downtown streetscape project. This was partially funded with an 

Intermodal Surface and Transportation grant. 

Developed the first Capital Improvement program, which is on a Five-year cycle and updated annually. 

Privatization of rubbish removal with increased services and an annual saving of $45,000.00. Privatization of 

the cleaning of city owned building with an annual saving of $10,000.00. 

Procured and administered the computerization of all departments of the city. This included voter registration 

and accounting package, payroll and software programs for engineering and other functions. MIS information 

system is updated annually through the capital improvement program. 

D. Wayne O’Neal 4

Increased the General Fund balance by $1,500,000 from 6/30/85 to 6/30/97. 

Replaced all water meters with state-of-the-art meters with electronic remote reading capabilities. 

Converted vacant school into a Recreation Senior/Community center that offers such programs as Latchkey, 

recreation classes and adult education. The majority of funds for this project were from grants. 

Updated the Master Land Use plan, Zoning Ordinance and Zoning Map. 

Obtained three $25,000 grants from the State of Michigan for the Library roof, Gazebo and Community Center 

parking lot. Received a $148,000 grant from the Department of Natural Resources for a Park Concession 

Stand/Restroom Facility and park playground equipment. 

Completed street paving and sewer replacement projects on time and under budget. 

Completed compensation study and job descriptions for all non-union personnel. Developed new personnel 

manual and standard operating procedures for all classifications. 

APRIL 1983 TO JUNE 1985, KEEGO HARBOR, MICHIGAN 

CITY MANAGER 

The City of Keego Harbor is a full service city located in Oakland County with a population of 3,083,6 Square 

miles and 12 miles of roads. Keego Harbor has a five member City Council elected at large and the Mayor is 

elected by the City Council and has no veto power. 

The General Fund is $275,000 and all funds total more than one million dollars. Staff consisted of 12 full time 

and 4 part time employees. My starting salary was $28,000 and my ending salary was $32,000. 

A summary of my responsibilities: Enforce all laws and ordinances, supervise department heads and to monitor 

all public works, utilities and contracts, prepare and administer the annual budget and to function as the 

Purchasing Agent and Personnel Director. Represent the city at all labor negotiations. 


Increased General Fund surplus from $26,000 to $225,000. Established a Capital Improvement Program 

for the replacement of all major equipment and needed repairs to streets and city owned buildings. 

Assisted in the development of a major shopping center and office complex in the downtown business district. 

Updated the Master Land Use Plan, Zoning Ordinance and Zoning Map. 

Negotiated the first Cable Television Franchise Agreement. 

Reduced consulting fees. Implemented a new risk management program that increased the city's insurance 

coverage from two million to ten million dollars with an annual saving of $6,500. 

D. Wayne O’Neal 5

ADDITIONAL EXPERIENCE 

DECEMBER 1999 TO APRIL 2000, MADISON HEIGHTS, MICHIGAN 

ASSISTANT DIRECTOR of PUBLIC SERVICES 

Madison Heights is located in Oakland County, Michigan with a population of 32,196 and 7.25 square miles. 

My primary responsibilities were to assist the Director in the day to day operations of a full service public 

service facility. Departments within this area were Water and Sewer, Streets and Highway, Sanitation, Parks 

and Recreation, Senior Citizen Services and Motor Pool. My salary was $69,650.00 with full benefits. 

APRIL 1999 TO DECEMBER 1999, MARION TOWNSHIP, MICHIGAN 

TOWNSHIP PROJECT MANAGER 

Marion Township is located in Livingston County, Michigan with a population of 6,200, 36 square miles and a 

120 miles of roads. Marion Township has a Board of Trusties consisting of a Township Supervisor, Treasurer, 

Clerk and two at large Trusties. I was responsible for the budget and construction of a twenty-two million-dollar 

sewer project. 

I was able to lend my expertise to the Township for the transfer of ownership of the Cable Television Franchise 

and securing a significant franchise fee. I developed a comprehensive Personnel Manual and related policies for 

smoking, computer use, race and sexual harassment, drug use and Family Medical Leave Act. Codified and 

updated the Zoning Ordinance. Researched and procured a Geological Information System. My salary was 

$75,000.00 with no benefits. 

OCTOBER 1998 TO MARCH 1999, HOWELL, MICHIGAN 

INTERIM CITY MANAGER 

The City of Howell is a full service city located in Livingston County with a population of 8,450, 3.8 square 

miles and 60 miles of roads. Howell has an elected Mayor and Six Councilpersons elected at large. The Mayor 

has no veto power. 

The General fund is 7.2 Million dollars and the total of all funds is in excess of 12 Million dollars. Staff consists 

of 67 full time and 55 part time employees. My salary was $40.00 per hour plus ten percent-deferred 

compensation. 

I was responsible for the daily activities of the organization. Projects that were completed and/or continued 

included annexations, expansion of the wastewater treatment plant, development of a Fire District, preparation 

of the 1999 - 2000 budget, expansion of the largest tax payer using an M.D.O.T. transportation grant, T.I.F.A. 

bonds and C.D.B.G. funds and site plan approvals for several major land developments. 

D. Wayne O’Neal 6

MARCH, 1975 TO APRIL 1983, CITY OF SOUTHFIELD, MI 

SENIOR ADMINISTRATIVE ASSISTANT TO THE DIRECTOR OF PUBLIC SAFETY 

The City of Southfield is a full service city located in southeastern Oakland County with a population of 76,000, 

26.4 Square miles and 264 miles of roads. Southfield has an elected Mayor and seven Councilpersons elected at 

large. The Mayor has veto power. The city has an appointed Administrator. 

The General Fund is 60 Million dollars and all operating funds are in excess of 100 Million dollars. The staff 

consisted of 700 full time employees. My starting salary was $6,000.00 and my ending salary was $24,000.00. 

The Public Safety Group is comprised of an administrative division that coordinates and oversees the operation 

of the Police, Fire and Civil Defense. There are 301 employees and a budget of $18,500,000. This assignment 

was from December 1982 to April 1983. 

ADMINISTRATIVE DUTIES 

Assist the Director in areas of policy formation, program development, financial evaluation and the preparation 

of the Public Safety budget. Assisted the Director with personnel and labor relations. Worked through the 

Grievance procedure on maters associated with contractual disputes. 

SR. ADMINISTRATIVE ASSISTANT TO THE DIRECTOR OF PUBLIC SERVICES 

The Public Services Group is comprised of an administrative division, which oversees the following 

departments: Building and Safety Engineering, Planning and Economic Development, Facilities Maintenance, 

Streets and Highways, Transportation, Engineering, Water and Sewer, Motor Pool and Sanitation. There were 

136 employees and a budget of $17,500,000. 

ADMINISTRATIVE DUTIES 

This position had the same duties as the previous position. I was also responsible for the Motor Pool. I 

administered and developed a routine maintenance schedule and an ongoing evaluation and replacement 

program for a fleet consisting of 200+ units. 

I was the Staff Liaison to the Cable Television Committee. I assisted with the establishment of the Franchise 

process, prepared informational materials for the committee consisting of a 100-page text on the background of 

cable television. Successful completion of franchise process. I was assigned the task of monitoring the 

construction of the system in compliance with the franchise agreement. This assignment was from April 1979 to 

December 1982. 

ADMINISTRATIVE ASST. AND CODE OFFICER - BUILDING AND SAFETY ENGINEERING 

Office manager for twenty-two clerical staff, plan review and safety inspectors. Responsible for the issuance of 

all Certificates of Occupancy. Liaison to the Zoning Board of Appeals and Planning Commission. Department 

liaison on site plan review committee and other boards and committees. This assignment was from March 1975 

to April 1979. 

D. Wayne O’Neal 7

Married to Colette, Daughter Megan and son Brian. 

D. WAYNE O’NEAL 

Professional Affiliations and References 

Excellent health. Hobbies are running, weight training, fishing and golf. 

PROFESSIONAL ASSOCIATIONS 

Elected to Michigan Municipal Workers Compensation Board of Trustees in 1993. Vice-Chairman in 1996. 

Chairman 1997. Assets estimated at $100 Million dollars. 

International City and County Management Association - Full Member and Credentialed City Manager (CM). 

International Institute of Municipal Clerks – Full Member and Certified Municipal Clerk (CMC). 

Michigan Local Government Management Association, Elected to Board of Directors in 1998. Past Chairman 

of Managers Recognition Committee, Chairman of 1999 and 2003 Winter Institute Planning Committees, 

Chairman of Summer Institute Planning Committee. 

Chairman of South Oakland County City Managers Association 1989 - 1990. 

CIVIC LEADERSHIP 

Current member of the LaBelle, FL Rotary Club., Eastpointe Rotary Club, Clawson Rotary Club - Past 

President and Charter Member. Awarded Paul Harris Fellow – 1998. Clawson Lions Club - Past President – 

1997 and Lion of the Year. Clawson Optimist Club - Vice -President and Charter Member. Keego Harbor 

Optimist Club. Southfield Exchange Club - Past President. 

REFERENCES: 

Kevin McCarthy, Commissioner, Hendry County BOCC, 863-228-0360 

Susan Pixesly, Mayor, City of Eastpointe, MI. 586-218-4875 

Micheal Lauretti, Chief of Police, City of Eastpointe, MI. 586-445-5107 

Joe Schwab, Councilman, City of Clawson, MI. 248-435-2958 

Jon Kingsep, City Attorney, City of Clawson, MI. 248-613-2288 

Tom Marcus, City Manager, City of Birmingham, MI. 248-644-1800 EXT. 274 

Robert A. Block, County Administrator, Livingston County, MI. 517-546-2483 

D. Wayne O’Neal 8

Gary Palmer 

348 Dominion Circle 

Farragut, TN 37934 

(865) 356-2938 

Gpalmer45@hotmail.com 

May 7, 2009 

Colin Baenziger Associates 

Subject: New Smyrna Beach City Manager Recruitment 

Mr. Baenziger, 

Attached please find my resume for your consideration for the subject position. 

I currently serve as interim Town Manager for the Town of Farragut, Tennessee 

(www.townoffarragut.org). Farragut is a rapidly growing, historically-oriented, 

dynamic community bordering Knoxville in Knox County. 

My vision for New Smyrna Beach would be to work in close collaboration with the 

Commission, community leaders, business community, and outside governmental 

agencies to cultivate economic development opportunities while maintaining the small 

town/tourist character of New Smyrna Beach. A large part of this would be active 

recruitment through the ICSC and regional economic development consortiums. In 

order to meet these goals the city would need to review the ordinance to revise zoning 

standards, streamline the permitting process, provide incentives to corporations 

through possible tax abatements, but moreover putting a face to the good name of 

New Smyrna Beach. 

As an accolade to my leadership abilities, I was selected by the International 

City/County Manager’s Association (ICMA) to be a member of the Leadership ICMA 

Class of 2010 and recently graduated from the Weldon Cooper Center for Public 

Service, Senior Executive Institute, at UVA. I expect to receive the CM designation by 

the ICMA in 2010. 

I hold a Master of Public Administration with an emphasis in Municipal Management 

and a Bachelor of Science in Criminal Justice. 

I look forward to hearing from you and competing to become New Smyrna Beach’s next 

City Manager. 

Sincerely, 

Gary Palmer 

/gp 

Enclosure

Gary Palmer 


348 Dominion Circle (865) 356-2938 (cell) 


(734) 466-9047 (home) 

SKILLS SUMMARY 

♦ Diverse experience as Manager, Assistant City Manager, Community Development Director 

♦ Planning and Econ. Development, TIFA/DDA Development, GDBG Administration, GIS Administration 

♦ Capital Project Administration, Policy Formulation/Implementation 

♦ Fiscal Administration, Strategic Planning/Implementation 

♦ NIMS/FEMA certified in Incident Commander/Emergency Management Operations 

♦ International City/County Manager’s Association (ICMA) Leadership Class of 2010 

♦ United States Marine Corps Veteran 

♦ Dedicated professional with proven leadership skills, accountability and integrity 


May 2006 – Present 

Town of Farragut, Farragut, Tennessee 

Interim Town Manager (February 2009-Present) 

• Manage the day-to-day operations of the Town 

Associate Town Manager 

• Manage the day-to-day operations of the Town in coordination with the Town Manager 

• Draft, propose and implement policies adopted by the Board of Mayor and Aldermen 

• Assist the Town Manager with the development and execution of the annual budget 

• Community/Economic Development and Business Recruitment/Retention 

o Represent Town at ICSC (Retailers) Convention in Las Vegas 

o Close collaboration with community to bring first-class development to Farragut 

• Personnel Administration of all full-time and part-time employees 

• Capital Project/Public Works Administration 

• Town representative to media, multiple public/private agencies, and citizen groups 

• Work closely with elected officials to assist in accomplishing their individual initiatives 

• Dedicated, customer service oriented, results driven leader for the community 

January 2001 – May 2006 

Director, Community Development, City of Garden City, Garden City, Michigan 

• Assist the City Manager in all day-to-day operations of the City 

• Strategic Planning and Implementation 

• Management of all development and engineering activities within Garden City 

• Reprogrammed, in cooperation with the City Manager, the City’s failing budget in order to fund the Community 

Development Department through a Special Revenue Fund saving the City over $100K annually and avoiding 

layoffs 

• Drafted the adopted the City’s Comprehensive Plan (2006) 

• Drafted the adopted Historic District for Garden City 

• TIFA/DAA District Management and Oversight 

• Community Development Block Grant Program (CDBG) Administrator

• Business retention and recruitment (Econ Development) 

• Oversight of several state matched multi-million dollar development/road projects 

• Created the City-wide Geographic Information System 

• Director of Ordinance/Code Enforcement 

• Drafted and implemented a successful rental inspection program (2005) 

• Staff Liaison to City Council, DDA, Planning Commission, ZBA, and Wayne County 

• 5-Year Wayne County Housing and Planning Committee Member 

• Collective bargaining agent and VP for Management Union 

February 1999 – January 2001 

Associate Planner, McKenna Associates, Inc. Northville, Michigan 

• Michigan’s Largest Community Planning/Urban Design Firm, serving over 200 Michigan and Ohio Client 

Communities 

• Concurrently managed the planning and development activities of over 10 client communities 

January 1998 – February 1999 

Geographic Information Systems (GIS) Analyst, Lucas County, Ohio 

• Certified in ArcView applications by Environmental Systems Research Institute (ESRI) 

September 1997 – June 1998 

Graduate/Teaching Assistant, Department of Political Science and Public Administration 

University of Toledo, Toledo, Ohio 

• Awarded 1997 Public Administration Scholarship for Academic Excellence 

• Emphasis of Study: Municipal Administration 

January 1994 – April 1996 

Case Manager, Department of Veterans Affairs 

• Benefit Manager for Veterans 

• Mentoring Program Administrator and Veteran Tutor 

July 1988 – July 1992 (Active Duty) February 1994 – July 2000 (Active Reserve) 

Sergeant, United States Marine Corps 

• Military Police/Special Reaction Team Leader/Special Weapons and Tactics (5811) 

• Dragon Platoon Anti-Tank Gunner/Small Unit Platoon Sergeant (0351) 

• Platoon Leader’s Class 1995 Graduate, Officer Candidate School, Quantico, VA 

• Small Arms Weapons Instructor (8532) 

EDUCATION 

University of Toledo 9/96 to 5/05 MPA Master of Public Administration 3.50 

University of Toledo 1/94 to 6/96 B.S. Criminal Justice 3.00 

2

CERTIFICATIONS & AFFILIATIONS 

• Active in the International City/County Manager’s Association (ICMA); Member 1997 

o Appointed to the Leadership ICMA Class of 2010 

o Darden School of Business Senior Executive Institute, April 2009 

• Active in the Tennessee City Manager’s Association, National League of Cities 

• NIMS/FEMA Certifications 

• Arc View/Arc Info; ESRI Certified 1998 

• Military Decorations, Awards and Commendations 

REFERENCES 

Dr. Tom Rosseel Former Alderman Town of Farragut, TN 865.574.5380 

Dr. John Williams Alderman, North Ward Town of Farragut, TN 865.637.8812 

Dave Harvey City Manager Garden City, MI 734.793.1662 

Phil McKenna President, McKenna Associates Northville, MI 248.596.0920 

Micah Maxwell Town Manager Town of Belleair, FL 727.647.7486 

Juan Delacruz Detective, Houston PD Homicide Houston, TX 713.899.5812 

3

Gary Palmer 

348 Dominion Circle 


(865) 356-2938 


May 7, 2009 

Colin Baenziger Associates 

Subject: New Smyrna Beach City Manager Recruitment 

Mr. Baenziger, 

Attached please find my resume for your consideration for the subject position. 

I currently serve as interim Town Manager for the Town of Farragut, Tennessee 

(www.townoffarragut.org). Farragut is a rapidly growing, historically-oriented, 

dynamic community bordering Knoxville in Knox County. 

My vision for New Smyrna Beach would be to work in close collaboration with the 

Commission, community leaders, business community, and outside governmental 

agencies to cultivate economic development opportunities while maintaining the small 

town/tourist character of New Smyrna Beach. A large part of this would be active 

recruitment through the ICSC and regional economic development consortiums. In 

order to meet these goals the city would need to review the ordinance to revise zoning 

standards, streamline the permitting process, provide incentives to corporations 

through possible tax abatements, but moreover putting a face to the good name of 

New Smyrna Beach. 

As an accolade to my leadership abilities, I was selected by the International 

City/County Manager’s Association (ICMA) to be a member of the Leadership ICMA 

Class of 2010 and recently graduated from the Weldon Cooper Center for Public 

Service, Senior Executive Institute, at UVA. I expect to receive the CM designation by 

the ICMA in 2010. 

I hold a Master of Public Administration with an emphasis in Municipal Management 

and a Bachelor of Science in Criminal Justice. 

I look forward to hearing from you and competing to become New Smyrna Beach’s next 

City Manager. 

Sincerely, 

Gary Palmer 

/gp 

Enclosure

Gary Palmer 


348 Dominion Circle (865) 356-2938 (cell) 


(734) 466-9047 (home) 

SKILLS SUMMARY 

♦ Diverse experience as Manager, Assistant City Manager, Community Development Director 

♦ Planning and Econ. Development, TIFA/DDA Development, GDBG Administration, GIS Administration 

♦ Capital Project Administration, Policy Formulation/Implementation 

♦ Fiscal Administration, Strategic Planning/Implementation 

♦ NIMS/FEMA certified in Incident Commander/Emergency Management Operations 

♦ International City/County Manager’s Association (ICMA) Leadership Class of 2010 

♦ United States Marine Corps Veteran 

♦ Dedicated professional with proven leadership skills, accountability and integrity 


May 2006 – Present 

Town of Farragut, Farragut, Tennessee 

Interim Town Manager (February 2009-Present) 

• Manage the day-to-day operations of the Town 

Associate Town Manager 

• Manage the day-to-day operations of the Town in coordination with the Town Manager 

• Draft, propose and implement policies adopted by the Board of Mayor and Aldermen 

• Assist the Town Manager with the development and execution of the annual budget 

• Community/Economic Development and Business Recruitment/Retention 

o Represent Town at ICSC (Retailers) Convention in Las Vegas 

o Close collaboration with community to bring first-class development to Farragut 

• Personnel Administration of all full-time and part-time employees 

• Capital Project/Public Works Administration 

• Town representative to media, multiple public/private agencies, and citizen groups 

• Work closely with elected officials to assist in accomplishing their individual initiatives 

• Dedicated, customer service oriented, results driven leader for the community 

January 2001 – May 2006 

Director, Community Development, City of Garden City, Garden City, Michigan 

• Assist the City Manager in all day-to-day operations of the City 

• Strategic Planning and Implementation 

• Management of all development and engineering activities within Garden City 

• Reprogrammed, in cooperation with the City Manager, the City’s failing budget in order to fund the Community 

Development Department through a Special Revenue Fund saving the City over $100K annually and avoiding 

layoffs 

• Drafted the adopted the City’s Comprehensive Plan (2006) 

• Drafted the adopted Historic District for Garden City 

• TIFA/DAA District Management and Oversight 

• Community Development Block Grant Program (CDBG) Administrator

• Business retention and recruitment (Econ Development) 

• Oversight of several state matched multi-million dollar development/road projects 

• Created the City-wide Geographic Information System 

• Director of Ordinance/Code Enforcement 

• Drafted and implemented a successful rental inspection program (2005) 

• Staff Liaison to City Council, DDA, Planning Commission, ZBA, and Wayne County 

• 5-Year Wayne County Housing and Planning Committee Member 

• Collective bargaining agent and VP for Management Union 

February 1999 – January 2001 

Associate Planner, McKenna Associates, Inc. Northville, Michigan 

• Michigan’s Largest Community Planning/Urban Design Firm, serving over 200 Michigan and Ohio Client 

Communities 

• Concurrently managed the planning and development activities of over 10 client communities 

January 1998 – February 1999 

Geographic Information Systems (GIS) Analyst, Lucas County, Ohio 

• Certified in ArcView applications by Environmental Systems Research Institute (ESRI) 

September 1997 – June 1998 

Graduate/Teaching Assistant, Department of Political Science and Public Administration 

University of Toledo, Toledo, Ohio 

• Awarded 1997 Public Administration Scholarship for Academic Excellence 

• Emphasis of Study: Municipal Administration 

January 1994 – April 1996 

Case Manager, Department of Veterans Affairs 

• Benefit Manager for Veterans 

• Mentoring Program Administrator and Veteran Tutor 

July 1988 – July 1992 (Active Duty) February 1994 – July 2000 (Active Reserve) 

Sergeant, United States Marine Corps 

• Military Police/Special Reaction Team Leader/Special Weapons and Tactics (5811) 

• Dragon Platoon Anti-Tank Gunner/Small Unit Platoon Sergeant (0351) 

• Platoon Leader’s Class 1995 Graduate, Officer Candidate School, Quantico, VA 

• Small Arms Weapons Instructor (8532) 

EDUCATION 

University of Toledo 9/96 to 5/05 MPA Master of Public Administration 3.50 

University of Toledo 1/94 to 6/96 B.S. Criminal Justice 3.00 

2

CERTIFICATIONS & AFFILIATIONS 

• Active in the International City/County Manager’s Association (ICMA); Member 1997 

o Appointed to the Leadership ICMA Class of 2010 

o Darden School of Business Senior Executive Institute, April 2009 

• Active in the Tennessee City Manager’s Association, National League of Cities 

• NIMS/FEMA Certifications 

• Arc View/Arc Info; ESRI Certified 1998 

• Military Decorations, Awards and Commendations 

REFERENCES 

Dr. Tom Rosseel Former Alderman Town of Farragut, TN 865.574.5380 

Dr. John Williams Alderman, North Ward Town of Farragut, TN 865.637.8812 

Dave Harvey City Manager Garden City, MI 734.793.1662 

Phil McKenna President, McKenna Associates Northville, MI 248.596.0920 

Micah Maxwell Town Manager Town of Belleair, FL 727.647.7486 

Juan Delacruz Detective, Houston PD Homicide Houston, TX 713.899.5812 

3


RICHARD J. READE 

1643 Astor Farms Place 

Sanford, Florida 32771 

Home Telephone: (407) 549-7388 

Cell Phone: (863) 412-7767 

Fax: (407) 264-8380 

E-Mail: richardjreade@aol.com 

City of Delray Beach, Florida 

Interim Assistant City Manager - Public Information Officer 


Population 64,360 756 Employees $178.4 Million Annual Budget 

● 

● 

● 

● 

● 

● 

● 

Responsible for overseeing the daily operations of the Public Information Office, including 

the prioritization, organization and completion of projects & workload while assisting with 

complex problems/issues by providing direction, advice and technical expertise 

Developed and coordinated communications with citizens through City publications, 

brochures, information packets, reports (i.e., 2009 Annual Report), newsletters (i.e., 

Hometown Connection & News for Neighborhoods), the media and the City’s website 

Researched & wrote various speeches, presentations and letters for elected and 

administration officials (i.e., 2009 State of the City Address) 

Assisted with organizing, planning and implementing various public relations and outreach 

efforts, including public meetings (i.e., 2009 Citizen’s Roundtable Discussion), press 

conferences and events to involve more residents in City government 

Developed and implemented resident and business surveys (i.e., 2009 Citizen Survey) 

Responsible for coordinating the City’s State & Federal legislative agenda and efforts 

regarding transportation, education, economic development/redevelopment, environmental 

priorities and advocating those issues with the legislative delegation 

Proposed, developed and facilitated the City’s “Grant Team” to create a “Grant Culture” to 

promote the immediate need to secure grant funding to assist/offset declining municipal 

revenues and promote local working opportunities. Secured (through existing grant formula 

funding) and/or applied for more than $3.6 million in Federal Stimulus funding, including 

NOAA Habitat Restoration Funding, $707,147; Edward Byrne Memorial Justice Assistance 

Grant (JAG), $289,582; Cops Hiring Recovery Program (CHRP), $1,360,164; Palm Beach 

County Criminal Justice Commission, $100,000; Community Development Block Grant 

(CDBG), $156,617 Energy Efficiency and Conservation Block Grant (EECBG), $638,500; 

Public Housing Capital Funds, $393,600; Florida Department of Cultural Affairs, $25,000 

City of Port Richey, Florida 

City Manager 2007 to 2008 


● Responsible for the daily oversight of all municipal operations, including: Fire, Police, 

Finance/Budget, Water, Wastewater, Stormwater, Parks and Recreation, Planning & 

Economic Development, Building, Public Works and Personnel 

● Developed Port Richey’s approved FY 2009 $10.7 million budget request utilizing a 3.90% 

Millage Rate for a second, consecutive year that accounted for the effects of Amendment 1 

and the slumping economy


PAGE TWO 

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Developed and implemented a professional City Council Agenda process (i.e., agenda, 

comprehensive agenda item summaries that provides the City Council, the public and the 

media with all information on all issues prior to taking action) 

Served as the Port Richey Community Redevelopment Agency’s (PRCRA) Executive 

Director and oversaw and directed all operations of the PRCRA, including preparing the 

PRCRA’s 2009, $1.4 million budget request, economic development/redevelopment, project 

management & collection of Tax Increment Financing (TIF) funding from Pasco County and 

the City of Port Richey 

Completed the City’s Five (5) Year Capital Improvement Project (CIP) Budget in the for all 

City Departments, including the PRCRA, which is required by the City’s Charter as well as 

the City’s Comprehensive Plan 

Recommended and implemented the City’s first (1 st ) Strategic Planning process in 

approximately ten years, which included determining the City’s vision, mission and values 

statements, developing tactical goals and action plans over the next year, five (5) years, 

fifteen (15) years and beyond, analyzing organizational inefficiencies and producing various 

materials for inclusion in the City’s Strategic Business Plan 

Reorganized the City’s Building Department (renamed “Growth Management/Economic 

Development”) to encourage planning, development/redevelopment, City and Community 

Grants, Building and Code Enforcement as well as to reduce redundancy, promote and 

provide higher levels of services to citizens and customers and increase employee quality of 

work life 

Developed and recommended five (5) Community (i.e., residential and business) Grant 

Programs utilizing PRCRA funding to encourage development/redevelopment that has 

resulted in a $3 increase in taxable value for each grant dollar awarded 

Worked with various private and public entities to ensure continued development within the 

City and its Utility Service Area within a slumping economy – 2 new hotels, 1 new car 

dealership, 1 miniature golf course, 1 new car wash, New Entrance into the State of Florida’s 

Werner Boyce State Park & a multi-story residential developments condo project 

Addressed numerous long-term foreclosure and Code Enforcement issues (i.e., demolition of 

the Port Richey Mobile Home Park) to assist with the safety of community residents and 

businesses as well as enhancing the property for future development 

Oversaw the City’s multi-million dollar dredging project (30 canals) that was developed to 

assist with the navigation of community’s waterways, to promote tourism and economic 

development, remove dangerous contaminants to ensure safe waterways and improve the 

City’s overall property valuations. This project included obtaining state and federal 

permitting, engineering design and approval of the temporary and permanent spoil sites, 

protection of sensitive environmental lands as well as surrounding residential and 

commercial properties 

Re-established working relationships with Pasco County and surrounding municipalities to 

enhance economic development partnership opportunities as well as to assist in reducing 

costs and increasing service delivery 

Resolved and completed the EAR Amendments to the City’s Comprehensive Plan, which 

included the development and approval of the City’s initial School Concurrency Element 

Prepared and awarded various federal and state grant funding applications, including: 

Florida Department of Transportation (FDOT) Highway Landscape Reimbursement and 

Maintenance program, $150,000, Community Development Block Grant Proposal (CDBG), 

$32,000 per year; Florida Department of Community Affairs (FDCA) - Division of Emergency 

Management Flood Mitigation Residential Grant Program, $731,634


PAGE THREE 

Entitlements, LLC 

President – Managing Member 2004 to 2007 

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Responsible for the property entitlement process for twenty (20) residential and mixed-use 

development projects (over 5,500 residential dwelling units and more than 600,000 sq.ft. of 

office/commercial/hotel/retail space) for Sun Holdings, LLC, Savona Holdings, LLC and 

Orlando CityPlace I & II resulting in an estimated increased total valuation of $4.5 billion for 

all properties 

Assessed site viability based on concurrency (i.e., schools, utilities, roads, recreation, etc.) 

and environmental standards & presented findings with recommended actions to Principal(s) 

Assisted in identifying, targeting, negotiating and finalizing land acquisition opportunities 

through a strong working knowledge of property purchase contracts and legal issues 

associated with the acquisition and development of raw and entitled properties 

Coordinated with local, county, state and federal governmental entities as required to secure 

all regulatory approvals necessary for site development, including annexation, land use and 

zoning designations, school capacity agreements, Preliminary Site Plan (PSP) and Final 

Engineering approvals 

Managed all contracted activities by civil, transportation and geological engineers, landscape 

planners, environmentalists, surveyors, architects and general contractors in the 

development of acquired properties 

Networked and built excellent relations with numerous City/County Elected and Appointed 

Officials and staff, developers, financial institutions and builders to develop contacts, 

maintain market awareness and provide information necessary to remain a strong competitor 

in within Florida’s rapidly growing development markets 

Monitored the development and growth activities of outside developers to prepare for the 

appropriate mobilization of resources and the company’s long-term building program 

City of Davenport, Florida 

City Manager 2003 to 2004 


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Responsible for the daily oversight of all municipal operations, including: Fire, Police, 

Finance/Budget, Water, Wastewater, Parks and Recreation, Planning and Building, Public 

Works and Personnel 

Developed and implemented a professional City Council Agenda process (i.e., agenda, 

comprehensive agenda item summaries that provides the City Council, the public and the 

media with all information on all issues prior to taking action) 

Oversaw all aspects of Disaster Relief and Emergency Operations and Assistance during 

Hurricane Charley and Hurricane Frances, including relocation of devastated Police Station 

and other public facilities, food, water and ice distribution, debris removal, Federal 

Emergency Management Agency (FEMA) and State of Florida funding reimbursement 

Created and implemented plan to establish Impact Fees to assist in funding capital 

purchases ensuring increased service levels due to expected population boom (e.g., more 

than 1,000 homes over next two years) 

Annexed more than 1,000 acres into City Limits (i.e., Voluntary & Involuntary Annexation 

process) that resulted in more than doubling the size of the City’s boundaries 

Successfully negotiated an annexation and utility services agreement with a neighboring City 

ensuring the City’s future residential, commercial and industrial growth potential


PAGE FOUR 

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Implemented plan to provide wastewater services to meet new growth demands and existing 

population demands by end of 2004, including the development and construction of more 

than 2.5 miles of wastewater force main, 2.9 miles of wastewater gravity lines, liftstations and 

a temporary Tubular Extended Aeration “Blue Tube” Facility with an expected permanent 

concrete Double Oxidation Ditch facility to be established within five (5) years 

Oversaw the City’s $500,000 Stormwater Improvement Project – Phase I, which included the 

installation of in-line filtration devices, obtaining drainage easements and replacement of 

antiquated collection system 

Purchased ±30 acres of property to support the future development of City’s wastewater 

treatment facility, third water well and new Public Works Administration offices 

Established and implemented a Personnel Policy Handbook, which included Drug Free 

Workplace, Family Medical Leave, Safety and Commercial Motor Vehicle policies 

Reorganized various City Departments to reduce redundancy, promote and provide higher 

levels of services to citizens and customers and increase employee quality of work life 

Prepared and awarded various federal and state grant funding applications, including: United 

States Environmental Protection Agency State and Tribal Assistance Grant (STAG) program, 

$336,800, Community Development Block Grant Proposal (CDBG), $44,496 per year; United 

States Department of Agriculture (USDA) Loan & Grant, $2,113,000 

City of Auburndale, Florida 

Assistant City Manager 2002 to 2003 

Assistant to the City Manager 1999 to 2002 


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Worked directly with the City Manager in directing and overseeing all municipal operations, 

including: Fire, Police, Finance/Budget, Water, Wastewater, Parks and Recreation, Building 

and Zoning, Public Works, City Clerk and Library 

Responsible for preparing the City’s annual 2002/2003, $15.9 million budget request, 

including payroll, expenditures, revenues and capital improvements [Five (5) Year Capital 

Improvement Program] 

Responsible for all aspects of Personnel operations, including employee benefits (i.e., 

health, dental and life insurance), hiring (i.e., job descriptions, advertisements, employee 

orientation), salary studies, termination, discipline, worker’s compensation, CDL License 

Random Drug and Breath Alcohol Screening, Drug Free Workplace program, Employee 

Assistance Program, COBRA, FMLA, Restricted/Light Duty 

Lead negotiator in bargaining the City’s annual labor agreements with the West Central 

Florida Police Benevolent Association 

Served to promote and create economic development activities within City to increase 

taxable values, create jobs and enhance financial benefits to existing commercial and 

residential industries, including the siting of a Coca-Cola Manufacturing Plant (660,000 sq.ft. 

with 300 new jobs located in the CRA district), Calpine Osprey Energy Center (Merchant 

Power Plant providing additional taxable value equal to ½ of City’s current total taxable 

value) and Wal-Mart Super Center (400 new jobs and clean-up of existing Brownfield site) 

Oversaw and directed all operations of the Community Redevelopment Agency (CRA), 

including preparing the CRA’s 2002/2003, $356,921 budget request, economic development, 

project management & collection of Tax Increment Financing (TIF) funding from Polk County 

and the City of Auburndale


PAGE FIVE 

City of Haines City, Florida 

Assistant to the City Manager/ 

Main Street Executive Director 1997 to 1999 

Population 13,000 150 Employees $13 Million Annual Budget 

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Directly assisted with the development of the 1998/1999, $13 million City budget request 

Charged with overseeing all operations and supervision of the Haines City Community 

Redevelopment Agency (CRA) district 

Responsible for overseeing and directing all operations of the Haines City Main Street 

Program, including preparing the annual budget request, revitalization of the City’s historic 

central business district, promotion and economic development of the district, project 

management, raising revenues (i.e., membership dues & fund raisers) 

Prepared various federal and state grant award applications, including: Florida Department 

of State Special Category Grant Applications, $620,000; Community Development Block 

Grant (CDBG) Proposal, $128,000 per year; Polk Transportation Planning Organization 

(TPO) Transportation Enhancement Project Grant, $209,000; Claude Pepper Florida Cities 

Award, $15,000 

Participated in the privatization of City functions (i.e., sanitation and fleet maintenance) 

resulting in savings of more than $150,000 

Prepared various Emergency Management applications and programs (e.g., prepared the 

City’s $30,000 request for reimbursement from the Federal Emergency Management Agency 

(FEMA) and the State of Florida and coordinated the development of the City’s Local 

Mitigation Strategy, $7,500) 

City of West Palm Beach, Florida 

Management Assistant—Mayor’s Office 1996 to 1997 

Population 75,000 1,250 Employees $195 Million Annual Budget 

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Prepared and presented the 1997/1998, $16 million budget request for the Mayor’s Office 

Participated in the Strategic Planning and Reorganization process, which included 

determining the City’s vision, mission and values statements, developing tactical goals and 

action plans, analyzing organizational inefficiencies and producing various materials for 

inclusion in the City’s Strategic Business Plan 

Implemented City reorganization of personnel as a result of the City’s Strategic Planning 

Process (e.g., job descriptions, “bumping” of displaced personnel, employee layoffs) 

Reviewed and recommended department Budget and Capital Improvement Project (CIP) 

requests prior to submission to the City Commission 

Supported the lead negotiator in bargaining labor contracts (e.g., salary and step plans, sick 

and vacation leave, and pension plan language) 

Developed financial analysis reports for the Defined Benefit Pension Plan Termination 

negotiations with the Service Employees International Union, the Professional Managers and 

Supervisors Association representatives and retirees 

Served on committee that recommended the privatization of various City services (i.e., 

janitorial maintenance and City mowing services) resulting in savings of more than $200,000


PAGE SIX 

EDUCATION 

Master of Public Administration, 1995 

Florida State University 

Reubin O'D. Askew School of Public Administration and Policy 

Bachelor of Business Administration, Finance, 1993 

Florida Atlantic University 

PROFESSIONAL INVOLVEMENT 

● International City/County Management Association (ICMA), 1996 to present 

● Florida City and County Management Association (FCCMA), 1996 to present 

● Florida City and County Management Association Board of Director, 2000 to 2004 

● ICMA Credentialed Manager Candidate, 2003

James C. Payne 

940 Loma Pinon Loop NE, Rio Rancho, New Mexico 87144 

H - 505.349.0770 ♦ C - 505.385.1777 ♦ E - jcpayne@cableone.net 

May 5, 2009 

Colin Baenziger, President 




Re: New Smyrna Beach, FL, City Manager Position 

Dear Mr. Baenziger, Mayor and Commission Members: 

Please accept this letter and enclosed documents in application for the position of 

City Manager for the City of New Smyrna Beach. I believe my extensive and proven 

management experience, strong fiscal and organizational skills, and enthusiasm and 

dedication to working together to achieve greatness in government make me an ideal 

candidate for the position. I look forward to further discussing my credentials with 

the community. 

As detailed in my resume, I have worked in local government administration for over 

25 years. I have been a first-time chief administrative officer in two recent positions, 

achieving long tenure in both positions. Being a first-time administrator provided me 

the opportunity to develop and strengthen the skills needed to succeed in unique 

situations. In particular, I have been able to enhance my naturally direct and open 

management style by broadening my skills in the areas of collaboration, inclusiveness, 

and team building. 

Especially, my experience has enabled me to take advantage of my interests and 

strengths in the areas of finance and human resource and organizational 

development. I have reorganized several departments thereby enhancing citizen 

services, communication and interdepartmental cooperation. In making such 

changes, I have stressed both a strong team concept and the need for continuous 

interaction between the public, elected officials and staff. I have also recruited and 

filled key positions and develop strong, competent, customer-oriented operations. 

In both mature and still-growing communities I have had to deal with many 

development and redevelopment issues. I have used tax increment financing to 

redevelop a brownfield into an affordable housing subdivision, to rejuvenate a 

downtown, finance a riverwalk development and create a 500 acre business park. I 

have also been an integral part of recruiting major industries to a community. These 

efforts have been the result of active public, private, and intergovernmental

City of New Smyrna Beach 2 

partnerships. It was my privilege to be an integral part of these ongoing efforts at 

revitalizing and developing a city. 

My experience in bringing new economic based jobs to a community has led me to 

conclude that the best recruitment method is to develop strong partnerships. 

