Interoffice Memorandum Date: 0411 8/07

To: City Commissioners Charter Officials

From: Kurt Hoverter A& Subject: Update on City Manager selection process

Tom Freijo of the Mercer Group will be participating in a Special Meeting with the City Commission from 1:OO to 3:OO PM on May 2, 2007. During that meeting, he will present a slate of twelve to eighteen candidates with the goal of narrowing the list to the top eight. The background information on the twelve to eighteen candidates should be available for your review no later than April 30'".

Once the top eight candidates are selected by the Commission, Dr Freijo will conduct detailed background and reference checks with the goal of narrowing the candidate list to the top five candidates. The presentation of the detailed information will occur at the Workshop scheduled from 3:OO to 4:OO PM on May, 15, 2007. The top five will be invited to participate in the on-site interview process scheduled for May 29 and 30, 2007.

032 C054.0794

James E, Baker

March 23,2007

Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. P.0. Box 9328 Winter Haven, Florida 33883

Re: City Manager - Sarasota, Florida

Mr. Freijo:

I have been St. Louis County’s Director of Administration and/or Chief of Staff for over 16 years. In this capacity, T serve as the Chief Operating Officer for the County, reporting duectly to the elected County Executive.

St. Louis County is a unique community of just over one miUron residents, wrapped around but not includmg the City of St. Louis. The County is the economic engine that fuels the entire State of PUIissouri; hosting 24% of all the State’s jobs and generating about 24% of the State’s sales tax and 36% of its income tax revenues. St. Louis County also holds the rare distinction of having a triple A credit rating, placing it among the top one percent of all counties in the nation in financial stabibty and sound fiscal management.

I a m extremely proud to have contributed to and been a part of this extraordinary local government for so many years. Yet, at the same time, after more than 27 years as a St. Louis County employee, I am now eligible to retire and immedrately draw a full pension at the age of fifty-two. Therefore, embarking on a new, career would allow me to take advantage of the benefits I’ve earned at the same time my two sons are getting ready to stcart college.

Consequently, I a m now looking for good opportunities to apply my skills in a new environment. 14s my work history suggests, I d u e the opportunity to establish my capabihties and contribute over the long-term. I hope my fEst change in employers since I graduated from law school wll also be my last.

March 23,2007 - 2 -

It appears the City Manager’s job in Saxasota could provide such an opportunity. If my job history and skill sets appear to match the City’s needs, I would be happy to discuss the opportunity further. My resume is attached. As relates to your request for salary history, I began my employment with St. Louis County in 1979 at an annualized salary of $16,200. I now make roughly $142,500 plus the personal use of a County vehicle.

Jim Baker

231 5 Kiqptawnc Way Coun

Work (314) 615 7046

Emd jbalce@swb.net

St. LOGS, Missouri 63011-1891

IT- (636) 458-9537

James E. Baker

Objective A responsible position in senior operations management.

1991 - present St. Louis County Government Clayton, MO P r o w 0 4 ex;perience DkctorofAdmit&tmtiondchIefof!jt&to t h e h y Executive

m Function as chief financial officer and chief operating ~ f f i ~ e . ~ €OK the County. rn W a g e budget, accounting, purchasing and risk "anwnat, human

m Supenrise, rnarmge md wAmt-e dl County Depmmt Dhectm rn 'Implemefited long-term budget forecasting and sttudtegic planning to b e a r

rnamge resources and match predicted revenues with expenses. a Served as project director through bond issue campqp, detaded planmng

process, f o d design and construction of a 1,232 bed 100 d o n dollar County Justice Cmtex. (Completed and opemtianal in March, 1998)

m Outsourcedmany data processing services, resulting in $500,000 annual sa-

I Directed siitxessll1997 initiative to upgrade Counq's crcdit ratkg to A&$ by all d-mx @ar ratings services. M A mtiq has since been rcafGtmed continuously by al l thee agencies.

rewuxces and data processing drrisions.

1979 - 1990 St. Louis Courrty CTmxrment Clayton, MO Deputy ChidTnd Attorney rn A4ttomey Principal in the St Ix)uis County Prosecuting Attomejps Office.

Tried major felony cases, inclu- capital murder cases, and h e s t i g a t d and med most public corruption cases.

rn Supervised ten members of the trial staff and eleven support s t~ff . rn Responsible for all office automation. m Wmte d e w speakations for customized database softw.ilre and dded

1m-t application programs to produce documents, plcadmgs, statistics and reports.

1976 - 1979 Sears, Roebuck and Company Chesterfield, M O Customer CorrVenience Employee 8 Retail work while attnndrng law school.

with excellent water quality and water rates lower than the average in the region

Citizen Outreach. Initiated “Inside Jupiter Government” a program designed to improve communication and understanding between residents and town Hall. This nine week comprehensive hands-on experience allowed questions and discussions about challenges facing the Town. The program led by the Town Manager and Town staff from every department included classroom discussion, bus tour of the community and visits to Town operation sites.

Human Resources. New pay plan implemented thereby making town-wide salaries competitive. Pension disparity problems resolved. Major training and development efforts resulted in employee overall job satisfaction increasing from 73% in 1999 to 90% in 2004.

City of Savannah, Georgia. Assistant City Manager, 1989 to 2000. Assisted the City Manager in directing the operations of 2000 employees and a $1 88 million budget. Direct responsibility for the Management and Financial Services Bureau (eleven departments). Major accomplishments, activities or responsibilities:

Financial Management. Savannah received awards from the Government Finance Officers Association for both excellent budget reporting and excellent financial reporting in each of the eleven years. The City’s current bond rating was AA. The city maintained a general fund balance of over $10 million.

Information Services. The bureau spearheaded the complete conversion of the city’s computer system completely eliminating the mainframe and utilizing file servers and a fiber optic network linking over 800 PCs and devices together

Human Resources. In 1998 the HR department received the International Personnel Management Association award for the best HR department of its size in the country. Initiated innovated strategies in health care and employee development.

Research Analysis. Major studies on efficiency and effectiveness conducted city- wide. Examples include: curbside cart systems; citykounty service consolidations; financial condition analysis; annexation studies; productivity improvements; fire station location studies; crime control strategies; trunked 800 radio systems; and sanitation disposal.

Quality. Co-chaired, executive steering committee which was responsible for the implementation of the City’s quality management program. This TQM process emphasized customer service, continuous improvement, employee empowerment and fact-based decision making.

City of Dover, Delaware. City Manager, 1982 to 1989. Directed the operations of the city’s major departments, a $47 million budget and 240 employees. Dover is a full service city of 22 square miles with a utility service area of 88 square miles. The city operates electric, water and sewer utilities. Major accomplishments, activities or responsibilities:

Public Works. Initiated major system changes to the refuse collection system which resulted in a 79% reduction in staff. A comprehensive street survey program was developed and the street resurfacing program upgraded. Long- term water supply plans were developed to double the system water supply for the future. A thirty- year sewer plan was approved and financing mechanisms including impact fees were approved. New preventive maintenance programs were initiated in both water and sewer utilities.

Capital Improvements. Developed the city's first five-year Capital Improvement Plan. The plan was revised yearly and outlined all capital improvements in the city along with need, source of funds, operating impact and priority.

Electric. Re-negotiated and implemented a major interconnection agreement with an investor owned utility which allowed for the city to buy and sell energy to the power grid. Also negotiated a separate interconnection agreement with a co- generation facility. During the period 1983 to 1989 rates were reduced and system outages curtailed.

Administration. Revised and updated personnel and purchasing standards. Conducted the first evaluation of the city's financial condition utilizing ICMA and GFOA developed materials.

City of Ames, Iowa. Assistant City Manager, 1977 to 1982. Assisted the City Manager in directing the operations of 14 departments, a $55 million budget and 450 employees. Responsible for the day-to-day problem solving of six departments: Police; Public Works; Fire; Planning and Housing; Parks and Recreation; and Sanitation. Major accomplishments and responsibilities:

Labor Relations. For four years served as chief spokesman of the city negotiating teams. Responsible for preparing, organizing and conducting negotiations with five municipal unions.

Human Services. Developed joint budget process for the funding of 23 human services agencies. Coordinated major revisions to the city funding process which called for joint hearings with the County and United Way. Also assisted in major consolidation and federation of these agencies to increase accountability and streamline costs.

Utilities Management. As Acting City Manager and as Assistant City Manager, exercised general responsibility for monitoring the activities of the electric, water, and sewer and resource recovery utilities. During this period of time the city doubled the size of its electric generating plant and sought site approval for a new wastewater treatment plant. As Acting City Manager, I was responsible for arranging interim financing for $26 million for completion of the generating plant.

Transportation. Assisted in the development of a comprehensive planning effort that eventually resulted in a major consolidated transportation authority which was funded jointly by the City, the University and the Student Body.

International City Management Association, Washington D. C. Assistant Director, Management Development Center, 1973 to 1977. Responsible for directing, planning and managing a variety of contract projects.

Project Director, Solid Waste Management Project. Provided information and assistance to local governments on collection, disposal, and resource recovery.

Labor Relations. Organized, planned and conducted collective bargaining seminars on negotiations skills, grievance administration and arbitration.

Project Director, Personnel Management Project. Assisted city managers in dealing with difficult and time-consuming personnel problems.

City of Anaheim, California, Administrative Intern 1972 to 1973. Research and Budget section of the City Managers Office. Involved in the budget process and general research.

Peace CorpsMicronesia, 1970 to 1972. Served as a volunteer on the Island of Rota in the Mariana Island Chain. Math teacher-trainer.

