HomeMy WebLinkAboutAgenda Council Agenda 111999 WorkshopAll those wishing to address the City Council need to complete the necessary form (supply located in back
of Council Chambers) and submit same to the City Clerk prior to the meeting being called to order.
CITY OF PALM BEACH GARDENS
CITY COUNCIL WORKSHOP MEETING
NOVEMBER 19, 1999
9:00 A.M. - 4:00 P.M.
I. PLEDGE OF ALLEGIANCE
II. ROLL CALL: Mayor Joseph R. Russo, Vice Mayor Lauren Furtado, Councilman Eric Jablin
Councilman David Clark and Councilman Carl Sabatello.
III. INTERVIEW OF CITY MANAGER CANDIDATES:
1. Nabar E. Martinez 9:00 a.m. - 10:00 a.m.
2.
David H. Ready 10:00 a.m. - 11:00 a.m.
3.
Dennis W. Kelly 11:00 a.m. - 12:00 p.m.
4.
Lunch Break 12:00 p.m. - 1:00 p.m.
5.
Sanford A. Youkilis 1:15 p.m. - 2:15 p.m.
6.
J. Scott Miller 2:15 p.m. - 3:15 p.m.
7.
Discussion 3:15 p.m - 4:00 p.m.
IV. ADJOURNMENT.
In accordance with the Americans with Disabilities Act and Florida Statute 86.26, persons with disabilities
needing special accommodations to participate in this proceeding should contact James Waldron, Jr., no later
than 5 days prior to the proceeding at telephone number (561) 775 -8255 for assistance; if hearing impaired,
telephone the Florida Relay Service Numbers (800) 955 -8771 (TDD) or (800) 955 -8700 (VOICE), for
assistance. If a person decides to appeal any decision made by the Council, with respect to any matter
considered at such meeting or hearing, they will need a record of the proceedings, and for such purpose, they
may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony
and evidence upon which the appeal is to be based.
L _6
a
PALM BEACH GARDENS, FLORIDA
CANDIDATES
FOR
CITY MANAGER
NOVEMBER 1999
SLAVIN MANAGEMENT
CONSULTANTS
SLAVIN MANAGEMENT CONSULTANTS
3040 Holcomb Bridge Road, Suite B-1 • Norcross, GA 30071 • (770) 449 -4656 • FAX (770) 416-0848
f ,I
SLAVIN
CONSULTANTS
November 16, 1999
Mayor Joseph Russo
and Members of the City Council
City of Palm Beach Gardens
10500 N. Military Trail
Palm Beach Gardens, Florida 33410
Dear Mayor Russo and Members of the City Council:
This report contains the names of five candidates for the position of City Manager for Palm Beach Gardens.
Of all of the candidates recruited and developed through this process, it is our professional opinion that these
are among the best qualified.
The candidates are:
DESSIS W. KELLY
SAUAR E. MAUXISEZ
J. SCOTT MILLER
DAVID H. RFAUY
SANEORD A. YCUI(ILIS
The candidates are presented in alphabetical order. We have not ranked them because they are all qualified
for the position. At this point, the chemistry between the City Council and the candidates should be an
important factor in the interview and selection process.
In this report, we have presented for each candidate a mini - resume, an evaluation, a copy of the full resume
submitted by the candidate and a rating sheet. The mini - resume provides a summary of each candidate's
education, employment history, and compensation. The evaluation data compares candidate credentials to
the City's job criteria. It includes information about qualifications, accomplishments, management/leadership
style and professional philosophy. It also includes summary reference information. Part of this section was
written by the candidate. The full resume is included because it often contains voluntary information that we
are precluded by law from requesting.
We have conducted face -to -face interviews with each of these candidates. We have also verbally verified
each candidate's education. Employment history and compensation were discussed with each candidate and
his /her references, and have thereby been essentially verified. We have also checked credit, criminal history
and driving records for each candidate.
The candidates are generally aware of the salary range, and that present salary and qualifications may
influence the starting salary. We suggest that when you become seriously interested in a candidate, you settle
salary and related matters as quickly as possible. As you know, it is normal practice for the City to pay actual
relocation expenses and related items for executive level employees.
The candidates are also aware that the interviews will be conducted in Palm Beach Gardens on Friday,
November 19`h in the City Council Chambers. The interview schedule is contained in this workbook. The
3040 Holcomb Bridge Road • Suite B1 • Norcross, GA 30071 -1357 • (770) 4494656 • FAX: (770) 416 -0848
City of Palm Beach Gardens, Florida
Page 2
candidates have been instructed to submit their request for reimbursement for reasonable expenses incurred
for the interviews directly to the City. These expenses were not included in our contract with the City.
Tips for interviewing and selecting candidates are furnished in this report. Also included are some selected
interview questions and an appraisal sheet that can be used to rank each candidate. Other suggestions that
we offer are as follows:
A comfortable setting should be used for the interviews.
2. The setting should be rather formal, but open and friendly.
3. All candidates should sit in the same chair placed so that all interviewers can easily see the candidate
and converse with him.
4. To be fair, the same program and approximately the same questions should be asked of each
candidate.
We further suggest that you try to arrive at a decision as soon after the interview as possible, as delay may
work to the disadvantage of both the City of Palm Beach Gardens and the candidates.
will attend the interviews on Friday.
Finally, we want to thank you for the opportunity to work with you on this very important assignment. We will
continue to work for you until the process is complete.
Cordially yours,
SLA I MANAGEMENT CONSULTANTS
Robert E. Slavin, President
RES:jf
F i
ABLE OF CONTENTS
INTERVIEW AND SELECTION TIPS ..................... ............................... 1
KEY SELECTION CRITERIA ........................... ............................... 2
About the Ideal Candidate ....................... ............................... 2
Management Style and Abilities and Personal Traits .. ............................... 2
Interaction with staff and employees ......... ............................... 2
Interaction with the City Council ............ ............................... 3
Interaction with the Community and other governmental agencies ................ 4
Overall personality traits and miscellaneous skills ............................. 4
Compensation...................................... ........................ ....... 5
SAMPLE INTERVIEW QUESTIONS ...................... ............................... 6
A. Standard Questions ...................... ......................... . . . ... 6
B. Simulation Questions ..................... ............................... 7
C. Targeted Selection Questions .............. ............................... 7
D. General Questions ....................... ............................... 8
INTERVIEW SCHEDULE .......... 9
DENNISW. KELLY .................................. ............................... 10
NABAR E. MARTINEZ ............................... ............................... 22
J. SCOTT MILLER .................................. ............................... 30
DAVIDH. READY ................................... ............................... 41
SANFORD A. YOUKILIS .............................. ............................... 49
APPENDIX
Appropriate /Inappropriate Questions
Candidate Rating Form
Candidate Tabulation Form
THE CITY OF PALM BEACH GARDENS, FLORIDA
NTER VIEW AND SELECTION TIPS
Interviewers are often not as effective as they should be for the following reasons:
They make human errors.
0 They often make final decisions too early in the interview.
• They base judgments on characteristics that are unrelated to subsequent job performance (i.e., race,
sex, age, etc.).
• They tend to give insufficient weight to favorable information of job applicants — most interviewers
search for reasons to reject applicants. To the extent that interviewers prejudge applicants, their
decisions tend to be inaccurate.
• They are not as carefully prepared for interviews as they should be.
In considering the candidates presented, we feel it is important to remember:
1. Interviews should also be viewed as learning experiences for the interviewers. For example, you may
learn about approaches or techniques that may be of value to The City of Palm Beach Gardens.
2. Some candidates did not seek out this position, but rather were encouraged by us to apply. With
time, their enthusiasm will wane, and there is ample evidence to show that delay can be detrimental
to both the prospective employer and the candidate. For that reason, we encourage you to conduct
the interviews soon after the presentation of this report and try to reach an agreement on a final
candidate shortly after the interviews are concluded.
3. The interview is a two-way process. Just as you are making an important decision for the City, so too
is the candidate making important career, personal and family decisions. All candidates have been
provided with background information concerning the position, but many will have questions that can
only be answered by you during the interview. Try to set aside time during the interview for these
questions to be raised and explored. We have discussed the candidate's interests and concerns in
the narrative so that you will be aware of their motivation and the factors which will influence their
decision to accept the position, if offered.
4. If you are unable to reach a decision on a candidate immediately, keep all candidates clearly and
frequently posted on your progress. It is most appropriate for you to be the primary point of contact
with the candidates after they have been interviewed. We will, however, be pleased to serve as a go-
between should there be a need for negotiations with a final candidate.
5. Once a decision has been reached and an offer made to a candidate, we suggest that you obtain
acceptance in writing by letter (FAX) before publicizing the appointment. At the same time the
appointment is made, you should contact the other interviewed candidates and inform them of your
decision. We will, of course, notify all other applicants of your decision.
6. We are committed to the City until the process is complete. Please feel free to contact us at any time.
THE CITY OF PALM BEACH GARDENS, FLORIDA
EY SELECTION CRITERIA (from the approved recruitment Profile)
ABOUT THE POSITION OF CITY MANAGER
The City Manager is responsible for the proper administration of City affairs including enforcement of all laws
and ordinances, supervision of all departments and implementation of all policy direction of the City Council.
The City Manager also serves as the City's chief financial officer and purchasing agent. Under the
manager's supervision are the offices of City Engineering (contracted), Legal (contracted), Public Information
and the following departments; Police, Fire, Growth, Management (Planning & Zoning, Building and Code
Enforcement) Finance, Human Resources, -Public Works, and-Parks & Recreation. The City Manager's
immediate staff includes an Executive Secretary, the Assistant City Manager and an Administrative
Assistant.
The City's formal position description for City Manager is provided with the profile as an attachment.
About the Ideal Candidate
In addition to formal requirements specified in the position description, the Mayor and City Council Members
have described the ideal finalist candidates as having a minimum of a Bachelor's degree in Public
Administration or an appropriate field (prefer a Master's degree), significant experience as a manager or full
range assistant manager of a municipal or urban county government of comparable complexity and size to
that of Palm Beach Gardens. Some private sector management experience combined with public sector
experience may be an advantage.
The Mayor and Members of the City Council are particularly interested in candidates with experience,
understanding and skill in the following areas:
✓ Financial management, including accurate and timely reporting, budgets, treasury, and
long -range financial planning and forecasting
✓ Staff selection, development, motivation, evaluation, leadership and employee relations
✓ Inter governmental, community and media relations
✓ Growth management and land use planning
✓ Organizational structuring to achieve both efficient functioning and proper controls
✓ Clear, accurate and thorough written and verbal communications
✓ Purchasing and equipmentrinfrastructure acquisition, maintenance and replacement
programming
✓ Outstanding negotiations (business and labor)
Management Style and Abilities and Personal Traits
Interaction with staff and employees: The City Manager should be an assertive person with skill in
maximizing staff potential in a team framework while promoting high morale. He /she should get out of
his/her office and have significant direct involvement with department heads and management staff and
should be a visible chief executive who in careful to not micro - manage.
✓ The City Manager should be committed to the City and ensure that all employees share this
commitment, i.e., the public should be treated professionally and project a helpful, open and
respectful attitude of customer service by all municipal employees.
THE CITY OF PALM BEACH GARDENS, FLORIDA
✓ The City Manager should be a strong leader — self- confident and use a participatory,
team oriented, and non - confrontational style; supportive of good staff.
✓ The City Manager should be skillful in staff motivation, must encourage staff to excel
without being autocratic or dogmatic.
✓ The City Manager should be a strong manager capable of making necessary decisions
even if "tough." He /she should remain clearly "in control." He /she should praise in public
and criticize in private.
✓ The City Manager should treat employees with fairness, dignity, and consistency.
✓ The City Manager should have a solid understanding of the public sector labor relations.
✓ The City Manager should manage by delegating, monitoring and providing effective
feedback and support to staff and employees and not by intimidation. Not a "micro"
manager. Does not feel need to control every detail his /her self, he or she should give
credit to staff for a job well done, holds staff accountable for meeting established goals.
✓ The City Manager should be capable of accurately assessing staff strengths and
weaknesses and applying those in an effective managerial way. The City Manager should
use staff resources well and listen to staff suggestions.
✓ The City Manager through his /her own conduct and ability should be able to command staff
and employee respect.
✓ The City Manager should encourage on- the -job training and staff development.
✓ The City Manager should be an effective listener who regularly solicits ideas from
employees and communicates with staff through regular meetings.
Interaction with the City Council: The City Council views the Council members and the City Manager as
a team. In order for the team to function effectively, the City Manager should be a person with a solid
understanding and respect for the differences between administering policy and establishing policy.
✓ The City Manager should be an apolitical person with the ability to sense and avoid any
political alignment, however he or she should be politically sensitive.
✓ The City Manager should be accessible and /or respond promptly to Council members.
✓ The City Manager should collaborative and not confrontational with the Council and be
dedicated to keeping the Council and each member fully and equally informed, avoiding
surprises in the media, and should provide Council with timely reports. He /she should be
completely impartial in dealings with City Council and attempt to build a consensus on
issues rather than to accomplish his /her own wishes through divisiveness.
✓ The City Manager should be committed to "completed staff work" and ensure proper follow -
through and closure on issues identified by the Council as important.
✓ The City Manager will be viewed by the Council as a team member and is expected to
generate policy options and make recommendations. He /she should participate in Council
discussions but follow Council policy direction fully and enthusiastically after decisions are
made.
✓ The City Manager should be supportive of the Council in terms of providing them
necessary, complete and timely information and a full spectrum of options to make sound
policy decisions. Should be able to differentiate the important from the unimportant.
THE CITY OF PALM BEACH GARDENS, FLORIDA
✓ The City Manager should be able to assist the Council members to perform at their best.
He or she should not be "out in front" of the crowd. He or she should strive to create
situations within which the Council can come together rather than disagree on issues.
✓ The City Manager should be committed to the enhancement of a positive image for the City
and assisting the Council members in maintaining the image.