Partnerships with local and regional economic development organizations, chambers 

and the existing businesses within the community provide powerful networking 

opportunities. The opportunities presented must then be pursued from a focused 

organization that is ready to deliver on a promise of fast and thorough service. This 

requires methodical planning and attentive, well-designed processes. 

Recognizing opportunities in an organization and exceptional talent in people are 

strengths that I bring to a community. I have a commitment to continuing education 

and professional development as is borne out by my participation in the ICMA 

Credentialed Public Manager and Legacy Leader programs. 

As you will note I am currently “in transition” having resigned my previous position 

for reasons not related to job performance. I will be happy to candidly explain this 

situation in full detail. I am seeking a position that will allow me to apply the many 

talents and skills I have developed over the years on a long-term basis thereby 

continuing my history of extended tenures. 

I am enthusiastic about discussing the outstanding possibilities I envision working 

with the people of New Smyrna Beach. Please feel free to use any of the methods 

listed in my letterhead to contact me. 

Thank you for your consideration. 

Sincerely, 

James C. Payne



Home: 505.349.0770 ♦ Cell: 505.385.1777 ♦ Email: jcpayne@cableone.net 


June, 2007 – September, 2008 City Manager, City of Rio Rancho 

3200 Civic Center Circle NE, Rio Rancho, NM 87144 

Responsible for the management of city staff and operations in a city of 75,000 population with an 

annual budget in excess of $126 million and 600 employees. Rio Rancho is the third largest city in 

New Mexico and located in the Albuquerque metropolitan area. 

June, 1999 – June, 2007 City Administrator, City of Waukesha 

201 Delafield Street, Waukesha, WI 53186, 262.524.3700 

Responsible for the administrative control and coordination of city offices and departments in a city of 

67,850 with an annual budget of over $130 million and 550 permanent employees. Waukesha is an 

independent, full service community in the growing western Milwaukee metro area. 

November, 1986 – May, 1999 City Business Administrator, City of Franklin 

9229 W. Loomis Road, Franklin, WI 53132, 414.425.7500 

Responsible for the management of officers and departments in a city of 27,400 with an annual 

budget of over $25 million and 233 employees. Franklin is among the faster growing cities in the 

state and the Milwaukee metropolitan area and provides a full range of services to its residents. 

March 1982 – November, 1986 City Administrator, City of LeMars 

40 Central Avenue SE, LeMars, IA 51031, 712.546.7018 

Responsible for the management and coordination of city operations and personnel in a city of 8,300 

with 46 permanent employees and an operating budget of $3 million. LeMars is a full service, 

independent community located in northwest Iowa. ICMA CM recognized. 

February, 1979 – March, 1982 

March, 1977 – February, 1979 

April, 1976 – March, 1977 

Assistant to the City Manager, City of Roseville 

2660 Civic Center Drive, Roseville, MN 55113, 612.490.220 

System Coordinator, Local Government Information 

Systems Association, Brooklyn Center, MN 

Management Intern, Maricopa County Budget and Research 

Office, Phoenix, AZ 

Education 

August, 1975 – December, 1976 Master of Public Administration (August, 1985) 

Arizona State University, Tempe, AZ 85281 

June, 1970 – August, 1972 BA, Modernization Processes (Political Science) (August, 1973) 

University of Wisconsin-Green Bay, Green Bay, WI 54301 

Professional Affiliations/Credentials 

International City/County Management Association, Full Member, 29 years 

ICMA Credentialed Manager, Member Civic Education Task Force, Legacy Leader 

Wisconsin and New Mexico City/County Management Associations, Active Member, 22 years 

American Society for Public Administration, Member, 30 years




Professional Activities 

ORGANIZATIONAL DEVELOPMENT 

Recruit, appoint, supervise and evaluate various management, administrative, supervisory, 

professional, technical and support personnel :: Prepare and implement customer based and 

quality management programs and procedures improving citizen satisfaction :: Formulate, 

implement and administer long range strategic planning and goal and objectives development 

activities creating focus and vision :: Formulate and implement employee participation programs 

improving city-team efficacy. 

COMMUNITY DEVELOPMENT 

Supervise and coordinate activities associated with development of comprehensive master land 

use, facilities, and storm water management plans :: Plan and implement downtown 

redevelopment strategies resulting in an improved CBD :: Oversee successful development of 

central city riverwalk project :: Formulate and implement policy related to growth impacts and 

developer exactions reducing tax payer dependence :: Serve on various local, state and 

intergovernmental bodies concerned with community, commercial, and industrial development :: 

Coordinate activities associated with industrial park expansion, tax increment financing and other 

development options :: Development of a 500+ acre business park adding significant tax base :: 

Recruit a Fortune 25 company with 1,500 economic based jobs :: Manage water and wastewater 

utilities. 

HUMAN RESOURCE DEVELOPMENT 

Develop and administer pay and classification policies and plans to provide pay equity :: Negotiate 

and administer numerous labor contracts maintaining worker harmony :: Manage and adjudicate 

grievances :: Negotiate and obtain benefit plans to reduce cost :: Develop and implement 

performance review programs and procedures to promote efficiency :: Formulate and administer 

training programs and policies. 

FINANCIAL AND INFORMATION RESOURCE DEVELOPMENT 

Prepare and present annual budgets and monitor budget and financial results assuring 

compliance with budget objectives :: Develop and manage accounting systems, activities and 

policies :: Develop and administer investment strategies and policies maximizing return :: Manage 

debt to maximize infrastructure and other capital improvements :: Plan, implement and administer 

the installation and operation of MIS and GIS that are useful to citizens and staff :: Supervise data 

processing activities. 

GENERAL ADMINISTRATION 

Prepare agendas, reports and recommendations for the advice of governing body and other 

regulatory and advisory boards and commissions for their consideration and action assuring 

elected official’s are apprised of needed information :: Develop and administer citizen and 

customer surveys to assist in determining community priorities :: Coordinate and monitor legal 

services, activities and claims :: Develop and administer risk management policies and programs 

:: Perform contract management activities :: Develop and implement purchasing procedures :: 

Prepare grant applications and administer grant programs :: Develop and implement public 

relations programs and policies :: Publish city newsletter.

HECTOR A. RIVERA, SR. 

hrivera2@bellsouth.net 

4510 SW Thistle Terrace 

Palm City, FL 34990 U.S.A. 

(C) 772 486 7252 


Diverse experiences as a top public administrator in all the levels of the U.S. 

intergovernmental system and recently as an international Chief of Party for the U.S. 

Agency for International Development mission in the Republic of Ecuador. 

EDUCATION 

• The City College of the City University of New York, N.Y., B.A. in Sociology, 

l965 

• The New School for Social Research, New York, N.Y., M.A. in Sociology, l968 

• University of Hartford, West Hartford, CT., M.P.A., 1976 

RELEVANT EMPLOYMENT EXPERIENCE 

Assistant City Manager/Community Development Director, April 2007 to August 

2008, City of Cape Coral, Florida. Supervise seven municipal departments (Police, Fire, 

Finance, Human Resources, Information Technology, City Clerk, and Parks/Recreation) 

in a pre-platted city of 166,000 residents. This position, which was new to the budget was 

eliminated by City Council (January 2008) due to severe revenue cutbacks. I was asked 

to take over the leadership of Community Development (department director) to bring 

about managerial changes and streamline the planning and permitting process which has 

been done in the past eight months. I also served as the City’s liaison to the CRA Board 

of Commissioners. Given the large layoffs to date and more to come in this pre-platted 

city with 60% of their revenues coming from ad valorem taxes, I took the general pension 

“buy-out” for employees effective the 22 nd of August 2008. 

Chief of Party (national director), ARD Inc./US Agency for International 

Development, May 1, 2004 – September 30, 2006. Managed a national project, US $11 

million dollars, on Decentralization, Democracy & Development (ARD 3D) which 

serviced 53 sub-national governments including cities, villages, departments (prefectures) 

from the Amazon , Andean Sierra, Pacific Coast to the Galapagos. Municipal officials 

and civil society leaders partnered to create transparent processes with citizen oversight 

of public projects, e.g., potable water, cadaster sanitary landfills, slaughterhouses,

modernization of local governments, water irrigation, environmental initiatives, and 

decentralized competencies in tourism, agriculture and health. Project worked in 

indigenous and Afro-Ecuadorian communities as well as mestizo municipalities. Project 

interfaced with World Bank, IADB, and other bilateral and multilateral donor/partners. 

Project received highest marks (five 5s and one 4 in the annual CPR of USAID), 

unprecedented in ARD’s history. Leveraging was 1:1 and the project exceeded its 

contract by 100%+, i.e., contract was for 25 local governments and the project served 53 

local governments. Project also developed an advanced degree (Diplomado Superior) in 

public administration via a university consortium of four regional institutions of higher 

learning and graduated 175 Ecuadorians including Mayors, Congressman, Prefects 

(provincial executives) and municipal department heads. 

Planning & Analysis Director, 2000 – 2001. Office of the Director, Office of Policy, 

Peace Corps, Washington, D.C. Managed the procedural manual for Volunteers and for 

country selection, data from all the PC sites throughout the world, and represented the 

Director at the World Bank, ICMA. Traveled to Central America to review project sites 

and developed recommendations on Municipal Development approaches for the Peace 

Corps and affirmative action strategies for recruitment purposes. 

City Manager, City of Falls Church, VA., 1997 – 1999, Responsible for all the 

municipal functions of this suburban independent city of 10,000 with an operating budget 

of $30 million and a utilities enterprise with 100,000 customers and a capital budget of 

over $100 million. Successfully reorganized municipal organization with self-driven 

business teams, reinvigorated the redevelopment of the CBD, and introduced pay-forperformance 

for all employees. 

County Manager, County of Guilford, Greensboro, N.C., 1993 – 1997. CEO of the 3 rd 

largest county in North Carolina (population: 400,000) with an annual operating budget 

of $359 million and a capital budget of $370 million with 27 departments and 2700 

employees. Provided leadership for County’s 2015 plan, a strategic growth and service 

plan between the county and its cities; developed 1 st CIP for the County; initiated Office 

of Children’s Services and employee Training Center; reorganized county government; 

developed economic development incentive/formula matrix that generated value-added 

jobs and $2 billion worth of capitalization. 

Chief Administrative Officer, City of Yonkers, New York, 1992 – 1993. Responsible 

to (strong mayor form) elected mayor for all city departments and an operating budget of 

$388 million. City was under a State Financial Control Board and the presiding judge of 

the federal district court on housing and education issues (due to discrimination charges 

against the city by HUD).

Assistant City Manager, City of Virginia Beach, 1985 - 1992. Responsible for the con 

duct, oversight and administration of one of four municipal groupings which included: 

Agriculture Department, Juvenile Probation, Community Corrections, Housing and 

Community Development, Libraries, Parks & Recreation, Mental Health, etc. 

Developed model programs for “latchkey children” which were recognized nationally 

and provided leadership for community recreation centers in the four boroughs and the 

building of the Central Library on time and on budget. 

Deputy Human Resources Commissioner under Gov. Ella T. Grasso, State of 

Connecticut, 1979 – 1984. Managed the daily operations of four bureaus which included 

the block grants of Energy, Social Services/Title XX, Community Services, & Refugee 

Resettlement. Created a statewide training center for city and state agencies. 

Executive Director of the Pueblo Area Council of Government’s Human Resources 

Commission, Pueblo, Colorado, from 1976 – 1979. 

Awards, Fellowship, & Acknowledgements 

• National Endowment for the Humanities (NEH) Fellowship in Public 

Administration, Summer l976, University of California @ Santa Barbara 

• Member, Board of Education, City of Meriden, CT l981-1985 

• Recipient of YWCA of Virginia’s South Hampton Roads, “Mary Helen Thomas” 

award for the “Elimination of Racism”. June 1989 

• N.A.C.O. achievement award to Guilford County for innovative improvements to 

shared services between cities and the county. 

• Served on several standing committees of I.C.M.A.: Assistants, Academic, 

International, etc.

HECTOR A. RIVERA, SR. 

hrivera2@bellsouth.net 

4510 SW Thistle Terrace 

Palm City, FL 34990 U.S.A. 

(C) 772 486 7252 


Diverse experiences as a top public administrator in all the levels of the U.S. 

intergovernmental system and recently as an international Chief of Party for the U.S. 

Agency for International Development mission in the Republic of Ecuador. 

EDUCATION 

• The City College of the City University of New York, N.Y., B.A. in Sociology, 

l965 

• The New School for Social Research, New York, N.Y., M.A. in Sociology, l968 

• University of Hartford, West Hartford, CT., M.P.A., 1976 

RELEVANT EMPLOYMENT EXPERIENCE 

Assistant City Manager/Community Development Director, April 2007 to August 

2008, City of Cape Coral, Florida. Supervise seven municipal departments (Police, Fire, 

Finance, Human Resources, Information Technology, City Clerk, and Parks/Recreation) 

in a pre-platted city of 166,000 residents. This position, which was new to the budget was 

eliminated by City Council (January 2008) due to severe revenue cutbacks. I was asked 

to take over the leadership of Community Development (department director) to bring 

about managerial changes and streamline the planning and permitting process which has 

been done in the past eight months. I also served as the City’s liaison to the CRA Board 

of Commissioners. Given the large layoffs to date and more to come in this pre-platted 

city with 60% of their revenues coming from ad valorem taxes, I took the general pension 

“buy-out” for employees effective the 22 nd of August 2008. 

Chief of Party (national director), ARD Inc./US Agency for International 

Development, May 1, 2004 – September 30, 2006. Managed a national project, US $11 

million dollars, on Decentralization, Democracy & Development (ARD 3D) which 

serviced 53 sub-national governments including cities, villages, departments (prefectures) 

from the Amazon , Andean Sierra, Pacific Coast to the Galapagos. Municipal officials 

and civil society leaders partnered to create transparent processes with citizen oversight 

of public projects, e.g., potable water, cadaster sanitary landfills, slaughterhouses,

modernization of local governments, water irrigation, environmental initiatives, and 

decentralized competencies in tourism, agriculture and health. Project worked in 

indigenous and Afro-Ecuadorian communities as well as mestizo municipalities. Project 

interfaced with World Bank, IADB, and other bilateral and multilateral donor/partners. 

Project received highest marks (five 5s and one 4 in the annual CPR of USAID), 

unprecedented in ARD’s history. Leveraging was 1:1 and the project exceeded its 

contract by 100%+, i.e., contract was for 25 local governments and the project served 53 

local governments. Project also developed an advanced degree (Diplomado Superior) in 

public administration via a university consortium of four regional institutions of higher 

learning and graduated 175 Ecuadorians including Mayors, Congressman, Prefects 

(provincial executives) and municipal department heads. 

Planning & Analysis Director, 2000 – 2001. Office of the Director, Office of Policy, 

Peace Corps, Washington, D.C. Managed the procedural manual for Volunteers and for 

country selection, data from all the PC sites throughout the world, and represented the 

Director at the World Bank, ICMA. Traveled to Central America to review project sites 

and developed recommendations on Municipal Development approaches for the Peace 

Corps and affirmative action strategies for recruitment purposes. 

City Manager, City of Falls Church, VA., 1997 – 1999, Responsible for all the 

municipal functions of this suburban independent city of 10,000 with an operating budget 

of $30 million and a utilities enterprise with 100,000 customers and a capital budget of 

over $100 million. Successfully reorganized municipal organization with self-driven 

business teams, reinvigorated the redevelopment of the CBD, and introduced pay-forperformance 

for all employees. 

County Manager, County of Guilford, Greensboro, N.C., 1993 – 1997. CEO of the 3 rd 

largest county in North Carolina (population: 400,000) with an annual operating budget 

of $359 million and a capital budget of $370 million with 27 departments and 2700 

employees. Provided leadership for County’s 2015 plan, a strategic growth and service 

plan between the county and its cities; developed 1 st CIP for the County; initiated Office 

of Children’s Services and employee Training Center; reorganized county government; 

developed economic development incentive/formula matrix that generated value-added 

jobs and $2 billion worth of capitalization. 

Chief Administrative Officer, City of Yonkers, New York, 1992 – 1993. Responsible 

to (strong mayor form) elected mayor for all city departments and an operating budget of 

$388 million. City was under a State Financial Control Board and the presiding judge of 

the federal district court on housing and education issues (due to discrimination charges 

against the city by HUD).

Assistant City Manager, City of Virginia Beach, 1985 - 1992. Responsible for the con 

duct, oversight and administration of one of four municipal groupings which included: 

Agriculture Department, Juvenile Probation, Community Corrections, Housing and 

Community Development, Libraries, Parks & Recreation, Mental Health, etc. 

Developed model programs for “latchkey children” which were recognized nationally 

and provided leadership for community recreation centers in the four boroughs and the 

building of the Central Library on time and on budget. 

Deputy Human Resources Commissioner under Gov. Ella T. Grasso, State of 

Connecticut, 1979 – 1984. Managed the daily operations of four bureaus which included 

the block grants of Energy, Social Services/Title XX, Community Services, & Refugee 

Resettlement. Created a statewide training center for city and state agencies. 

Executive Director of the Pueblo Area Council of Government’s Human Resources 

Commission, Pueblo, Colorado, from 1976 – 1979. 

Awards, Fellowship, & Acknowledgements 

• National Endowment for the Humanities (NEH) Fellowship in Public 

Administration, Summer l976, University of California @ Santa Barbara 

• Member, Board of Education, City of Meriden, CT l981-1985 

• Recipient of YWCA of Virginia’s South Hampton Roads, “Mary Helen Thomas” 

award for the “Elimination of Racism”. June 1989 

• N.A.C.O. achievement award to Guilford County for innovative improvements to 

shared services between cities and the county. 

• Served on several standing committees of I.C.M.A.: Assistants, Academic, 

International, etc.

KIMBERLY M. RODEN 

7223 Lilac Lane, Victoria, MN 55386 

(952) 443-1866 (H) / (612) 741-9847 (C) 

E-mail Address: k.roden@mchsi.com 

PROFESSIONAL PROFILE 

♦ Highly Qualified General Management Executive with Government Affairs Experience 

♦ Comprehensive Leadership Skills and Extensive Knowledge of City Government 

♦ Areas of expertise include: Regulatory / Compliance, Finance, and Business Development, 

Internal / External Communications and Strategic Development and Tactical Implementation 

♦ Proven 30-year track record as Corporate Communications Executive, City Council Member 

(Vice Chair of Planning Commission) and Committee Member for Minnesota League of Cities 

♦ Well-rounded professional with strong influencing, negotiating and relationship-building skills 

♦ Outstanding business judgment, innovative, and highly motivated to lead new endeavor 

♦ MBA, Masters in Public Policy and BA in Journalism and Mass Communications 

o 

o 

o 

o 

o 

o 

o 

o 

LEADERSHIP ACCOMPLISHMENTS 

Successfully led all governmental relations programs for the Midwest Region of a National 

Telecommunications Organization; effectively managed regulatory requirements and insured 

compliance for organization. 

Directed outside legal, governmental affairs and public relations counsel for the company. 

As Regional Vice President, managed responsibilities of system strategic planning, budgeting, 

business planning and operational management. 

Served as member of senior management team responsible for all public affairs matters, including 

franchise compliance and renewal, regulatory and legal services, and public relations. 

Represented company at the Minnesota Legislature and led company’s lobbying efforts at the 

state and federal level; Planned, developed and directed all government and corporate 

communications plans; managed interaction with the news media and developed corporate 

marketing communications plans. 

Developed a Minnesota franchise renewal plan and negotiated all metropolitan area franchise 

ordinance agreements and other city proposals. 

Successfully negotiated 23-year franchise renewal with the City of Minneapolis, resulting in major 

cost savings for the company. 

Planned and executed award-winning community relations programs resulting in national, state 

and local recognition for the company. 

CAREER EXPERIENCE 

COMCAST - TWIN CITIES REGION – St. Paul, MN 

A region in West Division of Comcast, providing voice, video and data services to 700,000 customers in 

120 communities within four states (MN, WI, KS, and MO) 

Region Vice President, Government Affairs 2006 – 2009

Kimberly M. Roden 

Page Two 

CAREER EXPERIENCE (continued) 

TIME WARNER CABLE - MINNESOTA – Minneapolis, MN 

A division of Time Warner Cable, a company of Time Warner, Inc., Time Warner Cable Minnesota 

provided telecommunications services to more than 200,000 customers in 18 cities and seven townships. 

Vice President, Public Affairs and Programming 1994 – 2006 

Director, Public Affairs 1993 – 1994 

CENTERPOINT ENERGY – Minneapolis, MN 

A division of CenterPoint Energy, a diversified natural gas products and services company 

Provides natural gas service to 700,000 residential and commercial customers throughout Minnesota. 

Director, Local Government & Community Relations 1991 – 1993 

Administrator, Community & Government Relations 1987 – 1991 

Administrator, Community Relations 1983 - 1987 

UNITED WAY OF THE TWIN CITIES AREA – Minneapolis, MN 

Major human services agency with an annual budget of $27 million dollars funding more than 100 

community programs and services. 

Director, Campaign Promotion 1981 – 1983 

AMERICAN HEART ASSOCIATION, MINNESOTA AFFILIATE, INC. – Minneapolis, MN 

National health services organization providing heart-related public education and research programs 

Director, Public Relations – State of Minnesota 1979 – 1981 

- Directed all public information, public education and public affairs activities 

FAIRVIEW COMMUNITY HOSPITALS – Minneapolis, MN 

Multi-hospital and health services company headquartered in Minneapolis, MN. 

Assistant to the Director, Public Relations 1977 - 1979 

- Supported the corporate implementation of public relations policies, procedures, and programs for 

individual hospitals and hospital departments system wide. 

EDUCATION 

University of St. Thomas, Minneapolis/St. Paul, Minnesota (2001) 

Master’s in Business Administration 

University of Minnesota, Minneapolis, Minnesota (1987) 

Master of Arts, Public Affairs and Political Science 

University of Minnesota, Minneapolis, Minnesota (1977) 

Bachelor of Arts, Journalism and Mass Communications

Kimberly M. Roden 

Page Three 

ASSOCIATIONS 

o 

o 

o 

o 

o 

o 

o 

Enterprise Minnesota (formerly Minnesota Technology Inc.) Past Chair, Board of Directors 

Minnesota Cable Communications Association, Past President & Board of Directors 

Public Relations Society of America, Member 

Minnesota Governmental Relations Council, Member 

Women in Cable and Telecommunications, Past President & Board of Directors 

Uptown Rotary Club of Minneapolis, Charter Member 

Citizens League, Member 

RECENT ACHIEVEMENTS 

Board of Directors' Distinguished Service Award 

Enterprise Minnesota, Inc.- formerly Minnesota Technology, Inc. (2007) 

Outstanding Service Award 

North Central Cable Communications Association (2007) 

Victoria, Minnesota City Council 

Elected to the City Council twice, most recently in November 2008; Served on the Finance 

Committee and as a liaison to the Planning Commission. 

Betsy Magness Leadership Institute 

Women in Cable & Telecommunications (2003-04) 

Leadership Award 

Midwest Chapter of Women in Cable & Telecommunications (2003) 

Distinguished Service Award 

Minnesota Cable Communications Association (2004) 

Pinnacle Award 

Women in Cable & Telecommunications for Leadership of the Midwest Chapter (2004 & 1999) 

Public Affairs Awards 

Minnesota Cable Communications Association for the Time Warner Cable Community Affairs 

Programs (1997 & 1995) 

Beacon Awards 

Finalist recognition from the Cable Television Public Affairs Association for the Time Warner 

Cable/Youth Service Award program (1997)

CHARLES CLARK SADDLER, III 

RÉSUMÉ 

1810 Sir Henry’s Trail 

Lakeland, Florida 33809-5033 

Tel/Fax 863-853-2281 home 

csaddler@tampabay.rr.com 

QUALIFICATIONS 

International City Management Association Credentialed Manager with thirty years of progressively more responsible, 

innovative and diversified experience in all aspects of local government. Twenty years as a CAO/CEO in city and 

county government service in four states. Extensive experience in the management and delivery of public services and 

utilities. 


TOWN MANAGER 

Town of Dundee, Florida; 2006-2008 

Dundee is a bedroom community of Winter Haven and Orlando located in east central Polk County. The community had 

been devastated by 3 hurricanes in 2004 and was experiencing tremendous growth pressure from the Orlando Metro area. 

New development has created 2,700 homes sites and an addition 4,000 are under review. The town provides a full range 

of municipal services including utilities. The utility division included water, wastewater and storm water management. 

The town is currently developing a residential reuse or reclaimed water utility. 

Duties and Responsibilities 

• Chief executive officer of a municipality with 50 employees and a $12 million budget. Oversight 

responsibilities for the following functions: Water and Wastewater, Solid Waste, Storm Water 

Management, Streets, Police, Fire, Library, Building & Code Enforcement, Finance & Administration, 

Parks, Recreation, and Museum. 

• Customer service and labor relations. 

• Implementation of Council directed policy and research, development and presentation of proposed policy 

for Town Council. 

• Preparation of municipal budget including general fund, capital budget and enterprise funds. 

• Media representation including appearances on television, interviews with newspapers, preparation of press 

releases and public speaking appearances. 


• Uncovered Financial Defalcation. Two months in my new position, I removed the Finance Director for 

defalcation of reports and misappropriation of $1 million (20%) of General Fund receipts. 

• Developed Ordinances to protect the general fund from the cost of growth and new development and 

position the utility fund to quickly respond to growth demands. 

• Developed and Implemented a Financial Recovery Plan based on historical and anticipated growth 

projections. Year one and two of our three-year plan have positively exceeded expectations/projections. 

• Developed and Implemented a Facility Plan that addressed the space needs of the organization. The plan 

would relocate various operations from temporary and rental facilities to a renovated Public Safety 

Complex and new Municipal Complex. Police, Fire and Emergency Operations will be consolidated under 

one roof with room to serve future growth needs. Municipal operations, which are currently housed in three 

different locations, will be consolidated into one facility. 

• Secured a $4.6 million USDA/RUS Grant/Loan commitment for construction of a new expanded Water 

Treatment Facility to serve the growth needs of the community. 

• Secured phased funding for a $4 million Reuse Facility from the Southwest Florida Water Management 

District to treat wastewater for residential and institutional users. 

• Secured a $1.8 million Utility Bond to refinance previous debt and pay for a State Mandated utility 

relocation project that had not been budgeted and for which no funds were available.

Charles C. Saddler, III 


Phone: 863-853-2281 

RÉSUMÉ Page 2 


Jefferson County Board of County Commissioners, Port Townsend, Washington; 2000 - 2002. 

Jefferson County is a coastal county located on the Olympic Peninsula of Washington with a population of 27,000 and an 

area of approximately 1,800 sq. miles. The county is the recreational and tourist center of the state, located 

approximately two hours from the Seattle metropolitan area. Jefferson County is home to the Olympic National Park, 

Olympic National Seashore, and five Washington State Parks, including Fort Warden State Conference Park, Port 

Ludlow Master Planned Resort and Centrum Center for the Performing Arts. Port Townsend, the County Seat is a 

restored Victorian Seaport and a National Registry Historic District. 

Jefferson County is a general law political subdivision of the State of Washington, and was the first county in the state to 

delegate executive and administrative authority to an appointed administrator. 


• Chief executive officer of a county government with 300 employees and a $35 million budget. Oversight 

responsibilities for the following functions: Animal Control, Building Inspection, Central Services, Cooperative 

Extension, Fire Marshal, Planning & Community Development, Public Health & Human Services, Public 

Safety, and Public Works. 

• Customer service and labor relations including 3 bargaining units and 2 unions. 

• Implementation of Commission directed policy and research, development and presentation of proposed 

policy for Commission and other elected officials of county government. 

• Preparation of county budget including road fund, general fund, capital budget and public health trust 

funds. 




• Establishment of first Council-Manager form of county government in the State of Washington. Developed 

ordinance that delegated executive authority granted to county commissions under state law to the post of 

County Administrator. 

• Created vision statement for county government. Activities of elected county officials and departments were 

often uncoordinated and conflicting. As facilitator and mediator, over course of several weeks identified shared 

values, crafted vision statement that officials agreed to implement and work on. 

• Led performance-based management initiative. Taught Performance-Based Program Budgeting to budget staff 

from 22 departments. Guided staff in establishing performance measures and indicators for each program 

funded by the county. Set performance standards for senior staff. 

• Resolved citizen and customer complaints in the development and septic permitting processes. Initiated 

customer service training and permit tracking system. Established goals and standards and performance 

measures. Efforts resulted in improved customer satisfaction and a curtailment in complaints to elected 

officials. 

• Initiated creation of centralized Emergency Communications Agency. Through combined resources of seven 

fire protection districts, City of Port Townsend, Port Authority, and several county agencies, Jefferson County 

was able to provide economies of scale and redundant backup equipment/facilities to ensure effective and 

efficient emergency communications operations. 

• Initiated and negotiated in-sourcing of services. Initiated and negotiated an Interlocal Agreement with City of 

Port Townsend for use of county’s District Court System, Animal Control Services, jail and communications 

facilities, and for county to provide city with information Technology (computer/communications) services. 

• Initiated comprehensive financial stability analysis. Initiated comprehensive evaluation of county revenue, 

debt, and expenditures with county auditor and county treasurer. Identified indicators for use in monitoring 

fiscal health of county government. Ten-year review of past performance revealed financial trends and fiscal 

opportunities. Information gathered was used to identify unresolved issues and to establish a benchmark used 

for comparison to similar local governments in state and out-of-state. 

• Led adoption of land use regulations by Board of County Commissioners. Developed new regulations 

implementing the comprehensive plan adopted by the BoCC in 1998 of 2% annual population growth 4%



Phone: 863-853-2281 


annual job creation and concluded a special study to finalize development of future urban growth areas within 

the county. 

• Discovered uncollected monies due county. During preparation of first county budget, uncovered over $600,000 

in uncollected contractual obligations due the county over previous three years and over $125,000 in recurring 

funds due the county. 

• Initiated collaborative effort to alleviate county growth and development pressures. Initiated meetings 

facilitated to educate government, financial institutions, and housing industry on development of positive 

incentives for varied and mixed approach to housing and housing finance. 

• Developed terrorism annex to emergency management plan. In my capacity as the county’s emergency 

management director, Jefferson County was first the county in the State of Washington to develop a terrorism 

annex to its all hazards plan. 

• Instituted staff training for emergency management department. Created a program of FEMA-trained 

volunteers to staff the county’s emergency management department. 

DEPARTMENT DIRECTOR 

Polk County Board of County Commissioners, Bartow, Florida; 1993 - 1999. 

Polk is a non-coastal county, located in the center of Florida. It contains 17 municipalities including the 

Lakeland-Winter Haven SMSA. Located between the Tampa and Orlando metropolitan areas, the countywide population 

was approximately 450,000 with more than 270,000 citizens residing in the unincorporated area of the county. A 

political subdivision of the State of Florida, governed by a Board of County Commissioners operating under a voterapproved 

charter. 

Human Services Director - 4 years 

The Human Services Department provided a wide variety of health care and social services to the population of both the 

incorporated and unincorporated portions of the county. Responsible for an operating budget of $57 million (half of 

which were grant funded from state and federal programs), and a staff of 400 employees and more than 150 contracts to 

various service providers and nonprofit agencies. 


• Developed and implemented strategic plan for countywide library cooperative. With no countywide library system 

in place, developed tactical plan with librarians from county municipalities that addressed concerns for autonomy 

and protection against degeneration of services to municipal patrons. Created single, integrated library program to 

serve both city residents and residents in unincorporated areas of county. Total cost to county was $600,000 or 

$2.22 per capita. 

• Developed plan for creation of county transportation program. Contracted with a municipal transit operator to 

provide additional service in other municipalities. Capital purchases funded 80% by federal and state grants; 

operations funded 50% by federal grants. City of Winter Haven and Polk County only required contributing 

$50,000 each towards operations. 

• Instituted a formal evaluation of programs and contracts. Evaluated goals, objectives, outcomes, and processes. 

Staff trained to evaluate contracts and programs to ensure lawful expenditure of funds and to ensure desired 

outcomes were achieved in efficient manner. Resulted in many programs and contractors eliminated from future 

budgetary consideration because of inefficiencies and others expanded due to objective evidence of value. Due 

to success of process, other departments within the county established similar operations. 

Environmental Management Director – 2 years 

The Environmental Management Department provided Landfills, Recycling, Hazardous Waste, Water Quality, Air 

Quality, Lands Management, Mosquito and Aquatic Weed Control services to both the incorporated and unincorporated 

portions of the county and had 183 employees and an annual combined capital improvement and operating budget of $76 

million. 


• Initiated and negotiated privatization partnerships within solid waste program. Maximized use of county’s



Phone: 863-853-2281 


$3.2 million recycled materials processing facility and privatization of construction and demolition debris 

landfill in northeast region of county. 

• Initiated privatization of county’s flight operations. Contracted for various flight services with private sector 

service providers. Approximately $500,000 in capital expenditures was averted and more than $100,000 in 

annual operating costs saved. 

• Reduced department staffing by 7% and initiated program changes. Annual operational savings of more than 

$1.2 million. 

CITY MANAGER 

City of Fort Meade, Florida; 1985 - 1993. 

Fort Meade was a bedroom community located in southwest Polk County. Although located in an urban county, Fort 

Meade worked to retain its rural land use patterns. The city provided a full range of municipal services including 

utilities. The utility division included water, wastewater, electric and natural gas distribution as well as storm water 

management. Those enterprise funds, coupled with the solid waste management department and a municipally owned 

mobile home park generated a sufficient return on investment to allow the community to abolish ad valorem property 

taxes. 


• Chief executive officer of a municipality with 75 employees and a $9 million budget. Oversight responsibilities 

for the following functions: Water and Wastewater, Solid Waste, Storm Water Management, Streets, Police, 

Fire, Natural Gas, Electric, Library, Building & Code Enforcement, Finance & Administration, Fleet 

Management, Parks, Recreation, Mobile Home Park, and Airfield. 



policy for City Commission. 





• Educated and informed citizens of local government issues while publicizing and stimulating citizen 

participation in governing process. Edited and contributed to municipal newsletter. Negotiated with local cable 

TV provider to televise City Commission meetings. 

• Negotiated contract with municipal mobile home park homeowners’ association. Involved in lengthy 

negotiation and mediation process to raise fee from rate of $25 per month to fair market rental fee. At end of 

tenure, estimated positive cash flow was $300,000 annually. 

• Recommended establishment of storm water utility to secure revenue source for mandated storm water and 

surface water quality programs. Approved by City Council, this revenue source allowed city to make 

substantial improvements to street and drainage systems and was one of the first such utilities established in the 

State of Florida. 

• Led negotiations for securing of long-term wholesale electrical power supply contract. Negotiated over a twoyear 

period among five potential suppliers. $60 million contract award was $7 million less than next closest 

competitor. 

• Upgraded electric substation and distribution system. Multi-million dollar project providing first major system 

improvements in 30 years. 

• Developed manmade wetlands for wastewater discharge. Negotiated land acquisition and permitting of a manmade 

wetlands on previously mined lands for discharge of treated municipal sewage resulting in increased 

permitted capacity of existing treatment facility. 

• Annexation. Negotiated numerous voluntary annexations resulting in the doubling of the city’s landmass. 

Resulted in added land for future industrial, commercial and residential development and significant increase in 

the assessed value of the city.



Phone: 863-853-2281 


TOWN MANAGER 

Municipal Corporation of Cape Charles, Virginia; 1980 - 1985. 

Cape Charles was a planned coastal community located on the Eastern Shore of Virginia at the southern tip of the 

Delmarva Peninsula. The community is adjacent to Norfolk and Virginia Beach via the Chesapeake Bay Bridge and 

Tunnel. The charter of Cape Charles differed from the traditional town government system in that special consideration 

was given with respect to the operation of a local school district, a responsibility usually reserved for cities and counties 

under the Code of Virginia. 


• Chief executive officer of a municipality with 25 employees and the administration of a $3 million budget. 

Oversight responsibilities for the following functions: Water and Wastewater, Public Works, Planning & 

Community Development, Police, Fire Marshal, Beaches, Harbors and Wharves, Library, and Animal Control. 

The Public Schools were funded in the municipal budget; however, a governing board appointed by the Town 

Council provided operational oversight 

• Customer service. 


for City Council. 





• Negotiated and secured contract with state DMV to maintain licensing services in municipality. Resulted in 

positive financial situation for municipality and DMV and kept essential and popular service readily available to 

citizens and area residents. 

• Administered and negotiated inter-agency contracts. Services provided on contractual basis included municipal 

street system maintenance, building inspections, planning services, and fire prevention services. 

• Implemented tax and finance system restructuring through annual budget submissions. Property tax rates were 

lowered in each of my last three years of service to the community. 

• Installed water lines and re-sewered the entire community. Installed water lines to increased fire flows in 

minority communities and secured grants to re-sewer the entire community when collection and transmission 

system failed due to age and neglect. 


LOCAL GOVERNMENT CONSULTANT 

Lakeland, Florida; 1991 to date 

Provided limited consultation services on annexation & municipal utility issues. In 2001, working with my wife 

expanded services to include public health, bio-terrorism and emergency management. 

CDBG ADMINISTRATION SPECIALIST 

Bluegrass Area Development District, Lexington, Kentucky; October 1979 to April 1980. 

The District was a regional council of governments performing planning and management services created through 

Executive Order of the Governor of the Commonwealth of Kentucky. I was hired on a temporary basis and was 

accountable to the Director of Planning and Community Development of the Bluegrass Area Development District. 


• Responsible for planning, directing, and reviewing the work of local Community Development Directors and 

Project Managers in those communities under contract with the district 

• Technical assistance in the areas of financial management, environmental planning, housing rehabilitation, 

housing demolition, property acquisition and relocation, park development, subdivision development 

• Drafting of necessary plans and policies to execute the above cited activities



Phone: 863-853-2281 


• Preparation of Grantee Performance Reports and Grant Closeout Requirements. 

CITY COORDINATOR 

City of Cumberland, Kentucky; March 1978 to October 1979. 

Cumberland was a remote, mountainous eastern Kentucky mining community located in Harlan County. As the largest 

city in the county and as the retail/service center for much of the county, Cumberland enjoyed a healthy business 

community. During my tenure, the area was riding one of the boom cycles in the coal industry. Suitable land for 

development was extremely scarce and the existing housing stock was inadequate and mostly substandard. 


• Administrative officer to the Mayor of a municipality with 27 employees and the administration of a $3 million 

budget. Oversight responsibilities for the following functions: Water and Wastewater, Public Works, Police, 

Fire 

• Long and short range planning in the areas of housing, economic and commercial development, and public 

service expansion 

• Administration of state and federal grant-in-aid programs including all activities relating to two U.S. 

Department of Housing and Urban Development Community Development Block Grants 




CONSULTATION SERVICE 

Dundee Public Works Dept. 

Dundee, Florida 

Summer & Fall 2006 

Town of Dundee 


Spring 2006 

Utility consulting work associated with the development of a residential reclaimed 

water treatment and distribution system. Worked with the Southwest Florida 

Water Management District in the securing of $3,000,000 in state/district funds for 

the project. Recommend 4 ordinances for adoption that created a “Reuse Water 

Utility” and protection of the proposed assets to be constructed. Also revised the 

Town’s Municipal Code to facilitate the development and operation of the Reuse 

Utility and remove conflicts therein. 