County of Oranpe, California, Administrative Intern 1969 to 1970 Employed in the Personnel and Purchasing Departments.

PROFESSIONAL ORGANIZATIONS

Vice Chairman, Chatham County Board of Tax Assessors-2007 President, East Georgia Chapter American Society for Public Administration 1 992 President, Delaware Association of City Managers 1985-86 Assistant Professor, University of Delaware- Municipal Management 1 987, 1 988 Board of Directors, Southside Communities Fire Protection 1989 to 1998 Secretary/Treasurer 1 995-96, Savannah Business Group on Health Care Cost Management Member, International City/County Management Association Member, Board of Directors, Riverview Health and Rehabilitation Center- 2007

6502 Brookstone Dr. Whitsett, N.C. 27377 March 22, 2007

Dr. Tom Freijo, Ph.D., Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, Florida 33883

Dear Dr. Freijo:

I wish to submit my resume for the City Manager’s position of Sarasota, Florida. Currently, I am in transition as the former County Manager for Guilford County. Guilford County has a budget of $525 million and 2600 employees. The county has a population of approximately 430,000. I manage the day-to-day operations of the government and I have assigned management responsibility for the Department of Emergency Services, Finance, Internal Audit, Juvenile Center, Mental Health, Public Health, Register of Deeds, Risk Retention, Security, Sheriff, and Transportation. I reorganized the Planning and Inspections Department with the employment of a new Planning Director to create better efficiency and better customer service. After several years of discussion among Commission members, I persuaded the Board of Commissioners to purchase a new building for the relocation of the County Tax Department and Planning Department from the county courthouse. The relocation will alleviate over crowding in the courthouse. As a result, the relocation is providing additional space to the court system.

The Board of Commissioners just recently approved with my committee recommendation the purchase of a $4.5 million Financial Reporting System and Human Resources software package. The significance of this project is that the county’s technology had not been replaced in thirty years. A team approach methodology was used the past two years to evaluate and analyzed the information.

I have been able to use my persuasiveness and participatory management style to influence employees to want to achieve excellence and provide very good customer service.

Additionally, I have many years of local government management experience. As my resume indicates, I have experience as an Assistant County Manager and County Manager in North Carolina. My most recent experience has been as Assistant City Manager and Acting City Manager in Falls Church, Virginia, having served there for approximately 5 years.

I believe with my experiences in senior management and with my experiences in the Northern Virginia area, I have the skills and the knowledge to become Sarasota City Manager. In Northern Virginia there were many regional issues, Le. transportation, homeland security, economic development whereby I represented the City of Falls Church.

Moreover, I served as Acting City Manager during the recruitment of Falls Church manager. I also served as County Manager in Robeson County and Assistant County Manager in Wilson County. I believe I have acquired the necessary management skills and have the management style to work as team player in the city’s organization. If you need additional information upon reviewing my resume, I may be contacted at (336) 449- 6957. I look forward to discussing leadership possibilities with you and the City Council.

Sincerely,

Willie A. Best

WILLIE ARMSTER BEST 6502 Brookstone Drive

Whitsett, North Carolina 27377

(336) 449-9759

EDUCATION

Degrees: Masters of Public Administration, American University, Washington, D.C. Scope of

concentration: Human Resources Management and Budget Analysis. Degree conferred May 1981.

Bachelor of Arts, North Carolina Central University, Durham, N.C. Major: Political Science, Degree conferred May 1977.

Certificates County Administration Certificate, Institute of Government, U.N.C. at Chapel Hill, May, 1989. Cash Management Investment of Public Funds Certificate, Institute of Government, U.N.C.

at Chapel Hill, September 1988. Budgeting and Financial Planning Certificate, Institute of Government, U.N.C. at Chapel Hill,

January 1991. Executive Leadership Institute Certificate, Washington, D. C., April 1992. An eight-month

intensive weekend training program sponsored and conducted at the nation's most prestigious Schools of Public Administration (Harvard University, University of Texas at Austin, Syracuse University and University of Louisville). Topic areas included Public Financial Management and Budgeting, Communications, Leadership and Problem Solving, and Professional Development.

Senior Executive Institute, Weldon Cooper Center For Public Service, University of Virginia, August, 1997. A two-week training program emphasizing team management in developing organizational structure and task management using the High Powered Organization Model.

ICMA Credential Manager, 2006

AWARDS

Nominated for a Federal Internship by the American University Cooperative Education Office,

Metropolitan Washington Council of Government local government internship, August 1 979. Outstanding Young Men of America, 1986. Who's Who In Local Government Services, 1990. Certificate of Appreciation, County of Wilson 1992 Certificate of appreciation, City of Falls Church May 2000

May 1979.

ADMINISTRATIVE EXPERIENCE

County of Guilford (population 440,000) 2003 to 2006 County Manager (three years) Managed day-to-day operations of the County. Work directly with the Guilford County Board of County Commissioners. Implemented Board policy and ordinances. Proposed the implementation of a new technology infrastructure of software and hardware. Reorganizing Community Development and Planning Department to become more efficient and customer fiiendly with the hiring of a new Planning Director. Directed the Board of Commissioners in the purchasing of a building for the relocation of the County’s Tax and Planning Departments. Creating an Economic Development section. Manage a $525,000,000 million dollar budget including an employee population of 2600 employees with a management staff of 26 Directors.

Deputy County Manager (four months) Responsible for the management of the Department of Social Services, Sheriffs Department, Risk Management, Finance Department, Juvenile Corrections, Public Health Department and Mental Health Department. Provided the management oversight for the aforementioned departments .

City of Falls Church, Virginia (population 10,000) 1998 to 2003 Assistant City Manager (three years) Responsible for CIP Plan. Analyze city departments for possible private contracting. Serve as City Manager in the absence of City Manager. Serve on budget management team. Provide management oversight for Administration and Finance, Public Safety and the City’s legislative issues. Management leadership role in the implementation of audit actions, installation of computer aid dispatch and 800MHZ radio system. Coordinated with City manager in the redevelopment of the City of Falls Church Downtown area into a town center.

Acting City Manager (nine months) Responsible for day-to-day operations of city. Work directly with City Council to implement city policies. Assumed leadership in the construction of the city’s fire station, purchase of property for the construction of a facility for the first rural civil rights chapter and evaluation of the City’s water system by a private vendor. Serve as liaison representing interest in regional transportation development of Northern Virginia. Work directly with school board and local city organizations.

General Manager of Administrative Services (two years) Served as General Manager of Administrative Services Department, which encompasses the Finance Division, MS/GIS Division, Human Resources Division, and Tax Assessment Division. Serves as the Acting City Manager in the absence of the City Manager. Duties include budget preparation for operations and capital improvements Plan budget. Provide policy evaluation and implementation of ordinances and regulations approved by Council.

Robeson County, North Carolina (population 1 16,000) County Manager (two and a half years) Responsible for the day-to-day operations of the county. Served as liaison between the board, the citizens and StateRederal Agencies. Implemented a salary plan to provide equity among similar positions with respect to job duties and responsibilities. Reduced budget approximately $3 million dollars which facilitated a reduction in the tax rate from $.99 to $.81 for fiscal year 1996-1997. Implemented an investment policy to achieve increase returns on public fimds. Implemented a job performance evaluation plan to assist in the encouragement of high job productivity of county employees. Implemented new economic development incentive program which facilitated the construction of four manufacturing companies totaling approximately $20 million and created 250 jobs. Managed $100 million budget and 950 employees.

Wilson County, Wilson, North Carolina (Population 67,000) 1987 to 1995 Interim County Manager (three months) Persuaded Board of County Commissioners to adopt a resolution for the issuance of General Obligation Bonds totaling 10 million dollars. Worked directly with County's Bond Counsel and the North Carolina Local Government Commission. Bond passage would save Wilson County approximately 21 million dollars during the twenty-year financing period. Managed a $54 million dollar budget and a total organization of 550 employees.

Assistant County Manager (eight years) . Negotiated a preliminary recycling program through a private vendor for approximately $14,000. Program helped to assess the impact of a recycling program by voluntary means without the complete cost associated with a mandatory recycling program. Requested a mailroom employee become involved in the purchase of a highly technical mail-processing machine. Employee provided insight regarding his mail processing responsibilities. As a result, the County was able to acquire a machine that reduces the amount of time the employee processed the mail. The result was better efficiency and the employee felt uplifted as a result of his participation. Developed and implemented the first budget manual for the County. The budget manual provided uniformity and efficiency in the budget process. The manual created uniformity in evaluating and assessing each department's proposed programs. Established a safety committee that enabled the County to evaluate its workman's compensation claims, hence reducing the number of claims.

.

.

. North Carolina Department of Natural Resources and Community Development, Raleigh, N. C. 1984 to 1987

Program Representative I1 . Supervised four Program Representatives who monitored 3 5 CDBG projects averaging $750,000 each.

. Provided technical assistance to local governments in the state's Community Development Block Grant Program . Monitored labor, finance and contract development for the Community Development Program. Reviewed audits for grant compliance. . Managed a team of program representatives in the evaluation of block grant proposals submitted by municipalities and counties competing for CDBG fbnding. . Ensured compliance with Housing and Urban Development federal regulation by participating and scheduling workshops for grant participants.

Roanoke-Chowan Regional Housing Authority and Redevelopment Commission, Gaston, N. C. 1982 to 1984

Finance Officer . . Provided monthly billings to local governments receiving block grant fbnding. Monitored accounts payable and maintained payroll for local CDBG fbnded clients each month. Interacted with four project managers who monitored local grant progress.