✓ The City Manager should assist the Council to identify, analyze and thoroughly and
objectively address public policy questions.
Interaction with the Community and other governmental agencies: The City Manager should be visible
in the community on behalf of the Mayor and City Council and be capable of communicating in a manner
that generates respect and understanding for the office, the City and the Council.
✓ The City Manager should be articulate with excellent verbal and written communication
skills and should keep the public informed on projects and issues that effect them.
✓ The City Manager should have a solid grounding in public and intergovernmental relations.
✓ The City Manager, when needed, should visit various locations, letting the public (and
employees) "see" the City Manager at work. He or she should have empathy for the
citizens of the community.
✓ The City Manager should be active with neighboring municipalities, special districts and the
County government, demonstrating the City Council's commitment to being a "good
neighbor" contributing to the betterment of the local area.
✓ The City Manager must be apolitical in his/her external dealings, always and vigilantly
aware of political implications and careful to serve as a policy implementor rather than a
policy maker, yet not hesitant to offer policy guidance and recommendations.
✓ The City Manager must be committed to open municipal government as well as to providing
equally high quality services to all segments of the community.
✓ The City Manager must ensure that developmental regulations are applied fairly and
consistently.
Overall personality traits and miscellaneous skills: The City Manager should be a person possessing
those traits of honesty and integrity, innovativeness and flexibility that are essential to the position.
✓ The City Manager should be honest, ethical and convey integrity.
✓ The City Manager should be diplomatic.
✓ The City Manager should not be tied to tradition for the sake of tradition.
✓ The City Manager should be able to grasp complex concepts quickly.
✓ The City Manager should be committed to long -range fiscal and management planning and
avoid crisis management to the extent possible.
✓ The City Manager should be a consensus builder.
✓ The City Manager should be a self- confident leader without being an egotist.
✓ The City Manager should be flexible and innovative.
✓ The City Manager will not allow him /herself to be professionally, politically or morally
THE CITY OF PALM BEACH GARDENS, FLORIDA
I i
compromised.
✓ The City Manager should be decisive.
✓ The City Manager should have a high energy level, and be results rather than process
oriented.
✓ The City Manager should be capable of providing only constructive criticism and be willing
to admit his /her own mistakes.
✓ The City Manager, although having a firm grasp and handle on details, should be able to
focus upon the "big picture," and should be able to effectively manage a wide variety of
issues and projects at one time.
✓ The City Manager should be a good listener and receptive to different ideas and points of
view.
✓ The City Manager should have a firm grasp of business principles and public finance
standards.
✓ The City Manager should have a healthy sense of humor.
✓ The City Manager should be outgoing and project an enthusiasm for his /her work and for
the community.
✓ The City Manager should instill confidence and trust.
✓ The City Manager should not be easily taken in or intimidated by forceful personalities.
✓ The City Manager should neither be a manipulator nor easily manipulated.
Compensation
The City Council is flexible concerning the beginning salary for the new City Manager and is committed to
providing a competitive compensation package. A car is provided. The benefit package is excellent. Interview
expenses will be paid by the City. Reasonable moving expenses are negotiable.
The City Manager is encouraged to be professionally active at local, state and national levels, so long as these
activities are kept in balance with the requirements of the job.
THE CITY OF PALM BEACH GARDENS, FLORIDA 5
I
AMPLE INTERVIEW QUESTIONS
A. STANDARD QUESTIONS
1. What do you consider being your major accomplishments in your current and previous positions as
they relate to this position?
2. After reviewing the material we provided and seeing Palm Beach Gardens, what do you see as the
most challenging aspects of the position of.City Manager for this City and what professional and
personal qualifications should one possess to be successful in this position?
3. What strengths and weaknesses would you bring to this position?
4. What interests you in becoming the next City Manager for Palm Beach Gardens?
5. What major issues are you currently devoting a significant amount of time?
6. Tell us about your external relationships, i.e., to state and other local governments, the schools, the
business community, citizens groups, and the media.
7. What are your overall professional goals, and how does this position relate to them?
8. What factors will most influence your decision to accept this position if it is offered to you?
9. Do you have experience in all of the facets of this job? If not, what are you missing and how would
you overcome this limitation?
10. What is your style of management? Provide examples that explain your style.
11. What has been your experience in finding new sources of revenue, including grants, for a
community?
12. What successful management or technical innovations have you been responsible for developing?
13. Describe your background in budget preparation and administration. How do you involve you staff
(including department heads) in this process?
14. What unique successes have you achieved in assembling and devcloping a quality management
staff?
15. What are three critical factors that you have found to affect employee moral?
16. What has been your experience in long range fiscal planning and financial priority setting?
17. What has been your experience with encouraging positive relations between the city government and
the community?
18. Please describe your strongest subordinate. What are the traits you admire most in that person?
Describe your weakest subordinate. What made that person weak?
19. What is your experience with infrastructure maintenance and repair programs?
20. How did you prepare for this interview?
21. How important to you is salary compared with other aspects of the job?
22. If we hire you, what will you do during your first six months on the job?
23. Why should we be interested in hiring you?
THE CITY OF PALM BEACH GARDENS, FLORIDA 6
24. How do you determine the performance and cost effectiveness of the operations for which you are
responsible?
B. SIMULATION QUESTIONS
25. You are Palm Beach Gardens's new City Manager. You have an employee (a long term City
employee) who is regularly end - running you and going directly to the City Council with issues. How
would you deal with the problem?
26. You suddenly discover that the City has not been keeping accurate records. There is a $25,000
shortfall in the annual operating budget. There is only one month left in the budget year. What would
you do to handle the situation?
27. The City is being sued because of an apparent failure on your part to properly protect its liability and
risk concerning the handling of a personnel problem. How would you handle the situation?
28. There is low morale in a department because of the apparent way the department head manages.
His /her style is highly autocratic and demanding. Turnover is high. Productivity is low. How would
you deal with the situation?
29. You suspect that one of your department heads is showing favoritism to prominent developer. On
further investigation, you learn that this employee has a close personal relationship with this
developer. How would you deal with the situation?
30. You have a key employee who is doing a good job, but who apparently has an alcohol or drug - related
dependency. How would you handle this situation?
31. The City's external auditor has just informed the Mayor that $1,000 has been dispensed to a vendor
who does not exist. Two signatures are required on the check and yours was forged. How would you
handle this problem?
32. The president of the Chamber of Commerce calls at 4:30 in the afternoon. He explains he is in need
of a guest speaker for their weekly 5:30 meeting and asks you if you could speak. Do you go and
what issues do you bring to this meeting if you do?
C. TARGETED SELECTION QUESTIONS
33. At times, City Managers have to make quick decisions under pressure. Can you give us a recent
example when this has been the case? What did you do?
34. Give us an example of a committee, task force, or Council that you have staffed where the members
had hidden agendas and would not work toward the agenda assigned. How did you handle it?
35. As City Manager, you often have to make recommendations to the City Council on issues that have
strong political implications. Give us an example of one such recommendation, and tell us how you
handled it.
36. From time to time, actions occur which damage the public's confidence in local government. Give
us an example of how this might be caused by the City Manager and tell us how you would handle
it.
37. Dealing with "people problems" is a frequent activity of municipal Managers. Give us an example of
a major employee problem that you have dealt with that led to a significant reprimand or firing. How
did you handle this situation?
38. Some Council members may require more information on a given subject than other members.
Provide an example of how you have dealt with this situation.
39. City Council members sometimes go around the City Manager and give directives to department
heads. Have you experienced this problem and, if so, how did you handle it?
THE CITY OF PALM BEACH GARDENS, FLORIDA 7
D. GENERAL QUESTIONS
40. What, if any, applicability do you believe "Total Quality Management" has in a local government?
41. What do you consider the most innovative thing that you have accomplished in your career?
42. How will you assess the strengths and weaknesses of an organization and identify opportunities to
improve it?
43. What has been your experience with strategic planning? What is your opinion of the process?
44. How do you track and respond to work requests and citizen complaints?
45. How do you monitor the operations for which you are responsible to assure that costs are within
budget?
46. What can be done to curtail employee absenteeism? Have you experienced this problem? If so, how
have you dealt with it?
47. What criteria do you use in determining when overtime is to be assigned and who works it?
48. How do you decide if a work activity should be done in -house or contracted for?
49. What is your experience with automation of governmental functions?
50. Describe your ideal boss.
51. Describe a situation in which you were required to get cooperation from a group over whom you had
no authority. How did you handle the situation? What was the outcome?
52. Describe your philosophy toward employee unions.
53. Describe any aspect of your personal, business or professional conduct that may reflect positively or
negatively on you, that you believe should be revealed to the City before you are further considered
for this position.
54. If you were selected for this position, what standards should be used to assess your performance
during your first year as City Manager?
55. What questions do you have for us?
THE CITY OF PALM BEACH GARDENS, FLORIDA 8
r
NTERVIEW SCHEDULE
Interviews of the Palm Beach Gardens City Manager candidates will take place according to the
following schedule:
CITY COUNCIL/CANDIDATE INDIVIDUAL INTERVIEWS
Location: City Council Chambers
FRIDAY, November 19, 1999
9:00 a.m. NABAR E. MARTINEZ
10:00 a.m. DAVID H. READY
11:00 a.m. DENNIS W. KELLY
12:00 Noon Lunch
1:15 P.M. SANFORD A. YOUKILIS
2:15 p.m. J. SCOTT MILLER
THE CITY OF PALM BEACH GARDENS, FLORIDA 9
e
i
ENNIS W. KEL L Y
PERSONAL
Address: 1030 U.S. Highway 1 Unit 404 /
Telephone:
Social Security Number:
EDUCATION
North Palm Beach, Florida 33408
Home: (407) 775 -2538
Work: (407) 848 -3476
#267 -70 -6143
Master of Science - Public Administration
University of West Florida, Pensacola, FL -1975
Bachelor of Arts - Government
Florida State University, Tallahassee, FL - 1969
SUMMARY OF RELATED EXPERIENCE
1989 to Present
1987 to 1988
1982 to 1986
1980 to 1982
1976 to 1980
1975 to 1976
THE CITY OF PALM BEACH GARDENS, FLORIDA
VILLAGE OF NORTH PALM BEACH, FLORIDA
(Population: ,
Village Manager
CITY OF DELAND, FLORIDA
(Population: ,
City Manager
TOWN OF LONGBOAT KEY, FLORIDA
(Population: ,
Town Manager
CITY OF ST. CLOUD, FLORIDA
(Population: ,
City Manager
CITY OF BLOUNTSTOWN, FLORIDA
(Population: ,
City Manager
NORTHWEST FLORIDA PLANNING AND
Regional Planner
10
COMPARATIVE DATA
Comparable Organization
Comparable Position
Population
Governing Body
Number of Employees
Budget
Growth Management Experience (Y /N)
Compensation
5 �
Village of North Palm Beach, Florida
Village Manager
18,000
Directly elected Mayor and four council members,
elected' at large to four year overlapping terms
146 full time; 55 part time
$11 M
Yes, in Blountstown, Florida
$75,000 per year plus 12% deferred
compensation and a $350.00 monthly car
allowance.
THE CITY OF PALM BEACH GARDENS, FLORIDA 11
SMC EVALUATION - DENNIS W. KELLY
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mr. Kelly earned his Master's Degree in Public Administration at the University of West Florida in Pensacola
in 1975 and his Bachelor's Degree in Government at Florida State University in 1969.
His professional and civic memberships and associations include:
• International City/County Management Association (ICMA)
• Palm Beach County City County management Association - Past President
• Florida League of Cities, Urban Administration Committee - Chair
• Florida Atlantic University, Institute of Government - Steering Committee
• Florida Intergovernmental Risk Management Association - Chair
• Southeast Risk Management Association - Vice Chair
• Florida City /County Management Association - Board of Directors
• Rotary International - Chapter President
• American Heart Association
• Northern Palm Beaches Chamber of Commerce - Government Concerns Committee
RELATED EXPERIENCE
Mr. Kelly offers more than twenty -four years of increasingly responsible experience in local government
management. He has served as a chief executive officer for more than twenty years. His entire career has
been served in Florida. Since 1989, Mr. Kelly has been the Village Manager for the highly regarded Village
(City) of North Palm Beach. During this twenty- four -year period, Mr. Kelly has gained a full spectrum of
experience. He has managed high growth cities, rural and suburban cities, poor cities and rich cities. The
spectrum of functions that this candidate has managed is similarly broad. Besides all of the standard
functions, Mr. Kelly's management experience includes airports, libraries, and electric utilities.
Like Palm Beach Gardens, a single developer developed North Palm Beach in the 1950's. Today, North
Palm Beach has a full -time resident population of 13,000, an annual budget of $12.5 million and it employs
146 full -time and 55- part-time employees. The Village Council comprises five members elected, at large,
to two year overlapping terms. The mayor is selected from the Council.
North Palm Beach has a tradition of exceptional quality municipal services. The Village particularly values
its municipal library, parks and recreational facilities. The City operates an Olympic quality swimming facility
and a municipal country club. Although smaller than Palm Beach Gardens, North Palm Beach is also
growing. Currently, several major residential developments are underway. A significant part of Mr. Kelly's
responsibility involves ensuring that development is of high quality and that it will benefit the community not
only now but in the future. He has a successful track record in balancing the needs of development and
growth against the constraints on the communities natural and financial resources.
Mr. Kelly has developed a strong expertise in finance and budgeting which is validated by seven awards
from the Government Finance Officer's Association for Excellence in Financial Reporting as well as five
Distinguished Budget Preparation Awards.
North Palm Beach established and uses an extensive citizen committee system which institutionalizes
citizen participation in the development of policies. Mr. Kelly, as Village Manager is an active participant in
this process. He devotes much of his time to citizen participation and related activities.
PROFESSIONAL ACCOMPLISHMENTS AND MANAGEMENT STYLE
Mr. Kelly provided extensive information about his professional accomplishments on his resume. His
management style is discussed in the section above and below through his references.