I accepted a part-time appointment as Interim Manager for the Town of Dundee, 

Florida. A bedroom community located in east central Polk County. The town 

provided a full range of municipal services and is experiencing rapid growth. 

My specific responsibilities were to assist the Council in addressing growth 

management issues, re-establishing confidence in the Council-Manager system of 

local government and the recruitment and selection of a Town Manager. Duties 

also included supervision of various municipal departments and services, reorganization 

of workforce, and plan a development strategy to broaden the tax 

base.



Phone: 863-853-2281 


Town of Polk City 

Polk City, Florida 

Winter 1999/2000 

Tampa Electric Company 

Tampa, Florida 

Spring 1994 

Brown & Root, Inc. 

Houston, Texas 

Fall 1991 

At the request of the Florida League of Cities and the Florida City/County 

Management Association, I accepted a part-time, 90-day appointment as Interim 

Manager for the Town of Polk City, Florida. The Mayor had requested assistance 

of the Governor of the State of Florida after the municipality (pop. 1,800) had 

suffered the resignation of two of the five Council members and the Manager in a 

one-week time period. Polk City was a bedroom community located in northwest 

Polk County. The town provided a full range of municipal services through 

contracting with other units of government. Utilities were provided by the City of 

Lakeland, the Polk County Sheriff provided law enforcement and the Polk County 

Board of County Commissioners provided Fire & EMS. Town staff provided 

contract management and Codes Enforcement. My specific responsibilities were 

to assist the Council in filling the vacant governing board positions and the 

recruitment and selection of a Town Manager. Duties also included contract 

monitoring and supervision of various contracted municipal services agreements 

with other governmental agencies. During my short tenure, I wrote a personnel 

policy for the employees of the Town and administered a USDA/RUS grant and 

loan program for the construction of a wastewater collection system for the central 

business district of the community. 

Petition of Florida Power Corporation to Open Investigation into Tampa Electric 

Company’s Proposed Construction of a 69 kV Transmission Line to Serve the 

Cities of Wauchula and Fort Meade. Proceedings before the Florida Public 

Service Commission Docket No. 930676-EI. I submitted written and direct 

testimony to the Public Service Commission on behalf of Tamp Electric Company 

and the Cities of Wauchula and Fort Meade, Florida. 

Accawmacke Plantation Planned Unit Development, Northampton County, 

Virginia. Provided services to the Municipal Corporation of Cape Charles on 

behalf of Brown & Root, Inc. with regard to the town’s efforts to annex +/- 1,000 

acres of land on which Brown & Root proposed a planned resort community. 

Proceedings were before the Virginia Annexation Court of the Virginia Supreme 

Court. 

PROFESSIONAL SERVICE 

Florida City Mgmt. Assoc. 

Program Speaker 

2008 Annual Conference 


Range Rider 

Calendar 2003 

Speaker on the effective use of Interlocal Agreements between two or more units 

of local government. Provided a case study in the relationship between the Town 

of Dundee and the Florida Government Utility Authority. 

A program sponsored jointly by the Florida City/County Management Association 

and the International City/County Management Association. A cadre of retired 

local government chief administrative officers called Range Riders volunteer 

assistance to towns, cities, and counties in the recruitment and selection of 

professional City and County Managers and Administrators. Range Riders also 

provided professional counseling services to local governments’ Chief 

Administrative Officers on issues of management and ethics. Resigned at end of 

2003 to seek local government employment in central Florida.



Phone: 863-853-2281 



Program Moderator 


American Public Power 

Assoc. 


1993 San Francisco 

Conference 




Assoc. of Russian Cities 

Moscow, Russia 

Summer 1992 

Florida League of Cities 

Innovations Showcase 


Served as Moderator for panel discussion on Constitutional Revision and the 

various opportunities this affords the “reengineering” of local government. The 

membership discussed the role of the professional association and how we might 

answer the call for assistance from the Florida Association of Counties and the 

Florida League of Cities. 

Speaker on the process by which the City of Fort Meade came to develop a 

telecommunications public utility. Described the negotiations and political 

processes that influenced and encouraged the Commission to determine the need 

for a multifaceted communications utility. The utility was conceptually designed 

to serve the load management needs of the electric utility, as well as, provide 

entertainment and television options, premises and personal security services, 

voice and data transmissions, and other emerging telecommunication services to 

citizens and utility customers. 

Served as Moderator for panel discussion on Franchise Agreements and the 

various negotiating tactics successfully employed to obtain compliance. Among 

the topics discussed and presentations made, was a discussion of the efforts of Fort 

Meade with regard to the recent Cable Television and Telephone franchise 

negotiations and recent experiences in the wholesale power supply market. 

Under the auspices of the ICMA, was a member of a team of government officials 

who met with senior elected and appointed officials of the cities of Moscow and 

St. Petersburg in the Republic of Russia. Discussion centred on efforts to 

introduce privatization and restructure municipal services after the fall of the 

Soviet Union. 

Described how in Fort Meade the landfill concept was abandoned and a 

municipally owned incinerator was built to process 3000 tons of waste annually. 

Recycling opportunities were afforded by operation of the incinerator, thus 

allowing Fort Meade to become the first city in Polk County to begin 

community-wide recycling. Fort Meade was managing some 7,000 tons of solid 

waste annually. During my tenure, the incinerator was processing 2900 tons of 

waste per year and the recycling program has expanded to include glass, 

aluminum, ferrous metal, white goods, and yard waste. 

PROFESSIONAL LEADERSHIP 

Florida City/County Mgmt. Association 

Board of Directors - District VIII 

Awards Committee Chair 

Legislative Committee 

American Public Power Association 

Legislative and Resolutions Committee 

International City/County Mgmt. Assoc. 

Task Force on E-Governance 

Southwest Florida Intergovernmental Risk 

Management Association 

Board of Directors 

Florida Government Utilities Authority 


Polk County Library Cooperative 

Governing Board Chair 

National Association of Counties 

Telecommunication Committee 

Florida Municipal Power Agency 


Florida Municipal Electric Association 

Board of Directors/Executive Committee 

Legislative Committee



Phone: 863-853-2281 


MEMBER 

EDUCATION 


National Association of County Administrators 

Florida City/County Management Association 

MASTER OF PUBLIC SERVICE DEGREE IN PUBLIC ADMINISTRATION, Western Kentucky University, Bowling Green, 

Kentucky; August 1977. Graduate emphasis on urban and regional policy analysis and public sector management. 

Graduated with a 3.20 GPA. Honors include membership in Alpha Kappa Delta national honor society. 

BACHELORS OF SCIENCE DEGREE, Union College, Barbourville, Kentucky; August 1976, magna cum laude. Major in 

social science and minor in business administration and graduated with a 3.57 GPA. Four-year liberal arts program 

completed in twenty-three months. Honors include Dean’s List every semester, memberships in Gamma Beta Phi 

national honor society and Iota Sigma Nu honorary scholastic fraternity. Offices held include: Student Senate, vicepresident 

of the Student Center Board, vice-president of Sophomore Class, President of Junior Class. 

HONORS and ACHIEVEMENTS 

“Best Management Practice – Homeless 

Continuum of Care” 

U.S. Department of Housing and Urban 

Development, 1999 

“Certificate of Appreciation” 

Fort Meade Chamber of Commerce, 1993 

“Council Member of the Year” 

Business Advisory Council, University of South 

Florida, Lakeland Campus, 1993-94 

“Outstanding Young Men of America”, 1983 

REFERENCES 

References will be furnished upon request

CHARLES CLARK SADDLER, III 

RÉSUMÉ 

1810 Sir Henry’s Trail 

Lakeland, Florida 33809-5033 

Tel/Fax 863-853-2281 home 


QUALIFICATIONS 

International City Management Association Credentialed Manager with thirty years of progressively more responsible, 

innovative and diversified experience in all aspects of local government. Twenty years as a CAO/CEO in city and 

county government service in four states. Extensive experience in the management and delivery of public services and 

utilities. 


TOWN MANAGER 

Town of Dundee, Florida; 2006-2008 

Dundee is a bedroom community of Winter Haven and Orlando located in east central Polk County. The community had 

been devastated by 3 hurricanes in 2004 and was experiencing tremendous growth pressure from the Orlando Metro area. 

New development has created 2,700 homes sites and an addition 4,000 are under review. The town provides a full range 

of municipal services including utilities. The utility division included water, wastewater and storm water management. 

The town is currently developing a residential reuse or reclaimed water utility. 


• Chief executive officer of a municipality with 50 employees and a $12 million budget. Oversight 

responsibilities for the following functions: Water and Wastewater, Solid Waste, Storm Water 

Management, Streets, Police, Fire, Library, Building & Code Enforcement, Finance & Administration, 

Parks, Recreation, and Museum. 



for Town Council. 





• Uncovered Financial Defalcation. Two months in my new position, I removed the Finance Director for 

defalcation of reports and misappropriation of $1 million (20%) of General Fund receipts. 

• Developed Ordinances to protect the general fund from the cost of growth and new development and 

position the utility fund to quickly respond to growth demands. 

• Developed and Implemented a Financial Recovery Plan based on historical and anticipated growth 

projections. Year one and two of our three-year plan have positively exceeded expectations/projections. 

• Developed and Implemented a Facility Plan that addressed the space needs of the organization. The plan 

would relocate various operations from temporary and rental facilities to a renovated Public Safety 

Complex and new Municipal Complex. Police, Fire and Emergency Operations will be consolidated under 

one roof with room to serve future growth needs. Municipal operations, which are currently housed in three 

different locations, will be consolidated into one facility. 

• Secured a $4.6 million USDA/RUS Grant/Loan commitment for construction of a new expanded Water 

Treatment Facility to serve the growth needs of the community. 

• Secured phased funding for a $4 million Reuse Facility from the Southwest Florida Water Management 

District to treat wastewater for residential and institutional users. 

• Secured a $1.8 million Utility Bond to refinance previous debt and pay for a State Mandated utility 

relocation project that had not been budgeted and for which no funds were available.



Phone: 863-853-2281 



Jefferson County Board of County Commissioners, Port Townsend, Washington; 2000 - 2002. 

Jefferson County is a coastal county located on the Olympic Peninsula of Washington with a population of 27,000 and an 

area of approximately 1,800 sq. miles. The county is the recreational and tourist center of the state, located 

approximately two hours from the Seattle metropolitan area. Jefferson County is home to the Olympic National Park, 

Olympic National Seashore, and five Washington State Parks, including Fort Warden State Conference Park, Port 

Ludlow Master Planned Resort and Centrum Center for the Performing Arts. Port Townsend, the County Seat is a 

restored Victorian Seaport and a National Registry Historic District. 

Jefferson County is a general law political subdivision of the State of Washington, and was the first county in the state to 

delegate executive and administrative authority to an appointed administrator. 


• Chief executive officer of a county government with 300 employees and a $35 million budget. Oversight 

responsibilities for the following functions: Animal Control, Building Inspection, Central Services, Cooperative 

Extension, Fire Marshal, Planning & Community Development, Public Health & Human Services, Public 

Safety, and Public Works. 

• Customer service and labor relations including 3 bargaining units and 2 unions. 


policy for Commission and other elected officials of county government. 

• Preparation of county budget including road fund, general fund, capital budget and public health trust 

funds. 




• Establishment of first Council-Manager form of county government in the State of Washington. Developed 

ordinance that delegated executive authority granted to county commissions under state law to the post of 

County Administrator. 

• Created vision statement for county government. Activities of elected county officials and departments were 

often uncoordinated and conflicting. As facilitator and mediator, over course of several weeks identified shared 

values, crafted vision statement that officials agreed to implement and work on. 

• Led performance-based management initiative. Taught Performance-Based Program Budgeting to budget staff 

from 22 departments. Guided staff in establishing performance measures and indicators for each program 

funded by the county. Set performance standards for senior staff. 

• Resolved citizen and customer complaints in the development and septic permitting processes. Initiated 

customer service training and permit tracking system. Established goals and standards and performance 

measures. Efforts resulted in improved customer satisfaction and a curtailment in complaints to elected 

officials. 

• Initiated creation of centralized Emergency Communications Agency. Through combined resources of seven 

fire protection districts, City of Port Townsend, Port Authority, and several county agencies, Jefferson County 

was able to provide economies of scale and redundant backup equipment/facilities to ensure effective and 

efficient emergency communications operations. 

• Initiated and negotiated in-sourcing of services. Initiated and negotiated an Interlocal Agreement with City of 

Port Townsend for use of county’s District Court System, Animal Control Services, jail and communications 

facilities, and for county to provide city with information Technology (computer/communications) services. 

• Initiated comprehensive financial stability analysis. Initiated comprehensive evaluation of county revenue, 

debt, and expenditures with county auditor and county treasurer. Identified indicators for use in monitoring 

fiscal health of county government. Ten-year review of past performance revealed financial trends and fiscal 

opportunities. Information gathered was used to identify unresolved issues and to establish a benchmark used 

for comparison to similar local governments in state and out-of-state. 

• Led adoption of land use regulations by Board of County Commissioners. Developed new regulations 

implementing the comprehensive plan adopted by the BoCC in 1998 of 2% annual population growth 4%



Phone: 863-853-2281 


annual job creation and concluded a special study to finalize development of future urban growth areas within 

the county. 

• Discovered uncollected monies due county. During preparation of first county budget, uncovered over $600,000 

in uncollected contractual obligations due the county over previous three years and over $125,000 in recurring 

funds due the county. 

• Initiated collaborative effort to alleviate county growth and development pressures. Initiated meetings 

facilitated to educate government, financial institutions, and housing industry on development of positive 

incentives for varied and mixed approach to housing and housing finance. 

• Developed terrorism annex to emergency management plan. In my capacity as the county’s emergency 

management director, Jefferson County was first the county in the State of Washington to develop a terrorism 

annex to its all hazards plan. 

• Instituted staff training for emergency management department. Created a program of FEMA-trained 

volunteers to staff the county’s emergency management department. 

DEPARTMENT DIRECTOR 

Polk County Board of County Commissioners, Bartow, Florida; 1993 - 1999. 

Polk is a non-coastal county, located in the center of Florida. It contains 17 municipalities including the 

Lakeland-Winter Haven SMSA. Located between the Tampa and Orlando metropolitan areas, the countywide population 

was approximately 450,000 with more than 270,000 citizens residing in the unincorporated area of the county. A 

political subdivision of the State of Florida, governed by a Board of County Commissioners operating under a voterapproved 

charter. 

Human Services Director - 4 years 

The Human Services Department provided a wide variety of health care and social services to the population of both the 

incorporated and unincorporated portions of the county. Responsible for an operating budget of $57 million (half of 

which were grant funded from state and federal programs), and a staff of 400 employees and more than 150 contracts to 

various service providers and nonprofit agencies. 


• Developed and implemented strategic plan for countywide library cooperative. With no countywide library system 

in place, developed tactical plan with librarians from county municipalities that addressed concerns for autonomy 

and protection against degeneration of services to municipal patrons. Created single, integrated library program to 

serve both city residents and residents in unincorporated areas of county. Total cost to county was $600,000 or 

$2.22 per capita. 

• Developed plan for creation of county transportation program. Contracted with a municipal transit operator to 

provide additional service in other municipalities. Capital purchases funded 80% by federal and state grants; 

operations funded 50% by federal grants. City of Winter Haven and Polk County only required contributing 

$50,000 each towards operations. 

• Instituted a formal evaluation of programs and contracts. Evaluated goals, objectives, outcomes, and processes. 

Staff trained to evaluate contracts and programs to ensure lawful expenditure of funds and to ensure desired 

outcomes were achieved in efficient manner. Resulted in many programs and contractors eliminated from future 

budgetary consideration because of inefficiencies and others expanded due to objective evidence of value. Due 

to success of process, other departments within the county established similar operations. 

Environmental Management Director – 2 years 

The Environmental Management Department provided Landfills, Recycling, Hazardous Waste, Water Quality, Air 

Quality, Lands Management, Mosquito and Aquatic Weed Control services to both the incorporated and unincorporated 

portions of the county and had 183 employees and an annual combined capital improvement and operating budget of $76 

million. 


• Initiated and negotiated privatization partnerships within solid waste program. Maximized use of county’s



Phone: 863-853-2281 


$3.2 million recycled materials processing facility and privatization of construction and demolition debris 

landfill in northeast region of county. 

• Initiated privatization of county’s flight operations. Contracted for various flight services with private sector 

service providers. Approximately $500,000 in capital expenditures was averted and more than $100,000 in 

annual operating costs saved. 

• Reduced department staffing by 7% and initiated program changes. Annual operational savings of more than 

$1.2 million. 

CITY MANAGER 

City of Fort Meade, Florida; 1985 - 1993. 

Fort Meade was a bedroom community located in southwest Polk County. Although located in an urban county, Fort 

Meade worked to retain its rural land use patterns. The city provided a full range of municipal services including 

utilities. The utility division included water, wastewater, electric and natural gas distribution as well as storm water 

management. Those enterprise funds, coupled with the solid waste management department and a municipally owned 

mobile home park generated a sufficient return on investment to allow the community to abolish ad valorem property 

taxes. 


• Chief executive officer of a municipality with 75 employees and a $9 million budget. Oversight responsibilities 

for the following functions: Water and Wastewater, Solid Waste, Storm Water Management, Streets, Police, 

Fire, Natural Gas, Electric, Library, Building & Code Enforcement, Finance & Administration, Fleet 

Management, Parks, Recreation, Mobile Home Park, and Airfield. 



policy for City Commission. 





• Educated and informed citizens of local government issues while publicizing and stimulating citizen 

participation in governing process. Edited and contributed to municipal newsletter. Negotiated with local cable 

TV provider to televise City Commission meetings. 

• Negotiated contract with municipal mobile home park homeowners’ association. Involved in lengthy 

negotiation and mediation process to raise fee from rate of $25 per month to fair market rental fee. At end of 

tenure, estimated positive cash flow was $300,000 annually. 

• Recommended establishment of storm water utility to secure revenue source for mandated storm water and 

surface water quality programs. Approved by City Council, this revenue source allowed city to make 

substantial improvements to street and drainage systems and was one of the first such utilities established in the 

State of Florida. 

• Led negotiations for securing of long-term wholesale electrical power supply contract. Negotiated over a twoyear 

period among five potential suppliers. $60 million contract award was $7 million less than next closest 

competitor. 

• Upgraded electric substation and distribution system. Multi-million dollar project providing first major system 

improvements in 30 years. 

• Developed manmade wetlands for wastewater discharge. Negotiated land acquisition and permitting of a manmade 

wetlands on previously mined lands for discharge of treated municipal sewage resulting in increased 

permitted capacity of existing treatment facility. 

• Annexation. Negotiated numerous voluntary annexations resulting in the doubling of the city’s landmass. 

Resulted in added land for future industrial, commercial and residential development and significant increase in 

the assessed value of the city.



Phone: 863-853-2281 


TOWN MANAGER 

Municipal Corporation of Cape Charles, Virginia; 1980 - 1985. 

Cape Charles was a planned coastal community located on the Eastern Shore of Virginia at the southern tip of the 

Delmarva Peninsula. The community is adjacent to Norfolk and Virginia Beach via the Chesapeake Bay Bridge and 

Tunnel. The charter of Cape Charles differed from the traditional town government system in that special consideration 

was given with respect to the operation of a local school district, a responsibility usually reserved for cities and counties 

under the Code of Virginia. 


• Chief executive officer of a municipality with 25 employees and the administration of a $3 million budget. 

Oversight responsibilities for the following functions: Water and Wastewater, Public Works, Planning & 

Community Development, Police, Fire Marshal, Beaches, Harbors and Wharves, Library, and Animal Control. 

The Public Schools were funded in the municipal budget; however, a governing board appointed by the Town 

Council provided operational oversight 

• Customer service. 


for City Council. 





• Negotiated and secured contract with state DMV to maintain licensing services in municipality. Resulted in 

positive financial situation for municipality and DMV and kept essential and popular service readily available to 

citizens and area residents. 

• Administered and negotiated inter-agency contracts. Services provided on contractual basis included municipal 

street system maintenance, building inspections, planning services, and fire prevention services. 

• Implemented tax and finance system restructuring through annual budget submissions. Property tax rates were 

lowered in each of my last three years of service to the community. 

• Installed water lines and re-sewered the entire community. Installed water lines to increased fire flows in 

minority communities and secured grants to re-sewer the entire community when collection and transmission 

system failed due to age and neglect. 


LOCAL GOVERNMENT CONSULTANT 

Lakeland, Florida; 1991 to date 

Provided limited consultation services on annexation & municipal utility issues. In 2001, working with my wife 

expanded services to include public health, bio-terrorism and emergency management. 

CDBG ADMINISTRATION SPECIALIST 

Bluegrass Area Development District, Lexington, Kentucky; October 1979 to April 1980. 

The District was a regional council of governments performing planning and management services created through 

Executive Order of the Governor of the Commonwealth of Kentucky. I was hired on a temporary basis and was 

accountable to the Director of Planning and Community Development of the Bluegrass Area Development District. 


• Responsible for planning, directing, and reviewing the work of local Community Development Directors and 

Project Managers in those communities under contract with the district 

• Technical assistance in the areas of financial management, environmental planning, housing rehabilitation, 

housing demolition, property acquisition and relocation, park development, subdivision development 

• Drafting of necessary plans and policies to execute the above cited activities



Phone: 863-853-2281 


• Preparation of Grantee Performance Reports and Grant Closeout Requirements. 

CITY COORDINATOR 

City of Cumberland, Kentucky; March 1978 to October 1979. 

Cumberland was a remote, mountainous eastern Kentucky mining community located in Harlan County. As the largest 

city in the county and as the retail/service center for much of the county, Cumberland enjoyed a healthy business 

community. During my tenure, the area was riding one of the boom cycles in the coal industry. Suitable land for 

development was extremely scarce and the existing housing stock was inadequate and mostly substandard. 


• Administrative officer to the Mayor of a municipality with 27 employees and the administration of a $3 million 

budget. Oversight responsibilities for the following functions: Water and Wastewater, Public Works, Police, 

Fire 

• Long and short range planning in the areas of housing, economic and commercial development, and public 

service expansion 

• Administration of state and federal grant-in-aid programs including all activities relating to two U.S. 

Department of Housing and Urban Development Community Development Block Grants 




CONSULTATION SERVICE 

Dundee Public Works Dept. 


Summer & Fall 2006 

Town of Dundee 


Spring 2006 

Utility consulting work associated with the development of a residential reclaimed 

water treatment and distribution system. Worked with the Southwest Florida 

Water Management District in the securing of $3,000,000 in state/district funds for 

the project. Recommend 4 ordinances for adoption that created a “Reuse Water 

Utility” and protection of the proposed assets to be constructed. Also revised the 

Town’s Municipal Code to facilitate the development and operation of the Reuse 

Utility and remove conflicts therein. 

I accepted a part-time appointment as Interim Manager for the Town of Dundee, 

Florida. A bedroom community located in east central Polk County. The town 

provided a full range of municipal services and is experiencing rapid growth. 

My specific responsibilities were to assist the Council in addressing growth 

management issues, re-establishing confidence in the Council-Manager system of 

local government and the recruitment and selection of a Town Manager. Duties 

also included supervision of various municipal departments and services, reorganization 

of workforce, and plan a development strategy to broaden the tax 

base.



Phone: 863-853-2281 


Town of Polk City 

Polk City, Florida 

Winter 1999/2000 

Tampa Electric Company 

Tampa, Florida 

Spring 1994 

Brown & Root, Inc. 

Houston, Texas 

Fall 1991 

At the request of the Florida League of Cities and the Florida City/County 

Management Association, I accepted a part-time, 90-day appointment as Interim 

Manager for the Town of Polk City, Florida. The Mayor had requested assistance 

of the Governor of the State of Florida after the municipality (pop. 1,800) had 

suffered the resignation of two of the five Council members and the Manager in a 

one-week time period. Polk City was a bedroom community located in northwest 

Polk County. The town provided a full range of municipal services through 

contracting with other units of government. Utilities were provided by the City of 

Lakeland, the Polk County Sheriff provided law enforcement and the Polk County 

Board of County Commissioners provided Fire & EMS. Town staff provided 

contract management and Codes Enforcement. My specific responsibilities were 

to assist the Council in filling the vacant governing board positions and the 

recruitment and selection of a Town Manager. Duties also included contract 

monitoring and supervision of various contracted municipal services agreements 

with other governmental agencies. During my short tenure, I wrote a personnel 

policy for the employees of the Town and administered a USDA/RUS grant and 

loan program for the construction of a wastewater collection system for the central 

business district of the community. 

Petition of Florida Power Corporation to Open Investigation into Tampa Electric 

Company’s Proposed Construction of a 69 kV Transmission Line to Serve the 

Cities of Wauchula and Fort Meade. Proceedings before the Florida Public 

Service Commission Docket No. 930676-EI. I submitted written and direct 

testimony to the Public Service Commission on behalf of Tamp Electric Company 

and the Cities of Wauchula and Fort Meade, Florida. 

Accawmacke Plantation Planned Unit Development, Northampton County, 

Virginia. Provided services to the Municipal Corporation of Cape Charles on 

behalf of Brown & Root, Inc. with regard to the town’s efforts to annex +/- 1,000 

acres of land on which Brown & Root proposed a planned resort community. 

Proceedings were before the Virginia Annexation Court of the Virginia Supreme 

Court. 

PROFESSIONAL SERVICE 





Range Rider 

Calendar 2003 

Speaker on the effective use of Interlocal Agreements between two or more units 

of local government. Provided a case study in the relationship between the Town 

of Dundee and the Florida Government Utility Authority. 

A program sponsored jointly by the Florida City/County Management Association 

and the International City/County Management Association. A cadre of retired 

local government chief administrative officers called Range Riders volunteer 

assistance to towns, cities, and counties in the recruitment and selection of 

professional City and County Managers and Administrators. Range Riders also 

provided professional counseling services to local governments’ Chief 

Administrative Officers on issues of management and ethics. Resigned at end of 

2003 to seek local government employment in central Florida.



Phone: 863-853-2281 





American Public Power 

Assoc. 


1993 San Francisco 

Conference 




Assoc. of Russian Cities 

Moscow, Russia 

Summer 1992 

Florida League of Cities 

Innovations Showcase 


Served as Moderator for panel discussion on Constitutional Revision and the 

various opportunities this affords the “reengineering” of local government. The 

membership discussed the role of the professional association and how we might 

answer the call for assistance from the Florida Association of Counties and the 

Florida League of Cities. 

Speaker on the process by which the City of Fort Meade came to develop a 

telecommunications public utility. Described the negotiations and political 

processes that influenced and encouraged the Commission to determine the need 

for a multifaceted communications utility. The utility was conceptually designed 

to serve the load management needs of the electric utility, as well as, provide 

entertainment and television options, premises and personal security services, 

voice and data transmissions, and other emerging telecommunication services to 

citizens and utility customers. 

Served as Moderator for panel discussion on Franchise Agreements and the 

various negotiating tactics successfully employed to obtain compliance. Among 

the topics discussed and presentations made, was a discussion of the efforts of Fort 

Meade with regard to the recent Cable Television and Telephone franchise 

negotiations and recent experiences in the wholesale power supply market. 

Under the auspices of the ICMA, was a member of a team of government officials 

who met with senior elected and appointed officials of the cities of Moscow and 

St. Petersburg in the Republic of Russia. Discussion centred on efforts to 

introduce privatization and restructure municipal services after the fall of the 

Soviet Union. 

Described how in Fort Meade the landfill concept was abandoned and a 

municipally owned incinerator was built to process 3000 tons of waste annually. 

Recycling opportunities were afforded by operation of the incinerator, thus 

allowing Fort Meade to become the first city in Polk County to begin 

community-wide recycling. Fort Meade was managing some 7,000 tons of solid 

waste annually. During my tenure, the incinerator was processing 2900 tons of 

waste per year and the recycling program has expanded to include glass, 

aluminum, ferrous metal, white goods, and yard waste. 

PROFESSIONAL LEADERSHIP 

Florida City/County Mgmt. Association 

Board of Directors - District VIII 

Awards Committee Chair 

Legislative Committee 

American Public Power Association 

Legislative and Resolutions Committee 

International City/County Mgmt. Assoc. 

Task Force on E-Governance 

Southwest Florida Intergovernmental Risk 

Management Association 


Florida Government Utilities Authority 


Polk County Library Cooperative 

Governing Board Chair 

National Association of Counties 

Telecommunication Committee 

Florida Municipal Power Agency 


Florida Municipal Electric Association 

Board of Directors/Executive Committee 

Legislative Committee



Phone: 863-853-2281 


MEMBER 

EDUCATION 



Florida City/County Management Association 

MASTER OF PUBLIC SERVICE DEGREE IN PUBLIC ADMINISTRATION, Western Kentucky University, Bowling Green, 

Kentucky; August 1977. Graduate emphasis on urban and regional policy analysis and public sector management. 

Graduated with a 3.20 GPA. Honors include membership in Alpha Kappa Delta national honor society. 

BACHELORS OF SCIENCE DEGREE, Union College, Barbourville, Kentucky; August 1976, magna cum laude. Major in 

social science and minor in business administration and graduated with a 3.57 GPA. Four-year liberal arts program 

completed in twenty-three months. Honors include Dean’s List every semester, memberships in Gamma Beta Phi 

national honor society and Iota Sigma Nu honorary scholastic fraternity. Offices held include: Student Senate, vicepresident 

of the Student Center Board, vice-president of Sophomore Class, President of Junior Class. 

HONORS and ACHIEVEMENTS 

“Best Management Practice – Homeless 

Continuum of Care” 

U.S. Department of Housing and Urban 

Development, 1999 

“Certificate of Appreciation” 

Fort Meade Chamber of Commerce, 1993 

“Council Member of the Year” 

Business Advisory Council, University of South 

Florida, Lakeland Campus, 1993-94 

“Outstanding Young Men of America”, 1983 

REFERENCES 

References will be furnished upon request

May 10, 2009 


Dear Colin Baenziger: 

Please accept my cover letter and resume so that I may be considered for the position of 

New Smyrna Beach City Manager. I am seeking an opportunity to serve as the city 

manager of a dynamic community such as New Smyrna Beach. 

Based on my twenty-five year career as a city manager I have gained significant 

experience in the following areas: providing strong organizational leadership; improving 

organizational performance and delivering desired outcomes; supporting elected officials 

in their efforts to provide community leadership and develop effective policies; guiding 

community growth and development; promoting business development & economic 

development and providing outstanding fiscal management. 

I currently serve as Deputy City Manager–Economic Development for the City of Eustis, 

Florida. I have overseen the development and implementation of Downtown and CRA 

Master Plans, initiated a Business Retention & Expansion Program, won a Brownfield’s 

Redevelopment Grant and managed a multitude of complex economic development 

projects. 

From 2000 to 2005, I served as the city manager of Montrose, Colorado, a high growth 

community of approximately 20,000 residents with a trade area of 75,000 persons. 

Montrose was the 18 th fastest growing micropolitan area in the U.S. at that time. In that 

position I worked to prepare Montrose for sustained growth and development, as well as 

maintain the small town atmosphere and existing quality of life. I was instrumental in 

revitalizing the historic downtown and developing Montrose’s first strategic plan and 

five-year capital improvement program. I was also able to put together a high caliber 


From 1992 to 2000 I served as city manager of Fruita, Colorado which is in the Grand 

Junction Metropolitan Area. In that position I initiated a multi-faceted community 

economic development program that led to a major fiscal turnaround and a much 

enhanced community image. During my tenure the community was the recipient of a 

wide variety of awards and recognitions in all facets of economic development, planning 

and growth management. (Attachment) The success we enjoyed was predicated on 

excellent Council/Staff relations. 

My “big picture” vision for New Smyrna Beach includes: a continuation and 

enhancement of the existing charm, character and quality of life; well managed 

community growth evidenced by a desirable built and natural environment; and an 

expanded tax base with a significant number of new well paying jobs. My organizational 

vision for New Smyrna Beach is for it to have the reputation as being one of the best led 

and managed local governments in the state, as well as having one of the most capable 

staffs. At the same time it will be known as a government that practices transparency,

esulting in a unique level of trust between the city and citizens. It will have low taxes, as 

compared other similar communities, which add to the superb quality of life. New 

Smyrna Beach will be a leader among communities. 

My preferred management style is one that stresses team work, effective communication 

and customer service. I hold employees accountable, but am not a micro-manager. I 

respect the role that each employee plays in the organization and maximize the benefit of 

positive reinforcement. I have high expectations of myself and those that work for me. 

My preference is to hire people that can think for themselves and take initiative (leaders). 

I consider it my responsibility to create a positive work environment and to do everything 

I can to develop and support my direct reports. I believe that happy employees are the 

most productive employees. I strive to set a positive tone through openness, fairness and 

honest communication. I am an engaged thinker. 

In order to bring additional well paying jobs to the community I would insure we are 

dedicating adequate resources to business development and that the businesses and light 

industry we are targeting are based on a thorough analysis of the market. While 

recruitment is important, I would emphasize business retention and expansion. The 

majority of new jobs are created by existing businesses that decide to expand. It is also 

important to retain existing businesses during these difficult economic times. This 

approach enhances communications with the business community which can result in 

valuable intelligence as to what businesses are needed in the community, as well as 

business recruitment leads. 

I would insure that we were doing everything possible to market the community and its 

quality of life, including development of an economic development website/business 

recruitment kit and evaluate the role of incentives. As partnerships are an important part 

of economic development I would make sure that we are maximizing relationships 

potential partners. Lastly, I would insure that capital improvement projects supportive of 

our economic development strategies are given high priority in the capital improvement 

program. I would also make sure that we take maximum advantage of grant funds, 

including stimulus funds, to support implementation of community development projects 

and public/private partnerships. 

My educational background includes an M.B.A. from Colorado State University, and an 

M.S. in Urban & Regional Planning and B.A. in Political Science from the University of 

Wisconsin-Madison. In 2004 I graduated from the Senior Executives in State and Local 

Government Program at the Kennedy School of Government at Harvard University. 

At this point in my career I am strongly motivated to return to serving in the role of city 

manager, for which I am best suited and quite passionate. I look forward to the 

opportunity of discussing this position with you in the near future. 

Very Truly Yours, 

John R. Schneiger

1 

JOHN R. SCHNEIGER 

1604 Arcadia Drive #312 Jacksonville, FL 32207 

jschneiger@comcast.net 

904-240-0641(h) 904-328-0262(c) 

SUMMARY 

Extensive experience in local government management with broad range of expertise in the following areas: 

• Proven organizational leader with the vision, drive and business acumen that has positively impacted 

organizational performance and produced desired outcomes. 

• Experienced day to day operations manager with major strengths in improving organizational effectiveness 

and efficiency, upgrading systems and improving internal teamwork, communication and morale. 

• Demonstrated success in improving the effectiveness of elected bodies through provision of needed 

information in appropriate format and strategic planning, enabling elected officials to provide thoughtful 

and deliberate strategic leadership and hold staffs accountable. 

• Innovative and accomplished fiscal manager comfortable managing large complex budgets, developing and 

funding capital plans, designing financial policies, acquiring substantial grant funds ($30 million) and 

winning Government Finance Officers’ Budget Awards. 

• Outstanding record in economic development, planning, public/private partnerships, redevelopment, 

downtown revitalization, business retention, expansion and recruitment programs, branding, and tourism 

marketing and development. 

A pro-active strategic leader with experience in serving as a catalyst in making transformational change utilizing 

strategic planning and change management, as well as uncompromised integrity and a strong work ethic. An 

energetic team player that emphasizes staff communication, teamwork and customer service, with 

demonstrated organizational, analytical, communication and community & media relations skills. 


Deputy City Manager - Economic Development 

2008-Present 

Interim Development Services Director, Eustis, Florida 

Orlando Metropolitan Community of 19,000 in close proximity to Mount Dora and Tavares (Golden Triangle). 

Primary responsibilities include management of Economic Development and Community Redevelopment Area 

(CRA). Oversee development and implementation of Downtown Master Plan and CRA Master Plan, including 

major catalyst projects. Project management responsibilities include: Business Retention & Expansion 

Program; Branding Program, Wayfinding & Gateway Signage; Capital Improvement Program; Developers 

Toolkit & Incentives, Brownfield’s Program and $5 million Downtown Stormwater Facility. Serve as City 

Manager in Manager’s absence. As Interim Director of Development Services provided leadership, restored 

morale and kept critical projects on schedule including: comprehensive plan amendments, form based land 

development code and school/transportation concurrency projects. 

Community Development Director, City of Palm Coast, Florida 2006-2007 

Community of 73,000 residents in one of fastest growing counties in the United States. Supervised 22 

employees and managed dynamic 1500 acre redevelopment area (new town center). Initiated affordable 

housing program, processed major mixed use developments and rewrote land development code. Participant 

2006 Governor’s Hurricane Conference. 

Consultant, Local Government Partners, Montrose, Colorado 2005-2006 

Delivered management and planning services to municipal, county and private sector clients. 

Interim Planning & Building Director, Town of Telluride, Colorado 2005

2 

City Manager, City of Montrose, Colorado 2000-2005 

Fast growing community of 17,000 residents in Western Colorado serving as a regional trade center for 75,000 

people. Chief executive officer of a full service municipal government with 175 employees and $53 million 

budget. Directed the following functions: police, roads, administrative services, planning, grants, water, sewer, 

drainage, parks and human resources. While in the position, the city accomplished the following: 

• Addressed major infrastructure deficiencies by assembling aggressive “first ever” citizen driven sixyear 

$55 million capital improvement program with detailed funding strategies. Resulted in need to 

make substantial investment in water and sewer infrastructure to protect community, requiring rate 

increases and issuance of revenue bonds. Acquired $20 million in grants and federal appropriations. 

• Built high performance management team through consolidation of departments, bringing in talented 

managers and embarked organization change program that unified departments, developed teamwork 

and communication skills, and restored morale. Replaced unaccountable disorganized bureaucracy. 

• Advanced downtown revitalization effort by winning acceptance as “Main Street Community” and 

developing downtown master plan with projects included in six-year capital plan, new special events, 

historic preservation, acquiring grants and winning “Governor’s Award for Downtown Excellence”. 

• Launched “first ever” long range strategic plan with immediate and long-range objectives, and 

required human, financial and time resources. Resulted coherent direction that was less reactive and 

more pro-active. Won respect of community and became primary metric for evaluating city’s progress. 

• Systematized organizational processes and procedures in planning, finance, public works, water, 

human resources and administration resulting in move from an entrenched bureaucracy to a high 

performance organization. Won Government Finance Officers Distinguished Budget Award. 

• Introduced measures to improve organizational transparency and two-way communication with 

citizenry. Increased citizen involvement in planning initiatives, developed communications plan 

including annual citizen survey, expanded e-government, greet and meet events with citizens and held 

popular monthly manager coffee. Resulted positive outcomes ballot initiatives and referendums. 

• Expanded industrial base and employment opportunities through recruitment of regional airport 

related industry, major expansion of polymer manufacturer and retention of city’s largest 

manufacturer. Developed “Technology Park Master Plan”. City selected as organization of year by 

Montrose Chamber of Commerce and Colorado State Economic Development Council. 