Public Technology Incorporated, Washington, DC 1979 to 1979

Provided technical assistance to local jurisdictions with populations over 500,000. Research Analyst/Summer Intern .

MEMBERSHIPS

North Carolina City and County Management Association - Board of Directors (Former

International City Management Association Rofelt Pasha Temple # 175 Shiner Kentucky Colonel N.C. Local Government Employees Federal Credit Union -Past Chairman of the Board of

Directors Omega Psi Phi Fraternity, Incorporated

Member)

COMMUNITY SERVICE ORGANIZATIONS

United Way of Robeson County (Former Member) Smart Start of Robeson County (Former Member) President of the Kiwanis of Falls Church (Former Member) N.C. Local Government Credit Union Board of Director United Way of Greensboro Board of Director Greensboro Executive Committee Economic Development Partnership Omega Psi Phi Fraternity, Incorporated

References furnished upon request.

Salary History

Guilford County Manager

Guilford County Deputy Manager

City of Falls Church Assistant City Manager

Robeson County Manager

Wilson County Assistant Manager

$168,000 annually

$1 12,500 annually

$1 12,300 annually

$68,000 annually

$54,000 annually

~ ~ t t carmson 1989 Hillcrest Drive

Delafield, Wisconsin 53018

mcarlsonS@wi.rr.com (262) 646-7085

Apnll9,2007

Dr. Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. P.O. Box 7328 Winter Haven, Florida 33883

Regarding: Sarasota, Florida City Manager Position

Dear Dr. Freijo:

I would lrke to express interest in the Sarasota City Manager position. I have significant experience in community redevelopment includmg the Glenview, I h o i s Naval Air Station Project. This nationally recognized naval base project has a h k to Florida: we worked cooperatively with representatives from the Orlando Naval Training Center as we negotiated the frrst ever “Economic Development Conveyance” with the Department of Defense. Ths “no cost” land conveyance allowed the Vdlage of Glenview to create significant value that goes beyond financial measurement. The project includes a major regional park, The Kohl’s Chddren’s Museum, and preservation of a natural prairie.

I have been fortunate in my personal and professional life to have been given opportunities and guided in my journey by some very special people who invested time and wisdom in me. I would appreciate the opportunity to “pay it forward” as I continue t h s journey.

In addition to my resume, I am including a one page summary of accomplishments prepared for my 2006 performance review. All of these accomplishments required team effort and support. I would be happy to explain some of the details and acronyms on the list. Per the request in the position advertisement, my 2006 earnings were approximately $105,000. Thank you in advance for your confidential assessment. I look forward to discussing the opportunity with you further.

Sincerely,

Matt Carlson

Ten Things to be Proud of in 2006

1. Budget Process with minimal tax increase Health Insurance Savings-High Deductible Plan saved $53,600 since program start (2005)

2. Water System Improvements Radium Compliance Expanded Customer Base Village Square Service including no-cost site for well house

3. Union Contract Renewals Increased Health Insurance Contributions Fair and Reasonable Settlements

4. KMEFC/Siepmann Development Agreement Sewer Cost Savings for City of Delafield of $153,869

5. Staff Reorganizations Administration Department Public Works Department Fire Chief Replacement Building Inspector Contract Revision

6. Community Development Issues

Lang/Lauth Trillium NW Planning Process Binkowski/Knoff NE Planning Process

Village Square Construction, leveraging $1.5 million utility contribution

7. DelHart Connection Fee/Waiver Policy Generated potential savings of $401,185 for Delafield residents

8. Genesee Street Reconstruction Project Closeout Capped City Cost at $300,000 compared to $1.5 million DOT wanted

9. Building Community Relationships Serve on YMCA Board Serve on Kettle Moraine School District Transformation Task Force Incorporated a non-for-profit corporation Y UP, Inc. based on Search Institute’s 40 Developmental Assets in partnership with KMSD. Serve on OMH Community Relations Committee and Newly Appointed Board Member

10. Revised OMH agreement generating estimated 2006 revenue of $186,077

1989 Hillcrest Drive iscornsin 53018

(242) 444-7085 mcarlsod @wi.rr .com

Career Objective To make significant contributions in one of the best organizations and finest communities in the country.

Education May, 1988 Master’s Degree in Public Administration, Northern I h o i s University. May, 1986 Bachelor’s Degree in Political Science, Business Administration minor, Northern I h o i s University.

Cornmunitv Involvement, Awards, and Professional Affiliations

J Kettle Moraine School District J Distinguished Manuscript Award, NIU, Division of Public Administration, 1988 Transformation Task Force Member, 2006 to

present

J Board of Directors, Oconomowoc Memorial Community Hospital 2006 to present, Community Relations Committee Member, 2004 to present,

J Board of Directors, YMCA at Pabst Farms (Oconomowoc) and Facrlrties Committee 2003 to present, Executive Committee 2005 to 2006

J Board of Directors, Wisconsin Law Enforcement Accredltation Group, 2003 to present

Member, Delafield-Summit hons Club, 2003 to present

J Contributing Author to International City/County Managers Association (ICMA) Economic Development Case Study Manual (2004), and Base Closure and Reuse Handbook (1998)

J Editorial Advisory Board member with Dr. James Banovetz on an ICMA Economic Development Case Study Manual, 2001 to 2003

2004 ICMA Public Safety Program Excellence Award

Wisconsin City Managers Association representative to ICMA Conference Planning Committee, 2003

J Member, ICMA Conference Evaluation Committee, 2002

J Member, Wisconsin City Managers Association, 1999 to present

J Member, Council for Urban Economic Development, 1996 to 2001

J Member, ICMA, 1986 to present, Credentialed Manager

J Member, ICMA Base Closure Consortium, 1995 to 1999, Chairman, 1996 to 1998

Member, National Association of Installation Developers, 1994 to 1999

J Member, I h o i s Association of Municipal Management Assistants, 1986 to 1999

Member, I h o i s City/County Management Association, 1986 to 1999

J Inducted into Pi Alpha Alpha Honorary Fraternity, 1988

Professional Experience

City of Delafield, Wisconsin City Administrator (August, 1999 to present)

J Launched the city’s first strategic planning process with the City Council, Department Heads, and community representatives.

J Guided the city in adopting its first five-year Capital Improvements Plan.

J Implemented the first and annual Community Opinion Survey to gather input about prioritizing and improving services.

J Coordinated a major downtown redevelopment project that had not made progress in more than a decade, resulting in better relations between the business community and “City Hall”.

J Conducted a series of Community Planning Workshops to solve downtown parkmg concerns, whch led to construction of a parkmg lot that had been in the discussion stages for more than 10 years.

J Coordmated a five-party development agreement that leveraged state grant funds and a developer land contribution to construct a regional stormwater fachty that wdl remove more than 40,000 pounds of pollutants from Nagawicka Lake annually and allow the city to meet national s tormwater discharge requirements.

J Created a stormwater uthty district.

J Improved the community’s development review process, including adoption of development agreements, stormwater management agreements, wetland protection and maintenance plans, and increased archtectural standards leading to a 104% increase in the City’s tax base ($615,091,100 in 1999 to $1,255,101,700 in 2006)

J ICMA Conference Scholarshp Award (Montreal), 1 9 87

J With the City Council’s commitment to fiscal disciphe, prudence on behalf of department heads, and a little luck, regenerated a depleted General Fund Balance, increasing the amount by 195% from year end 1999 to year end 2004, whch lead to a Moody’s Bond Rating upgrade in June 2005.

J Negotiated multi-year agreements and successor agreements with both of the city’s unions.

Negotiated intergovernmental agreements to ’

jointly purchase an ambulance, provide Emergency Medcal Services, and provide sewer maintenance services to a neighboring commumty.

J Prepared a five-year financial trend analysis as part of new consensus-oriented budget process agreed to by the Department Heads and City Council.

Implemented a performance management and evaluation system throughout the organization, with specific, measurable, attainable, realistic and tangible goals, h k e d with compensation decisions.

J Improved Human Resources functions, including establishmg an Employee Assistance Program, developing a Flexible Spending Account system, and creating a Health Reimbursement Arrangement.

Secured an award winning public-private agreement in Wisconsin with a local hospital to provide ambulance transportation services from one hospital to another.

Glenview, Illinois Assistant ViUage Manager ganuary 1996 to August 1999) Assistant to the ViUage Manager @ne 1990 to December 1995) Administrative Assistant (August 1988 to May 1990)

J Fostered successful relationshps at the local, state, and federal level to successfully execute the community’s vision for one of the most challenging redevelopment projects in the country.

Served as the Vdlage’s lead negotiator with the United States Navy to obtain the title to the former Navy base, includmg coordmation with the Navy’s appraiser and the Village’s Business Plan Consultants, writing the Economic Development Conveyance for the Navy Golf Course, and executing Vdlage Board strategic dlrectives.

J Served as the Assistant Executive Director of the Glenview Naval Air Station (GNAS) Community Reuse Planning Group, whch was charged with the responsibhty to generate a consensus oriented, real estate market driven land use plan for the closing fachty.

J Prepared and managed the five-year Capital Improvements Program with an estimated infrastructure investment of over $1 15,000,000 for the redevelopment project, including a $23.8 d o n contract for the fust phase of the construction plan.

J Assisted with issuance of $60 d o n in Bond Anticipation Bonds to provide w o r h g cash fund to be used for developing the Navy base.

J Successfully presented a case to Moody’s Investors Service to retain the Vdlage’s Aaa bond rating during a review of the bonds the community issued to purchase a private water u&ty company outside Glenview’s municipal boundaries and again to issue $34.4 d o n in GNAS project financing.