THE CITY OF PALM BEACH GARDENS, FLORIDA 12
SUMMARY OF REFERENCE COMMENTS AND SMC RECOMMENDATION
Mr. Kelly's references include present and previous superiors, subordinates and professional colleagues.
He respected as one of the finest municipal managers in Florida. References describe him as highly
talented and very hard working. He in no "glory hound" and prefers to stay out of the lime light. He strives
to make sure that his Village Council members look good publically. He is also quick to give his staff
members praise (publically and privately) when deserved. His staff is rated as excellent and highly
dedicated.
Mr. Kelly is well thought of by his community. He is visible in the community. He frequently gets out into
the community to visit work sites and to first hand observe the quality of infrastructure maintenance. This
activity is said to contribute to the Village's reputation for being very well maintained.
We have found Mr. Kelly to be an excellent candidate for Palm Beach Gardens and recommend him to the
City proudly.
THE CITY OF PALM BEACH GARDENS, FLORIDA 13
RESUME
DENNIS W. KELLY
1030 U.S. Highway 1, Unit 404
_ North Palm Beach, FL 33408
Office: (561) 848 -3476
Home: (561) 775 -2538
E- snail: dkellysOgte.net
PROFESSIONAL BACKGROUND:
Village Manager Village of North Palm Beach, Florida 1989 - Present
Highlights:
• Successfully completed a comprehensive redevelopment program revitalizing an abandoned
mall property bordering two cities (Village of North Palm Beach and Town of Lake Park).
• Initiated and implemented a comprehensive Recreation Master Plan study.
• In 1997 -98, closed on a $6.5 million loan to construct a new Public Safety facility, a new
Community Activities Building, a four -field sports complex and a 28,000 sq. ft. Public Safety
building.
• Completed a multi -year program restructuring the city's risk management program, including
property and liability cost reductions and group health savings of approximately $100,000; key
participant in creating the Southeast Risk Management Association (SERMA) —a municipal
self- insurance pool of ten cities, five each from Palm Beach County and Broward County, FL.
• Conducted or participated in numerous charrettes and visioning processes reinforcing the
Village's Comprehensive Development Plan in addition to updating the Village's Evaluation
and Appraisal Reports on its Comp Plan (EAR'S).
• Numerous annexations and planned unit developments resulting in expansion of the Village's
tax base and increases in various impact fees (recreation, roads, etc.).
• Worked extensively and successfully with volunteer citizen boards and committees appointed
by the Village Council.
• Numerous union negotiations with Police and General Employees Collective Bargaining Units.
• Successfully implemented Village's first pay for performance program in over twelve (12)
years.
• Managed a $1.2 million renovation project at municipally owned golf course and in process
of completing an $800,000 renovation of the Country Club building (restaurant, locker rooms,
pro shop).
THE CITY OF PALM BEACH GARDENS, FLORIDA 14
City Manager City of Deland, Florida 1987 -1988
Conducted analysis for solid waste transfer station and designed waste water sludge
management plans; established a strategic long -term growth management plan under the
auspices of Florida's Vision 2000 Program co- sponsored with -the Deland Chamber of
Commerce; established annexation criteria and standards bringing consistent growth
management principles to previous haphazard annexations; and negotiated service delivery
payments in lieu of taxes with Stetson University.
Town Manager
Town of Longboat Key, Florida 1982 -1986
Strong management application toward beach renourishment, emergency management,
comprehensive growth management, planning and environmental protection; participated
in developing strong citizen input to foster community -wide goals and objectives;
implemented personnel initiatives establishing a 401K salary savings plan for public
employees and reduced personnel turnover from 47 % to 16 % within a three year period.
Strong financial management emphasis through stair stepping short and long -term
investments of sinking funds and reserve accounts resulting in increased investment income
by over $100,000.
City Manager
City of St. Cloud, Florida
1980 -1982
Prepared and validated $20 million revenue bond for electric and water /sewer system
expansions; established strong personnel function resulting in increased harmony and
collaboration between management and personnel; initiated a tax credit (tax increment)
financing program for downtown redevelopment and established city's first capital
improvement program/budget.
City Manager
City of Blountstown, Florida
1976 -1980
Strong emphasis on upgrading electric distribution system and improving water and sewer
system through EPA's 201 program. Heavy emphasis placed on Community Development
Block Grant programs for community development, housing rehabilitation, neighborhood
revitalization, water and-sewer system expansion and fire protection. Strong management
emphasis on risk management, personnel administration and financial management. Strong
operational experience in natural gas system, sanitatibn, street maintenance and law
enforcement.
Regional Planner
Northwest Florida Planning and 1975 -1976
Advisory Council
Provided key technical assistance to various municipalities on historic preservation and
wrote the Historic Preservation Element for the Apalachicola Economic Development Plan;
participated in research analysis and writing of the Northwest Florida Regional Economic
Development Plan and was heavily involved in grant applications for Community
Development Block Grants.
THE CITY OF PALM BEACH GARDENS, FLORIDA 15
EDUCATION:
Masters in Public Administration (MPA) University of West Florida
1975
Pensacola, Florida
Bachelor of Arts (BA)
Major - Government, Florida State Univ.
1969
Tallahassee, Florida
PROFESSIONAL AFFILIATIONS:
Past- President/Member
Palm Beach County City Management
Present
Association, Palm Beach County, FL
Chairman/Member
Urban Administration Committee
1990 - Present
Florida League of Cities, Tallahassee, FL
Chairman, Steering Committee
Institute of Government
1993 - Present
Florida Atlantic University
Chairman/Member
Board of Directors
1989 - Present
Florida Intergovernmental Risk
Management Association (municipal
self insurance consortium, Palm Beach
County, FL)
Vice Chairman/Member
Board of Directors
1994- Present
Southeast Risk Management
Association (municipal self
insurance consortium in Palm Beach
-
- and Broward Counties, FL)
Board of Directors
Florida City/County Management
1985 -1987
Association
Full Member
Florida City /County Management
Present
Association
Full Member
International City/County Management
Present
Association
Board of Directors
Florida Community Development
1976 -1980
Charter Member
Association
THE CITY OF PALM BEACH GARDENS, FLORIDA 16
RESUME
DENNIS W. KELLY
ADDITIONAL EXPERIENCE:
Management Intern, City of Pensacola -1975; Special Consultant, Public Finance /Investment Banking,
Arch W. Roberts & Co., St. Petersburg, Florida -1986; Consultant -City of Edgewater, Florida /Interim
(first) City Manager -1988; Adjunct Instructor, Public Administration, Troy State University, Panama
City, Florida Branch Campus -1976; Lamar Advertising Company, Pensacola, Florida- 1973 -1974; U.S.
Army- active duty, 1969 -1972; U.S. Army Reserve, 1972- present, current rank: full Colonel.
CIVIC ACTIVITIES (Past and Present):
President, Rotary Club of the Northern Palm Beaches; President, American Heart Association -North Palm
Beaches Division; First Presbyterian Church - Elder /Deacon, Finance Committee, and Preschool Planning
Committee; Chairman, Health Care Committee, Northern Palm Beaches Chamber of Commerce;Co-
Chair, Governmental Concerns Committee, Northern Palm Beaches Chamber of Commerce; School
Advisory Committee (SAC), Alamanda Elementary School; Chairman, Lighthouse District, Gulfstream
Council, Boy Scouts of America; Chairman, Friends of Scouting (FOS) Sustaining Membership
Committee, Lighthouse District; Member, Reserve Officers Association.
References available upon request.
THE CITY OF PALM BEACH GARDENS, FLORIDA 17
BIOGRAPHICAL SUMMARY
KELLY, Dennis Wayne, 267 -70 -6143
Colonel, General Staff, USAR
Date and Place of Birth: 8 January 1947, Enid, Oklahoma
Mandatory Removal Date: 6 October 2000
Home Address: 1030 U.S. Highway 1, #404, North Palm Beach, FL 33408
Present Assignment: Emergency Preparedness Liaison Officer — Florida
First U.S. Army — Fort Gillem, Georgia
Civilian Occupation: City Manager, City of North Palm Beach, Florida
(See attached addendum)
Enlisted Service: None
Source and Date of Commission: ROTC, 20 December 1969
Years Total Federal Officer Service: Over 20 years
18 OCT 99
Military Schools Attended: Year Completed
The Armor School, Armor Officers Basic Course (Resident) 1970
Military Intelligence School, Counterintelligence Officers Course (Resident) 1970
Military Intelligence School, MI Officers Advance Course (non- resident) 1983
Transportation School, TC Officers Special Advance Course
(76 hours - resident) 1983
Army Correspondence Course Program, TC Officers Advance Course (nonresident)
Phase II and IV 1984
Command and General Staff College (nonresident) 1986
The NATO School, Supreme Headquarters Allied Powers Europe (SHAPE),
Allied Command Europe (ACE) Staff Officers Course (Resident) 1987
Indications and Warnings Short Course - Defense Intelligence College (DIC)(Resident) 1992
Seminar on Arms Control, DIC (Resident) 1993
DOD Emergency Preparedness Course (Resident) 1998
Civilian Education:
4 years, Choctawhatchee High
School, Fort Walton Beach, FL
2 years, Okaloosa- Walton Jr.
College, Niceville, FL
THE CITY OF PALM BEACH GARDENS, FLORIDA
Graduated 1965
AA (Basic Studies) 1965 -1967
18
BIOGRAPHICAL SUMMARY Continuation
KELLY, Dennis Wayne 267 -70 -6143
2 years, Florida State University,
Tallahassee, FL
1 % years, University of West
Florida, Pensacola, FL
BA (Government) 1967 -1969
MPA (Public Administration) 1974 -1975
U.S. Decorations/Badges:
Meritorious Service Medal
Army Commendation Medal
Army Achievement Medal
Army Reserve Components Achievement Medal
National Defense Service Medal
Armed Forces Reserve Medal
Army Service Ribbon
Oversea Service Ribbon
Army Reserve Components Overseas Training Ribbon
Chronological List of Appointments:
2LT
USAR
19 December 1969
1 LT
USAR
19 December 1970
CPT
USAR
19 December 1975
MAJ
USAR
18 December 1983
LTC
USAR
17 December 1990
COL
USAR
15 April 1995
Chronological Record of Duty Assignments:
ACTIVE DUTY
Counterintelligence Special Agent, 50th MI Det., 1 st Brigade,
25th Infantry Division, Schofield Barracks, Hawaii
Assistant Brigade S -2, 1 st Brigade, 25th Infantry Division
USAR - Not on Active Duty
Control Group
MOS Instructor - 1191st USARF School, Jacksonville, FL
Control Group
Pier Officer, Cargo Branch, 1186th USA Transportation Terminal
Unit, Tampa, FL
Control Group
Commander, 310th Military Intelligence Detachment
St. Petersburg, FL
Intelligence Analyst, 403d Military Intelligence Detachment
(Strategic), West Palm Beach, FL
Executive Officer, 403d MID(S)
Commander, 467th MID(S), Jacksonville, FL
State Emergency Preparedness Liaison Officer- Florida
Year Awarded
1994
1987
1993
1989
1972
1982
1972
1972
1987
FROM: TO:
SEP 70 AUG 71
SEP 71 APR 72
MAY 72
SEP 76
OCT 76
JUN 80
JUL 80
MAR 82
APR 82
MAY 84
JUN 84
APR 85
MAY 85 SEP 87
OCT 87 AUG 90
SEP 90 NOV 93
NOV 93 APR 98
THE CITY OF PALM BEACH GARDENS, FLORIDA 19
I st Army, Ft. Gillem, GA
Addendum Biographical Summary
Civilian Occupation
MAY 98 Present
City Manager, City of North Palm Beach, FL: Chief Executive Officer for municipal corporation
comprising of 220 employees with a $12 million operating budget. Responsibilities include direct
supervision of 7 department heads responsible for Police and Fire protection and Emergency Medical
Services, Public Works comprising of facility and vehicle maintenance, sanitation, grounds, streets
and roads maintenance; Recreation Department, Library Department, Finance and Personnel. Duties
include intergovernmental relations, comprehensive and strategic planning for growth management,
economic development, budgeting, financial and personnel management. Work for 5 member elected
Council in developing and recommending public policy issues and for implementing adopted
policies.
THE CITY OF PALM BEACH GARDENS, FLORIDA 20
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ASAR E. MARTINEZ
PERSONAL
Address:
Telephone:
Social Security Number:
EDUCATION
Master of Public Administration - 1981
Texas Tech University, Lubbock, Texas
Bachelor of Arts - 1979
Texas Tech University, Lubbock, Texas
SUMMARY OF RELATED EXPERIENCE
1996 to Present
1994 to 1996
1993 to 1994
1989 to 1993
1986 to 1989
1981 to 1986
1984 to 1986
1981 to 1984
1155 N. La Cienega Blvd., Unit 1111
West Hollywood, CA 90069
Home: (310) 360 -0187
Work: (310) 503 -4199
# 465 -68 -6348
CITY OF BELL GARDENS, CA
Population: ,
City Manager
CITY OF COLTON, CA
opu a ion: 45,000
City Manager
CONSULTANT
an Jose,
GT-
CITY OF SAN JOSE, CA
opu a ion: 815,000
Deputy CRy Manager
CITY OF LUBBOCK, TX
opu a ion: 189,UUU
Assistant City Manager
CITY OF DALLAS, TEXAS
Population: ,
Manager of Administration
Budget Analyst
THE CITY OF PALM BEACH GARDENS, FLORIDA 22
I
COMPARATIVE DATA
Comparable Organization
Comparable Position
Population
Governing Body
0
Number of Employees
Budget
Growth Management Experience (Y /N)
Compensation
City of Bell Gardens, CA
City Manager
45,000
Five - member City Council elected at large to four
year overlapping terms
220
$27 M
Yes, in Dallas, Lubbock and San Jose
$139,000
THE CITY OF PALM BEACH GARDENS, FLORIDA 23
1
,r
SMC EVALUATION - NABAR E. MARTINEZ
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mr. Martinez earned a Master of Public Administration degree at Texas Tech University and a Bachelor of Arts
degree from the same institution.