City Manager – City of Fruita, Colorado 1992-2000 

Growing community of 6,500 residents and second largest city in the Grand Junction Metropolitan Area, 

serving as gateway to Colorado National Monument. Chief executive officer of full service municipality 

government with 45 employees and a $15 million budget. Directed functions of: finance, administration, police, 

recreation, parks, planning, public works and sewer. While in the position, the city accomplished the following: 

• Initiated community economic development program in response to history of severe economic 

distress leading to major community turn around and enhanced community image. Built $2.5 million 

regional paleontology center based on tremendous, unrecognized paleontological resources through 

innovative public/private partnership quadrupling tourism and making city a tourist destination. 

• Maximized economic opportunities and preserved natural environment by developing inclusive award 

winning arterial corridor master plan based on assumption that regional paleontology center would be 

catalyst for significant new development. Result was $15 million in various tourist/commercial 

businesses and $10 million in state park and state law enforcement facilities on Interstate 70. 

• Upgraded community image resulted in transformation from city viewed “as dirty little refinery town”, 

that was not a desirable place to live, to unprecedented and much needed residential growth. City 

became “hotspot” for area residential development exceeding 7-8% annually. 

• Developed citizen driven capital improvement program and then aggressively implemented projects 

utilizing new revenues and grants. Secured $8 million in local, state, federal and private grants with 

success rate of 80-90%. Successfully managed numerous grants simultaneously. 

• Spearheaded successful downtown revitalization enabling transition from depressed to vibrant 

attractive historic looking downtown district paving the way for new businesses. City led momentum 

by redeveloping dilapidated 1912 elementary school with 30,000 square feet into Civic Center 

including modern city hall and other community based uses including park and amphitheater.

3 

• Restored financial integrity and improved services by doubling size of general fund budget during 

period of state determined property tax reductions. Restructured excessive debt service with major 

savings on interest and opportunity to payoff early. Upgraded management team, staff and systems. 

Implemented community relations program, monthly newsletter and annual survey. 

• Facilitated Fortune 500 Company to locate production facility and 70 plus jobs in city following loss 

of 300-400 refinery jobs. Developed Commercial/Industrial Greenway Park Plan to increase jobs. 

• Initiated and led tourism marketing and development program. Tourism board selected as top tourism 

organization at 1999 State Tourism Conference. In concert with paleontology center initiated 

Dinosaur Diamond Partnership, recruited fifty bi-state partners, won approval Dinosaur Diamond 

National Scenic & Historic Byway. Selected as top tourism project at 1998 State Tourism Conference. 

• Created a number of citizen task forces to address growth, revitalization, beautification and historic 

preservation, and special events and conferences to promote community pride and stimulate the 

economy. Established long-range planning processes resulting in “Governor’s Smart Growth & 

Development Awards” (1995-1998) and several other state planning awards. 

Assistant Town Administrator – Town of Windsor, Colorado 1990-1992 

Full service Town with population of 6,200 located in Tri-City Area including Fort Collins, Greeley and 

Loveland. Led economic development program, supervised staff, implemented integrated financial 

software program, procured grants and developed successful Downtown Windsor Lake Trail Plan. 

Town Manager, Town of Granby, Colorado 1982-1985 

Circuit Rider Manager, Towns of Grand Lake and Granby, Colorado 1982-1983 

Mountain resort community with ski area and close proximity to Rocky Mountain National Park with 

population of 1200 residents, budget of $3.4 million and staff of 12. Completed major capital projects: 

new water plant and storage, downtown streetscape, community park and innovative public/private 

partnership AMTRAK Train Depot. Facilitated goal setting, developed capital plan and secured grants. 


Adjunct Faculty, College of Business, Mesa State College 2003-2005 

Community Manager – Ken-Caryl Ranch (KCR), Littleton, Colorado 1988-1989 

KCR is large umbrella homeowners association that provides services to affluent bedroom community of 

8,000 with commercial/industrial component in Metropolitan Denver. 

Project Manager, Deleuw Cather & Company, Denver, Colorado 1987-1988 

Deleuw Cather is Fortune 500 engineering management consulting firm, tasked with implementation of an 

integrated information system into National Parks in United States. 

EDUCATION 

• MBA – Management emphasis, Colorado State University, 1989 

• MS – Urban & Regional Planning, University of Wisconsin, 1981 

• BA – Political Science, University of Wisconsin, 1978 

• Program for Senior Executives in State and Local Government, Kennedy School of Government, 

Harvard University, 2004 

• Rocky Mountain Program for Senior Executives, University of Colorado-Denver, 1985 


• International City/County Management Association (ICMA) 

• Florida City & County Management Association (FCCMA) 

• American Planning Association (APA) 

Personal: Enjoy kayaking, hiking, golf, skiing, reading and travel (Excellent Health)

4 

COMMUNITY ECONOMIC DEVELOPMENT AND 

SMART GROWTH AWARDS 

Fruita 

1994 “Environmental Quality Award” from “Clean Air Colorado” for implementation of different 

aspects of the 1994 Fruita Comprehensive Plan 

1995 “Governor’s Smart Growth & Development Award” for Fruita Riverfront Action Plan that 

led to creation of the State Highway 340 Commercial Development Plan 

1995 award was received from the American Planning Association for the development of the 

Fruita Riverfront Action Plan 

1996 “Governor’s Smart Growth & Development Award” for Intergovernmental Land Use 

Agreement with Mesa County and City of Grand Junction 

1997 “Governor’s Smart Growth & Development Award” for Fruita Monument High School 

Master Plan 

1998 “Chancellor’s Tourism Award”, University of Colorado – Boulder, for Outstanding 

Regional Initiative in development of the Dinosaur Diamond Partnership, which was awarded at 

the 1999 State Tourism Conference 

1998 “Governor’s Smart Growth & Development Award” for Regional Economic Development 

Partnership in the development of the Dinosaur Diamond Scenic & Historic Byway/Partnership 

1999 award received by the Fruita Tourism Advisory Board in recognition of it being the top 

tourism development organization in the State of Colorado at the 1999 Annual State Tourism 

Conference 

2000 Ruth B. Wyper Award, John R. Schneiger, Major Contribution to the Fruita Community, 

Lower Valley Hospital Association 

City of Montrose 

2000 “Small Community of the Year Award” by the Economic Developer’s Council of Colorado 

(Montrose Economic Development Council) 

2001 designation as “Main Street Community” in partnership with Historic Montrose Downtown 

2003 “Governor’s Award for Main Street Excellence” for “Main in Motion”, a summer 

promotions event developed in partnership with Historic Montrose Downtown 

2003 “Member of the Year” by the Montrose Area Chamber of Commerce

William P. Shanahan Jr. 

18 Highland Oaks Ct., S., St. Marys, GA 

31558 

Cell Phone (912) 322‐8656, Home Phone 

(912) 882‐5931 

E‐Mail: Bill.Shanahan@tds.net 

Colin Baenziger May 3, 2009 



Enclosed, please find my resume for the position of City Manager for New Smyrna Beach, FL. 

Currently, I am employed as the City Manager for St. Marys, Georgia. While I manage the daily 

operations of the City, due to the current growth rate and the demographic changes in our population, I 

have not only had to stay on top of our infrastructure, but also look at new ways to work/interact with 

our citizens. So, while I was able to obtain a Bond ($43,000,000) for the upgrading of our Waste Water 

Plant from (using construction fees to reduce the cost to our citizens) .5 MGD to 4MGD, I have also had 

to use skills (Problem Solver, Facilitator, and Change Agent) to serve a diverse population. I am also in 

the process of relocating the St. Marys Airport and have spent many hours working with the FAA in 

regards to this project. In addition, I also serve as an adjunct instructor for Valdosta State University. 

I also worked as the County Manager for Habersham County, Georgia. As the manager, I managed the 

daily operation of the county and served as a liaison between the Commissioners and the public. I 

directed the preparation of the County Budget by consulting with both Department Heads and 

Commissioners. I prepared and monitored the use of economic development grant applications and 

monitored the execution of these grants. Major projects were the expansion and widening of the 

County Airport and applying for a water withdrawal permit from Lake Tugalo. 

I worked as the Asst. County Administrator for both Camden and Liberty Counties. I acted as County 

Administrator, when the Administrator was temporarily absence. (Started work as the acting 

Administrator for Camden County during my first three months, as the Administrator was on active 

duty.) As the Asst. Administrator, I worked in the following areas: Human Resources, Finance, Public 

Works, Water, Sewer, as well as work special projects. 

Before moving to Liberty County, I worked for the City of Savannah as a Project Management 

Coordinator (Bureau of Public Development) and as an Analyst for the Management & Auditing 

Department. During that time, I performed management studies in the following departments: 

Neighborhood Planning & Community Development, Weed and Seed, Inspections, Engineering, Property 

Maintenance, and Housing Departments. These studies identified and eliminated waste from all existing 

processes to increase both productivity and efficiency. 

My twenty (20) years of military experience combined with my thirteen (13) years of local government 

experience show me as a Consensus Builder, Problem Solver, Process Leader, and Facilitator of Conflict 

Resolution. One could say that my management style is dictated by the environment in which I am 

working. While I prefer to allow my professional staff to do their jobs, sometimes the situation will not 

allow this to happen. I also believe that the City Manager needs to be someone that the elected officials 

trust, whether or not they like what he/she has to say. You can only earn this trust by being honest in



31558 


(912) 882‐5931 


regards to the information that you provide them. Behind closed doors, I will always let them know how 

I feel about the issue; however, once the decision is made I will always support it. 

In regards to my vision for the city of New Smyrna Beach, my vision would be dictated by the vision of 

the citizens of the City through the Commission. Once this vision is identified through our citizens, 

elected officials, and master and comprehensive plans, I would bring together the needed resources 

(committees, citizens, and organizations) and both create and implement a plan for the types of growth 

desired by our citizens. 

In addition to this, I also teach Public Administration and Public Policy Classes for Valdosta State 

University.) I believe that I have the professionalism required to be an asset to the City of New Smyrna 

Beach. Realizing that this summary, as well as my resume, cannot adequately communicate my 

qualification, I would appreciate meeting with you to discuss the skills needed for this position. 

I can be reach at the above phone numbers or e‐mail address. 

Thanks you, 

/Signed/ 


City Manager, City of St. Marys, GA


18 Highland Oaks Ct., S., St. Marys, GA 31558 

Cell Phone (912) 322‐8656, Home Phone (912) 882‐5931 


OBJECTIVE: 

To be hired as the City Manager for the City of New Smyrna Beach, Fl 

QUALIFICATIONS: 

Work: 

Teaching: 

Twenty‐five years of experience managing resources, people and money. My work experience 

includes the following: Consensus Builder, Educator on Community Issues, Problem Solver, Process 

Leader, Team Builder, Change Agent, and Facilitator of Conflict Resolution. (In addition, I have 

worked in three (3) locations that have military bases.) 

Currently, I am an adjunct instructor for Valdosta State University on Kings Bay Submarine Base. I 

teach classes in the following areas: Public Policy, Financial Management, and Public 

Administration. (I have also taught classes for Brewton‐Parker College.) I wrote and teach the 

Customer Service and Supervisory Classes for the City of St. Marys. 

Education: 2009 Completed the Leadership Institute for Elected officials, University of Georgia 

2007 Introductory Governmental Accounting, University of Georgia 

1999 Certificate of Public Management, University of Georgia 

1995 MPA, City University Washington 

1992 B.S. Vocational Education Studies, Southern Illinois University 

1991 A.S. Personnel Administration, Community College of the Air Force 

1991 A.S. Criminal Justice, Community College of the Air Force 

Training: 2007 Planning Institute 

2007 Nims (Incident Command System) Training: 100, 200, 402, 700, and 800 

2006 ICMA Credentialed Manager (2007, 2008, and 2009) 

2006 Downtown Development Authority Basic Training 

2005 County Commissions Training Program (Certified County Official) 

2005 Recovery from Disaster/Hurricane Conference 

2004 Regional Economic and Leadership Development 

2003 Personnel Management 

2003 Water Law Seminar 

Consultant Experience: 

I have experience in the following areas: Process Improvement, Team Building, 

Personnel/Resource Management, Time Study, Work Sampling, Procedures Analysis, Work 

Simplification, and Interviewing Techniques to improve productivity, reduce cost, and promote 

organization objectives. 

Salary: 

$107,000 (Not including Benefits)





EXPERIENCE: 

City of St. Marys, Georgia 

04/04 – Present City Manager: I manage the daily operations of the City by serving as a liaison between 

the Mayor, Council, and the public for the proper administration of all affairs of the City. I 

also manage the annual preparation and submission of the operating and capital 

improvement budgets. As the City Manager, I take the position of facilitator for the St. 

Marys Citizens, Elected Officials, and City Employees. I supervise, evaluate, hire, and fire 

Department Heads. (Department’s under my supervision: Public Works (Roads, Water, 

Sewer, and Building Maintenance), Police Dept., Fire Dept., Finance Dept., Human 

Resources Dept., I.T. Dept., DDA, Tourism Dept., Aquatic Center, Airport, and Library. 

Habersham County Board of Commissioners 

12/02 – 04/04 County Manager: I managed the daily operations of the County by serving as a liaison 

between the Commissioners and the public by responding to inquiries and resolving 

conflicts. Supervised and evaluated the work of department heads and office personnel. I 

hired, disciplined, counseled, and terminated all employees (to include department heads). 

Directed the preparation of the county budget too include capital expenditures. Prepared 

and monitored the use of economic development grant applications, monitors the 

execution of grants. 

Camden County Board of Commissioners 

11/01‐12/02 Asst. County Administrator: Assisted the County Administrator with managing the overall 

operations of the county government. I performed the duties of the Administrator during 

his/her temporary absence. (I started employment as the Acting Administrator, as the 

Administrator was on Active Military Duty for my first 3.5 months there.) I supervised the 

work of personnel involved in general services, to include Administrative, Animal Control, 

and Human Resources. Served as County Clerk and assisted with the preparation of the 

County budget. 

Liberty County Board of Commissioner: 

12/99‐11/01 Assistant County Administrator: Directed and administered purchasing, fixed assets, and 

computer operations of the County. I performed the duties of the County Administrator 

during his/her temporary absence. I administered the County’s pay plan and performance 

appraisal system. Supervised the Payroll Clerk to ensure payroll policies and procedures 

were properly administered. Media representative and worked special projects.





City of Savannah 

03/96‐12/99 Special Projects Manager: (Bureau of Public Development) I worked directly for the Asst. 

City Manager conducting studies of management and/or budgetary issues to include 

performance assessment, staffing analysis, cost benefit analysis, and determining 

performance measures for bureau and City wide service areas. I also coordinated various 

management projects, including grant/award applications, construction projects, natural 

disaster preparation projects, and budget projects. I was the Project Manager for Census 

2000. (The City received an award for our work with the Census.) 

Management Analyst: Performed professional analytical work in identifying, defining, 

analyzing, and recommending solutions to a variety of management systems and/or 

budgeting problems and to do related work. I created a City‐Wide Survey designed to 

identify and correct internal problems at the lowest level possible and conducted 

organizational process improvement studies in the Streets, Stormwater, Park & Tree, and 

Traffic Engineering Departments. 

United States Air Force: (Total Time Active Duty, 20 Years) 

02/76‐02/96 Superintendent of Personnel/Resource Management: Management analyst and advisor 

to top executives on the optimum use of personnel, equipment, and space. Activities 

include developing and maintenance of six (6) organizations, programming or personnel 

resources to accommodate new changing workload requirements; developing, testing and 

implementing organizational changes; applying computer technology to the work 

environment and completing process improvement studies. The Squadrons that I was 

responsible for included: Security Police Squadron, Medical Squadron, Civil Engineering 

Squadron, Fire Department, Comptroller Squadron, and the Communications Squadron. 

Assistant Superintendent of Law Enforcement: Supervised and managed the activities of 

the 431th Security Police Squadron, Law Enforcement Flights (62 Personnel). This included 

planning and scheduling law enforcement and correction’s activities and performing 

technical law enforcement and correction functions. I spent thirteen (13) years working my 

way through the following Law Enforcement Positions: Gate Guard, Patrol Person, Desk 

Sergeant, Assistant Flight Chief, Quality Control, to Assistant Superintendent of Law 

Enforcement.









Currently, I am employed as the City Manager for St. Marys, Georgia. While I manage the daily operations of the 

City, due to the current growth rate and the demographic changes in our population, I have not only had to stay on 

top of our infrastructure, but also look at new ways to work/interact with our citizens. So, while I was able to 

obtain a Bond ($43,000,000) for the upgrading of our Waste Water Plant from (using construction fees to reduce 

the cost to our citizens) .5 MGD to 4MGD, I have also had to use skills (Problem Solver, Facilitator, and Change 

Agent) to serve a diverse population. I am also in the process of relocating the St. Marys Airport and have spent 

many hours working with the FAA in regards to this project. In addition, I also serve as an adjunct instructor for 

Valdosta State University. 

I also worked as the County Manager for Habersham County, Georgia. As the manager, I managed the daily 

operation of the county and served as a liaison between the Commissioners and the public. I directed the 

preparation of the County Budget by consulting with both Department Heads and Commissioners. I prepared and 

monitored the use of economic development grant applications and monitored the execution of these grants. 

Major projects were the expansion and widening of the County Airport and applying for a water withdrawal permit 

from Lake Tugalo. 

I worked as the Asst. County Administrator for both Camden and Liberty Counties. I acted as County Administrator, 

when the Administrator was temporarily absence. (Started work as the acting Administrator for Camden County 

during my first three months, as the Administrator was on active duty.) As the Asst. Administrator, I worked in the 

following areas: Human Resources, Finance, Public Works, Water, Sewer, as well as work special projects. 

Before moving to Liberty County, I worked for the City of Savannah as a Project Management Coordinator (Bureau 

of Public Development) and as an Analyst for the Management & Auditing Department. During that time, I 

performed management studies in the following departments: Neighborhood Planning & Community 

Development, Weed and Seed, Inspections, Engineering, Property Maintenance, and Housing Departments. These 

studies identified and eliminated waste from all existing processes to increase both productivity and efficiency. 

My twenty (20) years of military experience combined with my thirteen (13) years of local government experience 

show me as a Consensus Builder, Problem Solver, Process Leader, and Facilitator of Conflict Resolution. One could 

say that my management style is dictated by the environment in which I am working. While I prefer to allow my 

professional staff to do their jobs, sometimes the situation will not allow this to happen. I also believe that the City 

Manager needs to be someone that the elected officials trust, whether or not they like what he/she has to say. You 

can only earn this trust by being honest in regards to the information that you provide them. Behind closed doors, I 

will always let them know how I feel about the issue; however, once the decision is made I will always support it.





In regards to my vision for the city of New Smyrna Beach, my vision would be dictated by the vision of the citizens 

of the City through the Commission. Once this vision is identified through our citizens, elected officials, and master 

and comprehensive plans, I would bring together the needed resources (committees, citizens, and organizations) 

and both create and implement a plan for the types of growth desired by our citizens. 

In addition to this, I also teach Public Administration and Public Policy Classes for Valdosta State University.) I 

believe that I have the professionalism required to be an asset to the City of New Smyrna Beach. Realizing that this 

summary, as well as my resume, cannot adequately communicate my qualification, I would appreciate meeting 

with you to discuss the skills needed for this position. 


Thanks you, 

/Signed/ 







References: Mike Joseph Kenneth Gwendolyn Max 

Melton: Mosely, Howard, Mungin, P.O. 115 Box Box P.O. E. 250, MLKing 74, Box Metter, Richmond 250, Jr. Kingsland, Drive, GA Hill, 30439‐0074, Hinesville, GA GA 31324‐0250, 31548‐0250, GA 912‐685‐2527 

31313‐3633, 912‐756‐3345 

Sandra Tinsley, Rayson, 101 P.O. Sunnyside Box 26, Ln, Woodbine, St. Marys, GA GA 31569‐0026, 31558, 912‐882‐4473 912‐576‐3211 912‐729‐5613 912‐876‐3564

Executive Summary for 

Christopher D. Steers, CFM 

Professional Profile 

Education 

A Masters Degree in Public 

Administration, Nova Southeastern 

University, (2009) 

Bachelor of Arts in General Studies & 

Sociology, University of Miami, (1993) 

High-performing collaborative management executive 

with expertise in public policy implementation; 

optimizing organizational structure and processes; and 

strategic planning and leadership. 

Self motivated achiever with proven ability to build, 

organize, and refine business practices to promote 

efficient and effective service delivery; uniquely 

experienced in program development and implementation 

(with proven successes). 

Exceptional problem-solver and critical thinker with the 

keen ability to resolve operational, personnel, economic 

development, enforcement, and policy issues. 

Strong interpersonal, written, and verbal communicator 

who can deliver effective presentations, consultations, and 

maintain collaborative relationships. 

Experience 

Municipal Administration: accumulated over fifteen (15) 

years of public sector experience including managing and 

administering two prominent emerging South Florida cities; 

serving as Assistant City Manager, Assistant to the City 

Manager for the City of Miami Gardens, and Code 

Enforcement and Licensing Director for the City of Sunny 

Isles Beach. Directly responsible for the creation and 

management of several municipal departments including: 

Building, Planning & Zoning, Code Enforcement, Community 

Development, Public Works, and involved in the creation and 

management of Parks and Recreation, Information and 

Technology, and Police/Public Safety. (Life-long student of 

the art and science of public administration) 

Managed over $13 million dollars in departmental 

budgets and Responsible for the identifying/creation, 

capture, and collection of over $5 million dollars in 

recurring revenues for the City of Miami Gardens. 

Oversaw several Professional Service Contracts including 

bids, negotiation, awards, and contract management. 

Monitored capital improvements within the City of Miami 

Gardens Parks systems totaling over $40 million dollars 

in GOB, SNP, and QNIP funds. 

Coordinated with all developers to streamline and monitor 

construction projects and business development as liaison 

from project inception through project completion. 

Unique experience in the start up and improvement of 

municipal services. 

Promulgation of rules and regulations: oversaw the 

development of the City of Miami Gardens’ award winning 

Comprehensive Development Master Plan. Oversaw the 

development of the City of Miami Gardens sign code and 

Land Development Regulations. Conceptualized, drafted, and 

implemented over fifty (50) local ordinances ranging from 

property maintenance to tax collection. 

Strategic Planning & Organizational Structure: 

conceptualized and created the organizational structure of 

several municipal departments including organizational 

analysis (from work flows to establishing best business 

practices), and benchmarks and performance measures. 

Applied current strategic planning techniques including 

contributing to both departmental and City wide strategic 

planning efforts. 

Program Development: Developed and implemented two 

unique community oriented code enforcement programs for 

the City of Sunny Isles Beach and the City of Miami Gardens 

including; ordinances, SOP’s, Special Magistrates, fines, fees, 

lien searches and processing. Developed and implemented 

Occupational Licensing; Certificates of Use; Landlord 

Certificates; Alarm Registration; Parking Enforcement; and 

Solid Waste Franchise programs including: SOP’s, Policies 

and Procedures, and software programs for same. 

Managed the Community Development and Parks and 

Recreation Departments for Miami Gardens. Oversaw 

recreation programming and capital improvements, asset 

management, parks maintenance and administration, and 

administration of the Parks Master Plan. Developed and 

implemented Miami Gardens’ first community development 

program (Façade Restoration Program); oversaw the City’s 

housing and community development programs including: 

Housing Rehabilitation, Disaster Recovery, Home Ownership 

Assistance, and Business Incentive Programs. 

Managed the development of the City of Miami Gardens’ 

Emergency response plan including; NIMS and ICS 

Compliance. Developed Miami Gardens’ Floodplain 

Management Program and participation in FEMA’s Flood 

Insurance Community Rating System 

Contract Services: VP of Municipal Services for NJC 

Corporate Enterprises, Inc. President/CEO, Steers & 

Associates, Government and Corporate Consulting . 

Certifications 

Certified Flood Plain Manager, FEMA (2008); Certified 

Licensing Official, FAOLO (2005); Certified Code 

Enforcement Officer, FACE (2002); Certified Parking 

Enforcement Specialist MDCC (1998); Certified Animal 

Cruelty Investigator, University of Missouri (1995); Certified 

Animal Control Specialist, Miami-Dade County (1994). 

Pursuing AICP Certified Planner designation in May 2009.

Résum é for CHRISTOPHER D. STEERS 

16630 SW 234th Street Homestead, Florida 33031 

(305) 586-1239 E-Mail: steers@bellsouth.net 

OBJECTIVE 

An executive level position in a dynamic and challenging local government organization, which 

provides opportunities to contribute to the organization and the community 


High-performing collaborative management executive with expertise in public policy implementation; optimizing 

organizational structure and processes; and strategic planning and leadership. 

Self motivated achiever with proven ability to build, organize, and refine business practices to promote efficient and 

effective service delivery; uniquely experienced in program development and implementation (with proven successes). 

Exceptional problem-solver and critical thinker with keen ability to resolve operational, personnel, economic development, 

enforcement, and policy issues. 

Strong interpersonal, written, and verbal communicator who can deliver effective presentations, consultations, and 


EDUCATION 

Nova Southeastern University, Fort Lauderdale Florida, a Masters Degree in Public Administration (2009). (Currently 

pursuing a Second Masters Degree in Leadership at Nova Southeastern University) 

The University of Miami, Coral Gables, Florida; a Bachelor of Arts in General Studies, with a second Major in 

Sociology ( 1993). Additional studies in Business and Communications. 


VP of Municipal Services for NJC Corporate Enterprises, Inc. (January 2009 to Present): Providing expert contract 

services for creation, establishment, transition and revitalization of local governments including: Special District creation and 

Administration; Professional Services; Management Planning and Consulting; and Environmental Consulting. 

President/CEO, Steers & Associates, Government and Corporate Consulting (November 2008 to Present): Specializing 

in: Management consulting, Organizational/Management Analysis, Strategic Planning , Program Development, Development 

and Implementation of Ordinances, Rules, and Regulations, and Development of Policies and Procedures. Uniquely 

experienced in the start up and improvement of public services. 

Assistant City Manager, City of Miami Gardens, Florida (April 2005 to November 2008*). 

Highly responsible professional and administrative work assisting the City Manager in coordinating and ensuring the 

provision of governmental services; acting City Manager as needed. 

General responsibility over all departments with responsibility for the following specific areas: the development, direct 

oversight, and management of the City Code Enforcement, Building, and Planning and Zoning Departments. 

Managed the development and implementation of the City’s Comprehensive Development Master Plan, Business 

Services and related program development, the Code of Ordinances revision and re-write process (including developing 

new Land Development Regulations) and Codification process, and other special projects as assigned by the City 

Manager; including identifying and capturing additional revenue sources and developing service programs and 

encouraging economic development.

(August 2008 Reorganization) Additional responsibilities included the management of the Community Development and 

Parks and Recreation Departments. Oversight of recreation programming and capital improvements, asset 

management, parks maintenance and administration, and administration of the Parks Master Plan. Oversight of the 

City’s housing and community development programs including: Housing Rehabilitation, Disaster Recovery, Home 

Ownership Assistance, and Business Incentive Programs. 

Drafted and/or reviewed agenda items to be presented to the City Council for content and form; facilitate and/or 

participating in meetings with and responding to questions from the City Council; represented the City Manager’s Office 

at Council meetings and other community and departmental meetings; delegated assignments to City departments and 

tracked and followed up on same. 

Reviewed and/or formulated correspondence and reports. Participated in the development of management policies and 

procedures; implemented Mayoral and City Commission policy directives. 

Developed goals and objectives, performance measures and participated in and implemented strategic planning; 

attended business plan meetings and assigned budget hearings. Contributed to the City’s Strategic Plan for 2004-2009 

and updates for 2009-2011. 

Budget preparation and administration for related departments. Direct oversight of over $13 million dollars in 

departmental budget(s) and responsibility for identifying and collecting over $5 million dollars in recurring revenues. 

General monitoring of City’s annual budget. 

Coordinated with all developers and large business owners to streamline and monitor construction projects and 

business development. Problem solving as liaison from project inception through project completion. 

Implemented Community outreach relating to Code Enforcement, Planning & Zoning, Flood Plain Management, 

Hurricane Preparedness, and general community concerns. 

Disaster preparedness including assisting in the drafting of the City’s Emergency Response Plan, NIMS Compliance, 

and the development of the Incident Command Structure. Participate in the Urban Area Security Initiative as voting 

member and alternate point of contact on the Fort Lauderdale Urban Area Work Group. 

Oversight of various Professional Service Contracts including bids, awards, and performance / contract management. 

Signature for citywide financial transactions including monitoring of same in conjunction with Finance Department. 

Assistant to the City Manager for Business Services, City of Miami Gardens (March 2004 to April 2005). 

Responsible for the transitioning of several program and service areas from County services including Code Enforcement, 

CBDG programs (Façade Restoration Program and Community Compliance Program), Public Works, Business Taxes, Solid 

Waste Franchises, Building Department Services, Several Capital improvement Projects, and Planning and Zoning 

functions. Acted as City Manager as needed. 

Created, developed, and managed those departments and related functions including; team building; development of 

policies and procedures, databases, forms, etc; and program development and evaluation. 

Managed the Comprehensive Plan development process, Occupational License Tax collection, issuance of City 

Certificates of Use, Solid Waste Franchise fee collection, Alarm Registrations and False Alarm Monitoring, Building 

Services, Code Enforcement, Code of Ordinances revision and re-write (including future land use code), Special 

Projects as assigned by the City Manager: created, identified, and captured additional revenue sources and developed 

service programs; and encouraged economic development. 

Assisted the City Manager in the general operation of the City including: policy decisions and implementation, 

formulation and implementation administrative principles, practices and techniques; staffing; service levels; funding 

sources; and interacted with elected officials and members of the community. 

Drafted and/or reviewed agenda items; facilitated and/or participated in collaborative meetings; represented the City 

Manager’s Office at public meetings; delegated various assignments to City departments. 

Reviewed and/or formulated a variety of correspondence and reports. Participated in the development of management 

policies and procedures for effective and efficient delivery of services; implemented policy directives. 

Participated in the development of goals and objectives, performance measures and strategic planning for assigned 

City departments; participate business plan meetings and assigned budget hearings. 

Prepared / reviewed departmental budgets and managed same. Held direct oversight of approximately $3 million dollars 

operating and responsibility for identifying and collecting approximately $4 million dollars in recurring revenues. General 

monitoring of City’s operating budget.

Code Enforcement and Licensing Department Director, City of Sunny Isles Beach, Florida (July 2001 to March 2004). 

Advanced professional public service work involving the protection of the health, safety, and welfare of the community: 

through the implementation, and the administration of effective enforcement programs. 

Managed the City’s Code Enforcement, Occupational Licensing, Alarm Registrations, and Certificates of Use programs; 

drafted and implemented Departmental operating policy and procedures. Developed and monitored departmental 

budget 

Drafted and presented over 35 City Ordinances. Created and maintained associated databases. Conceptualized, 

implemented, and managed City’s Parking Enforcement Program. 

Exercised considerable independent judgment in the management and administration of Departmental operations. 

Analyzed public policy gaps and proposed new directions and action plans to improve service delivery. 

Hired, trained, disciplined, promoted, and monitored performance of subordinates 

Completed special projects as assigned by the City Manager including but not limited to: Parking projects, Land 

Development Regulations, Park Regulations, Developing and implementing Ordinances as needed to meet established 

goals. 

Performed other duties as a member and/or participant on special City committees, work teams, and/or task forces. 

Monitored the efficacy of all adopted enforcement legislation; recommending, drafting, and presenting modifications to 

existing legislation and/or research and development of new legislation intended to enhance service delivery to the 

public. 

Code & Licensing Enforcement Officer/Division Head Code & Licensing Division, The City of Sunny Isles Beach, 

Florida (10/01/99 to 7/13/01). Duties involved advanced administrative work in Code Enforcement & Occupational Licensing 

including supervision & training of staff, implementation and enforcement of City and Miami Dade County ordinances including 

license tax collection. 

Responsible for the Enforcement of the Code of Ordinances of the City of Sunny Isles Beach as adopted, including 

related administrative work, interpretation, application and revision. Managed the City’s Occupational Licensing 

program. 

Drafted amendments to existing ordinances and/ new ordinances. Prepared and presented code enforcement cases 

before the City Special Master. Implemented enforcement procedures and methodologies as well as developing nonjudicial 

solutions to code violations, coordinating enforcement activities with a variety of officials and organizations. 

Code & Licensing Enforcement Officer, City of Sunny Isles Beach, Florida (8/01/98 to 10/01/99). 

Responsible for the creation and implementation of the City’s Occupational Licensing Program and the collection of up 

to $180,000.00 in license taxes annually. Responsible for the review and issuance of over 1000 occupational licenses 

annually, as well as the denial of non-compliant applications. 

Responsible for the Enforcement of the Code of Ordinances of the City of Sunny Isles Beach as adopted, including related 

administrative work, interpretation, application and revision. 

Code Enforcement Officer, City of Sunny Isles Beach, Florida (7/13/98 to 8/01/98). 



Neighborhood Compliance Supervisor, Team Metro (5/26/97 to 7/10/98). Duties involved advanced administrative and 

supervisory work in the enforcement of Miami-Dade County Code regulations. 

Responsibilities included supervising, training, and advising code enforcement and outreach staff, implementing 

enforcement procedures and methodologies as well as developing non-judicial solutions to code violations, coordinating 

enforcement activities with a variety of officials and organizations. Prepared and reviewed all cases to be presented to

County hearing Officer. Follow up enforcement procedures including preparation for lien and remediation. Served as a 

liaison between complainants, violators, property owners, homeowner groups, trustees, hearing officers, attorneys, service 

specialists, and neighborhood compliance officers. 

Miami-Dade County Department of Public Works; Animal Care & Control Division. Animal Control Investigator; 

Certified Supervisor (7/94 to 5/26/97). 

Responsible for enforcing State Statute 767 and the County municipal code section 5-6.2 of Chapter 5, and related 

ordinances of Metropolitan Dade County. Specialized investigative and code enforcement work including: responding to 

over 2,000 complaints annually; Managing over 200 cases annually; Issuing Civil Violation Notices. Acting as County 

Representative, scheduling, and testifying at related appeal hearings. Evidence collection. All related administrative work. 

Supervision of fourteen (14) Enforcement Officers, twelve (12) Clerks, twenty (20) Animal Attendants, and two (2) Semi- 

Skilled Laborers. Employee training, performance appraisals, interviews, progressive discipline, and conflict resolution. 

Miami-Dade County Department of Public Works; Animal Care & Control Division. Certified Animal Control Specialist 

(12/93 - 7/94). 

Enforced Chapter 5 of the Miami-Dade County Code. Issued civil violation notices. Testified at related hearings. 

MEMBERSHIPS / CERTIFICATIONS / TRAINING 

Member of the International City/County Managers Association, the American Planning Association, the Association of State 

Floodplain Managers, the Florida Association of Code Enforcement, the Florida Association of Occupational Licensing 

Officials, South Florida Trail Riders Association, and the American Taekwondo Association. 

Certified Floodplain Manager through the FEMA 

National Flood Insurance Program (August 2008) 

FEMA National Flood Insurance Program/ Community 

Rating System training and certification (February 

2008) 

FEMA National Incident Management System training 

and certification IS-00700/ICS700 (March 2006) 



Permit Specialist training and certification (July 2003). 

Project Management Training (December 2002) 

Leadership Development & Team Building (August 

22, 2002) 

Certified as a Code Enforcement Officer III by the 

Florida Association of Code Legal Issues in Code 

Enforcement (March 5, 2002) 

Certified as an Occupational Licensing Official by the 

Florida Association of Occupational Licensing 

Officials, in cooperation with the Florida Institute of 

Government through the University of Central 

Florida,(January 2000, 2001, & 2002, thru 2005) 

Certified as a Code Enforcement Officer II by the 

Florida Association of Code Enforcement 

Administrative Aspects of Code Enforcement (October 

28, 2000). 

Certified as a Code Enforcement Officer I by the 


Fundamentals of Code Enforcement (October 9, 

1999) 

Certified as a Supervisor by Miami Dade County 

(March of 1995 

Certified as a Parking Enforcement Specialist by 

Miami-Dade Community College School of Justice 

and Safety Administration (June 1998) 

The “Code Team Concept” (December 2001). 

Management problems of the technical person in a 

leadership role (August 1997). 

How to Manage Projects, Priorities, and Deadlines 

(August 1995). 

Certified Animal Cruelty Investigator, University of 

Missouri-Columbia Law Enforcement Training institute 

& School of Law (October 1995). 

Certified Animal Control Specialist, Miami-Dade 

County Public works Department (February 1994)

REFERENCES 

Dr. Danny O. Crew 

City Manager 

City of Miami Gardens 

1515 NW 167 Street, Bld 5 Ste 200 

Miami Gardens, Florida 33169 

Cell (786) 556-1148 Work (305) 622-8007 

dcrew@miamigardens-fl.gov 

Shirley Gibson 

Honorable Mayor 




Cell (786) 200-0910 Work (305) 622-8010 

GibsonS@miamigardens-fl.gov 

Barbara Watson 

Vice Mayor 




Cell (786) 556-1128 Work (305) 622-8000 

bwatson@miamigardens-fl.gov 

Hans Ottinot 

City Attorney 

City of Sunny Isles Beach 

18070 Collins Avenue 

Sunny Isles Beach, Florida 33160 

Cell (305) 792-1702 

Christopher J. Russo 

Village Manager 

Village of Port Chester 

222 Grace Church St. 

Port Chester, N.Y. 10573 

(914) 939-2200 

Jean Watson 

Town Financial Administrator 

Town of Southwest Ranches 

6589 SW 160 Avenue 

Southwest Ranches, FL 33331 

(954) 434-0008 

jwatson@swranches.org 

Ronetta Taylor, CMC 

City Clerk 




(305) 622-8000 rtaylor@miamigardens-fl.gov 

Sonja Dickens 

City Attorney 


200 East Las Olas Boulevard, Suite 1700 

Fort Lauderdale, Florida 33301-2299 

(954) 713-7619 skdickens@arnstein.com 

Taren Kinglee 

Human Resources Director 




(305) 622-8020 tkinglee@miamigardens-fl.gov




Education 





















Experience 

















































































OBJECTIVE 












EDUCATION 














































































budget 








goals. 




public. 







program. 






























(12/93 - 7/94). 










2008) 








22, 2002) 












28, 2000). 




1999) 
















REFERENCES 


City Manager 




Cell (786) 556-1148 Work (305) 622-8007 







Cell (786) 200-0910 Work (305) 622-8010 



Vice Mayor 




Cell (786) 556-1128 Work (305) 622-8000 


Hans Ottinot 

City Attorney 




Cell (305) 792-1702 






(914) 939-2200 

Jean Watson 





(954) 434-0008 



City Clerk 





Sonja Dickens 

City Attorney 





Taren Kinglee 






RESUME 

Michael James Stewart 

PRESENT ADDRESS 

TELEPHONE NUMBER 

133 Cameron Pointe Dr. (706) 885-1355 (home) 

LaGrange, GA 30240 

(706) 302-8550 (cell) 

stewartmike@hotmail.com 

EDUCATION 

Valdosta State University, Valdosta GA, MPA Public Administration 

(MPA Graduate Student of the Year) 

Columbus State University, Columbus, GA, BS Community Planning & Development 

Other Education and Professional Development: 

• ICMA Credentialed manager 

• Certified County Official; Graduate of Certified Officials Advanced Program 

• Certified Local Government Manager, Levels I, II, and III, University of Georgia, Carl Vinson Institute of 

Government 

• Private First Class, Georgia State Defense Force 

• National Security Forum, Maxwell AFB, 1996 

• Graduate of Leadership Waycross; Graduate of Leadership Lowndes; Graduate of Leadership Troup 

• Development Authority Board Member Training 

WORK EXPERIENCE 

07/08 – Pres: All Native Services 

Job Duties: 

City Management Advisor/Team Leader – Infrastructure 

Provincial Reconstruction Team (PRT) 

FOB Warhorse, Diyala Province, Iraq 

• Responsible for provincial budget and banking issues; evaluation of the offices of the Minister for 

Municipalities and Public Works. Advise team leader on sub provincial issues and matters 

• Team Leader for Infrastructure: water, sewer, solid waste, roads and bridges, wells, 

communications, municipalities and health 

• Direct team in assisting Iraqi Provincial and Ministerial officials in operations, planning, project 

development and planning 

• Direct a team of approximately 10 staff 

04/97 – 07/08: Association County Commissioners of Georgia (ACCG) 

Job Duties: 

Assistant Director for County Services 

• Responsible for the Association service programs including equipment and bricks and mortar 

leasing and financing programs. Provide a variety of financial and other programs to counties

including equipment purchasing, office supplies, and technical assistance in 

management/financial and other matters. 