J

J

J

J

J

J

J

J

J

Prepared applications and secured agreements to obtain state, county and federal funds totahg more than $1 5,000,000 relating to the reuse and redevelopment of GNAS.

Monitored and presented written comment on the Navy’s Draft and Final Environmental Impact Statements for compliance with the National Environmental Policy Act.

Managed the process to adopt Tax Increment Financing as a redevelopment tool for the Naval Air Station.

Testified before United States Department of Defense Committee regardmg the impact of proposed regulations concerning d t a r y property lsposal and base reuse.

Completed land use planning, subdivision alternatives, and fiscal analysis for a variety of interested end users of property at GNAS.

Effectively represented the community’s interests on the Navy’s Personal Property Disposal Committee in liquidating the Navy’s assets at GNAS.

Negotiated purchase and sale contracts with real estate investors and developers.

Coordmated annual budget preparation with Finance Director as part of a consensus based process.

Prepared, presented, and managed various departmental budgets including the Vdlage Manager’s Office, Legal Department, Vdlage Board, and the Refuse and Recyclmg Fund.

J Supervised Cable Television functions includulg franchse compliance, rate regulation, and studio operation.

J Established, coordmated, and expanded the Vdlage-wide recychg program.

J Worked with a consultant to analyze residential refuse rates; prepared a computer model to review collection and dlsposal revenues and expenses to ultimately cut refuse costs.

J Guided the award of the Vdlage's first ever multi-year contract for refuse, recychg, and landscape waste, saving Glenview residents more than $400,000 in the first year, and over $600,000 in the fEst three years.

DeKalb, Illinois Administrative In tern (June 1986 to July 1988)

J Administered the commuter p a r h g program.

J Drafted ordmances and resolutions, includmg an ordinance regulating a regional solid waste transfer station and recychg center located in the Vdage, and an ordinance and franchse agreement governing use of Vdlage easements by a telephone company.

J Served as staff liaison to the Senior Citizen Commission and the Recychng Advisory C ommit te e.

Neighborhood Housing Services Aurora, Illinois Intern (September, 1985 to May, 1986)

2584 Lakes Drive Deerfield Beach, Florida Health: excellent Birthplace: Oak Park, Illinois

LARRY R. DEETJEN, CM

1 arry deetj en @ao 1. co m (954) 725-0843

Family Status: Wife Madeline MA, Deer Creek Real Estate daughters: Jill, Tulane University, BA Heather, Columbia University, BA

Son Chad, University of Florida, BA UCLA Law School, JD

Professional Positions

1994-2006 City Manager and Chief Operating Officer City of Deerfield Beach, Florida Growing oceanfront community of 77,000 with vibrant tourism industry; expanding manufacturing and officehesearch sector; diverse and active neighborhood associations; and unique natural resources. Primary responsibilities include preparation and execution of $125 million annual operating budget; $64.1 million capital budget; direct team focused and quality oriented organization of 539 FTE and 239 PT associates. Duties include labor negotiations (two unions and 350 employees); recruitment and appointment of 12 member executive cabinet; federal and state grant administration; economic development; and operation of a complex customer information and service network.

Key achievements:

Tripled citywide assessed valuation from $2.1 billion in 1994 to $6.6 billion in 2006. Tripled value of municipal general fixed assets to $101 million in 2006. Reduced ratio of debt service to government expenditures from 5.91% in 1994 to 3.64% in 2005. Increased unreserved general fund balance from 5% in 1994 to 15.8% in 2005. Secured bond rating upgrade to an A+ in 1997 and an AA- in 200 1. Managed emergency preparation; storm debris cleanup; and recovery efforts for five hurricanes (Frances, Jeanne, Katrina, Rita, and Wilma) in two years that inflicted municipal damage alone of $23 million in 2005 and 2006. All America city finalists three times in 2lSt century National Civic league competition in Washington D.C. and Atlanta, Georgia. Selected America’s first Project Impact community by FEMA and James Lee Witt in 1997. Successful annexation of four neighborhoods with 9,700 population in 2004. Successful annexation of two neighborhoods with 9,500 population and an affirmative vote of 83% in 1999. Negotiated innovative private-public partnerships to construct FAU research park; youth automotive training center with JM Family Enterprises, Inc.; and community’s first Boys and Girls Club. Established city’s first CRA and tax increment financing district in 1999 and by 2004 doubled the tax base in the district to $210 million. Led the successful design, planning, financing, and construction of the award-winning Deerfield Beach Oceanfront and boardwalk improvements project in 2004. City is the recipient of the distinguished national “Blue Wave” environmental award and recognized for excellence in beach management five consecutive years. Won voter support for comprehensive capital improvements bond issues in 1994, 1999, and 2002. Established and developed Deerfield Beach’s first arboretum in a partnership with the city, private landscape firms, and the Friends of the Deerfield Arboretum. City is the recipient in 2004 and 2005 of Broward County’s Emerald Award for having the best recycling programs of 30 cities in the county. City received 90% approval ratings for overall service delivery form residents in three biannual surveys conducted by the private sector in 1999,2000, and 2003.

1990- 1994

1979- 1990

President and Chief Executive Officer Harding Energy Systems, Inc. A Norton Shores, Michigan corporation engaged in the design, development, manufacturing, and marketing of nickel metal hydride (“NiMH”) rechargeable batteries and battery packs. Founding partner and executive officer of cutting edge battery technology company. Responsible for all facets of business start-up including business plan and strategy; securing equity funding and bank financing; locating and establishing manufacturing headquarters; engineering and purchasing production equipment; and staffingkraining workforce. Provided consulting services for company in concept stage and as President directed operations through development phase and initial sales. In January 1994, stepped down as president when new ownership and equity was brought in; continued as strategic consultant through April of 1994.

Key Achievements:

Negotiated intellectual property rights license agreement. Developed proprietary high energy density positive electrode. Secured $1.4 million purchase order and $50,000 tooling agreement with leading computer manufacturer Introduced first “A” size cell NiMH product in the world. Manufactured and delivered over 125,000 cells to satisfied OEM customers. Sold prototype batteries to 100 OEM customers covering all business plan niche markets. Formed a number of strategic alliances with suppliers and customers. Selected as key emerging company by Technology Funding, a San Francisco venture capital firm. Appointed by Michigan Governor-elect Engler to serve on his economic development transition team.

City Manager and Chief Operating Officer City of Grand Haven, Michigan Waterfront community on Lake Michigan serving as the commercial, industrial, and cultural center for 45,000 population in Northwest Ottawa County, the fastest growing county in Michigan. Primary responsibilities include preparation and execution of $10 million fu l l service operating budget; managing the regional water and wastewater treatment systems, central public safety dispatch, marina, airport, cemetery, and downhill skiing facilities; central business development authority boardmember; Association of Commerce and Industry boardmember; and harbormaster. Duties included labor negotiations (five unions and 250 employees); recruitment and appointment of all personnel including 12 member executive cabinet; federal and state grant administration; real estate management for 260 acres of industrial and commercial property, maintenance of 26 facilities comprising of 161,000 sq. ft. and 190 acres of active park properties.

Key achievements:

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14 national and state awards for excellence in economic development; engineering; architecture; and environmental preservation. Brought to community 36 new industries which created over 2200 jobs, and filled the city industrial park, requiring the development of two new industrial parks. Played leading role in public and commercial capital improvements in excess of $160 million. Increased general fund balance from $160,000 to $943,000,2 1 % of general fund expenditures. Increased property tax base strength by reducing top ten taxpayers’ percentage to 12%. Fully funded municipal retirement system at 1 16%. City beaches and fishing pier voted best in state of Michigan by AAA members in 1990 Michigan survey. City successfully competed for rights to host National Windsurfing Championship; Milwaukee Queens’ Cup Sailboat Race; Spirit of America National Offshore Powerboat Race; National Professional Volleyball Championship Tour; and U.S. Coast Guard Bicentennial Celebration. Recognized by “West Michigan Magazine” of Grand Rapids as a leader in West Michigan providing “leadership to make life better for others”. Implemented cutback management without job action nor further unionization through citywide reorganization; new labor contracts; privatization; and downsizing.

1974-1 979 Assistant Town Manager Town of Arlington, Massachusetts Boston community (7 miles west of Boston and contiguous to Cambridge) of 56,000 population. Primary responsibility to prepare and oversee $1 8 million operating budget for town meeting review and approval. Duties included interviewing and selecting personnel for executive appointment; serving as management representative in labor negotiations and disputes (six unions representing 600 employees); assisting in the direction of 8 operating line departments; supervising citizen compliantlombudsperson function; and serving as executive secretary for town manager’s development team. Initially appointed as administrative assistant to Town Manager Donald R. Marquis in 1974 and promoted to assistant town manager in 1975.

Key achievements:

Implemented two community police teams targeted for youth outreach and low income housing areas. Deployed police manpower by computer sector analysis implemented in concert with MIT University. Secured approval and construction of new police/senior citizen housing combined facility following sale of old police station to private developer which returned property back to tax rolls. Secured approval of Arlington’s first urban renewal project to undertake downtown improvements. Signed merit contract with 340 member AFSCME Council 93 which provided wage adjustments based upon job performance, a first in New England. Reduced town expenditures 15% in real dollars over three years and reduced workforce 7% without service cuts. Received first place in state and nation for both budget and annual report documents: selective criteria were clarity and comprehensiveness in reporting to the general public. Consolidated police, fire, and inspection services into department of community safety. First major restructuring of public safety services in New England.