His past and present professional and civic activities and memberships include:
• International City/County Management Association
• California City Management Association
• Leadership Dallas Graduate
• Presidential Management Intern - U.S. Office of Personnel Management (1981)
SUMMARY OF RELATED EXPERIENCE
Mr. Martinez offers more than eighteen years of professional municipal government experience. This
experience was gained in four municipalities and two states. It also includes five years of city manager
experience and four years as Deputy City Manager of San Jose, California.
One of Mr. Martinez' strengths is governmental finance. His experience had included preventing a
bankruptcy, negotiating with regional water boards, working with unions, creating neighborhood preservation
and policing programs, contracting out refuse collection services, and executing strategic plans for economic
development. In addition, he has directed replacement of a financial accounting computer system, fiber optic
cable installation and creation of a geographic information system. He has served in full - service cities - as
Deputy City Manager in San Jose, with an employee census of 5,900, Assistant City Manager in Lubbock,
Texas and City Manager in Colton, California.
In San Jose, a city with strong interest groups and a full -time 11- member city council, Mr. Martinez
demonstrated success in leading high performance teams, which developed innovative projects. These
projects included working and coordinating with outside agencies, where, it was imperative that staff and
representatives from county, state and federal agencies, received assurance that the City was going to follow
through with its commitments, which, it did.
As City Manager of Colton, a full- service city with two utilities, electricity and water, which was also on the
verge of bankruptcy, Mr. Martinez successfully changed the organization's culture to one that valued fiscal
responsibility (contracted out refuse collection services resulting in $5 million pay out to the City), maximized
economic opportunities (secured a $670 million county medical facility with 1,800 jobs), and embraced new
technology, while enhancing services to residents.
In Bell Gardens, he has stabilized the organization by instituting sound management and business concepts,
executed a three -year plan to increase economic development, created effective public safety programs in
neighborhoods and developed effective administrative systems. The City has experienced a 30% decline in
revenues over the last three years, however, through Mr. Martinez' innovative and resourceful approaches,
they have expanded city services instead of reducing them, and have identified annual on going and
reoccurring revenues of $695,000 and one -time revenues of $1 million. In addition, Bell Gardens has actively
developed a $64 million commercial and retail project.
Professional Accomplishments and Management Style
(Written by Mr. Martinez)
Accomplishments
Financial /Administrative:
❑ Reorganized and changed the organization's culture — Colton, Bell Gardens
❑ Reorganized police department command staff, eliminated two positions with savings created seven
THE CITY OF PALM BEACH GARDENS, FLORIDA 24
master - patrol officer positions — Bell Gardens
❑ Effected financial stability - kept city from filing for bankruptcy, downsized staff by 115 positions,
privatized waste collection, secured 670 million county hospital and cut expenditures by $6.0 million —
Colton
❑ In a period of 22 months I turned the City of Colton from the verge of bankruptcy to having $14 million
in reserves and successfully selling $18 million of revenue bonds for the electric utility - Colton
❑ Expanded city services through a 30% decline in revenues by energizing staff, identifying recurring
revenues of $695,000 and one time revenues of $1.0 million -Bell Gardens
❑ Privatized waste collection department resulting in a $5.0 million pay -out to city and reduced collection
service rates to- residents (see attached article) — Colton
❑ Implemented performance measures to monitor impact of budget expenditures. Reinforcing
accountability for residents — Bell Gardens
❑ Directed installation of two financial accounting systems — Colton, Bell Gardens
❑ Directed installation of telephone /fiber optic cable /geographic information systems - Colton
❑ Developed vision goals and markedly enhanced customer service — San Jose, Colton and Bell
Gardens
❑ Directed successful negotiations with numerous employee units (see attached letter) - Colton, Bell
Gardens
Neighborhoods /Intergovernmental:
❑ Coordinated city services with confrontational, organized confederation of neighborhoods
representing 20,000 residents — San Jose
❑ Negotiated water treatment cease and desist orders with regional and state water control boards -San
Jose, Colton
• Negotiated mitigation for EPA super -fund sites with regional, state, federal and environmental groups
— San Jose
• Established neighborhood revitalization strategy — San Jose
• Established Project Crackdown, neighborhood preservation, community oriented policing — San Jose
• Created Proactive Code Enforcement — Bell Gardens
• Started City Hall in the Neighborhood meetings /Show and Tell — San Jose
• Installed information kiosks in strategic locations throughout the city —San Jose, Bell Gardens
• Expanded municipal transportation trolley system — Bell Gardens
• Initiated "green machine" sweeper, as an adjunct to customary street sweeping program, which
sweeps all sidewalks and alleys — Bell Gardens
❑ Increased street lighting by 60% without increasing rates — Bell Gardens
❑ Implemented 24 hour response for graffiti removal — Bell Gardens
❑ Established youth homework centers — Bell Gardens, San Jose
❑ Established community oriented policing programs /substations — San Jose, Bell Gardens and Colton
Redevelopment/Economic Development
❑ Negotiated construction of a $670 million county hospital otfa Massacre site bringing 1,800 jobs to
the city and a $7 million grant from the county — Colton
❑ Negotiated a $64 million commercial and entertainment complex — Bell Gardens
❑ Implemented an award winning $1.0 million streetscape program incorporating banners, poles,
benches trash receptacles, bus shelters and decorative lighting — Bell Gardens
❑ Enhanced city image by replacing pavement at pedestrian crosswalks with decorative red brick at
major intersections — Bell Gardens
❑ Enhanced streets by replacing all street signage with updated signs — Bell Gardens
❑ Implemented monthly business retention program — Bell Gardens
Management Style
am a progressive manager who is a quick study, self reliant and approachable. Invariably, I transfer these
characteristics to staff, thereby, enhancing their job performance and confidence level. My management style
is to be inclusive, professionally challenging and to listen to all view points offering direction, mentoring or
leadership as needed. I value and include diverse input when evaluating issues, making recommendations
and decisions. In addition I insist that everyone providing input should receive feedback regarding their
contribution. However, once research and analysis has been completed, I expect projects /products to be
THE CITY OF PALM BEACH GARDENS, FLORIDA 25
r
completed quickly, accurately, professionally and succinctly. I do not accept excuses, I follow through with
assignments and expect staff to do the same. Additionally, I manage and, expect staff to do the same, by
being out of the office and in the workplace or community in order to constantly evaluate operations and seek
input from businesses, neighborhoods, residents, staff and other intergovernmental agencies. This
management style has developed and has been refined in fast - paced, professional and complex
organizations.
This style of management enables me to provide effective services to the community and to evaluate staff
performance. I begin by seeking input, listening to all segments, including staff, and soliciting and responding
to their concerns. I provide staff with support in the form of training, resources and updated technology to help
them perform efficiently. In addition, I develop teams to assist those staff members who are not performing
at a superior level thereby diversifying the skills and knowledge. 1 also identify individuals who are high
achievers who have been held back and remove barriers to help them succeed. I coach, mentor, direct,
manage and lead staff depending on the circumstance. However, once an assignment has been given, I
demand follow through. Work products /projects are expected to be accurate, professional, completed on time
with appropriate options. 1 am keenly aware of the productivity level expected from individuals in various
disciplines. I am able to determine if individuals are over compensated in view of their work product and,
conversely, am able to see if people are under valued. This has been a result of my experience in various
organizations where I have learned that the old adage that "we have always done it this way" is not always
accurate. I have discovered a myriad of options which enhance staff productivity while providing services for
businesses and residents.
SUMMARY OF REFERENCE COMMENTS AND SMC RECOMMENDATION
Mr. Martinez's references include present and previous superiors, subordinates and professional colleagues.
The period of observation is more that fourteen years. References' comments are consistent with each
other. Accordingly, Mr. Martinez' strengths include interpersonal skills, technical proficiency, budget and
finance, organization and administration, visioning and problem solving. His is said to be bright, energetic,
goal driven, direct, tenacious and an effective change agent. References further describe him as straight
forward, honest and ethical. References told us that Mr. Martinez' has a "mentoring" management style.
He is a team builder and a strong advocate of staff development. He expects staff members to "get on board
and pull their weight" and can make tough decision when need be.
We have found Mr. Martinez to be well qualified to be the next City Manager of Palm Beach Gardens and are
proud to recommend him to the Council.
THE CITY OF PALM BEACH GARDENS, FLORIDA
Q.-
NABAR ENRIQUE MARTINEZ
1155 North La Cienega Boulevard, Apartment 1111
West Hollywood, Californi4 90069
Residence (310) 360 -0187 / Facsimile (310) 360 -0575
EMPLOYMENT
1996 — Present City of Bell Gardens, California (45,000)
Citv Manager and RDA Executive Directpir — Report to a five member City Council in a contract city with its own
police department. Manage a staff of 220 employees with an annual operating budget of $27 million. Developed and
instituted efficiency and effectiveness program performance measures. Responsible for the delivery of city services
including Budget, Finance, Data Services, Community Development, Public Works, Planning, Personnel, Police,
Community and Recreation Services, Economic/Redevelopment and Water. Developed a three -year plan to increase
economic development, improve public safety in neighborhoods and streamlined administration. Preliminary milestones
include: Development of plans for a $64 million commercial and entertainment complex, installed an award winning $1
million streetscape program, developed two multi- department programs to reduce youth gangs and crime in
neighborhoods, purchased a new financial accounting system, increased staff productivity and developed consensus at the
policy level.
1994-1996 City of Colton, California (45,0001
Citv Manager and RDA ExecutivC pircctOr — Reported to a seven member City Council in a full service city. Managed
a staff of 400 and a budget of $79.9 million. Responsible for the delivery of city services including: Budget, Finance,
Data Services, Community Development, Public Works, Planning, Personnel, Police, Fire, Neighborhood Services,
Building Maintenance, Streets & Parks, Library, Refuse & Recycling, Electric, Water, Wastewater, and
Economic /Redevelopment Agency; negotiations with six employee collective bargaining units. Prevented the City from
declaring bankruptcy by developing a Fiscal Health Plan, which required downsizing of 115 positions and over $6 million
in other reductions. Identified substantial recurring revenues to fund recurring expenditures, created reserves and retired
debt. Revived stalled negotiations with the County for a new $670 million County medical facility transferring 1,800 jobs.
As a result of negotiations, the County provided the City with a $7 million grant for infrastructure costs.
Outsourced/privatized municipal refuse and recycling operations resulting in a $5 million payment to the City and a lower
monthly customer service rate. Evaluated impact of deregulation on electric utility, explored opportunities for expanding
the utility's service area. Developed high performance teams to create and execute citywide strategic plans for economic
development, installation of a fiber optic loop, geographic information system, financial accounting computer system, e-
mail network, computer kiosks and Internet access. Implemented Performance Audit program for specific departments.
Negotiated two wastewater plant cease and desist orders with regional water control board, resulting in one order being
lifted and other under negotiation. Directed construction of $4.4 million community center.
1993-1994 San Jose, California
Consultant — Developed reorganization plans and proposals for venture capital clients in the international business sector.
1989-1993 City of San Jose, California (815,000)
Deputy City Manager — Matrix managed and coordinated multi- discipline service delivery from City departments
comprising of 2,000 employees and budgets totaling $170 million. These multi- department services were linked with
community oriented policing, county agencies, community groups and school districts. The concerns addressed included
zoning, streets, gangs, crime, drugs, code violations, blight, and environmental issues. Responsible for a standing City
Council policy committee. Directed storm -water non -point source program in 1989. Developed and implemented a
program for Deputy City Manager review of police misconduct complaints in concert with the Police Department's
Internal Affairs Office. Managed City services relative to the $5 million Alviso Neighborhood EPA Superfund Site.
Developed a plan for removal of all underground fuel storage tanks. Lead a 1989 effort to secure a National Pollution
Discharge Elimination System Permit for the water treatment plant. Negotiated 1989 extension to the City's Refuse and
Recycling Contract. Directed Project Crackdown, a program which improved neighborhoods and downtown by
eliminating gangs and reducing blight and crime. Directed the development of a neighborhood revitalization strategy,
which designated neighborhoods into four categories based on services needed. Successfully coordinated City services
with a confederation of organized neighborhood groups, representing 20,000 residents. Directed resolution of complex
environmental (air quality, asbestos, storm water, etc.) and zoning issues. Developed the City's first Neighborhood
Services Action Center, a multi- department effort in the Santee neighborhood. The Center was effective in reducing crime
and blight. Initiated a similar center in the Poco -Way neighborhood. Managed City departments involved in the Mayor's
Gang Task Force. ,
THE CITY OF PALM BEACH GARDENS, FLORIDA 27
NABAR ENRIQUE MARTINEZ — continued
1986-1989 City of Lubbock, Texas (189,000)
Assistant City Manager — Managed 250 employees in the following departments in a full service city: Budget and
Research, Administrative Services, Communications, Fleet Management, Building Services, Emergency Operations, and
Personnel. Downsized the Personnel Department by two positions. Introduced computers to the Budget and Personnel
Departments. Developed comprehensive maintenance programs for vehicle fleet and City buildings. Building
Maintenance included HVAC, boilers, computer wiring and elevators. Responsible for the Risk Management program.
Developed a community outreach plan for the City's television cable channel. Negotiated change in insurance carriers
resulting in a first year savings of $500,000. Directed training for customer service and the City's Mission and Values.
Directed development and monitoring of operating and capital budgets totaling $187 million. Directed review of efficiency
and effectiveness performance measures and revenues. Organized the City's annual budget presentation and directed
development of the first policy budget. The Council used this budget to review: police staffing, street resurfacing,
wastewater, water supply and funding sources before including these in the operating or capital budgets. Planned and
implemented downsizing efforts. Consolidated airport's custodial and maintenance services with the City's Building
Services Department resulting in a savings of $50,000 and greatly improved service to airport tenants, including the major
air carriers. Implemented a separate reduction in force of eight positions, a savings of $250,000. Directed consolidation
and streamlining of police, 9 -1 -1, fire and City telephone service into an emergency dispatch communications center. Two
police sergeant positions were eliminated. Net savings for first year was $100,000.