• Responsible for the marketing and management of the association consulting services program 

including financial services and options, technical assistance, cable franchise auditing and 

agreement services; facilitation services and numerous requests for service. 

• Field representative and providing on site technical assistance to counties on a variety of matters 

and issues as requested, including assistance in hiring professional staff, meeting facilitations, 

retreats, service and operational evaluations. 

08/93 – 07/97: Lowndes County Commission, Valdosta, GA 

Job Duties: 


• Chief Executive of rapidly growing County (100,000 pop.) with responsibility for full county 

operations including Finance, Personnel, Fire Service, County Attorney, Engineering, Utilities, 

911, Public Works, Risk Management and other duties including liaison between Moody AFB and 

community groups and organizations. 

• Implemented reorganization of County Operations and developed cooperative service and 

funding agreements with municipalities and other local governments for over 15 services. 


• Reorganization of county operation 

• Revised, updated personnel policy/pay plan 

• Developed financial policy and procedure manual 

• Hired key staff (Public Works Director, Environmental Engineer, Risk Manager, County Attorney) 

• Developed funding proposal for economic development projects 

• Represented the County Commission as part of the overall economic development team 

• Developed team oriented, production work environment 

• Assisted in developing progressive, productive economic development program 

• Worked cooperatively with all cities to find and implement best practices 

• Completely revised budget process to a bottoms up process and delivered budgets on time, on mission 

within the financial capability of the government 

• Established continuing management training for supervisory staff 

04/91 – 08/93: Ware County Commission, Waycross, GA 

Job Duties: 


• Responsible for overall administration of county government to include supervision of department 

heads, preparation and administration of annual operating budget and general supervision of all 

county operations. Supervision and performance of contracts 

• Responsible for development/construction of a tri-county landfill project located in Ware County 

servicing Ware, Bacon, and Pierce Counties

07/84 – 03/91: Liberty County Commission, Hinesville, GA 

Job Duties: 

County Administrator 

(Served as Asst County Administrator 3/84-7/84) 

• Responsible for overall administration of county government to include supervision of department 

heads, preparation and administration of annual operating budget and general supervision of all 

county operations. Establish agendas for Commission meetings, prepare minutes of meetings 

and perform duties assigned by County Board of Commissioners 


• Implementation of computerization of County Operations 

• Development and implementation of purchasing policies and procedures 

• Assist consultant in preparation of personnel policy for County 

• Codification of County ordinances 

• Assisted in development of district voting system for County Commission districts 

• Supervised operations of rapidly growing County government 

• Involved in successful effort to pass local option sales tax for special purpose projects. Day to day 

administration of the program effective 12/31/89 (2.25 M annual program) 

10/81 – 03/84: Ft. Stewart Impact Coordinating Committee, Hinesville, GA 

Job Duties: 

Project Director 

• Director of multi-county regional planning group planning and implementing growth management 

plan for the Ft Stewart impact area 

06/79 – 09/81: LENOWISCO Planning District Commission, Duffield, VA 

Job Duties: 

Regional Planner 

• Multiple regional planning projects in southwest Virginia including transportation, growth impact 

studies, and grant applications 

01/78 – 05/79: City of Vienna, GA 

Job Duties: 

Assistant City Administrator 

• Initial start-up and development of the Vienna-Dooly County Chamber of Commerce. Solicitation 

and marketing for industrial and commercial prospects. Served as Zoning Administrator and 

assisted City manager as needed with other administrative matters relative to City operations

Other Work Related Activities/Accomplishments: 

• Participated in overseas assignment in China with The University of Georgia. Two week project 

which involved instructing Chinese government managers in Human Resource management 

techniques 

• Received Georgia City/County Management Association Pillar of Excellence in Local Government 

Management Award 2006 

• Certificates: 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

o 

OT-610 Foreign Affairs Counter Threat Course 

FT-610 Iraq FACT Orientation Seminar 

AR-420 Iraq PRT Orientation 

BSR Special Security and Antiterrorist Driving Course 

FEMA IS-008000.B National Response Framework 

GEMA Disaster Response and Recovery Operations 

FEMA IS-00700 National Incident Management System 

Dept of Homeland Security IS-317 Intro to CERT 

FEMA IS-00100 Intro to ICS 

FEMA IS-00240 Leadership and Influence 

FEMA IS-00208 State Disaster Management 

FEMA IS-00020 Citizen Preparation 

NIMS IS-402 Executive Briefing 

FEMA IS-00007 Citizen Guide to Disaster Assistance 

FEMA IS-00005.A Intro to Hazardous Material 

Other Activities/Memberships: 

Member 

Member 

Member 

Member 

Member 

Member 

Member 

Member 

Member 

Member 

Member 

Member 


Member/Instructor 

Participant/Instructor 

Past Mem Bd of Directors 



Past x-Officio 


Past Member 

Past Member 

Troup County Chamber of Commerce 

Troup County Public Facilities Authority 

Troup County Development Authority 

Government Finance Officers Association (GFOA) 

American Public Works Association (APWA) 

Georgia Chapter APWA 

Georgia City/County Management Association 


Georgia Council of Chief County Administrators 

ICMA (International City/County Management Association) 

Park Avenue United Methodist Church 

GSDF (Georgia State Defense Force) 

Cameron Pointe Homeowner’s Association 

National Bowhunters Education Foundation (NBEF) 

Fanning Leadership Institute (UGA) 

United Way of Lowndes County 

Valdosta Convention & Visitors Bureau 

ACCG Retirement Fund 

Valdosta/Lowndes County Development Authority 

Georgia Council of Chief County Administrators 

North Valdosta Rotary Club 

VSU MPA Advisory Committee

500 Flamevine Lane 

Vero Beach, Florida 32963 

May 11, 2009 

Mayor Sally Mackay 

And Members of the City Commission 

210 Sams Ave. 

New Smyrna Beach, Florida 32168 

Dear Mayor Mackay: 

Please accept this letter and the enclosed resume as my application for the position of City 

Manager of New Smyrna Beach. 

I have spent the past twenty-seven years as City Manager in three different communities in 

Florida. I served the City of Leesburg, in Lake County for nearly fifteen years, the City of Vero 

Beach, in Indian River County for nearly eight years, and most recently Town Manager of South 

Palm Beach, in Palm Beach County for three and a half years. The attached resume lists the 

projects and accomplishments that have been completed during my service with these growing 

Florida communities. In addition, I completed serving as Interim Town Manager for the Town of 

Melbourne Beach, and as Assistant City Manager for the City of Delray Beach. 

The Cities I have served have provided a full range of municipal services. As you review my 

resume, I would like to call your attention to my responsibilities for preparation, implementation, 

and monitoring of the annual operating budget of $120 million that covered 550 employees and 

many operating departments for the City of Vero Beach. I was also responsible for preparation 

and execution of a Five Year Capital Improvement Plan that totaled $88 million. In addition, I 

have been active with community development through a locally funded commercial 

revitalization known as the Royal Palm Pointe Project. In addition, while serving as City 

Manager of Leesburg, I developed and marketed a municipal industrial park to enhance area 

employment. Also in Leesburg, I was active in historic preservation by saving the only house on 

the National Historic Register through an innovative community program that relocated the 

structure. 

I know that New Smyrna Beach is committed to maintaining a productive workforce while 

promoting standards that insure a high quality of life and excellent city services. Certainly, Vero 

Beach is noted for its high community standards of service, appearance and development 

regulations that all work together to promote an outstanding quality of life. Also, as New 

Smyrna Beach experiences new growth, I believe my background in cities that have managed 

rapid development and maintained high quality standards makes me uniquely qualified to serve 

the city. As you review my resume, you will observe that my management experience includes 

implementation of all types of projects, and direct administration of services that the City of 

New Smyrna Beach offers such as public works, police and fire, parks and recreation, finance, 

development, marina and airport. I also believe having a City Manager with an extensive 

knowledge of electric, water and sewer management will enhance the relationship between the 

City and the Utility Commission. Lastly, Florida cities and counties are facing unprecedented

challenges as a result of the current economic recession. Financial resources are being reduced, 

resulting in greater demand being placed on all government services. The high rate of home 

foreclosures is creating new physical and social challenges that must be addressed. I believe my 

extensive experience in public management in Florida will be of value in addressing these new 

challenges. 

It is also important that each community utilize their public and private assets to their fullest 

extent, especially as it relates to job creation and economic diversification. Economic growth 

starts with having developed locations and facilities available for utilization. Second, a 

community can adjust impact fees and charges so they serve as an incentive to create jobs. 

Lastly, New Smyrna Beach should utilize its advantage as a municipal electric city to promote 

enhanced economic development. 

I believe that I can bring a high level of professionalism to the city. I further believe that a City 

Manager has to have three professional qualities in addition to possessing and practicing the 

personal qualities of honesty, sincerity, and integrity. The Manager must have a complete 

overview of the duties and functions that the city is to carry out; they must be technically 

competent to perform various management skills and direct the delivery of numerous city 

services; and finally they must have the ability to communicate with the City Commission, 

citizens and the news media both verbally and in writing. I believe I possess these personal and 

professional qualities that the Commission will be interested in and will require. Thus, it is with 

confidence in my ability to serve New Smyrna Beach that I am submitting this application. If 

you feel that I have the qualifications the Commission is seeking, I would appreciate the 

opportunity to discuss these in greater detail. 

Sincerely, 

Rex Taylor

WILLIAM F. UNDERWOOD, II 

840 NE Stokes Terrace Telephone: (772) 334-2288 

Jensen Beach, FL 34957 E-Mail: wunderwood2@att.net Cell: (772) 233-1511 

Consummate senior executive and proactive team leader with over 30 years experience in government 

management. Excellent organizational and communication skills with a record of accomplishments by 

creating a team environment that is energetic, cooperative, and collaborative. Successful experiences 

span tourism seaside, metropolitan, and rural agricultural communities with deviating social, political, 

demographic and economic profiles. 

Professional strengths: 

• Entrepreneurial leadership • Budget execution • Human Resources 

• Customer service • Infrastructure development • Intergovernmental coordination 

• Revenue enhancement • Economic development • Project Management 

• Organizational change • Policy formulation • Grant acquisition & management 

• Emerging & Advanced Technologies • Strategic Partnerships • Strategic Planning 

Education 

Master of Business Administration, Nova Southeastern University, with Honors 

Emphasis: Business Administration 

Bachelor of Arts,, University of Missouri 

Emphasis: Philosophy 

Non-degreed 

Graduate Studies, Florida Atlantic University 

Emphasis: Economics 

Graduate Studies, University of Missouri 

Emphasis: Urban Planning/Community Development 

Professional Certifications: 

Certified Government Financial Manager (CGFM # 4532) - November 1996 

Certified Government Finance Officer (CGFO # 12) - November 1992 

Certified Data Processor (CDP # 841709) - May 1987 


PRINCIPAL CONSULTANT; MANAGER 

2006 to present 

The Government Consulting Services Company, Inc. 

Underwood Management Services Group, LLC 

Provide consulting services to the Village of Wellington, Town of Southwest Ranches, and City of Lake Wales, 

Florida. 

• Productivity improvement, benchmarking analysis and report of the Leisure Services Department. 

• Management and financial consulting services, 

• Cost/benefit analysis study of privatizing versus publicizing planning and engineering functions. 

• Financial consulting services on recommendations for water and wastewater bond issue. 

CITY MANAGER 2007 – 2008 

City of Belle Glade, Palm Beach County, Florida 

Belle Glade is located on the southeast shores of Lake Okeechobee in western Palm Beach County. In 2007 its 

population estimate from the State of Florida was 17,083. The City employed 140 and had a $30.8 million operating 

budget with six operating funds. I returned to Belle Glade as its Manager after a 15 year absence and managed the day-today 

operations of the city including water, sewer, public works, solid waste, parks and recreation, planning, zoning, and 

code enforcement, police and fire services. 

• Successfully guided preparation and adoption of Growth Management Act through the City’s Comprehensive Plan. 

• Awarded many grants, some of which were; $2.4 million waterway access improvements, $300,000 dredging, $1.5 

million boat lock engineering design; and contracts were awarded. 

• Successfully outsourced the City of Belle Glade golf course in February 2008.

• Successfully lobbied the United States Congress and State of Florida for federal and state legislation to provide Belle 

Glade and other cities with a $7.5 million authorization to fund the Palm Beach County water treatment plant. 

BUDGET AND FINANCE DIRECTOR 

2003 – 2007 retired 

Town of Davie, Broward County, Florida 

Davie is located immediately southwest of Ft. Lauderdale. The Town’s permanent population is 82,579 with 

additional seasonal daily population of about 40,000 to 50,000 attending the higher educational institutions. The Town’s 

approximate permanent population is 90,079. The Town has 859 employees and a $127 million operating budget within 

five funds. The position had direct supervision for Finance, Accounting, Budget, Utility Billing, Purchasing, Fleet 

Management, and Customer Service Divisions. 

• Guided and achieved the Town of Davie to its first bond rating of “A+” from Standard and Poors, “A1” and “A2” 

from Moody’s and an “A” from Fitch Ratings 2006 while implementing ($41.5 million) for Fire and Open Space 

Acquisition, a $10 million covenant to budget and appropriate bond issue for various miscellaneous capital projects, 

• Guided Town in a $24.75 million conduit bond financing for a 501(c) 3. 

• Implemented a refinancing of its 1992 Water & Sewer Bonds eliminating restrictive bond covenants while realizing 

in excess of a $2 million present value savings. 

• Successfully guided preparation and adoption of a new defined benefit plan for regular employees. 

• Implemented the use of electronic facsimile signatures. 

• Created a debt service policy approved by the Budget Advisory Committee. 

• Expedited two delinquent annual financial audits within 15 months of my employment. 

DIRECTOR OF FINANCE AND ADMINISTRATIVE SERVICES 1993 - 2003 

City of Stuart, Martin County, Florida 

Stuart is the seat of Martin County government. The City’s permanent population was 14,677 with an additional 

seasonal population of approximately 4,000. The City had 230 employees and a $36 million operating budget with six 

operating funds. The position had direct supervision of Finance, Accounting, Budget, Utility Billing, Treasury, Human 

Resources, Purchasing, Risk and Safety, Management Information Systems, Geographic Information System, and 

Customer Service Divisions. 

• Created and implemented a Fiscal Policy for the City of Stuart that is used in the preparation and management of the 

annual budget that since is used as a model by many communities throughout the State of Florida. 

• Received City’s first national award for “Excellence in Financial Reporting” from the Government Finance Officers 

Association of the United States and Canada. 

• Analyzed, recommended and implemented Stuart’s management information system including specialized programs 

to implement a zero based like budgeting and reporting tool. 

• Created and implemented the purchasing departments and its policies and procedures, personnel manual and pay 

plans for personnel management, and Human resources policy and procedure manuals were established and adopted. 

• Member of Treasure Coast Regional Utilities Organization composed of county and municipal governments from 

Martin and St. Lucie Counties to deal with the removal and disposal of bio-solids from wastewater treatment plants. 

• Analyzed, recommended and implemented one of the first single sheet, single folded, sealed, and mailed community 

newsletter that also included the citizens’ utility bill and achieved recognition for innovation from the Florida 

League of Cities. 

• Recommended, implemented and managed the process of facilitating the City Commission and staff in the City’s 

first debt issue since 1973 in 1994. In a subsequent bond issue, we were able to achieve the City’s first investment 

grade bond ratings. 

• Member of the Board of Directors of TRICO, a local government insurance pool (LGIP) that provides insurance 

coverage for general liability, automobile, worker’s compensation, wind, and other risk exposures. 

• Successfully guided preparation and adoption of three pension plans for fire, general and police employees. 

DIRECTOR OF FINANCE AND ADMINISTRATIVE SERVICES 1979 – 1993 

City of Belle Glade, Palm Beach County, Florida 

Belle Glade is located on the southeast shores of Lake Okeechobee in western Palm Beach County. In 1993 its 

population was 17,084. The City employed 252 and had a $16.3 million operating budget with five operating funds. 

The position had direct supervision of the Finance, Accounting, Budget, Utility Billing, Treasury, Human 

Resources, Purchasing, Information Systems, Airport Management, Customer Service, and Licensing Divisions. 

• Received City’s first national award for “Excellence in Financial Reporting” from the Government Finance Officers 

Association of the United States and Canada. 

• Created personnel manual and pay plans for personnel management, human resources policy and procedure manuals 

were established and adopted, and created and implemented purchasing department and its policies and procedures. 

Page: 2 of 3 

William F. Underwood, II

• Developed, recommended and implemented City’s management information system. 

• Managed a $6 million Urban Development Action Grant project for the construction of low to moderate-income 

rental housing units. The grant complemented others from federal, state, and county funds. 

• Implemented a low income housing program leveraging $1 million state grant for farm worker housing 

• Provided project management in the acquisition and integration of private, state and city contributions for the airport 

runway construction project. 

Appointments 

• Investment Advisory Committee member to a Local Government Investment Pool (Florida Municipal Investment 

Trust). Recommends investment policy on a $1.03 billion Investment Pool used by many municipal governments in 

the state. 

• Governmental Accounting Standards Board (GASB) Task Force on Pension Accounting Research. 

• Auditor General of the State of Florida’s Task Force on Auditor Selection. 

• Committee on Retirement and Benefit Administration since 1998 for the Government Finance Officers Association 

of the United States and Canada 

• Florida Retirement System Advisory Work Group Committee – State of Florida. This workgroup was comprised of 

Florida House and Senate members, local school board, State, county and municipal representatives along with 

others. The objective was to arrive at consensus regarding various pension assumptions, and make 

recommendations to change the structure of the State’s retirement funding and offerings that affects in excess of 

600,000 members of the Florida Retirement system. 

• Volume Based Task Force - Palm Beach County Solid Waste Authority. Studied waste stream flows for Palm Beach 

County and recommended action to SWA Board to reduce the amount of waste going into Palm Beach County 

landfills. The efforts of the group impacted all Palm Beach County residents to extend the life of landfill sites. 

• Legislative Policy, Utilities and Telecommunications, Municipal Finance and Taxation and Resolutions committees 

- the Florida League of Cities 

Active Professional Affiliations: 

• International City Managers Association (ICMA) 

• Florida City/County Managers Association (FCCMA) 

• Government Finance Officers Association of the United States and Canada (GFOA), CORBA Committee Member 

• Florida Government Finance Officers Association (FGFOA), President 1997 

Other Activities: 

• Author; Quality Cities Magazine by Florida League of Cities, “Municipal Budgeting 101”; May, 2009 issue 

• Author; American City and County Magazine, “Selecting Investment Managers for Pension Funds”; February 2001 

issue 

• Editor, What to do in a Credit Crunch; Martin D. Weiss Research, Inc., 1979 

• Instructor; “Innovative Financing Techniques in Local Government” to Taiwan Finance Officers at Nova 

Southeastern University; Cash Management Course for the FGFOA Certified Government Finance Officer review; 

“Running an Efficient Finance Office” for FGFOA and “Introduction to Issuing Bonds” to FGFOA/FACC. 

• Adjunct Professor; Indian River State College; MNA 2100 – Interpersonal Relations in Business; 

• Adjunct Professor; Palm Beach Community College; Introduction to Data Processing 

• Presenter and public speaker, at GFOA and FGFOA annual conferences and schools on many occasions 

Military Service: 

• 1970 - 1971; Honorable Discharge; Active duty, Republic of Vietnam; Administration, Finance Section; U. S. 

Army, 101st Airborne Division 

Page: 3 of 3 

William F. Underwood, II

Mark A. White 

313 Acre Ave. 

Brownsburg, IN 46112 

May 13, 2009 


210 Sams Avenue 


Dear To Whom it May Concern 

I am writing in response to a job posting listed with C B & A which states that the City of 

New Smyrna Beach is seeking applicants for the City Manager’s Position. 

As you know, the most important items needed for a community to attract new 

investment is to have the all of the pieces in place. More specifically that means that 

everything needs to be ready; from zoning, development standards, infrastructure, to 

economic development incentives. If a potential investor must wait for these things to be 

developed, which can take months if not years, they will invest in an adjacent area and 

still take advantage in the amenities that the city does have in place. Although this is 

better than them moving completely out of the area the benefits to the community are 

significantly reduced. 

A review of the existing community would be necessary before a plan could be 

developed and prioritized to put the community in a position to be an attractive 

investment site. 

As Brownsburg’s Town Manager I was in a position to assist the Town in just that 

capacity. As a result, Brownsburg in now home to many of the top teams in the sport; 

including John Force Racing, Snake Racing, and Don Schmacher Racing. 

A review of the enclosed resume’ will give you an idea of the depth of experience that I 

can bring to the City of New Smyrna Beach. I would be happy to discuss this opportunity 

and my qualifications with any or all of the members of the search committee. Please 

contact me at 317-852-7444 or via e-mail, mawhite313@sbcglobal.net. 

Sincerely, 

Mark A. White

MARK A. WHITE 

313 Acre Avenue 


Phone: Home 317-852-7444, Cell 317-869-5806 

Married: 1976; Widowed: 2005 Ball State University 1976 

Birth date: September 17, 1954 

B. S. General Business Administration 

Objective: 

Qualifications: 

Experience: 

Obtain a position in a financial, manufacturing, or municipal organization 

that will utilize my experience, education, and personal qualifications. An 

organization where I can contribute to the growth of the organization and 

where there is the potential for personal development and 

accomplishment. 

Over twenty years of top level municipal government management with 

responsibilities involving personnel, budgeting, production, safety, 

regulatory compliance, policy development, planning, zoning, economic 

development, and redevelopment. 

May 2007 to 

December 2008 Assistant Town Manager 

Town of Avon 

6570 E US 36 

Avon IN, 46123 

As Assistant Town Manager my primary responsibilities were to assume 

two areas of responsibility, the Human Resource Managers’ 

responsibilities and Economic Development. As the Human Resource 

Manager I took over responsibility for the implementation for the 

McGrath Compensation Study, which recommended implementing a 

salary step schedule for all town employees, updating the harassment 

policies, revising the employee time off schedules, and compiling an 

employee handbook. In the area of Economic Development I assumed the 

senior Staff position for the Avon Redevelopment Commission (ARC) and 

the Avon Economic Development Commission (EDC). With both the 

ARC and the EDC, I was responsible for the developed of the agenda, the 

agenda packets, the minutes, research of policies, and policy revisions. 

March 1988 to 

December 2006: Town Manager 

Town of Brownsburg 

53 East Main 

Brownsburg, IN 46112

As Town Manager, I was the Chief Administrative Officer for the Town, 

in charge of the daily operations of the Town, including all civil town 

departments, except Police, Fire, and Parks. This included Administration, 

Water, Sanitary, Streets, Fleet Maintenance, and Recycling. In addition, as 

Town Manager, I was the senior staff member for all Boards and 

Commissions; included the Plan Commission, Board of Zoning Appeals, 

Economic Development Commission, Redevelopment Commission and 

Authority, and the Internet Utility Board. 

As Town Manager, I had the supervisory responsible for all town 

employees; the compliance with Town Ordinances; compliance with State 

and Federal Regulations; Budget preparation; Assisted the Department 

Superintendents with budgets, planning and disciplinary actions. 

I was the Town’s representative on various Boards and Commissions, 

including the Water Service Advisory Board and the Metropolitan 

Planning Organization, M.P.O. 

I have testified on behalf of the Town before State Legislative 

Committees, the State Tax Board, the County Commissioners, the County 

Surveyor, and the County Plan Commission. 

I developed a Capital Improvement Plan for the Town; Assisted the 

Redevelopment Commission and Authority in creating the Tax Increment 

Financing District, T.I.F. District; assisted in the revision to the Town’s 

Comprehensive Plan, Subdivision Control Ordinance, and Zoning 

Ordinance. 

March 1985 to 

March 1988: 

Wastewater Treatment Facility 

Town of Brownsburg 

200 South Green 


Laboratory Technician/Process Control Manager responsible for all labanalysis 

for the National Pollution Discharge Elimination System, 

N.P.D.E.S., permit. Assisted in managing the process in order to obtain 

the best possible effluent. 

February 1980 to 

December 1984: 

Regional Credit Manager 

Herff Jones Company 

4501 West 62 nd Street 

Indianapolis, In 46268 

Responsible for monitoring accounts receivables for 46 field agents and 

all direct billed accounts in a five State area, including assisting in the 

set up of proper accounting procedures, opening bank transfer accounts, 

performing follow-up field audits, and training of new field agents.

January 1977 to 

February 1980: 

Assistant Branch Manager 

Indianapolis Morris Plan 

110 East Washington Street 

Indianapolis, IN 46204 

Responsible for running the branch in the managers absence; including 

the direct supervision of an office of five persons in the fastest growing 

branch in the system, processing consumer loan applications, credit 

approvals, and monitoring delinquent accounts. 

References: 

Lee Comer 

Robert (Bob) Waggoner 

Comer Law Offices 

Former Town Council Member 

71 W Marion Street 526 E College 

Danville, IN 46122 Brownsburg, IN 46112 

Phone; 317-745-4300 Phone; 852-2343 

Larry Cranfill 

William Guarnery 

Cranfill Development Corp. 

Current Town Council Member 

3895 N CR 575 E 1202 Briarwood Drive 

Brownsburg, IN 46112 Brownsburg, IN 46112 

Phone; 317-858-1220 Phone; 317-858-0121

Gregory S. Wood 

Bonifay, FL 32425 

gswood914@yahoo.com 

RESUME 

SUMMARY OF QUALIFICATIONS 

A versatile and innovative manager with over twenty-five years of progressively responsible 

management experience, including top-level county management, military command, and municipal 

chief administrative officer. Additional experience in emergency management, economic 

development, code enforcement, redevelopment, management information systems, planning, grants, 

budgeting, contract administration, utilities, quality improvement and reengineering, health care 

administration, and financial analysis. 

PROFESSIONAL EDUCATION 

M.P.A., 1984, University of West Florida, Pensacola, Florida. 

Course Concentration: Public Management and Policy Development 

Additional advanced work completed in Business, Contract Administration, Management Information, 

and Health Care. 

B.A., Cum Laude, 1983, University of West Florida, Pensacola, Florida. 

Major: Political Science 

Minor: Environmental Planning and Resource Management 

A.S., Community College of the Air Force, 1981 

Major: Meteorology 

Minor: Communication Arts 

EMPLOYMENT 

2007 – Current: County Administrator – Holmes County, FL 

Responsible for day to operation of county government based on policy established by Board of 

County Commissioners. Direct oversight of Emergency Medical Service, Emergency Management, 

Planning, Housing, Building Inspection, Library, Recycling, and Road Maintenance departments. 

Coordinate activities of Health Department and Agricultural Extension Service. Also Certified 

Mosquito Control Director and SHIP Administrator. Combined budget of approximately $20 million 

with a land area of 485 square miles. 

2005 – 2006: Commander, Aeromedical Evacuation Squadron US Air Force 

Detachment Commander for a deployed aeromedical evacuation (AE) detachment charged with patient 

redistribution for the Midwest United States and response to natural disasters including hurricanes 

Katrina and Rita. Oversaw 27 medical professionals and over $500,000 in medical equipment. Follow 

on assignment Commander AE Squadron at Balad Air Base, Iraq with responsibility for evacuation of 

all critical care and urgent patients from Iraq theatre. Managed five Critical Care Air Transport Teams, 

three Air Evacuation Teams, support personnel, and over $1,000,000 in medical equipment.

Gregory S. Wood – Employment Continued 

2001 – 2005: Assistant City Manager / Economic Development Coordinator, City of Holly Hill, 

FL. 

Direct all aspects of economic development for the city. Assume duties of City Manager in his 

absence; Director of code enforcement and animal control, supervise staff for Community 

Redevelopment Area, liaison for Historic Preservation, Community Rating System Coordinator for 

National Flood Insurance Program (NFIP), primary grants writer and administrator, oversaw all 

annexations, logistics officer for EOC, primary special projects director. 

1998 – 2001: Executive Director, Volusia Council of Governments., Daytona Beach, FL 

Responsible for all activities of a Council of Governments serving 16 municipalities and the county. 

The Council’s primary focus is finding remedies and cost savings for multi jurisdictional issues. Also 

served as Executive Director for the Volusia League of Cities, which primarily focused on lobbying for 

municipal issues and developing legislative position statements. In that capacity was selected by the 

Florida League of Cities and the Governor to serve on the Affordable Housing Study Commission. 

1995 – 1998: Recovery Project Director, Apalachee Regional Planning Council, Blountstown, FL. 

Primary focus on contract administration and implementation of post disaster flood recovery for the 

City of Blountstown. The project’s $4.5 million budget includes housing acquisition, housing 

rehabilitation in line with NFIP and Section 8, and numerous infrastructure projects. Also responsible 

for the agency’s CDBG consulting program and local government technical assistance in hazard 

mitigation, and economic development program including a revolving loan fund. 

1994 - 1995: Planner IV, Florida Department of Community Affairs, Tallahassee, FL 

Responsible for Community Development Block Grants special projects with primary duties of assisting 

with the post disaster recovery of the City of Homestead and development and implementation of an 

automated database and grants management system for the Division of Housing and Community 

Development. Other special projects usually focused on workshop preparation, technical assistance, 

contract administration, and local government issues. 

1993 - 1994: Scientist, Nichols Research Corp., Shalimar, Florida. 

Emergency Management and Land Use Specialist for development of the data base to support the Florida 

Department of Community Affairs - Emergency Management GIS project. 

1989 - 1993: Administrator, Okaloosa County Water and Sewer System, Fort Walton Beach, Florida. 

Responsible for all administrative actions of the second largest water system in Northwest Florida 

including development and monitoring of a $20 million combined budget, supervision of over 50 

employees, strategic planning, grants and revolving loans, data processing, customer service, and field 

accounts. Assisted in development of County’s first GIS system. Additional responsibilities included 

contract administration and special projects such as acquisition of the Seashore Village Water System. 

Acting Director during his absence. Coordinator for Comprehensive Plan Committee in accordance with 

FAC 9J5. Responsible for insurance and risk management. Plans chief for Okaloosa County Operations 

Center.

Gregory S. Wood – Employment Continued 

1986 - 1989: City Administrator, City of Valparaiso, Florida. 

Responsible for administration of a full service government and bi-directional TV cable system based on 

policy set forth by the City Commission, to include: budgeting, planning (Director by ordinance), 

ordinance development, financial analysis, intergovernmental coordination and other functions and 

special projects as required. Also served as Vice-Chairman Ft Walton MPO (TAC) and President of 

NVOC Regional Sewer System. Authored Okaloosa County recycling program. 

1984 - 1986: City Administrator, City of Mexico Beach, Florida. 

A unique resort community with a permanent population of 1,200, but holiday peeks of up to 10,000. 

Responsible for day-to-day operations, land use, technical guidance to City Council, and interface with 

multiple state and local agencies. Additionally, tasked as Director of Public Works that included 

supervision of Street, Canal, Sanitation, and Maintenance Departments. Developed and implemented 

hurricane recovery plan following Hurricane Kate. 

1984 - 1984: Planner, City of Pensacola, Florida. 

Primarily responsible for updating the City Comprehensive Plan, but also involved in the full spectrum of 

planning activities in one of Florida's most progressive planning departments. 

United States Air Force Active / Reserves: August 1972 - 2008 

This long and stable commitment began as an enlisted Airman Basic and has spanned over 34 years 

retiring at the rank of Lt. Colonel. The primary focus of this career has been in the medical field 

including Director of Operations Support in an Air Force Reserve, Aeromedical Evacuation Squadron 

routinely supervising over 60 personnel. During wartime activation tasked with squadron and detachment 

commands; most recently as Commander of state-side aeromedical evacuation hubs and Balad AB, Iraq. 

While enlisted I also served in the Weather Service for three years, and received an AS in Weather 

Technology. I credit the physical science and abstract analytical requirements of this discipline as a 

source of above average analytical skills. 

OTHER CURRENT AND RECENT POSITIONS AND APPOINTMENTS 

Commissioner – Governor’s Affordable Housing Study Commission – FL League of Cities Rep. 

President- Volusia – Flagler Grants Network 

President – Holly Hill Kiwanis 

Lt. Colonel – Chief Operations Support - Air Force Reserve Medical Service Corps 

PARTIAL LIST OF RECENT SEMINARS 

25 th Annual Economic Development Course: USF Center for ED Research (Nov 01) Tampa, FL 

Community Rating System (CRS) Coordinator Course, FEMA (Nov 02), Emmitsburg, MD 

Flood Plain Management, FEMA (Nov 03), Emmitsburg, MD 

Redeveloping Disaster Resistant Communities, FAPA (Oct 04), Gainesville, FL 

HMGP Grant Workshop, FEMA (Jan 05) Port Orange, FL 

Visit Florida – Rural Tourism and Economic Development Conference, (May 08) Sebring, FL 

Gulf Power Economic Symposium (Sept 08) Destin, FL 

FL Mosquito Control Association - Dodd Short Course (Jan 09) Ocala, FL

DENNI IS W. . BEACH 

2605 St. Lucie Blvd., Apt. 23 

Fort Pierce, Florida 34946 

(772) 971-5767 

dbeach3107@aol.com 

May 15, 2009 

The Honorable Mayor and City Commission 



New Smyrna Beach, FL 32168 

Dear Mayor and Commissioners: 

Please consider the attached résumé my application for consideration for City Manager of New Smyrna 

Beach. 

My experience includes 18 years in Florida with 13½ as City Manager of Fort Pierce, Florida. During that period I 

had the opportunity to address and attempt to address many of the issues outlined in the notice advertising 

New Smyrna Beach’s City Manager vacancy. 

Fort Pierce is a coastal community initially established as a military post in 1837 and eventually settled in 1877. 

The city incorporated in 1901. 

Our challenges were, and are, preserving what is best (architecture, history, scale and sense of community) 

while preparing for the inevitable (and much needed) expansion of our city and economy. We have 

experienced success with height and density restrictions on the island, historic preservation in our older 

neighborhoods and design criteria for new construction throughout the city. We have a historic downtown that 

had a 50% vacancy rate in 1995 and by 2007 that rate had reduced to 5%. Today, as a result of new 

construction, the vacancy rate is 15-20%. 

Regarding the issue of preparing for growth, we initiated a complete re-write of land development codes and 

comprehensive plan. Both documents were prepared with the current concepts of new urbanism, green 

building codes, densities, height restrictions and architectural guidelines. An important element of preparing 

for growth is to develop a trained and competent planning staff guided by input from the community and 

elected officials. Our direction was gained through community wide planning charrettes focusing on different 

issues such as port, island development, downtown, parks and neighborhoods. This activity defined a course of 

action that is being followed 12 years after completion. The plans require occasional updates to remain 

current; however, they have survived several political leadership changes. 

The question of creating employment through office, commercial and light industrial acquisition seems to 

suggest that these strategies are what is needed to improve employment opportunities. My experience has 

been that office and commercial are byproducts of creating an environment attractive to those activities. For 

example, there are reasons for demand of office space at various locations. Attorneys locate near court 

facilities, physicians near hospitals, engineers and consultants close to government and private clients, etc. 

The concentration of city, county and satellite court facilities tends to support a significant office environment, 

which will then support daytime retail activity. This type of strategy and others should be described in a long 

term, detailed design plan prepared by the community through the City Commission and staff. 

Light industrial attraction is a function of being prepared for industry at a time they need it, not 6 months or one 

year later. What that means is the public must invest up front before we attract industry. Easy to say, difficult to

DENN IS I W. . BEACH 

2 

do, politically. The property, water and wastewater capacity, electric distribution and, occasionally, even 

buildings are required to successfully attract desirable industry and the jobs they produce. Passing legislation 

that provides tax deferments, relief from impact fees for building and utilities are strategies that make a 

community competitive in Florida and nationwide. 

My experience with attracting industry leads me to believe that the most important asset we market is the 

quality of life offered in our community. This is important to industry because it is directly related to their ability 

to attract professional staff. The definition of quality of life is different for all, so that means cities must have an 

outlet for as many quality of life determinants as possible. These include education, arts, theater, museums, 

sports, restaurants, waterfront marinas, beaches, shopping opportunities, safety, recreation, jobs and more. 

Applicants were asked to describe their vision for New Smyrna Beach. The future of New Smyrna Beach is in the 

hands and minds of its citizens and elected representatives. Professional City Managers bring the skills, and 

knowledge to facilitate the defining of the community’s vision. Once that process is complete, the 

implementation becomes an administrative task lead by the city manager. 

The management style I have refined over the past 30 years is one of collaboration, participation and inclusion. 

Staff goals and objectives are agreed upon jointly with those who have the responsibility of implementation. 

Expectations are high of department managers and they are held accountable for their responsibilities. My 

approach to the elected body is keep them apprised of events that occur before they read about them in the 

morning papers. As far as decision-making, it is the city manager’s responsibility to give the elected body a 

variety of alternatives for consideration when they are confronted with difficult issues. 

My experience in developing municipal assets includes taking a municipal owned/privately operated marina 

that was $500,000.00 in debt to the city, to a municipal owned and operated facility netting $1 million per year 

to the city. Further experience include the acquisition of an 18 hole golf course, privately owned, that was 

closing due to financial loss. The facility was reconstructed and paying for itself in less than 3 years. The most 

important municipal asset that was transformed is our historic downtown. It has been completely renovated. 

The centerpiece of that restoration is a 1200 seat performing arts center that had been boarded up for 25 

years. 

One last inquiry was how city manager candidates would deal with the action taken by the State of Florida 

impacting the ability of cities to generate revenue. This has been at the front of every agenda in our 

professional workshops for the past 2 years. The answer many of us have reached is to view this as an 

opportunity to re-think everything we do and how we do it. As frustrating as the State’s behavior toward cities 

and counties has been, I recognize it as their reaction to unprecedented increases in property values in 2006 

and 2007. We have seen changes recently that may remove the subject of local taxes from the state’s 

agenda. In the meantime, we should continue to evaluate every service we provide for opportunity to 

streamline and improve. If the attached résumé reflects the experience you are seeking, please contact me at 

your convenience. 

Sincerely, 

Dennis W. Beach 

Attachment

DENNIS W. BEACH 

2605 St. Lucie Blvd., Apt. 23 


(772) 971-5767 

dbeach3107@aol.com 

Education 

Master of Science-Human Services/Public Administration, Nova University School of Business 

and Entrepreneurship, Fort Lauderdale, Florida. 