Education

1967-1971 1971-1973

1974

1981

1970-Present

Bachelor of Arts, Economics, Lake Forest College. Illinois State Scholarship awarded. Master of Arts, Department of Urban Affairs and Policy Analysis, Center for New York City Affairs, New School for Social Research. Full tuition scholarship with fellowship placement working for Dean Henry Cohen of the Center of New York City Affairs and former Deputy City Administrator of New York City. Massachusetts Institute of Technology. Urban Public Safety Systems program with Professor Richard Larson. Full tuition scholarship awarded. Harvard University, John F. Kennedy School of Government, Management program for senior executives in state and local government. Full tuition scholarship awarded by Erickson Foundation of Michigan.

Community Interest and Professional Activities

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Student business manager for college newspaper the “Stentor”; student director of college intramural sports program; and co-captain of Lake Forest College football team, 1969-1 97 1. Rotarian since 1980; President of Deerfield Beach rotary club in 1998; and Paul Harris Fellow in 2005. FCCMA elected boardmember of Florida city-county management association 2003-2005. President of Broward county-city management association from 1998-2000. Grand Haven Association of Commerce and Industry boardmember 1986-1 990. Grand Haven Downtown Development Authority boardmember form 1980 to 1990. Project Lakewell of Holland, Michigan boardmember 1984-1 990. Deerfield Beach Chamber of Commerce boardmember from 1994 to present. Ottawa County Commissioner from 1990 to 1992. Member of the finance, criminal justice, and parks and recreation committees. Outstanding citizen of the year award, State of Florida, from Governor Bush for hurricane mitigation at 1998 Florida Hurricane Conference in Orlando. FEMA national citizen of the year award in 1998, from FEMA Director James Lee Witt, Washington D.C. ICMA international exchange participant with British Columbia, Canada; Oswestry, England; Sussex County, England; and Belfast, Northern Ireland. SOLACE participant in London and Belfast. Transition team member for Governor-Elect AI Quie of Minnesota and Governor-Elect John Engler of Michigan.

The Honorable Mayor Lou Ann Palmer Vice Mayor Kelly M. Kirscher Commissioner Fredd G. Atkins Commissioner Richard Clapp Commissioner Ken Shelin City Hall Sarasota, Florida ,USA

April 20,2007

Dear Mayor and Commissioners,

I am pleased to enthusiastically submit my resume and letter of interest in the position of city manager for your quality community, Sarasota, Florida. I have reviewed the vision statement and goals articulated by the City Commission and believe my professional record of commitment to excellence and the delivery of quality municipal services for residents, business, and visitors alike will be invaluable. My professional background includes over 22 years of chief administrative oversight in communities with a waterfront orientation. I have guided both Deerfield Beach and Grand Haven with distinction and innovation. I have hands on experience with crowds and special events and a record of strong working relationships with the business and education sectors. My personal background includes strong family ties, stability, respect, and a record of giving back to the town I am serving. I have been a South Florida city manager for the last 12 years which will allow me to provide a smooth and seamless transition. I would like to thank the Mayor and City Commission for your consideration and look forward to the opportunity of personally addressing the challenges and opportunities of such a well respected community .

Sincerely,

Larry R. Deetjen CM 954 464-6 197

A T L A N T I S Environmental Engineering, Inc.

Cim I ti E tivitou i r i t t i tnl Engmxrjti ,y

December 1, 2006

Mr. Larry R. Deetjen, City Manager City of Deerfield beach, Florida City Hall 150 N.E. Second Avenue Deerfield Beach, FL 33442

Dear Mr. Deetjen:

It is with deep regret that you are resigning from the position of city manager of Deerfield Beach, Florida after more than twelve years of progressive management and achievements far too many-to address in a single letter that have enhanced the quality of life for our residents, businesses, and visitors alike. The Deetjen family has been an invaluable asset for our town and you have given back to our community in many ways reflecting on your statement upon hiring that you would be totally committed to Deerfield Beach. I have known you as Deerfield Beach’s city manager for the last twelve years while serving as Mayor and salute your professionalism and approach to governing by teamwork and service delivery excellence. I was Mayor in 1994 when our city commission engaged Ralph Anderson and Associates to recruit nationwide for a new city manager. We chose the very best in you and if it was my decision today, I would appoint you again as our city manager.

I would like to address a few milestones in your service to our community that need to be highlighted. Hurricane Wilma directly impacted our city in 2005 and we sustained over $14 million dollars in municipal damage alone. You proved you are a “get things done manager” as you led city forces and private contractors in an impressive and swift recovery well recognized by South Floridians as an example of government at its finest hour.

Your financial expertise and budgeting experience secured two bond rating upgrades during your tenure and the unreserved general fund balance as a percentage of general fund expenditures increased from 5% in 1994 when you were appointed, to 15.8% in the last audited year of your service. Every general bond issue presented to the voters was approved, and parks, fire stations, public works, and water treatment facilities were all upgraded during your administration.

Deerfield Beach did not have national recognition to the fullest extent until your arrival. International powerboat races, Project Impact designation, All American city finalist, “Blue Wave: environmental awards, Olympic Torch Relay

1311 Newport Ccntcr Drivc West, Suite C, Deerfield Rcacli, Florida 33442

1514 Broadway, Suitc 201, Fort Myers, Florida 33901 E-mail. atlantis@~carnlina net

Ciis ir I w r s Scrco t I S 1.i Cer icrd Coil f rnct ors

TI.?] (954) 438-6300 / Fax: (954) 128-0122

participation, and World Firefighter Combat Challenge are just a few of the national events and designations awarded to Deerfield Beach under your administration.

Economic Development certainly was a hallmark during your professional career in Deerfield Beach. The assessed valuation of the city tripled to $6.6 billion in 2006, and the population increased from 49,000 to 77,000. One of the state’s most successful CRA’s was established in 1999 and investment in the beach district by the private sector surpassed $300 million in 6 short years. This private in investment led the way for the public investment in the Ocean Way boardwalk project which has won national awards and local citizen praise.

Your private sector experience helped you forge unique and lasting partnerships with business and non-profit organizations in Deerfield Beach. Our new FAU Research Park, the Youth Automotive Center, Boys and Girls Club, the Deerfield Beach Arboretum, Hobby’s support of our Ocean Rescue team, and Sprint Corporation’s funding and construction of the-city hall clock tower are just a few illustrative examples of successful projects completed in our community with your leaders hip.

It has been exciting to work with you and Deerfield Beach has been enriched under your management, If the city had a problem or crisis, you always viewed the situation as a challenge or opportunity.

I know you will be successful in the next step of your professional career. Larry Deetjen is my friend, my neighbor, and my city manager. Please do not hesitate to call upon me in the future if I can provide a reference and recommendation. I would be proud to do so and I know other leaders in our community would enthusiastically join me.

Mayor Deerfield Beach, Florida, USA 1993 - Present

ATLAh’l’IS ENV 1 RONM ENTAL. EN(; I N IXRI NC, INC

November 13, 1989

Mr. Larry R. Deetjen, C i t y Manager CITY OF GRAND HAVEN 519 Washington Street Grand Haven, MI 49417

Dear Mr. Deetjen:

BeEore leaving office I wish to communicate my assessment of y o u r management style and ability. I have known you a s Gkand Haven's C i t y Manager f o r ten years, eight of which I served a s Mayor o f Grand Haven and from 1979 through 1981 served on t h e City Council.

. L a r r y Deetjen i s a professional City Manager of the highest degree. He has received training over and above h i s Masters Degree and has used this training to enhance and improve the quality o f life for all citizens in the Grand Haven area.

. Larry Deetjen has a unique ability t o obtain grants from the private and public sec to r s to carry out the goals of the community he serves . By b lend ing different sources of funding he is able to match funds and complete projects with very l i t t l e impact on the City's general fund.

. Larry Deetjen has a national reputation in planning and executing waterfront improvements as well as attracting industrial and commercial companies to enhance the economic worth of a community. Through obtaining state and federal grants, infrastructure improvements abound in Grand Haven thereby stimulating p r i v a t e investment.

. Larry Deetjen is a team player, encouraging citizen participation in community projects through t h e committee structure. He works well with other economic development people to package investment opportunities in our community.

. Larry Deetjen is an honest, committed and professional City Manager who a l s o f i nds time f o r community activities which include h i s family. He is a devoted father and husband who supports his children and w i f e in their pursuit of excellence.

. Larry Deetjen is a "get things done" manager who w i l l take direction as well as ask for it. He demands much of his employees, but no more than he is willing to give himself.

Grand Haven City Hall 519 Washington Street Grand Haven, Michigan 49417-1486

Phone: (616) 842-3210 0 Fax (616) 842-0085 Member Michigan Municipal League

National League of Cities

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Mr. L a r r y R. Deetjen Page Two November 1 3 , 1989

It has been e x c i t i n g t o work with Mr. Dee t j en , and t h e C i t y of Grand Haven has , truly prospered under h i s management. I f a city has a problem, Lar ry Deetjen will f i n d a s o l u t i o n and implement that solution i n a f i s c a l and responsible manner. He is t r u l y a man o f , v i s i o n and action.

Marjorib A . Boon Mayor, C i t y o f Grand Haven

MAB:tlf

March 21,2000 1 Larry R. Deetjen City Fhiager City of Deerfield Beach 150 N.E. 2"' Avenue Deerfield Beach, FL 3344 1

Dear MY. Deetjen:

It gives tile great pleasure to inform you that the City of Deerfield Beach has been selected as a 2000 recipient of the National I-lurricarie Conference's Outstanding Acliievement Award. C o ngrat 11 I at i o 11 s .