1984-1986 City of Dallas, Texas (960,000)
Manager pf Administratipiq — Managed 60 employees and provided administrative support for the Department of Housing
and Neighborhood services (370 employees). Prepared, directed and controlled C.D. and G.F. budgets totaling $14
million. Monitored and authorized budget expenditures throughout the year. Responsible for organizing and presenting
Department budget to the City Manager. Supervised execution of Redevelopment/Economic Development and Infill
housing contracts. Responsible for monitoring and developing the Department's efficiency and effectiveness performance
measures. Member of a team that implemented Dallas' financial accounting system. Directed data services performance
audits, payroll, personnel, training, quality circles, and vehicle fleet. Planned and implemented downsizing efforts,
resulting in 45 employees being laid off and a savings of $1.2 million. Drafted and implemented productivity
improvements resulting in cost savings. Introduced computers to several divisions resulting in staff absorbing additional
work, increasing services to citizens and a savings of $35,000. Organized the administrative functions of South Dallas
Economic Development Corporation, a $7 million non - profit corporation funded by the Housing Department to attract
business to South Dallas. Managed a $2 million grant (UDAG) which was a partnership between the City of Dallas, a
development corporation and the Federal Government. Developed a truck terminal with a day -care center. Monitored a
$200,000 Maple Street Retail Revitalization Project — improvement to business building facades.
1981-1984 City of Dallas, Texas
Budget Analyst — City Manager's Office of Budget and Research. Analyzed operating budgets for Police, Fire, Water,
Parks, ng, Streets /Sanitation, and Finance totaling $305 Iuillion. Developed efficiency and effectiveness
performance measures for assigned departments. Performed financial control activities and revenue projections totaling
$370 million. Other duties included supervision of support staff (15), performing various financial studies, directing of
quality circle and developing a system for evaluating staff performance. Directed studies, which reduced red tape and staff.
Managed the City's multi - billion dollar Risk Management Program. This required the development of maintenance and
safety programs. Maintained the $6 million Area Redevelopment Contract, a public /private partnership which encouraged
inner -city redevelopment of 200 high -end housing units.
EDUCATION AND HONORS
Master of Public Administration, May 1981 Texas Tech University Lubbock, Texas
Bachelor of Arts, May 1979 Texas Tech University Lubbock, Texas
Leadership Dallas — Graduate of Dallas Chamber of Commerce 1982 Leadership Class.
Presidential Management Intern — Selected by the U.S. Office of Personnel Management in 1981.
THE CITY OF PALM BEACH GARDENS, FLORIDA 28
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. SCOTT MILLER
PERSONAL
Address: 1966 Mercer Avenue
College Park, Georgia 30337
Telephone: Home: (404) 767 -9872
Work: (404) 669 -3756
Social Security Number: SS # 179 -42 -1823
EDUCATION
Master of Public Administration - 1974
University of Pittsburgh; Pittsburgh, PA
Bachelor of Arts in Business Administration - 1972
Ohio Northern University; Ada, Ohio
SUMMARY OF RELATED EXPERIENCE
1994 to Present CITY OF COLLEGE PARK, GA
Population: 20,000
City Manager
1990 to 1994 CITY OF BOYNTON BEACH. FL
Population: 48,000
City Manager
1985 to 1989 CITY OF OAKLAND PARK, FL
Population: 2b,U00
City Manager
1982 to 1985 CITY OF-WILTON MANOR, FL
Population: 12,500
City ManagerlTreasurer
1979 to 1982 CITY OF EAST POINTE, MI
Population: 38,200
City Manager /Clerk
1976 to 1979 LOWER PROVIDENCE TOWNSHIP, PA
Population: 18,000
Township Manager
1974 to 1976 MONROEVILLE, PA
Population: 3z,uuu
THE CITY OF PALM BEACH GARDENS, FLORIDA 30
1974 to 1974
COMPENSATION
Comparable Organization
Comparable Position
Population
Governing Body
Number of Employees
Budget
Growth Management Experience (Y /N)
Assistant to the Manager /Finance Director
UPPER ST. CLAIRE TOWNSHIP, PA
Population: 18,509
Administrative Assistant
City of College Park, GA
City Manager
20,000
Directly elected Mayor and four council members,
elected by ward to four year overlapping terms
360
$62 M
Yes
Compensation Mr. Miller presently earns an annual salary of
$89,500. He is also provided with a $4,800 annual
vehicle allowance, 12.25% in deferred
compensation and a $2,400 utility allowance.
THE CITY OF PALM BEACH GARDENS, FLORIDA 31
SMC EVALUATION - J. SCOTT MILLER
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mr. Miller has a Master of Public Administration degree from the Graduate School of Public and International
Affairs at the University of Pittsburgh and a Bachelor of Arts degree in Business Administration from Ohio
Northern University.
His present professional and civic affiliations and activities include:
• International City /County Management Association
• Georgia City /County Management Association
• Rotary Club of Atlanta Airport/East Point
• South Fulton Area Chamber of Commerce
• Airport Area Chamber of Commerce
• Clayton County Chamber of Commerce
SUMMARY OF RELATED EXPERIENCE
Mr. Miller has about twenty -seven years of municipal management experience which includes twelve years
as a municipal manager in South Florida. He was a Palm Beach County city manager for more than four
years (Boynton Beach). He has always been attracted to cities which challenge his skills and provide the
opportunity for him to grow professionally. He is happy in his present job but wants to return to Florida and
views he Palm Beach Gardens as an excellent professional career opportunity. Mr. Miller believes that he
possessed the qualifications and experience that such a position demands in the ability to manage quality
level municipal services to the community. During his tenure as a City Manager, he has been involved in the
management and delivery of virtually all forms of municipal services, including power supply and distribution,
water treatment and distribution, sewage treatment and distribution, golf course, beaches, convention center,
cemetery, economic development, etc. He spent close to 12 years as a City Manager in the State of Florida,
serving three cities and is quite familiar with the governing statutes, including the growth management act and
the solid waste disposal act.
Mr. Miller is a results- oriented administrator who prefers to operate from a set of goals and objectives
developed through a consensus building process of the elected body and the department directors. He places
a very strong emphasis on customer service and effective and efficient municipal service delivery.
Professional Accomplishments and Management Style
(Written by Mr. Miller)
Accomplishments
Major Accomplishments - City of College Park, GA
Recently negotiated an agreement between the City of Atlanta, Hartsfield Atlanta Airport and the City of
College Park whereby (1) the Airport obtains the approval for the construction of a Fifth Runway within a
portion of College Park as well as condemnation powers within the project area from College Park, and (2)
College Park obtains the replacement of its Convention Center, the location of the rental car facilities from the
Airport to a designated development area, and lastly, compensation for lost revenues in the project area from
the Airport.
Successfully negotiated with the City of Atlanta reference the transfer of hundreds of acres of lands in the
City's designated redevelopment areas owned by Atlanta to the College Park Business and Industrial
Development Authority through agreement for the purpose of redevelopment.
Participated in the development of strategies reference the City's stranded investment in the Power
Department due to its excess power position, and fully coordinate negotiations for all major off system sales
of power to businesses and power entities throughout the State of Georgia.
THE CITY OF PALM BEACH GARDENS, FLORIDA 32
Coordinated a building/redevelopment program to construct a new Public Safety Complex - Police, Fire, EMS,
Jail, Court and Communications (plan and specification stage) in the Downtown and to redevelop and
rehabilitate the City's Downtown Main Street area (master plan completed).
Coordinate and monitor five major development/redevelopment, public- private partnership projects, ie.
Gateway Project (a newly constructed Convention Center, four hotels, two office buildings and a consolidated
car rental facility tied into the Airport with an above ground APM), Princeton Village (a mixed use traditional
neighborhood development), Manchester North (a mixed use development integrated around an 18 -hole golf
course), Loudermilk - Rohrig Development (a downtown mixed use development), and Hicks Development
(commercial parking lot, office building and several hotels).
Coordinated the development of regulations and standards for a Hospitality District (provisions for hotels and
motels), Transportation District (parking lots, rental car facilities, etc.), Downtown Historical District and
Traditional Neighborhood District (TND); and zoned areas respectively throughout the City.
Major Accomplishments - City of Boynton Beach, FL
Established financial stability through the principles of downsizing, staff reorganization, reduction in personnel,
and initiation of new revenue sources.
Continued the City's building program through the construction of a Fire Station (full - service substation) and
Recreation /Activity Center, addition to the City's Tennis Center, and the development and construction of a
minority area regional park and a community center.
Successfully negotiated contracts with three (3) adjoining communities to provide emergency medical services
and advanced life support (ALS) to their residents (one town included fire services).
Coordinated six (6) bond issues to generate dollars for capital projects and/or to provide savings through lower
interest rates - an $8 million judgement against the City, a $33 million utility issue (new money for a water
treatment plant), a $10 million general obligation refinancing (lower rate), a $60 million utility refinancing (lower
rate), a $4.4 million golf course refinancing (plus new money for greens resurfacing and reconstruction), and
a $20.6 million public service tax refunding (lower rate).
Spearheaded enhancements to the existing Water Treatment Plant (21 mgd), including Aquifer storage and
recovery (ASR) and the construction of a new western Water Treatment Plant (4 mgd initial with growth to 16
mgd).
Introduced the need for a stormwater management plan and stormwater utility fee.
Attained various grants for highway beautification projects (FDOT), construction of public improvements and
infill housing in the low- income, blighted area of the City (Community Development Block Grant program),
preservation of historic schools (State Division of Historical Preservation), and development of a park through
a mangrove preserve area (DNR).
Coordinated and directed the streamlining of the developmental process, including the departments of
Building, Planning/Zoning and Engineering.
Established the need to pursue the development of several neighborhood parks, another regional park, and
a waterfront park.
Coordinated the resurfacing and restructuring of the greens and several fairway improvements at the City's
championship golf course.
Major Accomplishments - City of Oakland Park, FL
Established a Fire Prevention Bureau and inspections program, and a Traffic Unit.
Coordinated the development of a comprehensive computer system to serve the Community Development
THE CITY OF PALM BEACH GARDENS, FLORIDA 33
departments and the Public Safety Department (computer -aided dispatch)
Developed through staff and consultants, a comprehensive master drainage program for the entire City,
including the implementation of a drainage construction and maintenance crew.
Introduced the need for, and subsequently implemented, a City -wide stormwater utility fee as a source of
revenue to finance stormwater construction projects and maintenance.
Upgraded through Staff the 5 -year Capital Improvement Program, including drainage, roads, water, sewer,
parks and buildings.
Organized and coordinated a program of renovating city buildings, including the library, City Hall, Wastewater
Treatment Plant for office /storage use, maintenance building, and community center.
Developed and implemented one of the first 3- source recycling programs (newspaper, glass and aluminum)
in the State of Florida, including the collection, separation, packaging, marketing, and distribution of product.
Attained several grants (Department of Environmental Regulation and Community Development Block Grant
Program) for the construction of two sewer collection systems, and in coordination with these contracts
upgraded the water distribution systems.
Major Accomplishments - City of Wilton Manors, FL
Implemented an annual comprehensive road resurfacing and drainage program.
Developed planning and financing for the construction of an addition to the City Police Department and the
construction of a Parks Maintenance building.
Assisted and spearheaded the development of a $1.25 million road improvement and streetscape project with
75% State and 25% City funding.
Drafted a Charter Amendment for referendum on direction of Council to change the form of government of
the City from a strong Mayor - Council to a Council- Manager form (passed in November 1984); and
subsequently led the transition.
Reinstated the planning and design for a $3.5 million city -wide water line replacement project.
Major Accomplishments - City of East Pointe (formerly East Detroit), MI
Reduced City personnel more than three years from over 200+ to 172 employees and successfully
reorganized and streamlined the departmental staff. - -
Introduced the need fora Master Plan and implemented a Downtown Redevelopment Plan for the Central -City
Business District area. Successfully brought in businesses to the central core area of the City.
Implemented and administered a public relations and informational program which afforded commercial and
industrial businesses tax incentives for the redevelopment of their respective physical plant. Successfully
retained numerous businesses from relocating from the City.
Wrote a Senior Citizen Housing Project (low- income elderly) grant proposal with HUD, which proposal was
successful in doubling the housing units in the City.
Initiated a city -wide water line leakage and repair program which resulted in substantial cost savings.
Purchased a 100,000 square foot vacant Junior High School from the School District and converted said
structure to a community center.
Conducted a City news program on Cable TV every other week to inform the public of newsworthy items from
THE CITY OF PALM BEACH GARDENS, FLORIDA 34
City Hall.
Major Accomplishments - Lower Providence Township, Norristown, PA
Established the first Parks and Recreation Department and coordinated the construction of a community park
(through two State grants) on approximately 30 acres.
Developed a Subdivision and Land Development Ordinance that set standards for the development of land
and the construction of public improvements, due to the extreme growth and development occurring in the
Township at that time. Managed and coordinated some 50 subdivisions over the three (3) years.
Completely revised the residential, mobile home and industrial zoning district standards and regulations to the
Zoning Code, and updated the building, plumbing and electrical codes.
Initiated the planning and financing for the construction of a new Town Hall facility, and subsequently oversaw
the building of the complex.
Modernized the City's Community Center through a Community Development Block Grant program.
Established a system of financial accounting and budgeting.