Bachelor of Science-Business Management, Southeastern Oklahoma University, Durant, Oklahoma. 

Work Experience 

March 1995 to October 1, 2008, City Manager 

City of Fort Pierce, Florida (Pop.: 44,000 - Operations Budget: $81,373,000 - Capital Budget: $160,000,000 - 

Personnel: 440+ full-time) 

Salary: $135,000 - Car Allowance: $6,000 

Fort Pierce is a Commission/Manager local government with the Mayor elected at large and four 

Commissioners elected from two districts. Services of City include traditional municipal operations of police, 

public works, engineering, finance, planning and solid waste with support operations of purchasing and 

human resources departments. The community owns and operates a 250 slip marina in the heart of an historic 

downtown, acquired and reconstructed an 18-hole golf course to become a traditional municipal golf 

course, and operates a 1200 seat 1926 restored performing arts center. 

Additionally, the City owns electric, water, sewer and gas utilities with an annual operating budget in excess of 

$70 million per year. The utility is set up as an independent five member authority with the Mayor as a voting 

member of the board and the City Manager as an advisory member. 

Principal Activities and Achievements: 

• Design and administration of a capital improvement program resulting in the completion of $80 million 

investment toward municipal infrastructure including streets, landscaping, marina expansion, downtown 

library, police substation, visitors center, golf course and stormwater. 

• Developed marketing staff and strategies for public investment resulting in millions of dollars in private 

investment in historic downtown. 

• Staff development and expansion for substantial increase in building and code compliance activity. 

• Successfully expanded Community Redevelopment Area (CRA) from 20 blocks to approximately four 

square miles resulting in new resources for capital improvements. 

• Designed and implemented Stormwater Management Utility (SMU) now producing in excess of $2 million 

per year. 

January 1991 to March 1995, Assistant City Manager 

City of Port St. Lucie, Florida (Pop.: 68,000 - Budget: $62 million - Personnel: 510 full-time) 

Salary: $72,500 - Deferred Compensation: $7,010 - Car Allowance: $2,400

2 


Duties included preparation of alternatives and recommendations on various policy issues for city manager 

and council. Served as head of departments of public works, engineering, parks & recreation, planning and 

building. 


• Chairing dual taxation review committee and development of recommendations to council and city 

management. 

• Design and implementation of city wide stormwater management program including financing, staffing 

and contract administration. 

• Serve as chairman of the city’s Emergency Management Planning Committee charged with rewriting the 

Emergency Management Plan in the wake of Hurricane Andrew. 

• Continuing evaluation of various activities undertaken by city staff in an effort to assure cost effective and 

productive processes are being followed. 

• Capital improvements planning and management for extensive capital improvement plan. 

• Preparation and processing for adoption, goals and objectives of the organization. 

• Conduct ongoing comparative analysis of private contracts versus public construction activity to measure 

efficiency of municipal workforce. 

May 1989 to January 1991, Assistant City Manager 

City of Mineral Wells, Texas (Pop.: 16,000 - Budget: $21 million - Personnel: 215 full-time) 

Salary: $52,000 - Vehicle: Provided 

Duties included administrative supervision and coordination of departments of finance, public works, 

community service, airport, community development, planning, personnel, fire and police for the city 

manager. 


• Extensive management of main street program designed to restore, beautify and revitalize the central 

business district. 

• Development and implementation of comprehensive code enforcement program related to community 

beautification. 

• Capital improvements management including extensive construction of municipal facilities, water 

distribution system, wastewater collection system, streets and drainage. 

• Coordination and development of goals for annual operating and capital improvements budgets. 

• Extensive interaction with Federal Aviation Administration regarding airport planning and development. 

July 1982 to April 1986, City Manager 

Del City, Oklahoma (Pop.: 29,000 - Budget: $24 million - Personnel: 205 full-time) 

Salary: $44,816 - Deferred Compensation: $4,929 - Car Allowance: $4,800

3 


Responsibilities included municipal services of police, fire, public works, water, wastewater and solid waste 

management. Gained extensive experience in labor negotiations, municipal litigation, growth 

management, planning solid waste management, regulatory agency compliance and intergovernmental 

cooperation agreements. 


• Designed and administered a re-trenchment program that reduced the overall size of the organization 

by ten percent. 

• Automated solid waste collection system reducing the number of employees by seventy percent. 

• Administered financing, design and construction of wastewater treatment facilities. 

• Obtained financing for the reconstruction of municipal parks, pools and community centers. 

September 1975 to April 1982, City Manager 

City of Okmulgee, Oklahoma (Pop.: 15,000 - Budget: $12 million - Personnel: 175 full-time) 

Salary: $36,000 - Deferred Compensation: $4,320 - Car Allowance: $4,200 

Responsibilities included all traditional government services as well as airports, museums, libraries and 

recreation services. Provided daily administrative functions necessary for professional management. 

Additionally, provided recommendations, options and evaluations to city council on all topics relating to 

policy formulation. 


• Planning design and construction of municipal water supply and wastewater treatment plant. 

• Revised sanitation collection operations to include semi-automated system resulting in a twenty percent 

cost reduction. 

• Substantial reorganization of municipal operating departments of public works, fleet management and 

community development. 

• Managed the implementation of computer upgrade and data generated for management information. 

Assistant City Manager 

Line authority position with specific areas of responsibility, development and management of capital 

improvements and management of the department of public works. 

Community Development and Planning Director 

Department head position responsible for planning, zoning, community development, grants management, 

airports, libraries, recreation, code enforcement and museums. Initiated and completed several planning 

documents including a comprehensive general plan, downtown development plan, airport master plan and 

comprehensive housing plan.

4 


July 1973 to September 1975, City Manager 

City of Atoka, Oklahoma (Pop.: 4,000 - Budget: $3.1 million - Personnel: 80 employees) 

Salary: $12,000 - Vehicle: Provided 

Managed all municipal services under a nine member council. Substantial experience gained in municipal 

utility operations, solid waste management, downtown renovations, traffic systems, municipal finance and 

personnel administration. 

Other Experience 

April 1986 to May 1989 

Private sector management consulting. Included coordinating utility management firm’s efforts to acquire 

utility systems in Florida and serving as east coast marketing and sales director for a marina manufacturing 

company. Acquired substantial knowledge of Florida local governments utility operations and financing 

mechanisms, growth management and environmental issues. 

Professional Memberships 

International City Managers Association (ICMA) 

Florida City/County Managers Association (FCCMA) 

Military Service 

1964 - 1968, United States Navy 

Honorably discharged after four years of sea duty with two and one-half years in Vietnam. 

References 

Elected Officials Previous Employer Others 

Jim Nolen, Past Mayor Donald B. Cooper, City Manager Dr. Maxwell C. King 

City of Del City City of Port St. Lucie 1384 Walton Heath Court 

2844 Linda Lane 121 S.W. Port St. Lucie Blvd. Rockledge, Florida 32955 

Del City, Oklahoma 73115 Port St. Lucie, Florida 34984 (321) 632-5659 

(405) 677-6026 (772) 871-5163 

Harry Gray, MAI 

Paul Brown, Past Mayor Co-Worker Callaway & Price, Appraisers 

City of Okmulgee Robert V. Schwerer, City Attorney 505 South 2nd Street, Suite 230 

P.O. Box 916 City of Fort Pierce Fort Pierce, Florida 34950 

Okmulgee, Oklahoma 74447 100 North US Hwy 1 (772) 464-8607 

(918) 756-3300 Fort Pierce, Florida 34950 

(772) 460-2200 x318 

Dr. William Dannahower, Past Mayor 

City of Fort Pierce 

809 S. Indian River Drive 


(772) 461-3540 

Robert J. Benton, III, Mayor 

City of Fort Pierce 

1365 Bayshore Drive 


(772) 465-6258

May 13, 2009 





Re: 

Position of New Smyrna Beach, City Manager 


As a Florida manager, primarily in Central Florida, I am excited by the opportunities the City 

of New Smyrna Beach offers. I would like to take this opportunity to provide you with a 

brief overview of my background. As a community dealing with the affects of internal, as 

well as external economic and growth related issues, yet desiring to maintain its unique 

character, I understand the challenges that are being faced in many areas, such as 

transportation, utilities, economic development/redevelopment and the complications of 

growth management issues. I have over twenty years experience in public sector 

administration, distinguished by providing progressive vision and decisive leadership. This 

has provided me with the opportunity to work for communities that have been committed to 

maintaining their identity, while embracing community quality of life issues. These 

communities have also given me the chance to be the administrator working with a 

motivated staff, while addressing growth issues and the financial management of the 

community for the long and short term. 

Most recently, I have been working as an independent consultant, providing municipal 

related assistance in a variety of areas. Prior to this, I had been serving as the City Manager 

in Crystal River, Florida. The City of Crystal River is located on the west coast of Florida and 

known as the “Home of the Manatee”. In recent years it has reemerged as a growing tourist 

destination. The City is known for its volatile politics, which are driven in part by the impact 

of growth and the convergence of the old and new. They have had ten (10) Managers in 

the past twenty (20) years. During my tenure with the City we were able to get old projects 

completed and new infrastructure projects approved that will improve the immediate and 

future overall performance of the City in delivery of services to its residents. Several such 

projects were the expansion of the wastewater treatment facility, stormwater projects and 

CRA redevelopment. We were very successful in maneuvering the complexities of working 

with FEMA in two successive years of storm recovery. As a small city, grants were an 

integral part of the city’s ability to move forward and in any given year the city successfully 

competed for and received recreation, CDBG, FRDAP, sewer enhancement or other grants 

while I was City Manager. 

Prior to taking the City Manager position in Crystal River, I worked for Lake County, as the 

Interim Director of Operations for the District Five Medical Examiner. This position proved to 

be extremely challenging and rewarding as there were many internal and organizational 

problems to overcome. These issues ranged from the development of a true budget, the 

purchase of equipment needed to perform the organizations tasks, to resolving pay equity 

issues. This was formally a private operation that was transitioning back to being governed

Page 2 of 3 

by a five County Committee (an elected official from each County). I was brought in to get 

the organization “up and running” and establish internal controls and accountability along 

with financial prudence. This was my second interim position I took with Lake County, while 

I selectively pursued a Manager’s position. Each time I was brought in to repair 

organizational and financial issues and develop a sense of teamwork. 

I served as the Town Manager of Lady Lake, Florida during a time of great change. This 

part of Central Florida was beginning to feel the pressures of growth due to its proximity to 

the Orlando metro area. The Town of Lady Lake’s growth was driven by the aggressive 

development of The Villages, Community Development Districts (CDD’s). This retirement 

development spans three (3) Counties and was a constant challenge as new DRI’s were 

created, which in turn affected multiple levels of service issues. During my tenure, we 

reorganized the financing and purchasing procedures of the Town, completed the 

construction of a $2.2M Municipal Complex and began the process for renovation of the 

former Town Hall into the new Library. I served as the Town's ninth manager since 1988. 

Prior to the Town of Lady Lake, I served as the City Manager in Avon Park, Florida. The City 

of Avon Park is a rural community, rich in history and tradition. During my tenure with the 

City we faced many challenges ranging from extra ordinary low employee moral, a 

dysfunctional police department, to no formal budgetary procedures. While I was with the 

City we began the slow process of reversing these situations. I developed for the City a 

Budget Document and internal budget procedures; redefined budget allocations making it 

possible to purchase needed equipment (i.e., fire truck, miscellaneous vehicles and 

equipment); through personnel changes and establishing clear policies and procedures, the 

police department began to gain back public confidence; developed a recreation department; 

initialized the development of a recreation complex; and made major improvements to the 

City’s Municipal Airport. Many of these items were made possible in both municipalities due 

to the management team’s recognition of the importance of teamwork and candid input. 

Each position and each community I have work has provided me an opportunity to become 

more knowledgeable in all aspects of municipal operations. I was responsible for all labor 

negotiations in Crystal River, Lady Lake, and Avon Park. In all communities, we were able 

to get contracts ratified and in Avon Park, I was able to negotiate multi-year contracts for 

the first time. As Manager, I have been the visionary for the development of master plans 

for water, wastewater and storm water, analysis of the Fire Department (to retain operation, 

privatize or contract with the County), grants, and development of Recreation Department 

and park master plans. In Crystal River, I initiated the process to rewrite the Land 

Development Code, thus updating and taking the first steps to be better prepared to address 

development, in a manner, which would maintain the City’s identity. 

I served as Assistant City Manager for the City of Port Orange, where I was employed for 

seven years, before becoming the City Manager in Avon Park. During that time, I had the 

opportunity to be involved in all aspects of the operations of a City recognized for its 

progressive and visionary approach. An approach, I have continued to apply over the years. 

The City of New Smyrna Beach is looking for an individual with a diverse background in 

Municipal Management. In each of my positions, I have had to develop sound financial 

management plans for both long term and short-term development of the community. I 

have the experience with project development and administration and have excellent

Page 3 of 3 

communication skills with citizens and policy makers. In working with staff I am a team 

leader. I appreciate and consider the ideas and input of others, however, the final decision is 

mine. I believe in providing the Commission with options and an explanation of my 

recommendation(s). Involvement in the community in which I work is a must. New 

Smyrna Beach is a community that wants to hold on to and protect its unique charm and 

character. One way that can be achieved is by the City Commission, businesses and 

community working together to develop a unified long term vision and plan for 

implementation. This will allow the Commission to put into place the necessary policies for 

implementation by the Manager and staff to maintain the essence of what makes New 

Smyrna a unique community. This same discussion will provide the ground work on what 

will be necessary to attract industries that are low impact on the community environment 

such as high tech, light industry and corporate offices; these types of businesses would 

provide the economic development desired. 

As a Florida Manager, I understand the challenges the City will be facing during the coming 

years. I feel confident that I can bring to the City a level of dedication, resourcefulness, 

leadership, vision and professionalism necessary to maintain and enhance the City’s status 

among Florida Communities. 

Thank you for considering me for the City Manager position. I look forward to hearing from 

you. 

Sincerely, 

Susan R. Boyer, ICMA-CM

SUSAN R. BOYER 

110 Palermo Place 

Lady Lake, Florida 32159 

Telephone No.: 

Email: 


(352) 753-3392 (H) 

Sboyerhwood@aol.com 

International City/County Management Association, Director Florida NEMN 

June 2007 to December 2008 

Accomplishments: Oversaw the management and implementation of NEMN (National Emergency 

Management Network) initiative with the State of Florida’s Division of Emergency Management and 

the integration into the State Resource Management Network (SRMN). This was a 1.2M project. 

Worked with other projects involving local government, emergency management, homeland security 

and other public safety issues for ICMA which were funded by government agencies, and other 

external funding sources. 

Responsibilities: Managed and oversaw the implementation of the NEMN for the State of Florida 

Department of Emergency Management; including contract and budget oversight. Interact with ICMA 

members requesting information related to ICMA products and services. Communicate and work with 

funders and others external to ICMA to coordinate and deliver project services and products. 

Performed other job related duties as required. 

Independent Consultant, May 2006 to September 2007 

Most recently worked for the Institute of Government, University of Central Florida, writing the 

Incorporation Feasibility Study for the community of Celebration. Also rewrote the Personnel Rules and 

Regulations for a municipality. 

City Manager, City of Crystal River, Florida (Population 3,656) 

December 2002 – May 2005 

Accomplishments: Provided interactive, decisive leadership in all initiatives. Built a focused City staff to 

follow through on lingering City projects. Developed the City’s master plan for sidewalk improvements 

and annual budget. Initiation and implementation of re-write of Land Development Code. 

Strengthened the City’s financial position. 

Responsibilities: The City of Crystal River was a full service municipality, with a volunteer Fire 

Department. The operating budget was approximately $15 million. Defined a clear vision to move 

forward with under-utilization of assets/resources into a progressive City. Emphasized several key 

issues: performance excellence, financial prudence, teamwork, and environmental conscientiousness. 

Focused efforts on organizational performance improvements: developing internal controls and 

accountabilities. Responsible for implementing public policy and programs as authorized by the City 

Council 

Interim City Manager, City of Crystal River, Florida (Population 3,656) 

October 2002 – December 2002 

Accomplishments: Brought the City administration together during a difficult transition time. 

Interim Director of Operations - District Five Medical Examiner, Leesburg, Florida 

June 2000 to October 2000 

Accomplishments: Defined a clear vision to convert from bureaucracy and under utilization of 

assets/resources, into a progressive business. Focused efforts on developing internal controls and 

accountability and introducing quality management. 

Responsibilities: District Five serves five (5) Counties: Citrus, Hernando, Lake, Marion, and Sumter. 

Responsible for the supervision, direction and planning for the operations of the Medical Examiner’s 

Office. The position was directly responsible to the Chief Medical Examiner. Administered, reviewed 

and analyzed the Medical Examiner’s Office budget; prepared budget documents; developed narrative 

information for proposed budgets; attended Medical Examiner Committee meetings. Handled

Resume of 


____________________________________________________________________________________________ 

_ 

employee complaints and grievances. Created, implemented and maintained standards for safety of all 

employees and the facility according to OSHA, State and Local specifications. Supervised purchasing 

activities and monitored various operating contracts. Began development of a Policy and Procedure 

Manual. Served as the liaison to the medical community, funeral homes, law enforcement agencies 

and the general public. 

Interim Risk Manager, Lake County Board of County Commissioners, Tavares, Florida 

(Population 210,000) 

October 1999 to April 2000 

Accomplishments: Developed a teamwork environment, performance excellence and raised 

management’s understanding and participation in financial prudence. Settled a dispute with the 

insurance carrier in excess of $1M of outstanding claims. Restored the confidence of the employees in 

the competence of the Risk Management personnel. 

Responsibilities: Responsible for planning, overseeing and maintaining a program of risk management 

for the County, including protection of County assets and employees from loss, identifying exposures 

to loss and minimizing financial impact. Managed all insured and self-insured programs, including 

group medical, life, dental and disability. Managed and monitored worker’s compensation claims, 

property losses and liability claims against the County. Conducted monthly safety meetings. 

Responsible for the preparation of the insurance budget for the County; prepared and monitored the 

risk management budget. Evaluated bids and made recommendations. Tasked with implementing 

and developing programs to improve the image and understanding of risk management. Responsible 

for County-wide safety program and for compliance with State and Federal standards. Worked 

through unpaid claims and legal issues from previous health insurance carrier, in excess of $800,000. 

Set up internal tracking procedures for Workers’ Compensation claims. 

Independent Consultant, City of Lake Mary, Lake Mary, Florida (Population 9,500) 

July 1999 to September 1999 

Rewrote the City’s Personnel Rules and Regulations. This manual had not been updated in many 

years and needed to be brought up to date with current industry practices, current law, FLSA, etc. 

Town Manager, Town of Lady Lake, Florida (Population 14,469) 

February 1998 to June 1999. 

Accomplishments: Completed construction of a 20,000 sq. ft. Municipal Complex and renovation plans 

for the relocation of the Library into the former Town Hall. Successfully procured grant funding for 

the library, median beautification and other projects. Built an organized and focused staff. 

Responsibilities: The Town of Lady Lake was a full service municipality with the exception of Fire and 

had an operating budget of approximately $8 million. Council-Manager position was created in 1988. 

Within the Town’s corporate limits is one of the largest Community Development District (CDD) in 

the state. Received the GFOA distinguished budget award; created improvements in financial 

management and purchasing. Development of Master Plans in the areas of Water, Sewer, Stormwater 

and Parks. Due to personnel changes, had the opportunity to run the Personnel/Risk Management 

and Finance Departments. Responsible for implementing public policy and programs as authorized by 


Interim Assistant City Manager, City of Haines City, Florida (Population 11,683) 

April 1997 to October 1997. 

Accomplishments: Developed bid specification and implementation plan for the privatization of the 

City Sanitation Department. Including the sale of equipment and placement of employees. Brought 

to completion several outstanding downtown redevelopment and improvement projects 

Responsibilities: Haines City was a full service City. This position served as the Main Street Executive 

Director, for a very active Main Street Program. Responsible for the operation of the City’s 

Community Redevelopment Agency. The writing and submission of grants in the area of historic

Resume of 


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_ 

preservation, responsibilities in Risk Management, and budgeting. Specific projects as requested by 

the City Manager. 

City Manager, City of Avon Park, Florida, (Population 8,300) 

October 1994 to August 1996. 

Accomplishments: Master planning the construction/improvements to parks. Secured FAA grants to 

improve/lengthen the airport runway and improve the fixed based operation and t-hangers. Secured 

various CDBG grant funding for Community Development Housing and community improvements. 

Upgraded the main frame computer system operations. Upgraded law enforcement and communitybased 

policing, equipment and technologies. 

Responsibilities: The City of Avon Park was a full service City with an operating budget of 

approximately $4 million and a water plant with an 8.6MGD capacity and sewer plant with a 1.5MGD 

capacity. The City also had full-time police and fire departments. Comprehensive administrative 

work in a community with little depth in upper management. In accordance with the City Charter, 

served as the personnel director for the City. The City had three unions (PBA, IAFF and ASCME) 

and approximately 75 employees. Served as the Airport Manager for a General Aviation Airport. 

Worked with the FAA and other governmental agencies to secure grants for new hangers and a 

runway extension. Staff liaison to various City Boards such as the Airport and the Community 

Redevelopment Agency. Due to personnel changes, had the opportunity to run the Police 

Department and the Planning Department. Functioned without the assistance of mid-level 

management. Responsible for recommending public policy and municipal programs to a seven 

member governing body. Responsible for implementing public policy and programs as authorized by 


Assistant City Manager. City of Port Orange, Florida, (Population 37,615) 

October 1991 to October 1994. 

Accomplishments: Developed the format for the Volusia Council of Governments. Developed the first 

Policy and Procedure Manual for the City. Secured a number of grants for major capitol improvement 

projects. Successful development of Vision 2020 cultural committee. 

Responsibilities: Responsible liaison and administrative staff work in assisting the City Manager; 

supervised the Administrative Services Division (Information Technology & City Clerks Office); 

conduct research, procedural and administrative studies on subjects under consideration by the City 

Council and/or City Manager and prepared reports containing proposed or recommended solutions; 

researched and processed grant requests; assisted Department Heads on selected projects; assisted City 

Manager in preparing the annual budget and CIP; responsible for preparation and distribution of City 

Citizen Newsletter & inserts in the utility bills; supervised and responsible for the telecommunication 

services for all City offices; staff liaison to various City Boards and Commissions; represented the City 

Manager in working with City Departments, other government agencies, the media and community 

organizations; received training from the Federal Emergency Management Institute on hurricane and 

disaster preparedness and response and as acting Public Information Officer; acted as City Manager 

in the absence of the City Manager. 

Assistant to the City Manager. City of Port Orange, Florida, (Population 33,700) 

July 1988 to October 1991. 

Accomplishments: Coordinated Recycling Program promotion; development of City Newsletter. 

Responsibilities: Responsible for the preparation of the Council Meeting Agenda Commentary for the 

City Manager; staff liaison for the Beautification/Environmental Advisory Board, Historic 

Preservation Advisory Board, Charter Review Board, and Library Advisory Board; involved in all 

aspects of the water re-use program; supervised the operations of the City Clerks Office; acted as City 

Manager in the absence of the City Manager.

Resume of 


____________________________________________________________________________________________ 

_ 

Planner I, City of Kissimmee, Kissimmee, Florida, (Population 28,617) 

September 1987 to June 1988. 

Planning Intern, City of Kissimmee, Kissimmee, Florida 

June 1987 to September 1987. 

Research Associate, Institute of Government, University of Florida, Gainesville, Florida 

August 1986 to May 1987. 

Administrative Intern, Town of Palm Beach, Florida, (Population 9,700) 

May to August 1986. 

EDUCATION: 

Master of Arts in Political Science/Public Administration. University of Florida, 

Gainesville, Florida - May 1987 

Bachelor of Arts in Political Science. Major concentration in Public Administration. 

University of Florida, Gainesville, Florida - May 1985 

Certificate of Environmental Studies. University of Florida, Gainesville, Florida - May 

1985 

Local Government Leaders Public Policy Forum, Harvard’s J.F.K. School of Government 

1990 

Weldon Cooper Center for Public Service, University of Virginia, Senior Executive 

Institute – May 2008 

International City/County Management Association (ICMA), Credentialed Manager (CM) 


PROFESSIONAL MEMBERSHIPS AND RECOGNITION: 

- International City/County Management Association (ICMA) 1988 to Present 

- ICMA Conference Assistance Scholarship Recipient 1989 

- ICMA Conference Assistants Exchange Program 1990 

- ICMA Committee on Diversity in the Work Place - Member 1990 to 1991 

- ICMA 1998 Conference Host Committee 1996 to 1998 

- Florida City and County Management Association (FCCMA) 1988 to Present 

- FCCMA Life Saver Award 1998, 1999 

- FCCMA Board of Directors - Director at Large 1995 to 2000 

- FCCMA Foundation Promotion -Chairman 1999 to 2000 

- FCCMA Ethics Committee - Member 1996 to 2000 

- FCCMA Membership and Recognition Committee Chairman 1997 to 1999 

- FCCMA By-Laws Review Committee – Member 1997 to 1998 

- FCCMA Members in Transition Committee - Member 1997 to 1998, 2000 

- FCCMA Assistant Steering Committee - Member/Co-Chair 1991 to 1996 

- FCCMA Plan Support Committee - Member/Chairman 1993 to 1997 

- FCCMA Conference Planning Committee - Member 1993, 1994, 

1995, 2000 

- FCCMA Membership and Recognition Committee - Member 1990 to 1994 

- Florida Floodplain Managers Association 2004 to 2006 

- Public Risk Management Association (PRIMA) 1999 to 2000 

- Risk & Insurance Management Society (RIMS) 1999 to 2000 

- Workers’ Compensation Claims Professionals (WCCP) 1999 to 2000

Resume of 


____________________________________________________________________________________________ 

_ 

- Lake/Sumter City/County Management Association 1998 to Present 

- Government Finance Officers Association (GFOA) 1998 to 1999 

- American Society of Public Administrators (ASPA) 1990 to 1997 

- Outstanding Young Woman of America (Award) 1991 

- Who's Who of American Women (Award) 1992, 1996 

CIVIC AND GOVERNMENTAL COMMITTEE MEMBERSHIPS: 

- Leadership Citrus 2005 

- Lady Lake Chamber of Commerce - Board of Directors 1998 to 1999 

- Lady Lake Friends of the Library 1998 to 2000 

- Rotary International 1994 to 1997 

- Honorary Member 2002 to Present 

- Avon Park Historical Society 1995 to 1997 

- Avon Park Chamber of Commerce 1994 to 1996 

- United Way of Highlands County - Board of Directors 1996 to 1997 

- Safety Village - Board of Directors 1990 to 1993 

- Junior League 1993 to 1996 

- Jaycees 1987 to 1994 

- Friends of the Port Orange Library 1990 to 2000 

- March of Dimes "Walk America" Campaign Coordinator - 

City of Port Orange 1989 to 1994 

East Volusia Walk Committee 1992 to 1994 

- United Way - Assisted with Campaign - 

City of Port Orange & City of Avon Park 

1988 to 1994 & 

1995 to 1996 

- Port Orange/South Daytona Chamber of Commerce - 

Intergovernmental Relations Committee 1989 to 1994 

Committee to Support Education 1993 to 1994 

- Kissimmee Chamber of Commerce - Recreation/Open Space Task Force 1988



508-339-8057 (home) 

508-922-7076 (cell) 


May 15, 2009 

Colin Baenziger 

CB-Associates 


I am writing to express my interest in the position of City Manager for the City of New 

Smyrna Beach, Florida. I have attached my resume, illustrating my skills and work 

experience in the filed of Public Service over the past twenty-nine years. In particular, I 

have served as Town Administrator for the Town of Blackstone, Massachusetts and was 

hired as Town Manager for the Town of Mansfield in December of 1997 and serve in that 

capacity today. In accordance with the Mansfield Town Charter, the Town Manager is 

the Chief Administrative and Executive Officer of the Town. I am involved in all facets 

of public management. In my position, I serve as the Collective Bargaining Agent, Chief 

Procurement Officer, Manager of the Light Department; I prepare and submit the 

Municipal Budget to the Board of Selectmen and Finance Committee. I present the 

municipal budget to town meeting for approval. I am the Personnel Director with 

authority to discipline terminate organize and re-organize municipal departments. I have 

successfully managed 25 departments totaling over 200 employees and a budget of over 

$84 million dollars. The town’s growing population is over 25,000 residents, and 

recognized as one of the fastest growing communities in Southeastern Massachusetts.. I 

have balanced eleven municipal budgets, successfully negotiated union contracts, and 

established Capital Budgets and Five Year Revenue Forecast models to determine future 

budget expenditures. 

Mansfield is a progressive community, with a good size industrial park, encompassing 5 

million square feet of space, employing over 5,000 employees, and is home to Samsonite 

Luggage, Covidien, Toyota, One Beacon Insurance Company to name a few. We are 

currently redefining the industrial park and have successfully attracted Biotech 

Companies’ Research and Development and Life Science Industries to the Town of 

Mansfield. We have successfully formed a strong partnership with our industrial citizens. 

Today, Mansfield is known as one of the most business friendly local governments in 

Massachusetts. As a community, leadership has always enjoyed the luxury of thinking 

outside of the box to resolve issues and successfully implement programs and services 

from Automated Curbside Trash Collection and Single Stream Automated Recycling. 

This program has saved the municipality in the first three months over 50 tons of refuse 

from our waste stream.

The success of local government is predicated upon a collaborative style of management. 

I involve staff in all aspects of the decision making process. From a budget perspective, a 

financial team including the Collector Treasurer, Town Accountant and Assistant 

Assessor work with me on every aspect of the budget. I successfully delegate 

responsibility and trust the professionalism of staff to creatively solve problems and make 

recommendations on how to continuously improve our operations. As a result, I am 

proud of our accomplishments over the past eleven years and look to staff as responsible 

for our success. 

I look forward to the opportunity to interview for the vacant position of City Manager for 

the City of New Smyrna Beach, Florida. 

Sincerely, 

John D’Agostino



508-339-8057 (home) 

508-922-7076 (cell) 


Profile: 

Strong background and extensive experience in public management 

with strengths in fiscal planning, budget preparation/analysis as well 

as contract negotiations. An innovative problem solver with a vision to 

move the organization forward. A proven track record in motivating 

staff and decision makers to accomplish organizational mission, goals 

and objectives. 


• Money Magazine named Mansfield Massachusetts one of the top 100 

communities in the country to live and work in 2005. 

• Recipient of the Tri-Town Chamber of Commerce President’s Award 

in 2007 for attracting new and emerging businesses and industries to 

the Mansfield Industrial Park. 

• Successfully encouraged seven new companies to relocate to 

Mansfield, including bio-tech research and development companies. 

• Negotiated the relocation of Samsonite Luggage, World Headquarters 

to the industrial park, resulting in Samsonite generating over $5 

million a year to the local economy. 

• Successfully balanced eleven municipal budgets ranging from $64 

million to $72 million while at the same time providing programs and 

services for a population which has grown by over 35% in the past ten 

years. 

• Successfully submitted a total of three State Department of Housing 

and Community Development grants totaling over $7.1 million for 

such projects as, Housing Rehabilitation, downtown façade 

improvements and rehabilitation of a state owned group home. 

• Recommended and facilitated the construction and development of 

two state of the art water treatment facilities which significantly 

improved water quality for 25,000 Mansfield residents. 

• Reduced Health Insurance costs by $450,000 per year by renegotiating 

health care benefits to employees and lowering the premium split 

between the town and employees. 

• Maintained A1 bond rating for the past ten years resulting in lower 

interest rates for bond authorizations. 

• Recent expansion of the Cabot Forbes Industrial Park in Mansfield 

resulted in over a 50 million dollar land and building investment from 

Covidien, Medline and Tyco Valves and Controls LLC by using Tax 

Increment Financing Agreements passed by Town Meeting voters.

Page 2 

• Negotiated the first PILOT (Payment in Lieu of Taxes) agreement in 

the Commonwealth of Massachusetts between the Town of Blackstone 

and American National Power resulting in an estimated $52 million in 

revenue over a twenty-year period. 

Career History: 

Town of Mansfield Massachusetts 

Town Manager 

Dec. 1997 - Current 

• Chief Executive and Administrative Officer, town population 25,000. 

• Appoint, manage and set administrative policy for 24 department 

heads with responsibilities for a total of 225 plus employees. 

• Prepare, analyze, balance and present a total municipal budget of more 

than $84 million to the Board of Selectmen, Finance Committee and 

Town Meeting. 

• Collective Bargaining Agent responsible for all contract negotiations. 

• Chief Procurement Officer for purchases of all goods and services. 

• Establish long and short-term goals for the purpose of realizing the 

vision set forth in the master plan for the town. 

• Serve as a member of the Capital Improvements Committee. 

• Seek and create opportunities to successfully manage the 

unprecedented growth of the town. 

• Address residential questions, concerns and comments on a variety of 

topics and issues. 

Town of Blackstone Massachusetts Jan. 1995 – Dec 1997 

Town Administrator 

• Administrative Officer for the Town of Blackstone with a population 

of 8,200. 

• Supervise appointed department heads. 

• Prepare fiscal budget of 25 million and present to the Board of 

Selectmen and Finance Committee to be finalized for presentation at 

town meeting. 

• Chief Procurement Officer for purchases of all goods and services for 

the town. 

• Assist in Collective Bargaining Negotiations for final approval by the 

Board of Selectmen. 

City of Springfield, Massachusetts Feb 1989 – Jan 1995 

Municipal Grants Manager 

• Develop, compose, coordinate and submit municipal grants for 

implementation for the Office of Community Development.

Page 3 

• Secure Community Policing Grant Funds at both state and federal 

levels 

• Coordination and administration of a team of grant writers from 

various departments within the city. 

• Program Director, Springfield Redevelopment Authority. 

• Served on the Board of Police Commissioners for the City of 

Springfield with a population of 125,000. 

Education: 

M.A. Public Administration, University of Hartford June 1993 

M.A. Human Resource Dev. American International College May 1990 

B.A. (minor Political Science-Maxwell School of Citizenship) 

Syracuse University May 1980 

Affiliations and Membership: 

• Massachusetts Municipal Manager’s Association 

• Massachusetts Municipal Personnel Administration 

• ICMA (International City/County Management Association) 

• Chairman of the Board of the Southeastern Massachusetts Health 

Group 

• Mansfield Rotary Club 

References: 

• Tom Korbus, President Samsonite Luggage 575 West Street, 

Mansfield MA 02048. 508-851-1400 

• U.S. Representative Barney Frank, 2210 Rayburn Building, 

Washington DC 20515. 202-225-5931 

• James Vaughn, CPA 200 Chauncy Street, Mansfield MA 02048. 508- 

339-9403 

• State Representative Elizabeth Poirier, State House, Boston, MA 

02048. 617-722-2976 

• State Representative Fred Jay Barrows, 215 North Main Street, 

Mansfield MA 02048. 508-339-7260 extension 201

John J. Drago 

568 Strathclyde Court 

Apopka, FL 32712 

I recently noticed on the ICMA webpage that New Smyrna Beach is looking for a city 

manager and I would like to apply for the position. 

As you can see from the enclosed resume, I am an achievement-oriented manager with 

over 20 years experience in municipal government. What it does not show is the 

emphasis I place on building a high performance, citizen-friendly organization. That 

approach requires establishing an organizational culture with common goals and 

objectives that everyone has accepted. It is based on encouraging individuals to think 

for themselves and to act within the parameters the Commission and I have set. It 

further emphasizes teamwork while developing the individual manager and employee 

and empowering the entire staff to make decisions appropriate to their work. Any 

organization is only as good as its people and I believe that we do our taxpayers a 

disservice if we are not pro-active in developing these employees. 

My preferred management style is PSE (participatory situational empowerment). I 

delegate supervision of each department to department heads and establish specific 

goals between them and myself to meet. Innovation is a summary of my management 

style. I generally have a clear vision of strategies and possibilities, and what possess 

the organization to implement ideas. I am most comfortable devising a general 

structure and working with others to establish strategies to achieve the stated goals. I 

pursue my management style in order to provide a value-added perspective to the work 

of the direct service delivery staff. By leading the effort to collegially develop the 

organizational building blocks and monitoring performance against those factors, the 

individual service deliverers are able to apply the job skill and knowledge they possess 

in a secure and comfortable manner. The collective intelligence of the organization is 

then unleashed to the benefit of the residents. 

The main task of a city manager is to carry out and implement the policies and 

directives of the governing body. A vision for the community from the manager’s 

perspective maybe different from the governing body and resident’s perspective. The 

preferred approach would be for the manager to develop a visioning consensus 

between the commission and residents on how the city should look and grow. Once 

consensus is agreed upon between the commission and residents; then the manager 

can develop strategies that best provide opportunities to fulfill the vision of the 

community. Strategies must be adjusted from time to time to align the community with 

the external environment. Quality development brings quality jobs. Skill sets don’t 

separate winners from losers, strategies do. 

John J. Drago 

Page 2

What I bring, in addition to this managerial philosophy, is an ability to solve problems 

rapidly should they occur, to foresee potential problems and implement strategies to 

avoid them. I also bring the ability to interact effectively with people from a wide variety 

of ethnic and socioeconomic backgrounds as well as the ability to work effectively with 

the media. 

With this background, as well as my Masters Degree in Business Administration from 

Georgia College, I am certain I can be a valuable and contributing member of New 

Smyrna Beach’s management team. I look forward to hearing from you.

EXPERIENCE PROFILE 

JOHN J. DRAGO 568 Strathclyde Court, Apopka, Florida 32712 

(407) 889-9495 e-mail jdrago1@cfl.rr.com 

More than twenty years of executive management experience in local government. 

An innovative leader, with demonstrated results in the areas of privatization, right 

sizing, service improvement, cost reduction and revenue enhancement. Excellent 

verbal and written communications skills and the capability to interface effectively 

with people at all levels and socioeconomic backgrounds. Ability to utilize a wide 

variety of citizen participation tools to engage and educate the community on issues, 

and to incorporate citizen input into public decision making. Ability to establish and 

monitor cost effective operations, eliminate waste, and simplify complicated systems. 


City Administrator, Longwood, FL 1999-2009 

Longwood is located approximately ten miles north of Orlando. It is a full service City 

comprising 5.67 square miles, approximately 65,000 daytime and 14,000 nighttime 

populations, a total combined budget of $31 million and 157 employees. 

Duties 

‣ Chief Administrative Officer of the city reporting to a five member City Commission.. 

‣ Direct and supervise the administration of all departments, officers and agencies of the City. 

‣ Enforce all laws, provisions of the City Charter and official actions of the City Commission. 

‣ Prepare and administer the annual budget and capital program of the City. 

‣ Keep the City Commission fully apprised of the financial condition and future needs of the city. 

‣ Negotiate and administer all contracts. 

‣ Interface with residents and citizen’s groups on community issues. 

‣ Serve as the City’s primary contact with the media. 

Achievements 

‣ Maintained the same operating millage rate for five consecutive years without reducing the level 

of service in order to balance the budget. 

‣ Completed a marketing study to determine the demographic, economic and housing trends for 

the City. Based upon the findings in the study appropriate developers were targeted for 

redevelopment projects. 