In selecting the City, the Awards Committee cited Deerfield Beach for its proactive initiatives and programs to lessen the impacts of hurricanes on its corninunity and citizens. You have truly made a difference.

The award will be presented at our annual awards luncheon at iiooJi Thursday, April 20, during the 2 1" annual National Hurricane Conference at the Hyatt Regency in New Orleans. We expect more than 1,500 people to attend a large percentage fiorn the emergency management corn in u n i ty ,

The City was nominated by Ron Rubnck, Nazard Mitigation Coordinator and Van Sclioeii, Mitigation Resource Officer of the City of Deerfield Beach.

We hope you can be there in person to receive the award. if not, please let me Itnow the iiaine of your representative who will receive it.

I look forward to seeing you iii New Orleans.

April 19, 2007

Tom D. Freijo, Ph.D., Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, Florida 33883 Freijo@Mercerfl.com

Dear Mr. Freijo:

Enclosed you will find a copy of my resume submitted in response to your search for a new City Manager for the City of Sarasota. I believe my prior government executive experience in Florida and Pennsylvania, record of accomplishments, as well as my interpersonal and communication skills uniquely qualify me for your consideration.

My resume outlines my significant experience in leading large organizations with specific strengths in budgeting and finance, inter-governmental relations, public safety and emergency management, personnel management, information technology and economic impact analysis. I am familiar with the regulatory, economic and climatic environment in which Florida municipalities operate and have the skills necessary to meet the challenges these factors create. During my tenure with the City of Hollywood, an older beachfront community in Broward County, the city began major redevelopment of both its downtown and its beach area, using separate Community Redevelopment Agencies and a debt funded infrastructure improvement program. This experience also required me to deal with other relevant issues such as tourism, hurricane preparedness and fiscal responsibility.

Throughout my career I have demonstrated the ability to be innovative and creative. My experience in the private sector as well as the public sector demonstrates my ability to learn quickly and adapt to new situations. I am highly capable of implementing change and improving systems and business practices in all levels of an organization as you will note in the information presented. While with the Seminole Tribe of Florida I oversaw the creation of a full-time, professional fire-rescue department including a robust emergency management program that is a leader among Native American tribes. Much of my career has been spent dealing with financial management issues as both a Senior Executive as well as a consultant. My training as an engineer has made me familiar and comfortable with infrastructure and technology issues as well as providing me with project management tools. I have excellent communications skills, both written and oral, and believe in an informal and open style of management.

Finally, I am well aware that a city government is a service organization that is only as good as the people it employs. My experiences as a manager and chief labor negotiator for both the City of Hollywood and the City of Pittsburgh, Pennsylvania have reinforced my belief that one of the most important tasks of a City Manager is to hire, train, and develop the city’s staff to assure that the city’s services are of the highest quality and all citizens are treated courteously, fairly and with competence and respect. This means treating the city’s employees in the same way while recognizing the limited resources that are available to a municipal employer compared to its private sector counterparts.

I look forward to meeting with you to further discuss how my skills and experience can benefit the City of Sarasota. Thank you for your consideration and I hope to hear from you shortly.

Very truly yours,

Kenneth Fields

Kenneth Fields 1064 SW 9th Avenue Boca Raton, Florida 33486 (561) 367-9770 (H) (954) 61 0-6672 (C) krfields@bellsouth.net

Summary: Over thirty years executive experience in the public and private sectors. Broad management experience including finance and budgeting, personnel and labor relations, public safety, and information technology.

Employment History

2002-2006 Seminole Tribe of Florida, Hollywood, Florida Executive Administrative Officer (Tribal Manager) (Final Salarv - $245,000) Hired as the first non-tribal member, professional manager responsible for the overall management of the tribal government organization with 1,500 employees serving over 3,000 tribal members in six locations across Florida. Tribal reservations also received as many as 35,000 visitors per day to tribal gaming and tourism facilities. Tribal government functions included all traditional government services such as law enforcement, fire and emergency services, public works and utilities, recreation, social services, public health, education, elder affairs, housing, planning and capital construction.

Reorganized tribal programs to improve coordination and communication between departments to assure high level services to tribal members, other reservation residents and visitors;

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Implemented comprehensive land use planning for each reservation and multi-year capital budgeting to prepare for future residential and commercial development; Oversaw the creation of a full service fire-rescue department including an emergency management function to deal with hurricane preparedness and other emergencies; Upgraded the police department by beginning the accreditation process;

0 Initiated the implementation of a new financial management system to improve efficiency and assure compliance with federal requirements; and Implemented new personnel policies to upgrade the workforce, improve service delivery and be competitive in hiring qualified employees.

1994-2002 City of Hollywood, Florida Assistant Citv Manager. 1998-2002 (Final Salary - $91,663) Director, Office of Management and Budget, 1994-1 998 Responsible along with the City Manager in the overall management of the City of Hollywood, Florida, workforce 1500, annual operating budget of $225 million.

The city received its first Government Finance Officers Association Certificate of Achievement for its Annual Budget document; Developed a multi-year, debt-funded infrastructure investment program that spurred the beginning of major redevelopment in the city’s downtown; Served as the city’s Chief Labor Negotiator in collective bargaining with three employee unions covering five bargaining units representing over 90% of the workforce; Negotiated new contracts with health care providers for the city’s health care benefit program; Negotiated renewal of the city’s cable television franchise with significant improvements in services and revenues; Oversaw implementation of the city’s strategic information systems plan.

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1988 - 1993 Software Engineering Institute, Carnegie Mellon University, Pittsburgh, Pennsylvania Director, Business Operations (Final Salarv - $88,345) Directed financial management, facilities management, and administrative support services of a federally funded research and development center operated by Carnegie Mellon University for the Department of Defense.

Maintained the same staff level in Business Operations through productivity improvements and operating efficiencies while the institute grew from an approximately $18 million and 150 person operation to a $38 million and 300 person operation. Introduced new methods of allocating internal support costs to smooth monthly billings; Participated as a member of the management team implementing a Total Quality Management (TQM) methodology through extensive training, teaching and inspection designed to improve overall efficiency and results;

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1983 - 1988 Arthur Young & Company (now Ernst & Young) Manager, National Government Services Group 1987-1 988 (Final Salarv $66,000) Manager, Mid-Atlantic State and Local Government Consulting Group 1983-1 987 Consulting Manager responsible for managing local, state and federal government consulting projects in the Mid-Atlantic region. Promoted to a national group responsible for the design and implementation of the budget development module of an automated government financial management system.

Converted the State of Delaware to financial reporting based on Generally Accepted Accounting Principles;

0 Determined state automated budget system requirements, school district automated financial management system requirements, and state automated financial management system implementation; Evaluated the financial management, overall management and development capabilities of arts and cultural organizations for the National Endowment for the Arts; Conducted management and/or operations reviews of a major health insurer, school financial and general management processes, and a Federal agency's budget process; Conducted personnel studies including salary and wage structures for a major county government;

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1972-1982 City of Pittsburgh, Pennsylvania Assistant Director for Labor Relations 1982 (Final Salarv $39.341) Budget and Research Officer, Mayor's Office, Citv of Pittsburgh, Pennsvlvania 1978-1 981 Fiscal Officer, Mavor's Office, Citv of Pittsburgh, Pennsvlvania 1976-1 978 Assistant Executive Secretarv, Mayor's Office, Citv of Pittsburgh, Pennsvlvania. 1972-1 976 Prepared the Mayor's annual budget, developed budget policy, reviewed departmental budget requests, and advised on tax and revenue policy. Served as the city's Chief Labor Negotiator for nine bargaining units.

Created the city's first comprehensive management and budget office; Introduced statistical revenue forecasting techniques, quantitative management analysis methods, and automation of the budget preparation process; Co-developed the city's Emergency Medical Services function and used computer modeling to most efficiently locate new stations.

1969 - 1970 Community Action Pittsburgh, Pennsylvania VISTA Volunteer Community organizing work in the fields of welfare rights, university-community relations, and youth.

Educational Background

Carnegie-Mellon University, H. John Heinz Ill School of Public Policy and Management, Pittsburgh,

Cornell University, Ithaca, New York. Bachelor of Industrial Engineering Pennsylvania. Master of Science (Public Policy and Management)

Members hips

International City Management Association Government Finance Officers Association National Public Employer Labor Relations Association (former mem ber)

Community Involvement

Leadership Hollywood, Participant and Former Program Chair for Local and State Government Days Coach and Past President, Boca Bobcats Ice Hockey Club (Boca Raton High School Ice Hockey team) Coach, City of Boca Raton Youth Roller Hockey Coach, Boca Raton Softball Association Assistant Coach, Soccer Association of Boca Raton Volunteer, Healthy MotherdHealthy Babies of Palm Beach County

Daniel W. Fitzpatrick 720 Kossuth Place

Peekskill, New York 10566 fi tz @c itymanag er. us

01 April 2007

Tom Freijo, Ph.D Senior Vice President The Mercer Group P 0 Box 9328 Winter Haven, Florida 33883

Dear Dr. Freijo:

Thank you for the opportunity to submit my application for the position of Sarasota, Florida City Manager.

A long established path city managers use to move from smaller to larger communities is to distinguish themselves managing smaller cities. During my twenty four years managing cities under fifty thousand population I have produced a record unique among my peers. My receipt of the National Public Service Award and five ICMA awards indicates that my profession has recognized my many accomplishments.

This month I will complete four productive years as the City Manager of Peekskill, New York. In this letter I will summarize examples of changes accomplished since my appointment in April 2003.