Management Style
My management style can be said to be a "participatory management" one. Of all the management
philosophies, principles and practices existent today in our business and governmental world, I believe that
the three most important management traits in providing a sound, effective and efficient organization are
teamwork, communication and responsiveness. Teamwork consists of everyone in the organization working
with each other in unity for the common good of the community. Communication consists of everyone in the
organization, including the residents, being kept fully informed on what is happening in the various City
departments and the status of various projects being undertaken in the community. Responsiveness consists
of everyone in the City organization being attentively responsive to the needs of others, both within the
organization and in the community (customer service). I continuously practice these three management traits
and I expect all others in the City organization to do the same.
I am a results- oriented administrator who definitely prefers to operate and manage from a set of goals and
objectives (short term and long term) that have been developed through a consensus building process of the
elected body, the department directors and the residents of the community. I delegate work to the department
heads and allow them to perform their jobs, however, I do monitor their progress periodically in order to insure
that the work is done correctly and in a timely manner. I don't like to micro manage, but if the need arises I
will jump in and get involved in order to get the job done. I place a very high emphasis on the entire
organization providing an effective and efficient municipal service delivery to the residents of the community.
SUMMARY OF REFERENCE COMMENTS AND SMC RECOMMENDATION
Mr. Miller's references include a former member of the College Park Planning Commission, professional
colleagues from Florida and Georgia, former subordinates and the former bond counsel for Boynton Beach.
The combined period of observation of this candidate is about seventeen years. Observations among the
references are highly consistent. Accordingly, among Mr. Miller's professional strengths are excellent
organizational and management abilities, verbal and written communication skills, budget and financial skills,
growth management, collaboration /negotiation skills and community visioning. Mr. Miller is known as a
change agent, we were told that "he gets things done." His style is described as "hands on" he is said to exert
a "strong leadership presence" and he id detail oriented. In spite of these traits, we were told that he does
delegate effectively and that he is not a "micro manager." One reference added that less challenged
subordinates might see him as a micro manager.
References added that Mr. Miller has a strong commitment to municipal management. He is able to balance
multiple projects effectively and he works extremely hard. We have found him to be well qualified for the
position of City Manager of Palm Beach Gardens and are proud to recommend him to the City Council.
THE CITY OF PALM BEACH GARDENS, FLORIDA 35
J. SCOTT MILLER
1966 Mercer Avenue
- College Park, Georgia 30337
(404) 767 -9872
CAREER SUMMARY
A proven professional with 23 years of progressively responsible experience in public management as a
chief administrative officer of a city. Major strengths found in team building, community relations,
strategic planning, and financiallbudget management. Additional skills in organization management and
development, growth management, collective problem solving, and interpersonal relations and
communications.
PROFESSIONAL EXPERIENCE --- -_____ ___— _______--------- - - ----
CITY MANAGER May 1994 to Present
CITY OF COLLEGE PARK, Georgia (population 20,000)
A full service city, including power distribution (electricity), comprising 8.5 square miles and located
seven (7) miles south of the City of Atlanta. The City owns and operates the second largest convention
center in the State of Georgia (Georgia International Convention Center) totaling 355,000 square feet
under roof.
The major facility of Hartsfield Atlanta International Airport, the largest airport in the U.S., is located
within the corporate limits of College Park. A transitional community over the years, the City has
changed from a residential base to one of commercial/light industrial. The City is known as a "hospitality
community" due to its 29 hotels /motels situated within its boundaries.
The 1999 annual All Funds Budget totals $62 million with 360 employees (full -time and part- time).
Several major accomplishments include:
• Participated in the development of strategies reference the City's stranded investment in the Power
Department due to its excess power position, and fully coordinate negotiations for all major off
system sales of power to businesses and power entities throughout the State of Georgia.
• Successfully negotiated with the City of Atlanta reference the transfer of hundred's of acres of
lands in the City's designated redevelopment areas owned by Atlanta to the College Park Business
and Industrial Development Authority through agreement for the purpose of redevelopment.
• Coordinated a building/redevelopment program to construct a new Public Safety Complex - Police,
Fire and EMS (plan and specification stage) in the Downtown and to redevelop /rehabilitate the
City's Downtown Main Street area (rehabilitation underway).
• Presently negotiating with the City of Atlanta reference College Park being made completely and
financially whole in exchange for Atlanta's plans to build a fifth runway within the southern part of
the City's corporate limits; which airport development has eliminated 2 residential communities to
date and will take out 103 businesses within the next year. Organized the completion of an impact
study to measure the financial/economic impacts of the proposed fifth runway.
CITY MANAGER January 1990 to May 1994
CITY OF BOYNTON BEACH, Florida (population 48,000)
THE CITY OF PALM BEACH GARDENS, FLORIDA 36
At that time a growth community (residential and commercial development and annexation) comprised of
15.5 square miles. A full service city including a joint sewage treatment plant (24 mgd), two (2) water
treatment/processing plants (25 mgd), a public cemetery, a public beach, and a public golf course (27
holes).
The 1994 annual All Funds Budget totaled $62 million with 814 employees (full -time and part-time) and
five (5) recognized collective bargaining units. Several major accomplishments included:
• Established financial stability through the principles of down - sizing, staff reorganization, reduction
in personnel, and initiation of new revenue sources.
• Continued the City's building program through the construction of a Fire Station (full- service sub-
station) and Recreation/Activity Center, addition to the City's Tennis Center, and the development
and construction of a minority area regional park with a community center.
• Successfully negotiated contracts with three (3) adjoining communities to provide emergency
medical services and advanced life support transport to their residents (one town included fire
services).
• Coordinated six (6) bond issues to generate dollars for capital projects and/or to provide savings
through lower interest rates — an $8 million judgement against the City, a $33 million utility issue
(new money), a $10 million general obligation refinancing (lower rate), a $60 million utility
refinancing (lower rate), a $4.4 million golf course refinancing (plus new money), and a $20.6
million public service tax refunding (lower rate).
CITY MANAGER December 1985 to December 1989
CITY OF OAKLAND PARK, Florida (population 25,000)
A full service city comprised of 7.5 square miles and located between the City of Ft. Lauderdale and the
City of Pompano Beach. The 1989 annual All Funds Budget totaled $24 million with 320 (full -time)
employees and two (2) bargaining units. Major accomplishments included:
• Coordinated the development of a comprehensive computer system to serve the Community
Development Departments and the Public Safety Department (computer aided dispatch).
• Developed through staff and consultants a comprehensive master drainage program, including the
implementation of a drainage construction crew. Introduced the need for, and subsequently
implemented, a stormwater utility fee as a source of revenue to finance stormwater construction and
maintenance.
• Upgraded through staff the 5 year Capital Improvement Program, including drainage, roads, water,
sewer, parks and buildings.
• Organized and coordinated a program of renovating city buildings, including the Library, City Nall
(plan and spec stage), closed Wastewater Treatment Plant for officelstorage use, Maintenance
Facility, and Community Center (plan stage).
CITY MANAGER/TREASURER November 1982 to November 1985
CITY OF WILTON MANORS, Florida (population 12,500)
An inland island community comprised of 2 square miles, surrounded by water, and located north of the
City of Ft. Lauderdale. General services provided the community. The 1985 annual All Funds Budget
totaled $8 million with 71 employees and two (2) bargaining units. Several accomplishments included:
THE CITY OF PALM BEACH GARDENS, FLORIDA 37
• Developed planning and financing for the construction of an addition to the City's Police
Department and the construction of a Parks Maintenance building.
• Assisted and spearheaded the development of a $1.25 million road improvement/streetscape project
with 75% State and 25% City funding.
• Drafted -a Charter Amendment for referendum on the direction of the Council to change the form of
government of the City from a strong Mayor - Council to a Council- Manager form (passed in
November 1984); and subsequently led the transition.
• Reinitiated the planning and design for a $3.5 million city -wide water line replacement program.
CITY MANAGER/CLERK I October 1979 to October 1982
CITY OF EASTPOINTE (formerly East Detroit), Michigan (population 38,200)
A full service city comprised of 5.5 square miles and located immediately north of the City of Detroit.
The 1982 annual All Funds Budget totaled $11.5 million with 172 employees and six (6) recognized unions.
Several accomplishments included:
• Reduced City personnel over three years to 172 employees and successfully reorganized the
depa imental staff to effect dollar savings.
• Introduced the need for a Master Plan and implemented a Downtown Redevelopment Plan for the
Central -City Business District. Successfully brought in businesses to the central core.
• implemented and administered a public relations and informational program which afforded
commercial - and industrial . businesses tax incentives for the redevelopment of their respective
physical plant. Successfully retained numerous businesses from relocating from the City.
• Wrote a Senior Citizen Housing Project (low- income elderly) grant proposal with HUD, which
proposal was successful in doubling the housing units.
TOWNSHIP MANAGER June 1976 to August 1979
LOWER PROVIDENCE TOWNSHIP, Norristown, Pennsylvania (population 18,000)
A growth community at that time comprised of 17.5 square miles and located immediately north of Valley
Forge. The 1979 general operating budget was $1.4 million with 37 employees and two (2) recognized
bargaining units. Several accomplishments included:
• Established the first Parks and Recreation Department and coordinated the construction of a
community park (through two State grants) on approximately 30 acres.
• Developed a Subdivision and Land Development Ordinance that set standards for the development
of land and the construction of public improvements, due to the extreme growth and development
that was occurring at that time. Managed and coordinated-some 50 subdivisions over the three
years.
• Completely revised the residential, mobile home and industrial zoning district standards and
regulations to the Zoning Code, and updated the building, plumbing and electrical codes.
• Initiated the planning and financing for the construction of a new Town Hall facility, and
subsequently built the complex.
ASSISTANT TO THE MANAGER/FINANCE DIRECTOR November 1974 to June 1976
MONROEVILLE MUNICIPALITY, Pennsylvania (population 32,000)
Acted in a dual role capacity as Director of Finance and the Municipal Manager's assistant. Work
involved the responsibility of planning, directing, and coordinating fiscal administration; performing
managerial analysis; and assisting the Manager in the execution of his administrative duties.
THE CITY OF PALM BEACH GARDENS, FLORIDA 38
ADMINISTRATIVE ASSISTANT April 1974 to November 1974
TOWNSHIP OF UPPER ST. CLAIR, Pittsburgh, Pennsylvania (population 18,500)
In addition to assisting the Manager in daily municipal activities, responsibility was centered toward
overseeing the operation of the Police Department; which department was at the time without a Police
Chief/Director.
ADMINISTRATIVE INTERN May 1972 to April 1974
TOWNSHIP OF UPPER ST. CLAIR and
TOWNSHIP OF MOUNT LBRANON, Pittsburgh, Pennsylvania (population 42,000)
EDUCATION -- -- ---- - ---- --
UNIVERSITY OF PITTSBURGH August 1974
• Graduate School of Public and International Affairs, Master of Public Administration (,'IPA)
OHIO NORTHERN UNIVERSITY
• Bachelor of Arts (BA), Major in Business Administration
OTH RR RFi.RVANT INFORMATION ------------ ------ -----_--------- �w�_____ --
PROFESSIONAL AFFILIATIONS
• International City /County Management Association
• Georgia City/County Management Association
OTHER ORGANIZATIONS
• Rotary Club of Atlanta Airport/East Point (Paul Harris Fellow), President
• South Fulton Area Chamber of Commerce
• Airport Area Chamber of Commerce, 2d Vice President
• Clayton County Chamber of Commerce
November 1972
THE CITY OF PALM BEACH GARDENS, FLORIDA 39
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® AVID H. READY
PERSONAL
Address:
Telephone:
Social Security Number: -
870 Schafer Street
Flint, Michigan 48503
Home: (810) 235 -4968
Work: (810) 766 -7346
SS #297 -68 -9339
EDUCATION
Master of Arts in Urban Affairs and Public Administration - 1988
University of Akron; Akron Ohio
Bachelor of Arts; Political Science -1982
Kent State University; Kent, Ohio
SUMMARY OF RELATED EXPERIENCE
1992 to Present
1984 to 1991
1998 to 1991
1984 to 1988
COMPARABLE DATA
Comparable Employer
Comparable Position
Governing Body
Number of Employees
Budget
Growth Management Experience (Y /N)
Compensation
CITY OF FLINT, MICHIGAN
i n: I 4b,UUU
City Administrator
CITY OF CANTON, OHIO
opu a ion: 90,000
Deputy City Administrator for Budget and Economic
Development
Special Assistant to the Mayor
City of Flint, Michigan
City Administrator
Strong Mayor and Legislative City Council
1,500
$264 M
Yes
Mr. Ready presently earns an annual salary of
$109,905.
THE CITY OF PALM BEACH GARDENS, FLORIDA 41
SMC EVALUATION DAVID H. READY
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mr. Ready is completing his Ph.D in Political Science and Public Administration at Wayne State University in
Detroit. He holds a Juris Doctorate degree from the University of Akron, a Master of Arts degree in Urban
Affairs and Pubic Administration from the University of Akron and a Bachelor of Arts degree in Political
Science from Kent State University.
His past and present professional affiliations and activities include:
• International City /County Management Association
• National League of Cities - Urban Poverty Policy Committee
• Michigan Municipal League - Urban Policy and Legislative Affairs Committee
• American Society for Public Administration - Policy Issues Committee
• Council of Public Institutional Investors - Executive Committee
• Flint/Genessee County Mass Transportation Authority - Executive Committee
• Genessee County Mental Handicapped Citizens - Board of Directors
• Canton, Ohio Homeless Task Force - Board Member
• Women's Shelter of Greater Flint - Board Secretary
• Food Bank of Eastern Michigan - Board of Diectors
• Vision One, Downtown Planning Committee of Akron, Ohio - Board of Directors
SUMMARY OF RELATED EXPERIENCE
Mr. Ready offers about fifteen years of progressively responsible experience in municipal government
management. His education includes a Juris Doctorate, a Master's degree in Public Administration and a
Bachelor's degree in Political Science. He is currently completing a Ph.D. degree in Public Administration.
He is now the City Administrator of Flint, Michigan. Flint uses the "strong mayor" form of government and Mr.