‣ Developed a Neighborhood Code Compliance District Program. The purpose of the program is to 

establish standards and regulations that can be selected by each neighborhood to enhance their 

quality of life.


‣ Instead of establishing an in-house Economic Development Department, privatized the function 

thus avoiding a likely cost of $200,000. The purpose for the privatization was to find appropriate 

developers for redevelopment projects in the City. 

‣ Coordinated the development of design plans for a $40 million Transit Oriented Development in 

conjunction with the City’s Commuter Rail Station. 

‣ Developed a user friendly performance based Land Development Code which incorporated 

flexible design standards for all land use categories and eliminated traditional zoning. The code 

was adopted. 

‣ Held neighborhood meetings to review street paving, water or wastewater construction plans 

with affected residents before commencement of projects. The City was able to mitigate issues 

and revise plans as needed. 

‣ Developed the Citizen Awareness and Participation Plan. The purpose of the plan is to ensure 

that developers pursue early and effective citizen participation in conjunction with their 

developments, giving them the opportunity to understand and mitigate any impacts their 

development may have on the community. The plan was adopted. 

‣ Developed a model street design concept in conjunction with a $12 million Neighborhood 

Revitalization Program, which includes traffic calming devices, wider sidewalks and driveway 

aprons, drainage improvements and improved landscaping. This new prototype design would 

instill community pride, improve the community's image and improve the overall value of private 

properties. 

‣ Received more than $2 million in grants for street paving, cemetery improvements, median 

beautification and law enforcement. 

‣ Created master plans for the city in the areas of the historic district, parks and recreation, 

cemetery, water and wastewater, drainage and public works facility. 

‣ Received the Distinguished Budget Presentation Award from the Government Finance Officers 

Association. 

Administrative Assistant, Winter Springs, FL 1997-1999 

Winter Springs is located approximately ten miles north of Orlando. It is a full service City 

comprising 14 square miles, approximately 30,000 residents, a total combined budget of $25 million 

and 220 employees 

Duties 

‣ Acted as the City Manager in his absence. 

‣ Performed highly responsible administrative work for the City Manager covering all facets of the 

day to day operation of the City. 

‣ Supervised various construction projects. 

‣ Worked directly with City Commission, City Boards and Committees and Civic Groups.

Achievements 


‣ Assisted with the development of a 230-acre town center which will contain a hotel, retail and 

personal service establishments, restaurants, professional offices and mixed housing. 

‣ Assisted in the preparation of two grants for the town center totaling $5 million to acquire public 

space, environmentally sensitive lands and right of ways for public improvements. 

‣ Developed and published the first citywide newsletter. 

‣ Assisted with the development and implementation of two assessment districts which provided 

improved safety and beautification. 

‣ Coordinated the development and implementation of a “floor offset pension plan”. This plan was 

a combination of a defined contribution and defined benefit plan. The City was the first and only 

City in Florida to adopt such a plan. 

City Administrator, Okeechobee, FL 1986-1997 

Okeechobee is located at the northern end of Lake Okeechobee. The City comprises four square 

miles, approximately 5000 residents, a total combined budget of $8 million and 50 employees. 

Duties 

‣ Chief Administrative Officer of the City reporting to a five member City Council. 

‣ Directed and supervised the administration of all departments, officers and agencies of the City. 

‣ Enforced all laws, provisions of the City Charter and official actions of the City Council. 

‣ Prepared and administered the annual budget and capital program of the City. 

‣ Kept the City Council fully apprised of the financial condition and future needs of the City. 

‣ Negotiated and administered all contracts. 

Achievements 

‣ Maintained the same operating millage rate for six years. The 1995/96 budget had a modest 

increase and the tax rate was maintained for the 1996/97 budget without a reduction in city 

services. Built the fund balance from $7,400 in 1986 to $3.8 million in 1997. 

‣ Designed a $2 million downtown economic revitalization project and received a $575,000 

community development block grant that was used to paint all buildings and install new signage 

on storefronts. This community-based project utilized a peer review process to provide the 

citizens, business community and city staff with a mechanism to design and implement a 

successful project. 

‣ Inherited a $500,000 deficit in Public Utilities, and eliminated it within nine months. This 

accomplishment utilized employee empowerment, best management practices and maximizing 

economies of scale when purchasing goods and services. 

‣ Implemented a $5 million refinancing plan that achieved a $680,000 total cost savings.


‣ Effectuated a $17 million Public Utilities Capital Improvement Program that achieved additional 

capacity in water and wastewater for approximately 20 years. 

‣ Supervised the construction of a $2.7 million water treatment plant and other various capital 

construction projects. 

‣ Received a $575,000 community development block grant for expansion of the water system. 

‣ Implemented and completed a $2 million master road resurfacing and construction plan that 

achieved having all city streets paved. Funding came from gas tax revenues. 

‣ Designed and implemented a $1 million master neighborhood sidewalk plan. Upon completion, 

all residential sections of the city will have sidewalks. Funding came from gas tax revenues. 

‣ Privatized a wide range of services that resulted in an annual cost savings of over $100,000 and 

improved the quantity and quality of services to the city. Examples of services that were 

privatized were: data processing and accounting, street sweeping, grounds and turf maintenance, 

and animal control. No city employee was displaced by privatization. 

‣ The first City in Florida to privatize the building, zoning and planning functions which resulted in 

an annual cost savings of approximately $150,000. Adopted a Uniform Fee Schedule that allowed 

a developer to pay one permit fee for any construction project. The City placed more than $2.5 

million in new construction on the tax rolls within ten months after the privatization of the 

building and zoning functions. This item was featured in a guidebook as part of a nationwide 

satellite televideo seminar entitled “Local Government Competing with the Private Sector”, 

sponsored by The Innovation Group, Inc. 

‣ Negotiated a voluntary annexation agreement with the Wal-Mart Corporation for construction of 

a new superstore. Upon completion, the project added approximately $100,000 annually in new 

revenue to the city budget and provided 250 jobs for the community. 

‣ Directed and coordinated the development of the city’s land development regulations. 

Introduced performance zoning and design standards for commercial development in the 

business corridor. Introduced various growth management legislation that was adopted into law. 

‣ Implemented the Single Salary Plan. The plan consolidated positions, compensated all like 

positions equally regardless of time in position, eliminated steps in positions, created job 

enlargement, enabled the city to control personnel costs and reduced turnover by 95%. The city 

realized annual savings of more than $100,000. This pay plan was nationally recognized by the 

Government Services Television Network. 

‣ Designed and administered a “Re-Sale” Vehicle Program for police cars. This program enabled 

the city to obtain new full size police cars each year, use them for one year and sell them to other 

governmental units throughout the state and country. The program realized an annual cost 

savings of approximately $350,000.


EDUCATION 



Rowan Technical Institute 

MBA in Management 

BBA in Management 

AAS in Fire and Safety Engineering 

Technology 


‣ International City/County Management Association, Full Corporate Member 

‣ Florida City/County Management Association, Full Corporate Member 

‣ International Association of Fire Chiefs, Life Member 

‣ Center for Public Safety Excellence, Vice President


422 Edmund Ave. 

Royal Oak, Michigan 

(248) 585-0061 


May 21, 2009 

Dear Mr. Baenziger, 

I noticed in a recent job listing that New Smyrna Beach, Florida is looking for a City Manager and 

I would like to apply for the position. 

As you can see from the enclosed resume, I am an achievement-oriented manager with experience 

in both large and medium sized local governments. I place emphasis on building a high performance, 

citizen-friendly organization. I believe in empowering and supporting employees and expect their 

responsibility and accountability. I emphasize teamwork while developing the individual. 

I am very politically astute but I am not a person who needs to take the limelight. I believe in 

working hard and smart for the elected body that I serve. I believe in open communications between elected 

officials, the administration, employees, the business community, community organizations, citizens and 

the media. I believe in treating elected officials equally and without favoritism. I always try not to surprise 

those for whom I work or be surprised by them. I hold to the apolitical tenet of a professional credentialed 

manager. The communities in which I have worked have benefited from my leadership. 

What I bring, in addition to my management philosophy, is an ability to solve problems rapidly 

should they occur, to foresee potential problems and implement strategies to avoid them. I also bring the 

ability to interact effectively with people from a wide variety of ethnic and socio-economic backgrounds as 

well as the ability to work effectively with the media. 

My vision for New Smyrna Beach is a friendly community rich in character, charm and with a 

small town atmosphere, yet with a strong business and commercial base providing well paying jobs. I 

would bring good jobs to the community by working closely with the City Commission and all levels of 

government, the private sector and neighborhoods to develop incentives that would attract the type of 

business that would be compatible with development that follows the comprehensive plan and established 

community goals and objectives. These could include leveraged grants, tax increment financing, zoning 

adjustments, infrastructure improvements and the like. Successful business development is a breeding 

ground to attract more well paying jobs in desired emerging technologies. 

With my above stated experience, my Bachelors Degree in Civil Engineering and my Masters 

Degree in Public Administration I am certain I can be a valuable leader of the New Smyrna Beach 


I have attached my resume for your consideration. I look forward to hearing from you regarding 

this position. 

Sincerely, 


ICMA CM

THOMAS R. HOOVER 422 Edmund Ave., Royal Oak, MI, 48073 

Home: (248) 585-0061 

E-Mail: hooverthomas@att.net 

SUMMARY 

Credentialed local government manager with experience and expertise in the following areas: 

• Operations and Project Management 

• Governmental and Intergovernmental Communications • 

• Leadership 

• Labor Relations 

• 

• Citizen Participation 

• 

• Regional Cooperation 

• 

• Staff Development 

• 

• Problem Solving 

• 

• Professional Ethics 

• 

• Strategic Planning and Operations Analysis 

Financial Management and Budget 

• Public Works 

Media Relations 

Economic Development 

Infrastructure Development and Maintenance 

Delegation and Empowerment 

Managing Multiple Assignments 

Decision Making 

An innovative leader with demonstrated organizational, analytical and communications skills; experienced in 

managing in the most difficult of circumstances; achievement-oriented with foresight; a dedicated team player 

who is able to work in an executive role within the organizational framework. 


City Manager, City of Royal Oak, MI 2004 - 2009 

Royal Oak is a city with a population of 57,000 covering approximately 11.5 square miles. It is located in the 

northern inner-ring of Metropolitan Detroit, MI (population 4,500,000). Royal Oak is a premier vibrant suburb 

and much different than Detroit. The commercial vitality of the downtown depends on the host of visitors who 

come for entertainment and dining seven days a week. As City Manager I led the administration in working 

with the private sector to maintain this vitality 

Duties and Responsibilities as City Manager: 

• Chief administrative officer of a municipal government with 338 employees and an $87 million operating 

budget. Directs, supervises and evaluates the performance of the following functions: police, fire, roads, 

stormwater and sanitary sewer collection, water distribution, refuse and recycling contract, parks, 

recreation, senior services, building and code enforcement, engineering, planning, zoning, finance, 

assessing, purchasing, motor equipment, information services, human resources, and a farmers’ market. 

• Recommend and oversee the implementation of City Commission-directed policy, City programs and 

procedures that will maximize public service at minimum public cost. Administers the City's day-to-day 

operations as well as identifies and proposes resolutions to long-range issues. 

• Prepare and administer the City's operating and capital budgets. Keeps the City Commission fully 

advised regarding the financial condition and needs of the City. 

• Negotiate with public and private sector entities on a variety of issues ranging from economic 

development and growth to service contracts. 

• Represent the City in the media, including appearances on television and radio, interviews with the print 

media and preparation of press releases.

THOMAS R. HOOVER Page 2 

• Maintain responsibility for the City's compliance with County, State and Federal regulations such as health, 

environmental and EEOC. 

Achievements: 

• Developed and conducted Town Hall Meetings to reach out and inform the citizenry of important City and 

School Department issues. These formats were replicated by surrounding towns. Additionally, conducted 

monthly meetings with neighborhood leaders throughout the City. 

• Implemented an attrition program to balance annual budgets, reducing the workforce by 20% and still 

maintaining essential City services. 

• Developed effective relationships with other governmental agencies creating regional approaches to 

solving local government problems. 

• Built a high performance management team by appointing a new Public Works Director, City Engineer, 

Building and Code Official, Fire Chief, Treasurer and Human Resources Director. Eliminated a layer of the 

bureaucracy to become more efficient in providing services to the public. 

• Improved and maintained the City’s bond rating. 

• Established new collective bargaining agreements that resolved continued legacy costs that had burdened 

the City for many years. 

• Oversaw the development of 545 additional condominium units in the City’s downtown. 

City Manager, City of Worcester, Massachusetts 1994 - 2004 

As the second largest city in New England, the City of Worcester has a population of 175,000 covering an area 

of approximately 38 square miles. Located in Central Massachusetts, Worcester is known as the "Heart of the 

Commonwealth." The city marks the western periphery of the Boston-Worcester-Manchester (MA-RI-NH) U.S. 

Census Combined Statistical Area with a population of 7,476,689. It is a highly livable industrial, commercial, 

educational and multi-cultural community. It is home to the University of Massachusetts Medical School and a 

large Biotechnical Center. 


• Chief Executive and Administrative Officer for a city of 1800 employees. My responsibility involved 

oversight of the following functions: police, fire, communications, streets, stormwater and sanitary sewer 

collection, water treatment and distribution, refuse and recycling, vehicle and equipment maintenance, 

emergency management, parks and cemetery, recreation, elder affairs, health and code inspection, 

engineering, planning and community development, budget, assessing, treasurer and collector, information 

services, human resources, law, elections, airport, library, vocational education, auditorium, arena, 

convention center, boards and commissions. 

• Preparation and administration of the City’s $448 million operating budget and $40 million capital budget. 

• Implementation of policy approved by the City Council. Their form of government only allows the City 

Council to deliberate upon and approve that which the City Manager recommends. 

• Development, administration and maintenance of the City’s physical plant. Provide for the economic growth 

of the City by working with governmental, private and non-profit entities. Enforcement of the maintenance 

of private property to ensure the health, safety and well being of the citizenry. 

• Representation of the City in the media, with other governmental jurisdictions and with private and nonprofit 

enterprise. 

• Responsible for adherence to Commonwealth and federal laws and regulations.


Achievements: 

• Developed a strategic plan and updated it after five years. Empowered the City’s neighborhoods to have 

greater input into this effort and other planning initiatives. Instituted annual citizen customer service 

satisfaction surveys to be used as benchmarking tools. 

• Got the City’s fiscal house in order and maintained its stability. Through prudent financial planning was 

able to improve the City’s bond rating and maintain it. Developed a performance based management 

system and incorporated it into an annual performance based budget and merit pay system. Reduced the 

workforce by over 200 positions through attrition and minimum layoffs while maintaining City services. 

• Built another high performance management team by appointing new Airport Directors, Police Chiefs, a 

Fire Chief, a Communications Director, Information Services Director, Election Commission Director, Law 

Director, Parks, Recreation and Cemetery Director, Purchasing Commissioner, Veteran Services Director, 

Vocational School Superintendent, Chief Development Officer, Budget Director, Building and Code 

Commissioner, Health Commissioner, Elder Affairs Director and Marketing Director. 

• Implemented a merger with the School Department to take over vocational education which led to obtaining 

grant monies to build a 1000 student $100 million new vocational school. Took the lead on negotiating this 

merger, obtaining the accreditation and beginning construction of the facility over a 10 year period. 

• Under my administration four new schools were built, a convention center was constructed, a renovation 

and reopening of the central train station as an intermodal transportation center occurred, the City library 

was expanded, a new senior center was developed, a downtown parking garage was built, several City 

parks including a signature park were improved, a major downtown urban renewal leading to the 

construction of a major medical center was completed, a new water treatment plant was built, the opening 

of the Massachusetts College of Pharmacy downtown campus occurred, a developer was contracted to 

build a new downtown hotel, major bio-tech projects were completed, the University of Massachusetts 

Medical Center was further developed and many major highway projects occurred. The effort in Worcester 

involved over $ 1 billion of projects leveraged by only $65 million of local match. 

• Negotiated difficult collective bargaining agreements with police, fire and non-uniformed unions. 

• Led the City to receiving the All-America City award in 2000. 

• Conducted a weekly call in radio show to answer questions from citizens entitled “Ask the City Manager”. 

City Manager, City of Toledo, Ohio 1990-1993 

The City of Toledo has a population of 313,619, but had a population of 332,943 when I was its City Manager. 

It is the principal city in the Toledo Metropolitan Statistical Area with a population of 650,955. It is the fourth 

largest city in the State of Ohio. Toledo is known as the Glass City because of its long history of innovation in all 

aspects of the glass industry. It has also been known as "The Auto Parts Capital of the World". Several 

large Fortune 500 automotive related companies had their headquarters in Toledo. 


• Chief Administrative Officer for a city of 2900 employees. My responsibility involved oversight for the 

following functions: police, fire, streets, bridges, harbor, stormwater and sanitary sewer collection, sewage 

treatment, water treatment and distribution, refuse collection and disposal, environmental services, fleet 

maintenance, public building maintenance, economic development, parks/forestry, cemeteries, botanical 

garden, recreation, senior services, health and code, building inspection, housing and neighborhoods, 

engineering, planning, finance, budget, treasury, taxation, computing services, human resources, law, 

purchasing, and affirmative action/contract compliance. 

• Recommendation and implementation of public policy approved by the City Council. 

• Preparation and administration of the City’s $371 million operating budget and $71 capital budget. 

• Work with regional governmental and corporate partners to enhance economic development.


• Negotiation and administration of collective bargaining agreements with City unions. 

• Public speaking, making appearances on television and radio and performing interviews with the print 

media. 

• Network with regional, statewide and federal officials to keep the City on the forefront of current public 

policy issues. 

Achievements: 

• Addressed three consecutive years of general fund deficits of between $11 million and $17 million by 

reducing over 330 positions through managed attrition. Appointed a cost containment committee 

consisting off an Assistant City Manager and several department heads to identify efficiencies, affect 

reductions and identify a minimum amount of needed layoffs. Appointed a cost containment committee 

of public employees, union representatives, corporate citizens and educators to recommend savings, 

reorganizations and practices of reinventing government. Reorganized the City administration by 

reducing the number of administrators and consolidating functions. 

• Settled eight union contracts with less than an 8% increase over three years while reducing sick time and 

severance payouts. Established a residency policy for City employees. 

• Appointed a new Safety Director, Public Service Director, Law Director, Natural Resources Director, Health 

and Environment Director, Operations Manager, Economic Development Manager, Fire Chief, Engineering 

and Construction Commissioner, Facility and Fleet Operations Commissioner, Recreation Commissioner, 

Water Reclamation Commissioner, Sewer and Drainage Services Commissioner and Computing Services 

Commissioner. One-half of these positions were filled by racial minorities and females. 

• Established a management pay structure which provided simplification, parity and was merit driven through 

performance evaluation. 

• Negotiated an agreement with Daimler/Chrysler Jeep to remain in the City through September of 1997. 

They eventually, as Chrysler Motors, built a new production plant in Toledo. 

• Worked with Libby Owens Ford Glass to maintain their corporate presence in the City. 

• Negotiated with surrounding suburbs, leading to the creation of Joint Economic Development Zones, where 

the City and towns shared in the creation of new business development and tax revenues. 

• Developed support group team building sessions with department heads utilizing professional 

psychologists. 

Director – Department of Public Service, City of Toledo, Ohio 1987 – 1990 


• Responsible for 530 public works employees and a $40 million budget. The departments covered streets, 

bridges, harbor operations and maintenance, solid waste operations, maintenance of public buildings, fleet 

maintenance, engineering and construction. 

Achievements: 

• Formulated a landfill task force to respond to problems on operation and life expectancy of the only landfill 

in the county and owned by the City. Participated as a member of the task force. Gained a new permit for 

expansion of the landfill, moving its expected life from 9 to 45 years. Brought the landfill into conformance 

with E.P.A. regulations and to a state-of-the-art operation. 

• Successfully initiated a pilot recycling program in four neighborhoods and 1000 homes. 

• Expanded and improved upon a citywide leaf collection program and disposal system. 

• Chaired a task force to remediate a landfill containing hazardous wastes at an estimated cost of $45 

million. 

• Cofounded a quality circle program involving 350 city wide members. Received the Public Service Award.


from the Association of Quality Performance for the effort. 

Director – Department of Public Safety, City of Toledo Ohio 1987 and 1990 


• Responsible for 1400 employees in the Police and Fire Departments and the Traffic Engineering Division. 

Controlled an $85 million budget. 

Achievements: 

• Ran this department on two separate occasions for several months while a new department head was 

recruited. 

Operations Manager – (Assistant City Manager), City of Toledo, Ohio 1982 – 1987 


• Monitor directions of the City Manager relevant to all field operations. 

• Provide advice to the City Manager and perform special duties as assigned, covering all City Departments. 

• Perform as the City’s Disciplinary Officer. 

• Provide liaison duties for the City Manager with the City Council, corporate private, nonprofit and 

neighborhood residents. 

Achievements: 

• Improved performance of field crews by working with department heads on work scheduling and proper 

application of supervision. 

• Developed and prepared a weekly informational package for the City Manager to keep members of the City 

Council abreast of current operations and events. 

• Worked with downtown nonprofit and neighborhood organizations on providing special events which were 

culturally enriching and promotional to the arts. In many cases these events assisted charitable causes. 

• Administered a committee to renovate a historical downtown theater. This theater stands today as a great 

cultural venue in the downtown. 

• Instrumental in the passage of a ¾% temporary income tax that contributed to increased capital 

improvements in the City. The tax was subsequently renewed three times. 

Commissioner of Streets, Bridges and Harbor, City of Toledo, Ohio 1978 – 1982 


• Responsible for 200 public works employees and a $15 million budget. The division is responsible for over 

1000 centerline miles of streets, 800 of which were improved, 283 bridges and culverts and the operation 

and maintenance of the harbor. Toledo is one of the larger seaports on the Great Lakes, sitting on the 

western end of Lake Erie. 

• Administer and supervise emergency flooding, snow and ice operations. 

Achievements: 

• Formulated a “Pot Hole Strike Force” which dramatically improved response to deteriorating roadways, 

particularly in the spring of the year. 

• Encouraged and obtained passage of a $5 piggyback license fee for street construction, maintenance and 

repair which allowed the division to expand the resurfacing program and increase the level of preventative


maintenance. 

• Introduced improved work scheduling. Dramatically improved the snow and ice control program. Instituted 

a vehicle fuel management program that saved thousands of dollars in fuel costs. 

• Chaired a countywide committee that set up procedures for the receipt and use of additional road 

maintenance funds that were matched by additional state and federal highway funds. Sat on the executive 

committee of the Toledo Metropolitan Council of Governments that approved the transportation 

improvement program for federal and state highway funds. 


Professional Engineer (PE), City of Toledo, Ohio 1974 – 1978 

Upon obtaining my Professional Engineering license in the State of Ohio I worked as a Special Projects 

Engineer in charge of the construction of several municipal facilities. I projected the construction of a new 

municipal courts building, the construction of a new headquarters and operations building for the Division of 

Streets, Bridges and Harbor, the renovation of the municipal safety complex for expanded police operations and 

the renovation of a vacant hotel to house five city divisions. The cost of this construction over four years 

exceeded $30 million. I was responsible for keeping the projects on schedule and within budget, working with 

architects and contractors, and tracking all partial payments and projects’ closeout. This involved the use of 

federal, state and local dollars. 

Engineering Associate (EIT) 1970 and 1972 – 1974 

After graduating with a Bachelor of Science degree in Civil Engineering in 1970, I was considered an Engineer 

in Training. I worked on design in the Drainage Section of the Division of Engineering and Construction and in 

the Sanitary Engineer’s Office of that division. I also spent over a year of this time as the Administrative 

Assistant to the Director of Public Service. 

Commissioned Lieutenant, US Army Corps of Engineers !970 – 1972 

I was commissioned as an officer in the US Army after graduation from college and having completed 

curriculum in the Reserve Officer Training Corps. I received my orders to be stationed in Karlsruhe, Germany 

as a Facilities Engineer. I took a leave of absence from my job with the City of Toledo and was in charge of 

facility maintenance in the work order section of the Facilities Engineer’s office. I worked with and supervised 

some of 15 Army personnel and about 350 German citizens in the area of carpentry, plumbing, electrical, boiler 

maintenance, vehicle repair, etc. The maintenance responsibilities covered four Army posts, two housing areas, 

a Nike missal sight and a remote radio relay facility. 

Engineering Aide, City of Toledo Ohio 1966 – 1970 

I worked in a field survey crew and in the Sanitary Engineer’s Office of the Division of Engineering and 

Construction part time while I was an engineering student in college. 

EDUCATION 

University of Toledo 

MPA Degree with Distinction 

Emphasis was on personnel and financial management. Graduated with a perfect 4.0 grade point and 

was named to the Nu Lambda Chapter of Pi Sigma Alpha (National Political Science Honor Society) 

University of Toledo 

Bachelor of Science – Civil Engineering 

Emphasis was on structural analysis. Minored in mathematics.


Professional Engineer – State of Ohio 

July 23, 1974. Serial No. 38942 

Credentialed Manager 

PROFESSIONAL CERTIFICATES 


• Michigan Local Government Managers Association 

• International City/County Managers Association, 30 year pin



H - 505.349.0770 ♦ C - 505.385.1777 ♦ E - jcpayne@cableone.net 

May 5, 2009 

Colin Baenziger, President 




Re: New Smyrna Beach, FL, City Manager Position 

Dear Mr. Baenziger, Mayor and Commission Members: 

Please accept this letter and enclosed documents in application for the position of 

City Manager for the City of New Smyrna Beach. I believe my extensive and proven 

management experience, strong fiscal and organizational skills, and enthusiasm and 

dedication to working together to achieve greatness in government make me an ideal 

candidate for the position. I look forward to further discussing my credentials with 

the community. 

As detailed in my resume, I have worked in local government administration for over 

25 years. I have been a first-time chief administrative officer in two recent positions, 

achieving long tenure in both positions. Being a first-time administrator provided me 

the opportunity to develop and strengthen the skills needed to succeed in unique 

situations. In particular, I have been able to enhance my naturally direct and open 

management style by broadening my skills in the areas of collaboration, inclusiveness, 

and team building. 

Especially, my experience has enabled me to take advantage of my interests and 

strengths in the areas of finance and human resource and organizational 

development. I have reorganized several departments thereby enhancing citizen 

services, communication and interdepartmental cooperation. In making such 

changes, I have stressed both a strong team concept and the need for continuous 

interaction between the public, elected officials and staff. I have also recruited and 

filled key positions and develop strong, competent, customer-oriented operations. 

In both mature and still-growing communities I have had to deal with many 

development and redevelopment issues. I have used tax increment financing to 

redevelop a brownfield into an affordable housing subdivision, to rejuvenate a 

downtown, finance a riverwalk development and create a 500 acre business park. I 

have also been an integral part of recruiting major industries to a community. These 

efforts have been the result of active public, private, and intergovernmental

City of New Smyrna Beach 2 

partnerships. It was my privilege to be an integral part of these ongoing efforts at 

revitalizing and developing a city. 

My experience in bringing new economic based jobs to a community has led me to 

conclude that the best recruitment method is to develop strong partnerships. 

Partnerships with local and regional economic development organizations, chambers 

and the existing businesses within the community provide powerful networking 

opportunities. The opportunities presented must then be pursued from a focused 

organization that is ready to deliver on a promise of fast and thorough service. This 

requires methodical planning and attentive, well-designed processes. 

Recognizing opportunities in an organization and exceptional talent in people are 

strengths that I bring to a community. I have a commitment to continuing education 

and professional development as is borne out by my participation in the ICMA 

Credentialed Public Manager and Legacy Leader programs. 

As you will note I am currently “in transition” having resigned my previous position 

for reasons not related to job performance. I will be happy to candidly explain this 

situation in full detail. I am seeking a position that will allow me to apply the many 

talents and skills I have developed over the years on a long-term basis thereby 

continuing my history of extended tenures. 

I am enthusiastic about discussing the outstanding possibilities I envision working 

with the people of New Smyrna Beach. Please feel free to use any of the methods 

listed in my letterhead to contact me. 

Thank you for your consideration. 

Sincerely, 

James C. Payne





June, 2007 – September, 2008 City Manager, City of Rio Rancho 

3200 Civic Center Circle NE, Rio Rancho, NM 87144 

Responsible for the management of city staff and operations in a city of 75,000 population with an 

annual budget in excess of $126 million and 600 employees. Rio Rancho is the third largest city in 

New Mexico and located in the Albuquerque metropolitan area. 

June, 1999 – June, 2007 City Administrator, City of Waukesha 

201 Delafield Street, Waukesha, WI 53186, 262.524.3700 

Responsible for the administrative control and coordination of city offices and departments in a city of 

67,850 with an annual budget of over $130 million and 550 permanent employees. Waukesha is an 

independent, full service community in the growing western Milwaukee metro area. 

November, 1986 – May, 1999 City Business Administrator, City of Franklin 

9229 W. Loomis Road, Franklin, WI 53132, 414.425.7500 

Responsible for the management of officers and departments in a city of 27,400 with an annual 

budget of over $25 million and 233 employees. Franklin is among the faster growing cities in the 

state and the Milwaukee metropolitan area and provides a full range of services to its residents. 

March 1982 – November, 1986 City Administrator, City of LeMars 

40 Central Avenue SE, LeMars, IA 51031, 712.546.7018 

Responsible for the management and coordination of city operations and personnel in a city of 8,300 

with 46 permanent employees and an operating budget of $3 million. LeMars is a full service, 

independent community located in northwest Iowa. ICMA CM recognized. 

February, 1979 – March, 1982 

March, 1977 – February, 1979 

April, 1976 – March, 1977 

Assistant to the City Manager, City of Roseville 

2660 Civic Center Drive, Roseville, MN 55113, 612.490.220 

System Coordinator, Local Government Information 

Systems Association, Brooklyn Center, MN 

Management Intern, Maricopa County Budget and Research 

Office, Phoenix, AZ 

Education 

August, 1975 – December, 1976 Master of Public Administration (August, 1985) 

Arizona State University, Tempe, AZ 85281 

June, 1970 – August, 1972 BA, Modernization Processes (Political Science) (August, 1973) 

University of Wisconsin-Green Bay, Green Bay, WI 54301 

Professional Affiliations/Credentials 

International City/County Management Association, Full Member, 29 years 

ICMA Credentialed Manager, Member Civic Education Task Force, Legacy Leader 

Wisconsin and New Mexico City/County Management Associations, Active Member, 22 years 

American Society for Public Administration, Member, 30 years




Professional Activities 

ORGANIZATIONAL DEVELOPMENT 

Recruit, appoint, supervise and evaluate various management, administrative, supervisory, 

professional, technical and support personnel :: Prepare and implement customer based and 

quality management programs and procedures improving citizen satisfaction :: Formulate, 

implement and administer long range strategic planning and goal and objectives development 

activities creating focus and vision :: Formulate and implement employee participation programs 

improving city-team efficacy. 

COMMUNITY DEVELOPMENT 

Supervise and coordinate activities associated with development of comprehensive master land 

use, facilities, and storm water management plans :: Plan and implement downtown 

redevelopment strategies resulting in an improved CBD :: Oversee successful development of 

central city riverwalk project :: Formulate and implement policy related to growth impacts and 

developer exactions reducing tax payer dependence :: Serve on various local, state and 

intergovernmental bodies concerned with community, commercial, and industrial development :: 

Coordinate activities associated with industrial park expansion, tax increment financing and other 

development options :: Development of a 500+ acre business park adding significant tax base :: 

Recruit a Fortune 25 company with 1,500 economic based jobs :: Manage water and wastewater 

utilities. 

HUMAN RESOURCE DEVELOPMENT 

Develop and administer pay and classification policies and plans to provide pay equity :: Negotiate 

and administer numerous labor contracts maintaining worker harmony :: Manage and adjudicate 

grievances :: Negotiate and obtain benefit plans to reduce cost :: Develop and implement 

performance review programs and procedures to promote efficiency :: Formulate and administer 

training programs and policies. 

FINANCIAL AND INFORMATION RESOURCE DEVELOPMENT 

Prepare and present annual budgets and monitor budget and financial results assuring 

compliance with budget objectives :: Develop and manage accounting systems, activities and 

policies :: Develop and administer investment strategies and policies maximizing return :: Manage 

debt to maximize infrastructure and other capital improvements :: Plan, implement and administer 

the installation and operation of MIS and GIS that are useful to citizens and staff :: Supervise data 

processing activities. 

GENERAL ADMINISTRATION 

Prepare agendas, reports and recommendations for the advice of governing body and other 

regulatory and advisory boards and commissions for their consideration and action assuring 

elected official’s are apprised of needed information :: Develop and administer citizen and 

customer surveys to assist in determining community priorities :: Coordinate and monitor legal 

services, activities and claims :: Develop and administer risk management policies and programs 

:: Perform contract management activities :: Develop and implement purchasing procedures :: 

Prepare grant applications and administer grant programs :: Develop and implement public 

relations programs and policies :: Publish city newsletter.

May 10, 2009 


Dear Colin Baenziger: 

Please accept my cover letter and resume so that I may be considered for the position of 

New Smyrna Beach City Manager. I am seeking an opportunity to serve as the city 

manager of a dynamic community such as New Smyrna Beach. 

Based on my twenty-five year career as a city manager I have gained significant 

experience in the following areas: providing strong organizational leadership; improving 

organizational performance and delivering desired outcomes; supporting elected officials 

in their efforts to provide community leadership and develop effective policies; guiding 

community growth and development; promoting business development & economic 

development and providing outstanding fiscal management. 

I currently serve as Deputy City Manager–Economic Development for the City of Eustis, 

Florida. I have overseen the development and implementation of Downtown and CRA 

Master Plans, initiated a Business Retention & Expansion Program, won a Brownfield’s 

Redevelopment Grant and managed a multitude of complex economic development 

projects. 

From 2000 to 2005, I served as the city manager of Montrose, Colorado, a high growth 

community of approximately 20,000 residents with a trade area of 75,000 persons. 

Montrose was the 18 th fastest growing micropolitan area in the U.S. at that time. In that 

position I worked to prepare Montrose for sustained growth and development, as well as 

maintain the small town atmosphere and existing quality of life. I was instrumental in 

revitalizing the historic downtown and developing Montrose’s first strategic plan and 

five-year capital improvement program. I was also able to put together a high caliber 


From 1992 to 2000 I served as city manager of Fruita, Colorado which is in the Grand 

Junction Metropolitan Area. In that position I initiated a multi-faceted community 

economic development program that led to a major fiscal turnaround and a much 

enhanced community image. During my tenure the community was the recipient of a 

wide variety of awards and recognitions in all facets of economic development, planning 

and growth management. (Attachment) The success we enjoyed was predicated on 

excellent Council/Staff relations. 

My “big picture” vision for New Smyrna Beach includes: a continuation and 

enhancement of the existing charm, character and quality of life; well managed 

community growth evidenced by a desirable built and natural environment; and an 

expanded tax base with a significant number of new well paying jobs. My organizational 

vision for New Smyrna Beach is for it to have the reputation as being one of the best led 

and managed local governments in the state, as well as having one of the most capable 

staffs. At the same time it will be known as a government that practices transparency,

esulting in a unique level of trust between the city and citizens. It will have low taxes, as 

compared other similar communities, which add to the superb quality of life. New 

Smyrna Beach will be a leader among communities. 

My preferred management style is one that stresses team work, effective communication 

and customer service. I hold employees accountable, but am not a micro-manager. I 

respect the role that each employee plays in the organization and maximize the benefit of 

positive reinforcement. I have high expectations of myself and those that work for me. 

My preference is to hire people that can think for themselves and take initiative (leaders). 

I consider it my responsibility to create a positive work environment and to do everything 

I can to develop and support my direct reports. I believe that happy employees are the 

most productive employees. I strive to set a positive tone through openness, fairness and 

honest communication. I am an engaged thinker. 

In order to bring additional well paying jobs to the community I would insure we are 

dedicating adequate resources to business development and that the businesses and light 

industry we are targeting are based on a thorough analysis of the market. While 

recruitment is important, I would emphasize business retention and expansion. The 

majority of new jobs are created by existing businesses that decide to expand. It is also 

important to retain existing businesses during these difficult economic times. This 

approach enhances communications with the business community which can result in 

valuable intelligence as to what businesses are needed in the community, as well as 

business recruitment leads. 

I would insure that we were doing everything possible to market the community and its 

quality of life, including development of an economic development website/business 

recruitment kit and evaluate the role of incentives. As partnerships are an important part 

of economic development I would make sure that we are maximizing relationships 

potential partners. Lastly, I would insure that capital improvement projects supportive of 

our economic development strategies are given high priority in the capital improvement 

program. I would also make sure that we take maximum advantage of grant funds, 

including stimulus funds, to support implementation of community development projects 

and public/private partnerships. 

My educational background includes an M.B.A. from Colorado State University, and an 

M.S. in Urban & Regional Planning and B.A. in Political Science from the University of 

Wisconsin-Madison. In 2004 I graduated from the Senior Executives in State and Local 

Government Program at the Kennedy School of Government at Harvard University. 

At this point in my career I am strongly motivated to return to serving in the role of city 

manager, for which I am best suited and quite passionate. I look forward to the 

opportunity of discussing this position with you in the near future. 

Very Truly Yours, 

John R. Schneiger

1 

JOHN R. SCHNEIGER 

1604 Arcadia Drive #312 Jacksonville, FL 32207 

jschneiger@comcast.net 

904-240-0641(h) 904-328-0262(c) 

SUMMARY 

Extensive experience in local government management with broad range of expertise in the following areas: 

• Proven organizational leader with the vision, drive and business acumen that has positively impacted 

organizational performance and produced desired outcomes. 

• Experienced day to day operations manager with major strengths in improving organizational effectiveness 

and efficiency, upgrading systems and improving internal teamwork, communication and morale. 

• Demonstrated success in improving the effectiveness of elected bodies through provision of needed 

information in appropriate format and strategic planning, enabling elected officials to provide thoughtful 

and deliberate strategic leadership and hold staffs accountable. 

• Innovative and accomplished fiscal manager comfortable managing large complex budgets, developing and 

funding capital plans, designing financial policies, acquiring substantial grant funds ($30 million) and 

winning Government Finance Officers’ Budget Awards. 

• Outstanding record in economic development, planning, public/private partnerships, redevelopment, 

downtown revitalization, business retention, expansion and recruitment programs, branding, and tourism 

marketing and development. 

A pro-active strategic leader with experience in serving as a catalyst in making transformational change utilizing 

strategic planning and change management, as well as uncompromised integrity and a strong work ethic. An 

energetic team player that emphasizes staff communication, teamwork and customer service, with 

demonstrated organizational, analytical, communication and community & media relations skills. 


Deputy City Manager - Economic Development 

2008-Present 

Interim Development Services Director, Eustis, Florida 

Orlando Metropolitan Community of 19,000 in close proximity to Mount Dora and Tavares (Golden Triangle). 

Primary responsibilities include management of Economic Development and Community Redevelopment Area 

(CRA). Oversee development and implementation of Downtown Master Plan and CRA Master Plan, including 

major catalyst projects. Project management responsibilities include: Business Retention & Expansion 

Program; Branding Program, Wayfinding & Gateway Signage; Capital Improvement Program; Developers 

Toolkit & Incentives, Brownfield’s Program and $5 million Downtown Stormwater Facility. Serve as City 

Manager in Manager’s absence. As Interim Director of Development Services provided leadership, restored 

morale and kept critical projects on schedule including: comprehensive plan amendments, form based land 

development code and school/transportation concurrency projects. 