Upon my arrival in Peekskill 1 was met with serious problems in the areas of public works, community development and organizational management. Within a month City Hall was reorganized to address these and other issues. The results came quickly and were recognized both within and outside the community. Most notably was Peekskill’s selection by Hudson Valley magazine as one of 10 terrific home towns and Westchester magazines selection as one of 10 great places to live.

Central Avenue stood as a monument to the damage of Hurricane Floyd and Peekskill’s inability to repair the damage within the FEMA timetable. The corner of Central Avenue and Water Street had been closed for over a year causing inconvenience to citizens, a serious public safety issue and a jeopardy to FEMA reimbursement.

Planning and Development projects had been stalled for years. The city’s partnership with Scenic Hudson to develop Peekskill Landing (a brownfields site) was mired in ongoing disputes between the City and New York State. Peekskill’s downtown was scarred years by scaffolding at the corner of Park and Division Streets. Like Central Avenue, this scaffolding was a symbol of City Hall’s inability to complete a project.

Central Avenue was opened for traffic within six months, completed within the FEMA timetable, and approved for over 2 million dollars in reimbursement. .

w The Peekskill Landing project was put back on schedule with the retention of a waterfront coordinator, and the resolution of the disagreements with New York State. The project is currently completing the design stage.

9 The disputes between the developer and city hall over the Hermax building were resolved. Within eighth months the downtown scaffolding was removed, the building sold and another milestone of the city’s downtown redevelopment was reached.

a Years of over estimating revenues and under estimating expenses brought Peekskill to the point of financial disaster, With a new budget format, fiscal discipline and a little luck Peekskill emerged from the edge of bankruptcy to being recognized by the New Yoi-k State Comptroller in February of 2006 as one of New York’s most financially healthy cities. The 2007 budget produced a zero tax rate increase for the second year in a row.

I am a seasoned city manager with a wide array of proven achievemcnts. As my track record indicates, I have the ability to move into new situations and produce results. I welcome the opportunity to discuss my interest in Sarasota with yourself and members of the Swasota City Commission. Enclosed are a brief biography(from Rockefeller College web site), a summary resume, a detailed chronological resume, and othcr information fi-om the public record. My current salary is $149,972 per year. I

Sincerely, I

ICMA Credcntiw Manager

Summary Resume of

Daniel W. Fitzpatrick 720 Kossuth Place

Peekskill, New York 10566

Telephone: Office (914) 734-41 03 E-mail: fitz@citymanager.us Home (914) 788-3439

+ CITY MANAGER (4/03 to present) Peekskill, New York

Chief Executive Officer of an emerging, Iiistoric Hudson River City in northern Westchester County. See resume, page 1.

+ CITY MANAGER ( 1 /93 -4/03) Oak Park, Michigan

Chief Executive Officer of a mature, highly diverse, urban community, adjacent to Detroit with a reputation for providing a full range of superior services. Resigned to accept the Peekskill position. See resume page 2. - Also; www .ci.oak-park,mi.us.

+ CITYMANAGER (2/87-10/90) Augusta, Mainc

Chief Executive Officer of a fill-service center city. Augusta is the capital of Maine. Resigned to accept a lucrative business offer. See resume, pages 3 &4.

+ CITY MANAGER (4183-2/87) Ogdensburg, New York

Chief Executive Officer of a full service independent city. Ogdensburg is a port city, located on the St Lawrence River, 400 miles north of New York City. Resigned to accept the Augusta position. See resume, page 4.

+ CITY MANAGER (2/79-9/8 I ) Poughkeepsi e, New York

Chief Executive Office of a full scrvice, partisan, multi-ethnic diverse center city. Resigned to enter the private sector. See resume, page 5.

+ DIRECTOR OF FINANCE (9/76- 12/79) Poughkeepsie, New York

Chief Budget, Finance and Procurement Officer. See resume page 6.

VICE PRESIDENT for Administration & CFO (1 0/90- 1 /93) Blasland, Bouck and Lee, Syracuse, N Y

Private sector executive of an environmental consulting firm. Resigned to rc-enter municipal management. See resume, page 3.

REGIONAL VICE PRESIDENT (9/8 1 -4/83) Eastern Cleaning Services, Inc., Poughkeepsie, NY

Private sector executive with an international industrial building services corporation. Resigned to reenter city management. In 1984 Eastern changed ownership via a hostile partnership lawsuit. In 1988, Eastern and its affiliate companies went out of business. See resume, page 5 .

Master of Public Administration (MPA) State University of New York at Albany

Master of Business Administration (MBA) State University of New York at Albany see resume, page 9.

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Awarded the 2005 ICMA Award for Career Development in Mcmory of L.Y. Cookingham. Recipient of the 2004 National Public Service Award Awardcd the 2003 ICMA Award for Programs for the Disadvantaged Awarded the 2001 ICMA Program Excellcnce Award for Lnnovations in Local Government Management. Awarded the 1990 ICMA Mark E. Keane Award for Excellence. Among the first group of local government managers to be named Credentialed Manager by the Tnternational CityKounty Management Association. Earned several other professional certifications, see resume, page 6. Numerous ICMA committees, currently - ICMA Credentialing Advisory Board, see rcsume, pages 7 & 8. Past President of ICMA afiliated State Association (New York), see resume pages 7 & 8 Numerous other publications, honors and activities recognizing leadership and service to the community, see resume pages 7, 8, and 9.

Fitzpatrick, Summary Resume, page 2.

DANIEL W. FITZPATRICK, ICMA-CM DETAILED CHRONOLOGICAL RESUME

MAILING ADDRESS 720 Kossuth Place Peekskill, New York 10566 (914) 788-3439

OFFICE 840 Main Street Peekskill, New York 10566 (914) 734-41 03

Nationally honored, award winning City Manager with twenty-four years municipal manager experience. Areas of experience include general municipal administration, urban and regional planning, management of change, process engineering (TQM), financial management (public and private), economic development, community relations, labor relations and business (private sector) management.

City Manager Peekskill, New York h t tp ://www. c i t yoQeekski 1 I. corn/

April 2003 - present

Serve as Chief Exccutive Officer of a city of 25,000 population, 250 (FTE) employees an annual budget of 44. I million dollars, general fund 32.7 million dollars.

Pcckskill is a full service, highly diverse, center city located in northern Westchester County. Peekskill is of New York’s most rapidly growing city. Services include general fund, water treatment and distribution,

Thc Peekskill City Manager is appointed by and responsible to a seven member, partisan common council. The City Manager has total administrative responsibility for the city’s day to day operations. Relevant activities and accomplishments include:

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Reorganized city hall for increased efficiency and effectiveness Completed long stalled public works projects (Central Avenue) Completed long stalled economic development projects (Hermax Building) Created code enforcement task force and revitalized the entire code process Managing city through ongoing budget shortfalls Managed the reigniting of a long stalled Waterfront Development Projects Upgraded and modernized the annual budget Guided Peekskill fiom the brink of bankruptcy to being selected by the New York State Comptroller as one of the most financially healthy cities in the State.

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City Manager Oak Park, Michigan http://mw.ci.oak-park .mi .us/

January 1993 - April 2003 (1 0 plus years)

Served as Chief Executive Officer of a city of 30,000 population, 262 (FTE) employees an annual budget of 37.1 million dollars, general fund 19 million dollars.

Oak Park is a full service, first tier suburban city. Oak Park is acknowledged as the most diverse community in the Detroit Metropolitan area. Services include general fund, water distribution, storm and sanitary sewers, public safety (combined), recreation, library, cable televisiodcommunications, engineering, buildings, code assistance, public works, streets and community services.

The Oak Park City Manager is appointed by and responsible to a five member, nonopartisan city council. The city manager has total administrative responsibility for the city’s day to day operations. Relevant activities and accomplishments include:

Managed Oak Park to become thefirst city to participate in the Michigan Quality Leadership Awards Promam (www.michiganquality.org) Nurtured a bottoms UP team empowered TQM program without using the word “qu a1 i t y ’ ’ Engineered a management study of the city organization. Guided the city through an administrative reorganization, sewice evaluation and staff reulignment. Awarded the ICMA 2003 Aluard.for Programs for the Disadvuntaged. Awarded the ICMA 2001 Program Excellertce Award for Tnnovations In Local Government Awarded the 1998 IGMA Program Excellence Award for Intergovernmental Relations. Guided Oak Park to the receipt of it’s first GFOA Award for Financial Reporting Managed Oak Park to its first GE’OA Distinguishcd Budget Presentation Award.

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Vice President for Administration/CFO Blasiand, Bouck dk Lee (BBL) http://www.bbl-inc.com

October 1990 - January 1993 Syracuse, New York

BBL is environmental consulting firm ranked 142 on the Enffineering News Record’s list of the Top 500 Design Firms in 1992, ranked 87 in 1996. The firm serves industry, law firms and financial institutions nationwide with complete engineering and hydro geological services including environmental engineering, water and wastewater engineering, solid and hazardous waste management, facilities design and construction administration . At the time BBL had offices in Syracuse, White Plains, Rochester, Poughkeepsie, Middletown and Syosset, New York; Edison, New Jersey; Boca Raton, Miami, Orlando and Tampa, Florida; Columbus, Ohio; Philadelphia, Pennsylvania; Imine, California and Raleigh, North Carolina.

The Vice President and Chief Financial Officer reported directly to the PresidentlCEOIChairman of the Board. Areas of responsibility include; Human resources, purchasing, leasing, management information systems, information resources, office services, business and financial analysis and financial management and planning. 450 employees, 45 million budget (1 992). Notable activities and accomplishments included:

Worked with principles to secure financing for corporate activities. Developed financial ratio monitoring system Instituted a corporate travel management program. Began a computer services division, MIS program with remote office networks Formalized purchasing and leasing programs.