Ready works for and serves at the pleasure of the Mayor. The City Council in Flint is legislative. Mr. Ready
is relied upon by the Mayor to manage the day - today workings of the government. Part of his job is to work
closely with the Council to craft legislation and policy which meet the needs of both the executive and
legislative branches of government. His accomplishments are enumerated on his resume and below.
Flint was the home of "Buick City" formerly one of the largest General Motors industrial facilities in the Country.
GM recently closed the facility leaving the City with the complex task of rethinking its purpose and developing
and implementing a program to redesign the social and economic future of the City. Mr. Ready has been in
the heart of this process.
Accomplishments
Professional Accomplishments and Management Style
(Written by Mr. Ready)
DAVID H. READY
Palm Beach Gardens - City Manager Search
Response to "Recruitment Profile"
In response to the "Recruitment Profile," the following narrative is a brief summary of my education, local
government experience, and management style. I chose several areas in which to illustrate my ability with regard to Palm
Beach Gardens' issues and opportunities. I could have written much more, however, length considerations dictated a
summary version. Thank you for your consideration. I'm looking forward to the opportunity to discuss these issues with
you in further detail.
EDUCATION
I've placed a high personal value on educational preparedness as a professional in the public administration
field. The combination of a Master's Degree in urban affairs, a Juris Doctorate, and as a Ph.D. candidate in public
THE CITY OF PALM BEACH GARDENS, FLORIDA 42
administration, has allowed me a formal context for understanding the administrative, organizational, and legal issues
of local government. This has been particularly useful with regard to quality management, decision making, policy
analysis and implementation, and organizational development practices.
Further, relative to continuing education at city hall in Flint, we have institutionalized ongoing employee training
into department budgets, particularly in the area of new technology applications. Personally, I maintain a strong record
of training in the areas of customer /quality service, public administration/personnel law, and public finances. One
particular training session of note was my participation at Harvard's week long public executive management seminar;
"Leadership in the 21" Century, Chaos, Conflict and Courage."
EXPERIENCE
Strategic Planning: As a basic core process for all policies ranging from departmental goals to economic
development, strategic planning has been a hallmark of my tenure in Flint. Citizen participation plays a significant role
in our planning process as we have cultivated over 100 neighborhood association groups. Through public forums such
as City Council Hearings, our "Open Door" meetings, "Mobile City Hall's," etc., our strategic planning is inclusive of
community interests and goals. Also, growth management and land use is an integral part of this process, particularly
as it relates to our comprehensive plan. My role is to imbue the organization with an implementation strategy building
resource sufficiency, organizational capacity, and community support.
Financial Management: As City Administrator, and Chairman of the City Pension Fund, I oversee budgets
of $265 0-11-ion-operating/capital, and $920 million in pension funds. The city budget in Flint was far from healthy when
I became City Administrator in 1992. The general fund was in a deficit position, and the pension fund was underfunded
with half the value it enjoys today. My role has been to strengthen the city's financial position without reductions in
services, or increased tax revenues.
Through a process of citywide government "reinvention," I worked to significantly improve the city's financial
health through programs such as privatization of several functions (with union support), quality /efficiency management
teams, an early retirement program, union contract renegotiating (Flint has 5 bargaining units), and substantial increases
in grant funding (over $70 million since 1993). The result has been seven consecutive balanced budgets, an upgraded
bond rating, and a pension fund expected to reach the $1 billion mark within a year.
Technology: Technology implementation and its subsequent application are essential components of Flint city
government. Our goal has been to utilize technologies in a "workable" manner beneftting citizen interaction with city
hall, improved customer service/satisfaction, internal efficiencies, and as an economic/community development tool.
Some examples of my technology involvement in Flint include the following:
- Citywide implementation of "Peoplesoft" financial and HR systems.
- GIS overlays for utilities, building inspections, housing, and zoning.
- Citywide Y2K upgrades. . -
- Initiated process for our "Customer Center" to become Internet interactive.
- Implementation of a new utility billing system.
- Radio transmitter water meters for residents.
- Implemented the exploratory process for a city fiber optic cable network.
- Created the most technologically advanced 911 emergency center in the State.
- Partner in the new $34 million "Regional Technology Center" training facility.
Infrastructure: My experience with regard to infrastructure ranges from instituting it conceptually as an
economic/community development tool, to maintaining over 500 miles of city streets and utility lines. Flint (founded
in 1855) has an aging infrastructure which requires tremendous resources and planning to keep up with our quality of
life, and growth issues. Through our capital improvement process we address infrastructure with assessments of current
conditions, prioritization, funding issues, and new housing/commercial requirement forecasts. I would note that citizen
participation plays a large role here both in terms of our budget process, and through our strong network of neighborhood
associations. The end result is a strategic planning program addressing community wide infrastructure improvement with
flexibility to accommodate new projects or unforseen circumstances.
THE CITY OF PALM BEACH GARDENS, FLORIDA 43
Organizational Development: A key aspect of city government, I believe, is the ability of administrators to
consistently promote organizational development, bringing together and reconciling the goals and objectives of the
organization/city with the goals and objectives of the employees. Motivating employees to improve processes for
superior customer service and efficiency has been my goal in Flint. Through our "Total Quality Service" program,
employees are a significant part of the decision making process particularly with regard to their service interactions and
work environment. Working with 1500 employees represented by five unions, this process has been successful in
achieving continued quality improvements, higher employee morale, cost efficiencies, and substantially reduced union
grievances.
Economic Development: My experience in the area of economic development has indeed been a personal
journey of creativity. From business retention/creation to housing and infrastructure, my responsibility has been to
improve the overall economic climate creating a fertile environment for diversified, planned, and active development.
Conceptually speaking, to achieve these ends, I understood economic development must be a comprehensive venture.
Striving beyond basic business incentives, our program had to address quality of life issues in totality including
education, culture, crime reduction, entertainment, recreation, housing, infrastructure, etc. Our economic development
objectives thus centered not only on maintaining established businesses and creating new business ventures, we also
viewed quality of life issues as catalysts and support for all economic incentives.
As part of our economic development arsenal we included initiatives such as the Economic Development
Corporation, "Enterprise" and "Renaissance" Zones, a Brown Field Redevelopment Authority, a Women and Minority
Business initiative, a Business Outreach Office, and partnerships with educational institutions on "School -to- Work"
programs and the upcoming $34 million "Regional Technology Center." Through the combination of these initiatives,
Flint has become increasingly competitive in attracting new business and maintaining our existing facilities with an array
of economic incentives, technical support, and infrastructure improvements.
Specific examples of our economic development success include, a new General Motors high technology engine
assembly plant, retention of Delphi Corporation's engineering headquarters, a U.S. Department of Labor "Job Corps"
facility, and several new businesses including Genesse Packaging, Americlean, American Commodities, and Technology
Plastics. Further, our continuing effort in creating an overall positive economic development climate include plans for
a new arena and convention center downtown, two new high end market rate housing subdivision currently under
construction, neighborhood redevelopment initiatives, a citywide "zero" tolerance crime program, and a $7 million
capital campaign for the city's cultural center campus (consisting of the Institute of Arts, Planetarium, Music Hall,
Science Center, and Sloan Museum).
My role in the economic development process consists of two components; first, helping to bring ideas for
projects to the forefront of the policy debate. Second, once a course of action has been decided by the City Council, my
responsibility is developing implementation strategies, resource development, legislative and private sector support, and
problem resolutions.
Intergovernmental Relations: My experience with intergovernmental relations has been diverse and extensive
ranging from joint federal/state /city/county/township economic development projects, to county /city partnerships for
water supply, purchasing agreements, and a new downtown arena and baseball stadium. I long ago adopted the important
philosophy of building relationships and partnerships with other governments and agencies. Striving for efficiencies,
improved service, and new funding sources has been the catalysts for such partnerships, however, over time they also
produce dividends in terms of good will and cooperation in problem solving.
Recreation/Uisure: I have an aggressive record of improvement with regard to our parks and recreation
programs. In addition to our 67 parks, the City of Flint owns and operates four golf courses, five community centers,
a civic arena, and is a partner with the city school system and the Cultural Center for Museums and Arts in various
programs for all ages. For example, our "Music in the Parks" concerts each year draws ever increasing numbers of
citizens into neighborhood parks on a consistent basis.
Management Style
The recruitment profile relative to "management style" lists many qualities and traits preferred in the new City
Manager such as "maximizing staff potential ... teamwork ... a visible chief executive ... self confident .. .
participatory ... consistent ... effective leadership ... delegate broadly ... accountability ... effective listener ...
THE CITY OF PALM BEACH GARDENS, FLORIDA 44
be sensitive to issues of employee moralelmotivation ... assertive ... self confident ... diplomatic ... decisive .. .
responsive ... keep council members informed ... be readily accessible ... maintain a strong, service- oriented,
customer service approach ... build positive relationships, etc." Please allow me to address these issues in the
following.
Having devoted my career in a passionate way to government excellence, I can honestly convey to you, each
of these issues I have seriously contemplated and experienced on a daily basis. Each element is an essential component
to providing effective leadership for the organization, with the positive result of an efficient and superior municipal
service delivery process. These concepts I've embraced with enthusiasm and vigor. As a specific illustration, multi-
level communication is the basis upon which my management style is predicated. Communication with the management
team is a critical daily task, including an understanding of the communication flow coming from the bottom up, as well.
Understanding this "informal organization" is equally important for high productivity, and employee morale. Further,
communication with Council Members must be ... timely, consistent and contain accurate information with no surprises.
As City Manager for Palm Beach Gardens, my management style would be one in which the Mayor and City
Council could be confident their trust had not been misplaced. Representing the city with professionalism and integrity,
being known as an "inclusive" manager (not a "micro-manager'), and as someone who embraces "quality management"
and encourages creativity and innovation within the organization. With confidence, I can state my record in Flint is
reflective of such a style.
With regard to the political context of city government, I fully recognize the Mayor's and City Council's "out
front" role in terms of their requirements and public duty. Illustrating my ability to understand this political dynamic,
Flint City Council comprises nine members with divergent ward requirements and public agendas. During the past eight
years I've successfully worked in the legislative environment producing successful outcomes and policy implementation
strategies, many times with significant disagreement within the Council and/or with citizens. Specific illustrations
include; seven consecutive balanced budgets, large capital projects, city government "re- engineering," the Atwood
Stadium and Civic Arena renovations, University Park housing subdivision, to name a few. I have strongly advocated
for the Council's policies and programs within a context of "creative problem solving" helping to resolve stalemates and
roadblocks in which ultimately all sides could agree. I believe attaining this success is a result of building a consistent
and comprehensive management style of fairness, integrity, and a "get the job done" attitude. As such, my reputation
is of a nature for supplying accurate information, maintaining strong communication flows, being responsive, and not
harboring a "personal agenda." I offer well thought out professional opinions and take no offense when a differing
opinion is accepted.
Finally, as your City Manager, I believe my experience in local government and skills in organizational
development will enable me to be an effective advocate and steward for implementing Palm Beach Gardens' "Our
Vision" strategic plan. I look forward to discussing with you specifics of the plan from a policy implementation
perspective in greater detail during the interview process.
Again, thank you for your consideration.
SUMMARY OF REFERENCE COMMENTS AND SMC RECOMMENDATION
Mr. Ready's references include his present and former bosses, a professional colleague and a subordinate.
The combined period of these references is about fifteen years. All observations were highly consistent.
Among his strengths, according to references, is a full breadth of management skills, consensus building,
problem solving, negotiation and mediation skills, ability to work with the City Council, intelligence and
communication abilities. He is further described as outgoing, open and accessible, focused, able to juggle
multiple projects at one time, and as a good listener.
Mr. Ready uses a 'team work" approach to management. He is described as an assertive manager but
flexible and non confrontational. He expects his department directors to get their jobs done. He stays close
to his people but does not micro manage and is not overbearing. He addresses problems promptly.
We have found Mr. Ready to be well qualified to for the position of City Manager of Palm Beach Gardens and
we recommend him to the City proudly.
THE CITY OF PALM BEACH GARDENS, FLORIDA 45
DAVID H. READY
870 Schafer Street
Flint, Michigan 48503
(810) 766 -7346 / (810) 2354968
PROFESSIONAL EXPERIENCE
CITY ADMINISTRATOR _ . FLINT, MICHIGAN
1992 - Present Population (140, 000)
As City Administrator, my responsibilities include management of all local government services
(1,500 full time employees, $264 million operating budget, $875 million retirement fund). Departments
include Police, Fire, Public Works (including water /sewer utilities), Law, Personnel, Labor Relations,
Human Services, Community and Economic Development, Treasury, Finance, Budget, Parks and
Recreation, Office of Neighborhoods, Constituent Services, Purchasing, and District Courts.
Manage daily operations through department heads. Devise and monitor operational and capital
budgets. Mayor's administrative spokesman to City Council. Formulate administrative policy and
coordinate legislative action. Chairman of the City Retirement Board. Chairman of the County Mass
Transit Authority Board. Coordinate labor negotiations and agreements with five unions. Lead our
"Total Quality Service Program." Implementation of the "Business and Economic Development
Corporation" initiatives. Coordinate intergovernmental issues with county, state, and federal agencies.
Action Achievements
• Created the "one stop shop" Flint Customer Service Center, and City Hotline.
• Reengineered all operations resulting in it 10% personnel cost reduction.
• Eliminated a $15 million general fund deficit.
• Established neighborhood police mini - stations.
• Initiated and completed the collaborative strategic planning process that resulted in Flint being
designated as a federal "Enterprise Community," and "Job Corps" site.
• Privatization of several services in conjunction with union/management partnerships.
• Completed planning phases for new civic arena and convention center.
• Instituted "mobile city hall" for greater citizen participation.
• Chairman of the Joint City/County Water Partnership, ensuring adequate water for 21 # century.
• Upgraded information systems for Y2K compliance.
• Devised economic incentive program which resulted in Flint receiving General Motor's new high
technology engine assembly plant.
• Implementation of new "Emergency 911 Center."