Community Development Director, City of Palm Coast, Florida 2006-2007 

Community of 73,000 residents in one of fastest growing counties in the United States. Supervised 22 

employees and managed dynamic 1500 acre redevelopment area (new town center). Initiated affordable 

housing program, processed major mixed use developments and rewrote land development code. Participant 

2006 Governor’s Hurricane Conference. 

Consultant, Local Government Partners, Montrose, Colorado 2005-2006 

Delivered management and planning services to municipal, county and private sector clients. 

Interim Planning & Building Director, Town of Telluride, Colorado 2005

2 

City Manager, City of Montrose, Colorado 2000-2005 

Fast growing community of 17,000 residents in Western Colorado serving as a regional trade center for 75,000 

people. Chief executive officer of a full service municipal government with 175 employees and $53 million 

budget. Directed the following functions: police, roads, administrative services, planning, grants, water, sewer, 

drainage, parks and human resources. While in the position, the city accomplished the following: 

• Addressed major infrastructure deficiencies by assembling aggressive “first ever” citizen driven sixyear 

$55 million capital improvement program with detailed funding strategies. Resulted in need to 

make substantial investment in water and sewer infrastructure to protect community, requiring rate 

increases and issuance of revenue bonds. Acquired $20 million in grants and federal appropriations. 

• Built high performance management team through consolidation of departments, bringing in talented 

managers and embarked organization change program that unified departments, developed teamwork 

and communication skills, and restored morale. Replaced unaccountable disorganized bureaucracy. 

• Advanced downtown revitalization effort by winning acceptance as “Main Street Community” and 

developing downtown master plan with projects included in six-year capital plan, new special events, 

historic preservation, acquiring grants and winning “Governor’s Award for Downtown Excellence”. 

• Launched “first ever” long range strategic plan with immediate and long-range objectives, and 

required human, financial and time resources. Resulted coherent direction that was less reactive and 

more pro-active. Won respect of community and became primary metric for evaluating city’s progress. 

• Systematized organizational processes and procedures in planning, finance, public works, water, 

human resources and administration resulting in move from an entrenched bureaucracy to a high 

performance organization. Won Government Finance Officers Distinguished Budget Award. 

• Introduced measures to improve organizational transparency and two-way communication with 

citizenry. Increased citizen involvement in planning initiatives, developed communications plan 

including annual citizen survey, expanded e-government, greet and meet events with citizens and held 

popular monthly manager coffee. Resulted positive outcomes ballot initiatives and referendums. 

• Expanded industrial base and employment opportunities through recruitment of regional airport 

related industry, major expansion of polymer manufacturer and retention of city’s largest 

manufacturer. Developed “Technology Park Master Plan”. City selected as organization of year by 

Montrose Chamber of Commerce and Colorado State Economic Development Council. 

City Manager – City of Fruita, Colorado 1992-2000 

Growing community of 6,500 residents and second largest city in the Grand Junction Metropolitan Area, 

serving as gateway to Colorado National Monument. Chief executive officer of full service municipality 

government with 45 employees and a $15 million budget. Directed functions of: finance, administration, police, 

recreation, parks, planning, public works and sewer. While in the position, the city accomplished the following: 

• Initiated community economic development program in response to history of severe economic 

distress leading to major community turn around and enhanced community image. Built $2.5 million 

regional paleontology center based on tremendous, unrecognized paleontological resources through 

innovative public/private partnership quadrupling tourism and making city a tourist destination. 

• Maximized economic opportunities and preserved natural environment by developing inclusive award 

winning arterial corridor master plan based on assumption that regional paleontology center would be 

catalyst for significant new development. Result was $15 million in various tourist/commercial 

businesses and $10 million in state park and state law enforcement facilities on Interstate 70. 

• Upgraded community image resulted in transformation from city viewed “as dirty little refinery town”, 

that was not a desirable place to live, to unprecedented and much needed residential growth. City 

became “hotspot” for area residential development exceeding 7-8% annually. 

• Developed citizen driven capital improvement program and then aggressively implemented projects 

utilizing new revenues and grants. Secured $8 million in local, state, federal and private grants with 

success rate of 80-90%. Successfully managed numerous grants simultaneously. 

• Spearheaded successful downtown revitalization enabling transition from depressed to vibrant 

attractive historic looking downtown district paving the way for new businesses. City led momentum 

by redeveloping dilapidated 1912 elementary school with 30,000 square feet into Civic Center 

including modern city hall and other community based uses including park and amphitheater.

3 

• Restored financial integrity and improved services by doubling size of general fund budget during 

period of state determined property tax reductions. Restructured excessive debt service with major 

savings on interest and opportunity to payoff early. Upgraded management team, staff and systems. 

Implemented community relations program, monthly newsletter and annual survey. 

• Facilitated Fortune 500 Company to locate production facility and 70 plus jobs in city following loss 

of 300-400 refinery jobs. Developed Commercial/Industrial Greenway Park Plan to increase jobs. 

• Initiated and led tourism marketing and development program. Tourism board selected as top tourism 

organization at 1999 State Tourism Conference. In concert with paleontology center initiated 

Dinosaur Diamond Partnership, recruited fifty bi-state partners, won approval Dinosaur Diamond 

National Scenic & Historic Byway. Selected as top tourism project at 1998 State Tourism Conference. 

• Created a number of citizen task forces to address growth, revitalization, beautification and historic 

preservation, and special events and conferences to promote community pride and stimulate the 

economy. Established long-range planning processes resulting in “Governor’s Smart Growth & 

Development Awards” (1995-1998) and several other state planning awards. 

Assistant Town Administrator – Town of Windsor, Colorado 1990-1992 

Full service Town with population of 6,200 located in Tri-City Area including Fort Collins, Greeley and 

Loveland. Led economic development program, supervised staff, implemented integrated financial 

software program, procured grants and developed successful Downtown Windsor Lake Trail Plan. 

Town Manager, Town of Granby, Colorado 1982-1985 

Circuit Rider Manager, Towns of Grand Lake and Granby, Colorado 1982-1983 

Mountain resort community with ski area and close proximity to Rocky Mountain National Park with 

population of 1200 residents, budget of $3.4 million and staff of 12. Completed major capital projects: 

new water plant and storage, downtown streetscape, community park and innovative public/private 

partnership AMTRAK Train Depot. Facilitated goal setting, developed capital plan and secured grants. 


Adjunct Faculty, College of Business, Mesa State College 2003-2005 

Community Manager – Ken-Caryl Ranch (KCR), Littleton, Colorado 1988-1989 

KCR is large umbrella homeowners association that provides services to affluent bedroom community of 

8,000 with commercial/industrial component in Metropolitan Denver. 

Project Manager, Deleuw Cather & Company, Denver, Colorado 1987-1988 

Deleuw Cather is Fortune 500 engineering management consulting firm, tasked with implementation of an 

integrated information system into National Parks in United States. 

EDUCATION 

• MBA – Management emphasis, Colorado State University, 1989 

• MS – Urban & Regional Planning, University of Wisconsin, 1981 

• BA – Political Science, University of Wisconsin, 1978 

• Program for Senior Executives in State and Local Government, Kennedy School of Government, 

Harvard University, 2004 

• Rocky Mountain Program for Senior Executives, University of Colorado-Denver, 1985 


• International City/County Management Association (ICMA) 

• Florida City & County Management Association (FCCMA) 

• American Planning Association (APA) 

Personal: Enjoy kayaking, hiking, golf, skiing, reading and travel (Excellent Health)

4 

COMMUNITY ECONOMIC DEVELOPMENT AND 

SMART GROWTH AWARDS 

Fruita 

1994 “Environmental Quality Award” from “Clean Air Colorado” for implementation of different 

aspects of the 1994 Fruita Comprehensive Plan 

1995 “Governor’s Smart Growth & Development Award” for Fruita Riverfront Action Plan that 

led to creation of the State Highway 340 Commercial Development Plan 

1995 award was received from the American Planning Association for the development of the 

Fruita Riverfront Action Plan 

1996 “Governor’s Smart Growth & Development Award” for Intergovernmental Land Use 

Agreement with Mesa County and City of Grand Junction 

1997 “Governor’s Smart Growth & Development Award” for Fruita Monument High School 

Master Plan 

1998 “Chancellor’s Tourism Award”, University of Colorado – Boulder, for Outstanding 

Regional Initiative in development of the Dinosaur Diamond Partnership, which was awarded at 

the 1999 State Tourism Conference 

1998 “Governor’s Smart Growth & Development Award” for Regional Economic Development 

Partnership in the development of the Dinosaur Diamond Scenic & Historic Byway/Partnership 

1999 award received by the Fruita Tourism Advisory Board in recognition of it being the top 

tourism development organization in the State of Colorado at the 1999 Annual State Tourism 

Conference 

2000 Ruth B. Wyper Award, John R. Schneiger, Major Contribution to the Fruita Community, 

Lower Valley Hospital Association 

City of Montrose 

2000 “Small Community of the Year Award” by the Economic Developer’s Council of Colorado 

(Montrose Economic Development Council) 

2001 designation as “Main Street Community” in partnership with Historic Montrose Downtown 

2003 “Governor’s Award for Main Street Excellence” for “Main in Motion”, a summer 

promotions event developed in partnership with Historic Montrose Downtown 

2003 “Member of the Year” by the Montrose Area Chamber of Commerce



31558 


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Currently, I am employed as the City Manager for St. Marys, Georgia. While I manage the daily 

operations of the City, due to the current growth rate and the demographic changes in our population, I 

have not only had to stay on top of our infrastructure, but also look at new ways to work/interact with 

our citizens. So, while I was able to obtain a Bond ($43,000,000) for the upgrading of our Waste Water 

Plant from (using construction fees to reduce the cost to our citizens) .5 MGD to 4MGD, I have also had 

to use skills (Problem Solver, Facilitator, and Change Agent) to serve a diverse population. I am also in 

the process of relocating the St. Marys Airport and have spent many hours working with the FAA in 

regards to this project. In addition, I also serve as an adjunct instructor for Valdosta State University. 

I also worked as the County Manager for Habersham County, Georgia. As the manager, I managed the 

daily operation of the county and served as a liaison between the Commissioners and the public. I 

directed the preparation of the County Budget by consulting with both Department Heads and 

Commissioners. I prepared and monitored the use of economic development grant applications and 

monitored the execution of these grants. Major projects were the expansion and widening of the 

County Airport and applying for a water withdrawal permit from Lake Tugalo. 

I worked as the Asst. County Administrator for both Camden and Liberty Counties. I acted as County 

Administrator, when the Administrator was temporarily absence. (Started work as the acting 

Administrator for Camden County during my first three months, as the Administrator was on active 

duty.) As the Asst. Administrator, I worked in the following areas: Human Resources, Finance, Public 

Works, Water, Sewer, as well as work special projects. 

Before moving to Liberty County, I worked for the City of Savannah as a Project Management 

Coordinator (Bureau of Public Development) and as an Analyst for the Management & Auditing 

Department. During that time, I performed management studies in the following departments: 

Neighborhood Planning & Community Development, Weed and Seed, Inspections, Engineering, Property 

Maintenance, and Housing Departments. These studies identified and eliminated waste from all existing 

processes to increase both productivity and efficiency. 

My twenty (20) years of military experience combined with my thirteen (13) years of local government 

experience show me as a Consensus Builder, Problem Solver, Process Leader, and Facilitator of Conflict 

Resolution. One could say that my management style is dictated by the environment in which I am 

working. While I prefer to allow my professional staff to do their jobs, sometimes the situation will not 

allow this to happen. I also believe that the City Manager needs to be someone that the elected officials 

trust, whether or not they like what he/she has to say. You can only earn this trust by being honest in



31558 


(912) 882‐5931 


regards to the information that you provide them. Behind closed doors, I will always let them know how 

I feel about the issue; however, once the decision is made I will always support it. 

In regards to my vision for the city of New Smyrna Beach, my vision would be dictated by the vision of 

the citizens of the City through the Commission. Once this vision is identified through our citizens, 

elected officials, and master and comprehensive plans, I would bring together the needed resources 

(committees, citizens, and organizations) and both create and implement a plan for the types of growth 

desired by our citizens. 

In addition to this, I also teach Public Administration and Public Policy Classes for Valdosta State 

University.) I believe that I have the professionalism required to be an asset to the City of New Smyrna 

Beach. Realizing that this summary, as well as my resume, cannot adequately communicate my 

qualification, I would appreciate meeting with you to discuss the skills needed for this position. 


Thanks you, 

/Signed/ 







OBJECTIVE: 

To be hired as the City Manager for the City of New Smyrna Beach, Fl 

QUALIFICATIONS: 

Work: 

Teaching: 

Twenty‐five years of experience managing resources, people and money. My work experience 

includes the following: Consensus Builder, Educator on Community Issues, Problem Solver, Process 

Leader, Team Builder, Change Agent, and Facilitator of Conflict Resolution. (In addition, I have 

worked in three (3) locations that have military bases.) 

Currently, I am an adjunct instructor for Valdosta State University on Kings Bay Submarine Base. I 

teach classes in the following areas: Public Policy, Financial Management, and Public 

Administration. (I have also taught classes for Brewton‐Parker College.) I wrote and teach the 

Customer Service and Supervisory Classes for the City of St. Marys. 

Education: 2009 Completed the Leadership Institute for Elected officials, University of Georgia 

2007 Introductory Governmental Accounting, University of Georgia 

1999 Certificate of Public Management, University of Georgia 

1995 MPA, City University Washington 

1992 B.S. Vocational Education Studies, Southern Illinois University 

1991 A.S. Personnel Administration, Community College of the Air Force 

1991 A.S. Criminal Justice, Community College of the Air Force 

Training: 2007 Planning Institute 

2007 Nims (Incident Command System) Training: 100, 200, 402, 700, and 800 

2006 ICMA Credentialed Manager (2007, 2008, and 2009) 

2006 Downtown Development Authority Basic Training 

2005 County Commissions Training Program (Certified County Official) 

2005 Recovery from Disaster/Hurricane Conference 

2004 Regional Economic and Leadership Development 

2003 Personnel Management 

2003 Water Law Seminar 

Consultant Experience: 

I have experience in the following areas: Process Improvement, Team Building, 

Personnel/Resource Management, Time Study, Work Sampling, Procedures Analysis, Work 

Simplification, and Interviewing Techniques to improve productivity, reduce cost, and promote 

organization objectives. 

Salary: 

$107,000 (Not including Benefits)





EXPERIENCE: 

City of St. Marys, Georgia 

04/04 – Present City Manager: I manage the daily operations of the City by serving as a liaison between 

the Mayor, Council, and the public for the proper administration of all affairs of the City. I 

also manage the annual preparation and submission of the operating and capital 

improvement budgets. As the City Manager, I take the position of facilitator for the St. 

Marys Citizens, Elected Officials, and City Employees. I supervise, evaluate, hire, and fire 

Department Heads. (Department’s under my supervision: Public Works (Roads, Water, 

Sewer, and Building Maintenance), Police Dept., Fire Dept., Finance Dept., Human 

Resources Dept., I.T. Dept., DDA, Tourism Dept., Aquatic Center, Airport, and Library. 

Habersham County Board of Commissioners 

12/02 – 04/04 County Manager: I managed the daily operations of the County by serving as a liaison 

between the Commissioners and the public by responding to inquiries and resolving 

conflicts. Supervised and evaluated the work of department heads and office personnel. I 

hired, disciplined, counseled, and terminated all employees (to include department heads). 

Directed the preparation of the county budget too include capital expenditures. Prepared 

and monitored the use of economic development grant applications, monitors the 

execution of grants. 

Camden County Board of Commissioners 

11/01‐12/02 Asst. County Administrator: Assisted the County Administrator with managing the overall 

operations of the county government. I performed the duties of the Administrator during 

his/her temporary absence. (I started employment as the Acting Administrator, as the 

Administrator was on Active Military Duty for my first 3.5 months there.) I supervised the 

work of personnel involved in general services, to include Administrative, Animal Control, 

and Human Resources. Served as County Clerk and assisted with the preparation of the 

County budget. 

Liberty County Board of Commissioner: 

12/99‐11/01 Assistant County Administrator: Directed and administered purchasing, fixed assets, and 

computer operations of the County. I performed the duties of the County Administrator 

during his/her temporary absence. I administered the County’s pay plan and performance 

appraisal system. Supervised the Payroll Clerk to ensure payroll policies and procedures 

were properly administered. Media representative and worked special projects.





City of Savannah 

03/96‐12/99 Special Projects Manager: (Bureau of Public Development) I worked directly for the Asst. 

City Manager conducting studies of management and/or budgetary issues to include 

performance assessment, staffing analysis, cost benefit analysis, and determining 

performance measures for bureau and City wide service areas. I also coordinated various 

management projects, including grant/award applications, construction projects, natural 

disaster preparation projects, and budget projects. I was the Project Manager for Census 

2000. (The City received an award for our work with the Census.) 

Management Analyst: Performed professional analytical work in identifying, defining, 

analyzing, and recommending solutions to a variety of management systems and/or 

budgeting problems and to do related work. I created a City‐Wide Survey designed to 

identify and correct internal problems at the lowest level possible and conducted 

organizational process improvement studies in the Streets, Stormwater, Park & Tree, and 

Traffic Engineering Departments. 

United States Air Force: (Total Time Active Duty, 20 Years) 

02/76‐02/96 Superintendent of Personnel/Resource Management: Management analyst and advisor 

to top executives on the optimum use of personnel, equipment, and space. Activities 

include developing and maintenance of six (6) organizations, programming or personnel 

resources to accommodate new changing workload requirements; developing, testing and 

implementing organizational changes; applying computer technology to the work 

environment and completing process improvement studies. The Squadrons that I was 

responsible for included: Security Police Squadron, Medical Squadron, Civil Engineering 

Squadron, Fire Department, Comptroller Squadron, and the Communications Squadron. 

Assistant Superintendent of Law Enforcement: Supervised and managed the activities of 

the 431th Security Police Squadron, Law Enforcement Flights (62 Personnel). This included 

planning and scheduling law enforcement and correction’s activities and performing 

technical law enforcement and correction functions. I spent thirteen (13) years working my 

way through the following Law Enforcement Positions: Gate Guard, Patrol Person, Desk 

Sergeant, Assistant Flight Chief, Quality Control, to Assistant Superintendent of Law 

Enforcement.









Currently, I am employed as the City Manager for St. Marys, Georgia. While I manage the daily operations of the 

City, due to the current growth rate and the demographic changes in our population, I have not only had to stay on 

top of our infrastructure, but also look at new ways to work/interact with our citizens. So, while I was able to 

obtain a Bond ($43,000,000) for the upgrading of our Waste Water Plant from (using construction fees to reduce 

the cost to our citizens) .5 MGD to 4MGD, I have also had to use skills (Problem Solver, Facilitator, and Change 

Agent) to serve a diverse population. I am also in the process of relocating the St. Marys Airport and have spent 

many hours working with the FAA in regards to this project. In addition, I also serve as an adjunct instructor for 

Valdosta State University. 

I also worked as the County Manager for Habersham County, Georgia. As the manager, I managed the daily 

operation of the county and served as a liaison between the Commissioners and the public. I directed the 

preparation of the County Budget by consulting with both Department Heads and Commissioners. I prepared and 

monitored the use of economic development grant applications and monitored the execution of these grants. 

Major projects were the expansion and widening of the County Airport and applying for a water withdrawal permit 

from Lake Tugalo. 

I worked as the Asst. County Administrator for both Camden and Liberty Counties. I acted as County Administrator, 

when the Administrator was temporarily absence. (Started work as the acting Administrator for Camden County 

during my first three months, as the Administrator was on active duty.) As the Asst. Administrator, I worked in the 

following areas: Human Resources, Finance, Public Works, Water, Sewer, as well as work special projects. 

Before moving to Liberty County, I worked for the City of Savannah as a Project Management Coordinator (Bureau 

of Public Development) and as an Analyst for the Management & Auditing Department. During that time, I 

performed management studies in the following departments: Neighborhood Planning & Community 

Development, Weed and Seed, Inspections, Engineering, Property Maintenance, and Housing Departments. These 

studies identified and eliminated waste from all existing processes to increase both productivity and efficiency. 

My twenty (20) years of military experience combined with my thirteen (13) years of local government experience 

show me as a Consensus Builder, Problem Solver, Process Leader, and Facilitator of Conflict Resolution. One could 

say that my management style is dictated by the environment in which I am working. While I prefer to allow my 

professional staff to do their jobs, sometimes the situation will not allow this to happen. I also believe that the City 

Manager needs to be someone that the elected officials trust, whether or not they like what he/she has to say. You 

can only earn this trust by being honest in regards to the information that you provide them. Behind closed doors, I 

will always let them know how I feel about the issue; however, once the decision is made I will always support it.





In regards to my vision for the city of New Smyrna Beach, my vision would be dictated by the vision of the citizens 

of the City through the Commission. Once this vision is identified through our citizens, elected officials, and master 

and comprehensive plans, I would bring together the needed resources (committees, citizens, and organizations) 

and both create and implement a plan for the types of growth desired by our citizens. 

In addition to this, I also teach Public Administration and Public Policy Classes for Valdosta State University.) I 

believe that I have the professionalism required to be an asset to the City of New Smyrna Beach. Realizing that this 

summary, as well as my resume, cannot adequately communicate my qualification, I would appreciate meeting 

with you to discuss the skills needed for this position. 


Thanks you, 

/Signed/ 







References: Mike Joseph Kenneth Gwendolyn Max 

Melton: Mosely, Howard, Mungin, P.O. 115 Box Box P.O. E. 250, MLKing 74, Box Metter, Richmond 250, Jr. Kingsland, Drive, GA Hill, 30439‐0074, Hinesville, GA GA 31324‐0250, 31548‐0250, GA 912‐685‐2527 

31313‐3633, 912‐756‐3345 

Sandra Tinsley, Rayson, 101 P.O. Sunnyside Box 26, Ln, Woodbine, St. Marys, GA GA 31569‐0026, 31558, 912‐882‐4473 912‐576‐3211 912‐729‐5613 912‐876‐3564

CHRISTOPHER D. STEERS 

16630 SW 234th Street Miami, Florida 33031 


May 13 th , 2009 




C/O Colin Baenziger 

RE: 

City Manager Position 

Dear Sir/Madam: 

Please allow this letter to express my formal interest in the position of City Manager for 

the City of New Smyrna Beach. Over the past sixteen years my career has been dedicated to 

public service; the last ten of which have been in a senior management position including that of 

an Assistant City Manager. I practice a supportive leadership style of management and I have 

spent a significant amount of time over my career team building and encouraging employee 

development. In my roles as a supervisor, director, and assistant manager I strived to create and 

maintain an atmosphere of open communication; to encourage and facilitate strategic thinking; 

to indoctrinate employees into a mutually agreed upon mission and vision; to coach for results; 

and to manage performance through dialogue, mentoring, training, and progressive discipline. 

Real leadership is the key to the success of any organization. 

I bring to the table a Masters Degree in Public Administration, Certification as a Flood 

Plain Manager, and I will be sitting for the AICP Certified Planner Exam on May 16 th , 2009. The 

following is my professional profile: 

‣ High-performing management executive with expertise in public policy implementation; 

optimizing organizational structure and processes; and strategic planning and leadership 

‣ Self motivated achiever with proven ability to build, organize, and refine business practices to 

promote efficient and effective service delivery; uniquely experienced in program development 

and implementation (with proven successes) 

‣ Exceptional problem-solver with keen ability to resolve operational, personnel, economic 

development, enforcement, and policy issues 

‣ Strong interpersonal, written, and verbal communicator who can deliver effective presentations, 

consultations, and maintain collaborative relationships 

My experience is unique in the sense that I have performed many of the duties of each major 

department in a typical city and as a result I have gained tremendous insight into the needs, 

challenges, and fiscal impacts inherently involved in managing a first class City. Additionally the 

experience I have gained working in a largely tourist based economy in a coastal barrier island

community, the City of Sunny Isles Beach (approximately 2 square miles and 17,000 residents); 

as well as a much larger and urban minded community, the City of Miami Gardens (approx. 

108,000 residents and 20 square miles) will be a substantial benefit to your organization. I am 

sensitive to the need to maintain the Old Florida style and sensibilities of the City, but I am also 

keenly aware of the need to position New Smyrna Beach for a sustainable economic future. 

The City’s proximity to nearby ports and international airports, access to I-95 and the rail 

system, and is seven local colleges and universities make it a viable hub for Biotechnology. 

My economic development strategy would include working with The Volusia County Economic 

Development Department, the New Smyrna Beach CRA, the Florida Marine Fisheries 

Enhancement Initiative through the Mosquito Lagoon Marine Enhancement Center, and the 

Florida High Tech Corridor Council to advance New Smyrna Beach as the location along 

Florida’s high tech corridor for Biotech research and development. This initiative will allow 

New Smyrna Beach to capture its share of the dollars available through President Obama’s $150 

Billion dollar clean energy initiatives, including $800 Million dollars in grants and assistance 

from the Department of Energy; but more importantly position the City to develop sustainable 

Green Collar Jobs for the community. 

Balancing the need for economic development, and maintaining the charm and character 

of the community requires a thoughtful and meaningful process. I welcome such a process and 

would work diligently with staff to develop and implement a strategy for success that all 

stakeholders can believe in. Working closely with professionals, peers, and political officials to 

build two successful cities (Sunny Isles Beach, Incorporated in 1997; and Miami Gardens, 

incorporated in 2003) has been one of the most rewarding experiences of my career thus far. I 

look forward to the experiences and challenges that would be afforded to me if selected as City 

Manager for the great City of New Smyrna Beach. Thank you very much for you time and 

consideration. 

Respectfully, 

C hristopher D. Steers 

Christopher D. Steers, MPA, CFM




Education 





















Experience 

















































































OBJECTIVE 












EDUCATION 














































































budget 








goals. 




public. 







program. 






























(12/93 - 7/94). 










2008) 








22, 2002) 












28, 2000). 




1999) 
















REFERENCES 


City Manager 




Cell (786) 556-1148 Work (305) 622-8007 







Cell (786) 200-0910 Work (305) 622-8010 



Vice Mayor 




Cell (786) 556-1128 Work (305) 622-8000 


Hans Ottinot 

City Attorney 




Cell (305) 792-1702 






(914) 939-2200 

Jean Watson 





(954) 434-0008 



City Clerk 





Sonja Dickens 

City Attorney 





Taren Kinglee 






500 Flamevine Lane 

Vero Beach, Florida 32963 

May 11, 2009 

Mayor Sally Mackay 

And Members of the City Commission 

210 Sams Ave. 


Dear Mayor Mackay: 

Please accept this letter and the enclosed resume as my application for the position of City 

Manager of New Smyrna Beach. 

I have spent the past twenty-seven years as City Manager in three different communities in 

Florida. I served the City of Leesburg, in Lake County for nearly fifteen years, the City of Vero 

Beach, in Indian River County for nearly eight years, and most recently Town Manager of South 

Palm Beach, in Palm Beach County for three and a half years. The attached resume lists the 

projects and accomplishments that have been completed during my service with these growing 

Florida communities. In addition, I completed serving as Interim Town Manager for the Town of 

Melbourne Beach, and as Assistant City Manager for the City of Delray Beach. 

The Cities I have served have provided a full range of municipal services. As you review my 

resume, I would like to call your attention to my responsibilities for preparation, implementation, 

and monitoring of the annual operating budget of $120 million that covered 550 employees and 

many operating departments for the City of Vero Beach. I was also responsible for preparation 

and execution of a Five Year Capital Improvement Plan that totaled $88 million. In addition, I 

have been active with community development through a locally funded commercial 

revitalization known as the Royal Palm Pointe Project. In addition, while serving as City 

Manager of Leesburg, I developed and marketed a municipal industrial park to enhance area 

employment. Also in Leesburg, I was active in historic preservation by saving the only house on 

the National Historic Register through an innovative community program that relocated the 

structure. 

I know that New Smyrna Beach is committed to maintaining a productive workforce while 

promoting standards that insure a high quality of life and excellent city services. Certainly, Vero 

Beach is noted for its high community standards of service, appearance and development 

regulations that all work together to promote an outstanding quality of life. Also, as New 

Smyrna Beach experiences new growth, I believe my background in cities that have managed 

rapid development and maintained high quality standards makes me uniquely qualified to serve 

the city. As you review my resume, you will observe that my management experience includes 

implementation of all types of projects, and direct administration of services that the City of 

New Smyrna Beach offers such as public works, police and fire, parks and recreation, finance, 

development, marina and airport. I also believe having a City Manager with an extensive 

knowledge of electric, water and sewer management will enhance the relationship between the 

City and the Utility Commission. Lastly, Florida cities and counties are facing unprecedented

challenges as a result of the current economic recession. Financial resources are being reduced, 

resulting in greater demand being placed on all government services. The high rate of home 

foreclosures is creating new physical and social challenges that must be addressed. I believe my 

extensive experience in public management in Florida will be of value in addressing these new 

challenges. 

It is also important that each community utilize their public and private assets to their fullest 

extent, especially as it relates to job creation and economic diversification. Economic growth 

starts with having developed locations and facilities available for utilization. Second, a 

community can adjust impact fees and charges so they serve as an incentive to create jobs. 

Lastly, New Smyrna Beach should utilize its advantage as a municipal electric city to promote 

enhanced economic development. 

I believe that I can bring a high level of professionalism to the city. I further believe that a City 

Manager has to have three professional qualities in addition to possessing and practicing the 

personal qualities of honesty, sincerity, and integrity. The Manager must have a complete 

overview of the duties and functions that the city is to carry out; they must be technically 

competent to perform various management skills and direct the delivery of numerous city 

services; and finally they must have the ability to communicate with the City Commission, 

citizens and the news media both verbally and in writing. I believe I possess these personal and 

professional qualities that the Commission will be interested in and will require. Thus, it is with 

confidence in my ability to serve New Smyrna Beach that I am submitting this application. If 

you feel that I have the qualifications the Commission is seeking, I would appreciate the 

opportunity to discuss these in greater detail. 

Sincerely, 

Rex Taylor

REX TAYLOR 

500 Flamevine Lane Home: (772) 234-0002 

Vero Beach, Florida 32963 Cell: (772) 473-9538 

E-mail: r0002t@aol.com 

SUMMARY 

Over thirty-one years of progressively responsible experience as a city manager. Excellent 

management and problem solving skills with a proven track record and particular expertise in the 

following areas: 

• Operations and Project Management • Financial Management 

• Labor Relations • Customer Service and Media Relations 

• Capital Improvements • Utility Management 

An innovative leader with demonstrated judgment and organizational, analytical and 

communications skills. Achievement-oriented with foresight, a dedicated team player. 


Town Manager, South Palm Beach, Fl 

July, 2005 to Present 

South Palm Beach is a residential community located to the barrier island in Palm Beach County. 

The Town has a seasonal population of 3,400 with annual expenditures of $3,600,000. 


● Prepared the Towns annual operating and capital improvement budgets which included a 

reduction in the Town’s millage rate. Enhanced the Town’s accounting operations and 

prepared the Town’s first Comprehensive Annual Financial Report. 

● Coordinated with FDOT a major road resurfacing and widening project in the community 

which will include new decorative street lights, and landscaped planters with decorative 

lighting. 

● Upgraded the Town’s computer systems and developed an enhanced maintenance 

program. 

● Prepared new sewer rate schedule, rebuilt master pump station and developed new sewer 

system base maps, and relined 60% of the gravity sewer system to eliminate inflow. 

● Assisted the Town Council in recruiting and selecting a new Town Attorney. 

● Coordinated with Palm Beach County and other municipalities hurricane preparation and 

response activities for the community.

Resume of Rex Taylor Page 2 

● Assisted the Community Affairs Advisory Board with activities to enhance the 

community recreation, music and cultural program. 

● Directed the preparation of a Comprehensive Plan Evaluation and Appraisal Report for 

statutory compliance. 

● Coordinated with Palm Beach County a Beach Erosion Control Study that will provide 

the basis for a beach restoration project. 

______________________________________________________________________________ 

Assistant to the City Manager, Delray Beach, Florida June 2004 to July 2005 

Complete special projects as assigned by the City Manager. Prepared a status report/tracking 

system to manage activities and projects that were identified as Strategic Goals or Capital 

Projects approved as part of a $24,000,000 parks and recreation bond issue. Developed a 

Nonprofit Academy to provide assistance to community nonprofit agencies in building 

administrative capacity in areas such as: board governance, media relations, finance and 

budgeting, fund raising, strategic planning, and project management. 

______________________________________________________________________________ 

Interim Town Manager, Melbourne Beach, Fl Jan. 2004 to May. 2004 

Melbourne Beach is a residential community located on the barrier island in Brevard County. 

The Town has a population of 3,200 with annual expenditures of $2,100,000. 


• Assisted the Town Commission in recruiting a permanent Town Manager. 

• Completed construction of a New Town Hall complex. 

• Submitted grant application for storm water project in conjunction with $300,000 

Pedestrian Pathway Project. 

• Prepared initial operating budget for Commission consideration. 

_____________________________________________________________________________ 

City Manager / Director of Utilities, City of Vero Beach, FL Jan. 1996 to Nov. 2003 

Vero Beach is an upscale community located on the east coast of Florida, approximately 75 

miles south of the Kennedy Space Center in Indian River County. The City directly serves a 

population 18,000 with a utility service area population of 51,000. The community is well


educated with many retirees from the corporate and professional world. The Community 

requires an attractive and inviting public appearance be maintained by the city and that public 

services be delivered in an effective and efficient manner by a skilled and professional staff. 

Duties: 

• Serve as chief executive officer of a municipal government with 550 employees and a 

$120 million budget. Oversight responsibility for the following functions: Public Works 

and Engineering, Police, Planning, Recreation, Human Resources, Finance, Electric 

Power Generation, Electric Transmission and Distribution, Water and Sewer, Solid 

Waste and General Maintenance, Airport, and Marina. 

• Report directly to a mayor and four member City Council and implement Council 

directed policy. 

• Administration of the City's day-to-day operations as well as identification and resolution 

of long-range issues. 

• Negotiation with public and private sector entities on a variety of issues ranging from 

economic development and growth to service contracts. 

• Serve as the City’s primary spokesperson to the media and to citizen groups. 


• Prepared and updated annually the Five Year Capital Improvement Plan covering 

projects. In the general, electric, water and sewer, airport, marina, solid waste, and 

recreation funds. The present FY 04 –08 Capital Improvement Plan schedules projects 

totaling $88,761,000. 

• Restructured the city’s utility debt obligation with electric, and water and sewer synthetic 

bonds and exercised an early call provision thus saving the city approximately 

$2,000,000 annually in debt service payments. 

• Implemented a $7,000,000 major redevelopment of the Royal Palm Pointe peninsula, 

which turned a half-mile former highway commercial area into a pedestrian oriented 

leisure shopping area. The project included a linear open space park with extensive 

landscaping, an interactive fountain for children, and a scenic overlook of the Indian 

River Lagoon. 

• Developed and implemented an interlocal agreement between the city, county, and school 

board to deploy a county wide fiber optic network, meeting the needs of each entity and 

providing additional dark fiber capacity for private use. This project won an 

“Innovations in Communication/Technology Award” from the Florida City County 

Management Association.


• Operated one of the busiest general aviation airports in the State of Florida with 

approximately 220,000 flight operations per year. Successfully implemented capital 

improvements to airport aprons, taxiways, runways, signage and lighting projects totaling 

$15,370,000 in matched FAA and State of Florida grants. 

• In joint partnership with Indian River County successfully negotiated with the L.A. 

Dodgers to acquire the Dodgertown spring training facility and a long-term lease to keep 

the team in Vero Beach. 

• Expanded the municipal marina to include additional mooring field capacity, permanent 

dockage slips, new fueling facilities and expanded amenities for boaters. These 

improvements have enhanced revenue and allowed the marina to receive the State of 

Florida clean marina designation. 

• Successfully implemented two multiple utility billing systems covering 31,000 

customers. 

• Reduced staffing by a total of 48 full time positions thus saving the city approximately 

$2.4 million in reoccurring costs. 

• Supervised the negotiations of several labor contracts with the Police Benevolent 

Association and the Teamsters Union. 

• Operated a risk management program that promotes work place safety, investigates 

Worker’s Compensation claims, and provides a self-insurance program with appropriate 

reinsurance coverage. 

• Implemented a $750,000 Community Development Block Grant to provide water, sewer, 

and street improvements in several underserved sections of the community. 

• Vero Beach Police Department awarded Accreditation in 2002 from the Commission for 

Florida Law Enforcement. 

______________________________________________________________________________ 

City Manager, Leesburg, Florida March 1981 to January 1996 

Leesburg, FL, is located approximately 50 miles northwest of Orlando and has a population of 

15,000 in the City and 35,000 in its utility service area. The annual budget was approximately 

$68,000,000 and the City had 375 employees. 

Duties 

Responsible to Mayor and four member City Commission for direct administration of all 

municipal departments and services.



• Developed a three-year Capital Improvement Plan for the general fund and all utilities 

totaling $40,500,000. These improvements included: upgrading several electric 

substations and expansion of the distribution system; installation of a natural gas gate 

station; and increasing the water system capacity by 80 percent. 

• Completed a $1.5 million expansion and remodeling of a 66-year-old city hall building. 

Remodeled and expanded many other municipal facilities. 

• Conducted three major bond issues totaling $28 million, each having a Standard & Poors 

rating of AAA. 

• Expanded the natural gas system and increased the customer base by 60 percent. 

• Developed a fully served municipal industrial park of 35 acres. 

• Saved the only house on the National Historic Record by purchasing land with funds 

raised from the community and relocating the house to this new site. 

______________________________________________________________________________ 

City Manager, City of Paris, Kentucky April, 1977 – March, 1981 

Paris, KY had a population 8,000 with annual expenditures of $3,400,000 and 91 municipal 

employees. 

Duties: 

Responsible to Mayor and four member City Commission for direct administration of all 

municipal departments and services. 


• Constructed a new fire station and remodeled City Hall, the police station, and installed a 

new police communications center. 

• Assisted the Community Development Agency in implementing a Community 

Development Block Grant Program. 

• Began downtown revitalization in accordance with Downtown Improvement Plan.


OTHER MUNICIPAL EMPLOYMENT 

Served as Assistant City Manager of City of Ames, Iowa, from 1973 to 1977 and Administrative 

Aide to the City Manager of Decatur, Illinois, from 1971 to 1973. 

EDUCATION 

• Master of Science in Public Administration, Indiana State University 

• Bachelors of Science concentrating in Political Science, Economics, and History, Indiana 

State University 

• Continued education by attending various seminars, conferences and workshops 

sponsored by professional associations and state universities. 

PROFESSIONAL AND COMMUNITY ACTIVITIES 

• ICMA Credentialed Manager, since July, 2004 

• Florida and International City County Management Association 

• Board of Directors of the Florida City County Management Association 

• Board of Directors and Executive Committee of the Florida Municipal Power Agency 

• Board of Directors and Past President of the Florida Municipal Electric Association. 

• Staff Parish Relations Committee of the First United Methodist Church, Vero Beach, Fl.

ROBERT G. ANCKAITIS 3358 Green Meadow ... - Nsbshadow.com

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