• Finalized plans for two new fire stations.
• Created urban "cut de sac" program.
• Produced seven annual balanced budgets.
THE CITY OF PALM BEACH GARDENS, FLORIDA 46
CITY DEPUTY FOR MANAGEMENT,
BUDGET AND ECONOMIC DEVELOPMENT
1988-1991
David 11. Ready, page 2
CANTON, OHIO
Population (90, 000)
Responsibilities included monitoring all departments for policy implementation, coordination
and review. Formulated budget proposals with department heads and City Council. Authorized budget
transfers and appropriations. Made recommendations on budget revenue and expenditure projections.
Developed annual capital expenditure programs.
Coordinated economic development projects, downtown development, and federal /state grant
programs. Acted as the Mayor's liaison to City Council formulating legislation for policy and
management issues. Special duties irreluded directing the Management and Personnel Review
Committee, county-wide coordination of 911 services, and city representative for regional drug
enforcement programs.
SPECIAL ASSISTANT TO THE MAYOR
1984-1988
CANTON, OHIO
Responsibilities included budget formulation as described above in the Deputy's position.
Analysis of policy issues to determine program effectiveness. Devised and monitored risk management
programs, and coordinated all city liability insurance.
Special duties included acting as the Mayor's representative for neighborhood organization
groups and various community activities. Also, liaison for intergovernmental relations interacting with
state /federal agencies, and other units of local government.
Completing work toward
Ph.D. -Public Administration
Juris Doctorate
Master of Arts, Urban Affairs/
Public Administration
Bachelor ofArts, Political Science
EDUCATION. -
Wayne State University, Detroit, Michigan -`95- present.
Course work completed, proceeding with dissertation.
University of Akron - School of Law, Akron, Ohio - 1992.
University of Almon, Akron, Ohio - 1988.
Kent State University, Kent, Ohio - 1982
THE CITY OF PALM BEACH GARDENS, FLORIDA 47
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ANFORD A. YOUKILIS
PERSONAL
Address:
Telephone:
Social Security Number:
EDUCATION
Master of City Planning -1968
University of Cincinnati
Bachelor of Arts - 1965
University of Cincinnati
SUMMARY OF RELATED EXPERIENCE
1996 - Present
1984-1996
1988-1996
1988
1984-1987
1981 -1984
1968-1980
1978-1980
1972-1978
1968-1971
COMPARABLE DATA
Comparable Employer
Comparable Position
Number of Employees
THE CITY OF PALM BEACH GARDENS, FLORIDA
7825 Camino Real; J -310
Miami, Florida 33143
Home: (305) 274 -5459
SS #278 -38 -4755
PRIVATE SECTOR
municipal ervices Associates, Miami
Professional Consultation
CITY OF CORAL GABLES, FLORIDA
ropuiation 41,uuu
Assistant City Manager
Acting City Manager
Director of Planning
CITY OF MIAMI BEACH, FLORIDA
ropuiation ub,uuu
Director of Planning
CITY OF CINCINNATI, OHIO
Chief, Historic Conservation Division
Senior Planner and Chief of Special Studies Division
Assistant City Planner
City of Coral Gables, Florida
Assistant City Manager
800
49
Budget
$70,000,000
Governing Body Mayor and City Council
Growth Management Experience Yes
Compensation Mr. Youkilis earned $93,000 when he left Coral Gables.
THE CITY OF PALM BEACH GARDENS, FLORIDA 50
SW EVALUATION — SANFORD A. YOUKILIS
EDUCATION AND PROFESSIONAL DEVELOPMENT
Mr. Youkilis earned a Master of City Planning degree at the University of Cincinnati, with a minor in Public
Administration. He earned a Bachelor of Arts degree in Liberal Arts from the same institution.
His past and present professional affiliations and memberships include:
❑ Florida City and County Management Association
❑ American Institute of Certified Planners (A.I.C.P.)
❑ American Planning Association
❑ University of Miami, School of Architecture and Planning - Instructor
• Dade City /County Management Association
• Florida American Planning Association, Chairman of the Gold Coast Section
• American Planning Association, Historic Preservation Division - National Director
• American Planning Association, Ohio Chapter - President
SUMMARY OF RELATED EXPERIENCE
Mr. Youkilis has approximately twenty -eight years of increasingly responsible professional and management
level municipal work experience which includes eight years as Assistant City Manager in Coral Gables. He
began his career in 1968 as a professional planner in Cincinnati, Ohio. As a planner, Mr. Youkilis has much
experience with community preservation and revitalization as instruments for economic vitality rather than
relying exclusively on new development. In Cincinnati, he became the City's first "Urban Conservator'. He
developed the City's first ever environmental quality districts and he was the first historic preservation manager
for the City. In Miami Beach, as Director of Planning, he lead the City toward the preservation of its art deco
buildings, and the development of its Ocean Drive Design Plan which resulted in creation "South Beach ".
Mr. Youkilis joined the City of Coral Gables in 1984. Coral Gables is a high quality, largely residential city with
a population of about 41,000. The City has a $70 million budget and employs 800. He began as Director of
Planning. In that position, he prepared a new Comprehensive Plan for the City. In 1998, Mr. Youkilis was
promoted to Assistant City Manager. He was a full assistant to the City Manager. His focus was day - to-day
municipal operations plus operating and capital budget preparation and administration and other administrative
functions. He was second in command and served as acting city manager in the City Manager's absence. He
retired from this position in 1996. He now spends his time as a planning consultant and teaching
undergraduate public planning and budgeting courses at Barry University. He also presently serves as
Chairman of the Miami -Dade Zoning Board.
PROFESSIONAL ACCOMPLISHMENTS AND MANAGEMENT STYLE
(Written by Mr. Youkilis)
LIST OF ACCOMPLISHMENTS (position, City, dates)
Responsible for City's annexation program resulting in the expansion of City's tax base, population, and land
area (A.C.M. Coral Gables, 1992 -96),
• Negotiated contracts and agreements with County on waste collection fees, land transfers, and
annexation (A.C.M., Coral Gables, 1995 -96).
• Negotiated management agreement for redevelopment and management of City's Biltmore Hotel
(A.C.M., Coral Gables, 1994).
• Coordinated and prepared the City's Annual Budget (A.C.M., Coral Gables, 1988 -96).
• Coordinated production of City's annual Capital Improvement Program (A,C.M., Coral Gables, 1988-
96).
• Implemented City's Strategic Management Program, including performance management criteria
THE CITY OF PALM BEACH GARDENS, FLORIDA 51
(AL.M., Coral Gables, 1991 -96).
• Created City's Emergency Management Program (C,M., Coral Gables, 1988).
• Prepared and implemented zoning legislation to provide development incentives in exchange for
Mediterranean architectural style, to regulate signage and newspaper vending boxes (P.D„ Coral
Gables, 1984 -87).
• Prepared and implemented zoning legislation to protect historic sites and districts (P. D., Miami Beach,
1982 -83).
• Prepared and implemented zoning legislation to protect hillsides, environmental districts, and historic
sites (S.P., Cincinnati, 1978 -80).
MANAGEMENT STYLE
My management style is best described by three policies: a) Open door; b) Management by- walking around;
and, c) Participatory .
O Open Door. I have maintained an open door policy as a planning director and as a city manager. This
i eri a y 7means that employees, citizens, and the media can not only see me work, but also feel free
to make contact and discuss any issue. This is particularly important in building and maintaining good
relations with the media.
O Manaqement by Walkinq Around. A manager must be visible and accessible if he /she is going to
153--successful. e simple act of visiting employee work sites and offices is an excellent opportunity
for the manager to learn and for the employee to feel important and part of a team. During my city
manager experience, I consistently visited city offices in order to communicate my interest in and
concern for employee's work.
O Participatory. A manager must never think that he /she knows the solution or answer to every issue
or urban problem. As a planning official and administrator, I strongly encouraged and supported
participatory decision making, This included citizen task forces to assist in community and
comprehensive planning and the use of focus groups of departmental directors to respond to issues
or to implement policy directives.
SUMMARY OF REFERENCE COMMENTS AND SMC RECOMMENDATION
Mr. Youkilis' references include a former Vice -Mayor of Coral Gables, several former employees and a former
City Manager of Miami Beach.
Mr. Youkilis has a friendly and warm personality. He is easy to talk with, candid and forthcoming. He is an
excellent communicator. Although a planner by training, he is an experienced a municipal manager and
strongly prefers this field. He takes pride his experiences in both Miami Beach and Coral Gables. Although,
he contributed a lot to both cities, he is most proud of quality -of -life improvements resulting from his efforts.
Mr. Youkilis is interested in returning to city management. He has a disabled son who lives with his former wife
near Melbourne who he wants to stay near. He believes that Palm Beach Gardens meets both his professional
and personal goals.
We have found Mr. Youkilis to be well qualified to be the next City Manager of Palm Beach Gardens and
recommend him to the City Council highly.
THE CITY OF PALM BEACH GARDENS, FLORIDA 52
Sanford A. Youkilis, A.I.C.P.
7825 Camino Real (1-310)
MiAm!, orida 33143
(305) 274 -5459
RESUME
Sanford A. Youldlis
)PERSONAL
PROFESSIONAL EXPERIENCE
MUNICIPAL SERVICE$ ASSQCIATE$ O&AMI, FLORIDA)
111-EE: FRUFESSIUNAL CONSULTATION (NOVEMBER 1996 - PRESENT)
Date of Birth: April 21, 1943
Divorced: Two Children
Professional consulting practice providing specialized service to community organizations, local governments and law firms
in the fields of city planning, government organization, legislative representation, expert testimony, annexations, and
incorporations.
CITY OF CORAL GABLES, FLORIDA
(MAY 1988 - OCTOBER 1996)
Assistant City Manager for municipality with population of 41,000, $70 million budget and 800 employees. Major duties
included coordination of planning, zoning, building, public service and public works functions; preparation of City's Annual
Budget and Capital Improvement Program; responsible for City's Strategic Management Program and Performance
Evaluation Program; responsible for City's legislative program, news media relationship, and liaison with State and County
elected officials; coordination of City Commission meeting agendas including preparation of required ordinances and
resolutions; responsible for City's Annexation Program including cost/revenue analysis, service level projections, and
infrastructure surveys; responsible for City's Senior Services Division and programs; responsible for City's Cultural Affairs
Program and community support grants; served as Acting City Manager in the absence of the City Manager. Retired on
October 1, 1996 on full pension.
TITLE: ACTING CITY MANAGER (JANUARY - MAY, 1988)
Served as Acting City Manager (five months). During interim period reorganization of several departments started,
management intern program initiated, long -range capital improvement program organized, and Emergency Management
Operations Division created.
TITLE: DIRECTOR OF PLANNING (1984 -1987
Position involved management of the City's Department of Planning, which served as staff to the Planning and Zoning Board,
Historic Preservation Board, and other citizen advisory boards involved in future planning and development. Responsibilities
included preparation of a new Comprehensive Plan, State and Federal grant applications, review and recommendation on
all zone changes, zoning amendments, conditional uses, and historic landmark designations.
.CITY QF MIAMI BEACH, FLORIDA -
(1981 -1984)
Appointed in February, 1981. Served as Director of Planning during which period the Department was significantly
expanded to provide services in historic preservation, urban design, landscape architecture and redevelopment planning.
Department was responsible for design and implementation of major capital projects including the Boardwalk Program, Ocean
Drive Design Plan, South Pointe Park, new Police Building, and the 21st Street Community Center. During the period April
through September, 1982, served as the Executive Assistant to the newly appointed City Manager. Assisted the Manager
in departmental reorganization, initiating management training seminars, and creating a capital improvement program.
THE CITY OF PALM BEACH GARDENS, FLORIDA 53
Resume - Sanford A. Youkilis
Page 2
CITY OF CINCINNATI, OHIO
CITY PLANNINQ f QMMISSIOiy
TITLE: CHIEF, HISTORIC CONSERVATION DIVISION (1978 -1980)
Appointed as the city's first Urban Conservator in July, 1980. Responsibilities included the creation and management of
a new division charged with implementing the city's historic preservation program.
TITLE: SENIOR PLANNER AND CHW-F OF SPECIAL STUDIES DIVISION (1972 - 1978)
This division was responsible for the creation and implementation of major new zoning amendments, the initiation of the
Coordinated city Plan (comprehensive policy plan), and administration of 701 Comprehensive Planning funds, Zoning
amendments included Hillside Protection ZonBs, Environmental Quality Districts, Interim Development Control Districts,
and Hearing Examiner legislation.
TITLE: ASSISTANT CITY PLANNER (1968 -1971)
Assigned to the Neighborhood Planning Division.
•M.C.P.Waster of City Planning
•B.A./Liberal Arts
EDUCATION
PROFESSIONAL ACTIVITIES
University of Cincinnati, 1968
Collateral Field: Public Administration
*Member Florida City and County Management Association
•Member American Institute of Certified Planners (A.I.C.P.)
*Member, American Planning Association
•Instructor, University of Miami, School of Architecture and Planning (1987 -1992)
*Member, Dade City /County Management Association
• Chairman Gold Coast Section, Florida A.P.A. (1987)
*National Director, APA, Hictoric Preservation Division (1980 -1981)
*President, Ohio Chapter, American Planning Association (1978 -1980)
University of Cincinnati, 1965
THE CITY OF PALM BEACH GARDENS, FLORIDA 54
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"
ANDIDATE RANKING FORM
, �Ij
Place each candidate's name on this list in the order that you are most interested in having he or she
continue in the process. The name of your first choice should be placed on the first line and the names of
the others in descending order based on your level of interest in them.
1.
2.
3.
4.
5.
2.
J ANDIDATE TABULATION FORM
4
#1 #2 #3 #4 #5 Total
Dennis W. Kelley
Nabar E. Martinez
J. Scott Miller
David H. Ready
Sanford A. Youkilis;
FINAL RANKING
1.
2.
3.
4.
5.