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City Manager Augusta, Maine http ://www.ci. aumsta,me.us/

Feb1987 - Oct 1990 (3.8 years)

Served as Chief Executive Officer of a city of 22,000 (45,000 daytime) population; 600 full-time employees; and an operational budget of 3 6 million dollars (including schools) - 1990.

Augusta is a full service central city. Augusta is the state capita2 and the economic and commercial center of the Kennebec Valley Region (75,000 population). Services provided include general fund, such as Police, Firc, Rccrcation, Public Works, Welfare, Housing Rehabilitation Community and Economic Development. Enterprise Funds include Convention Center, Landfill, Library, and Museum.

The Augusta City Manager is appointed by and rcsponsible to an eight member, non- partisan City council. The City Manager has total administi-ative responsibility for thc city’s day to day operations. Notable ctivities and accomplishments include:

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Tmplemented a stalled city reorganization while increasing morale and productivity. Managcd the city’s finances fi-om a deficit to a surplus. Worked with Moody’s to retain city’s Aa credit rating. Negotiated and administered seven collective bargaining agreements. Managed the city during a Declared Presidential Disaster (flood). Guided the city in its move from a industrial economy to a service economy. Upgraded the operating budget and developed thc city’s first enterprise and capital improvement funds. Guided Augusta to the finals of the 1988 All-American Cities Award Program. Awarded the ICMA Award for Excellence (1 990) in recognition of achi cv ement s i n Fin an cia I Man agem en t, Council R ela Zions, Employees R ela tiolzs and Pubiic Relutions.

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City Manager Ogdensburg, New York http://www .ogdensburg. or#

April 1983 - Feb 1987 (3.9 years)

Served as Chief Executive Officer of a city of 12,364 population; 175 full-time employees; an operating budget of 10 million dollars (1987 Dollars).

Ogdensburg is an independent full service city Services include general fund, such as police, firc, public works and recreation. Other services include enterprise funds; economic develop, wastewater, water treatment /distribution, museum, library, waterfront, landfill and housing rehabilitation.

The Ogdensburg City Manager is appointed by and responsible to a seven member partisan city council. The city manager has total administrative responsibility for the day to day operation of the city. Notable activities and accomplishments include;

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Guided the city toward a resolution of its water shortage probIem via the rehabilitation and expansion of its treatment and distribution system. Developed a voluntary water conscnration program. Directed the creation of the city’s first comprehensive Disaster Preparedness - Plan. Guidcd the city toward a successful Hydro-Electric Facility License: with the Federal Energy Regulatory Commission, Negotiated and administered fivc collcctive bargaining ameements.

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Regional Vice President Eastern Cleaning Services Poughkeepsie, New York

Sept 1981- April 1983 (1.5 years)

Regional Vice President and Assistant General Manager for Eastern Cleaning Services, Inc., and its affiliate companies - Concorde Maintenance Ltd of Canada and Caribe Cleaning Serviccs of Puerto Rico. Annual sales of $15 million, 1600 employees (1983 dollars). Privately held.

Resigned city service in Septcmber of 198 1 to assume the position of Assistant General Manager of this international building service contracting firm. The Assistant General Manager reported directly to the President and General Manager and performed dutics encompassing all aspects of business management.

Promoted in February 1982 to Regional Vice President and given direct responsibility for the firms Canadian Operations - Concorde Maintenance Ltd. Resigned position in April 19983 to reenter city mmagemcnt. In 1984 Eastern Cleaning changed ownership via a partnership lawsuit. In 1 988, Eastern Cleaning and AMiliate companies ceased operation.

City Manager Poughkeepsie, New York http://www .cityo*oughkeepsie.com/

Feb 1979 - Sept 1981

Served as Chief Executive Officer of a city of 33,000 population, 405 employees, and an operating budget of $25 million dollars (1 981 dollars and population).

Poughkeepsie is a central city to a diverse population ccnter of 150,000 people. Services provided includc general fund; police, fire, recreation, planning and development. Enterprise funds include transit (bus), wastewater treatment, water purification and distribution, parking and library. The Poughkeepsie City Manager was appointcd by and responsible to a nine membcr partisan city council. The city manager had total administrative responsibly for the city’s day to day operations. In January 1996 Poughkeepsie ceased to operate under the Council/Manager form of government.

Took ovcr the position fiom beleaguered predecessors. Wliile working within a contentiously partisan environment, succeeded in privatizing wastewater treatment and parking management. Managed the dismantling of the Urban Renewal hp-encv and reduced staff from 504 to 405 full time employccs.

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Director of Finance Poughkeepsie, New York

Sept 1976 - Feb 1979

Served as Chief Financial, Budget and Procurement Officer. Appointed by the City Manager. Notable projects and achievements include:

Integrated & updated the process. Integrated and modernized the computer bureau. Served for six months as Acting City Assessor. Served as CFO of the Urban Renewal Agency and the Poughkeepsie Parking Authority.

Designated a “Credentialed Manager” by thc Executive Board of the International City/County Management Association (TCMA), May 2002 (httr,://www.icma.org/)

Designated a “Certified Government Financial Manager” by the Profcssional Certification Board of the Association of Government Accountants, Alexandria, VA. July, 1995. Certification # 1965. (ht tp: / / tvww.a~acgfm.~~~)

Designated a “Certified Planner” by the American lnstitute of Certified Planners (AICP), Washington, D.C. July 1999. Certificate # 01 5 1 16 (1.1ttr , : / /~~~.planninp.or~//)

Designated a “Certified Quality Manager” March 2002, Certificate # 6628 and a “Certified Quality Improvement Associsrtc” January 200 1 , Ccrtificate # 90 by the Amcrican Socicty for Quality, Milwaukee, Wisconsin (http://www.asq.org/)

In January 1995 the Academy of Administrative Management and the Institute of Certified Professional Managers merged. Thc two programs now operate as the Institute of Certified Professional Managers (ICPM) on the campus of James Madison University, Harrisonburg, VA (http://www.imu.edu/icpm), designated a “Certified Manager” June 1 984, Certification # 1499, designated a “Certified Administrative Manager” Aug. 1988, Ccrtification # 1614

Designated a “International Personnel Management Association-Certified Professional” by the Public Human Resource Certification Council of the IPMA, 2000 and 2003.

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Adjunct Instructor - Marist College MPA Program. Poughkeepsie, N Y 1980.

Instructor - ICMA Training Institute. 1979 to 1996,

Mentor ICMA University Certificates In Management Program. Mentored the first Certificate in Management Program Graduate.

Served as a Reviewer/Advisor on three ICMA Greenbooks; The Effective Local Government Manager - 1993 Edition , Effective Communication - 1994 Edition and Managing - - Local Government Services: A Practical Guide - 2006.

Appointed by the ICMA Executive Board to the 1 99 1 /1993 Task Force on Continuing Education and Professional Development.

Appointed by the ICMA President to the lCMA Fund for Professional Management, 1997-2000.

Appointed by ICMA President to ICMA Crcdcntialing Advisory Board (2004-2007)

--PROFESSIONAL AWARDS, HONORS AND RECOGNITION'S------------------

Awarded the 2004 National Public Service Award from the National Acadcmy of Public Administration and the American Society of Public Administration .(http://www.aspanet.org/scriptcontent/index awardsnpsa winners.cfh)

Awarded the 2005 ICMA Award for Career Development in Mcmory of L. P. Cookingham

Awarded the 2003 TCMA -4ward for Promams for the Disadvantaged In Memory of Carolyn Keane.

Awarded the 2001 ICMA Program Excellence Award for Innovations in Local Government Management, for the institution of a Total Quality ManagementProcess Improvement Program.

Awarded the 1998 ICMA Proarm Excellence Award for Intergovernmental Relations.

Awarded the 1990 ICMA Award for Excellence in Honor of Mark E. Keane.

Selected by the Univcrsitv of Kansas and ICMA as a practitioner participant for the 2002 Hansel1 Symposium on Management and the American City, Lawrence, Kansas, April 16- 18,2002.

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Board of Directors of the Maine Municipal Association, 1988 thru 1990. (http://www .memun.ord)

Board of Directors of the New York State City/County Management Association (ICMA State Affiliate). President 1 986187. (http://nyscma. govoffice.com/)

Awarded the 1’‘ “Certificate In Management”, in recognition of commitment to continuing management education, fiom thc ICMA Training Institute, 1985.

Named a finalist for the Public Technology Institute (PTI) 1996 Technolom Leadership Award for nurturing the use of technology in local government.

The Future of Local Government Administration (The Hansel1 Symposium), edited by Frederickson and Nalbandian: (ICMA) 2002. Part 11. Chaptcr 9. Practitioner’s response. (http://bookstore.icma.or~obs/showdetl.cfm?DID~7&Product TD9 1 7&CATD=4)

Public Sector Network News, American Society for Quality. Winter 2000, Vol. 5, No. 2, “Deming In Local Government.”

Public Management, February 1996. “There and Back Again, Again - Confessions of a Former Professional Switch Hitter.”

Public Management, January/February 1990. “City Management: Profession or Guild?”

Readings and Cases in Governmental and Non-profit Accounting, by Vargo and Dierks: (Dme Publications) 1982. Case study, Section 7, Case 5, “City of Lodi”, page 230, Public Management, September 1980. essay on “Public Relatioils in local Government”.

Waterline, June 1980. “Poughkeepsie Controls Organics.”

Governmental Finance, March 1 980. “An Experience in Contracting Out Services.”

Management Infomiation Service Report, April 1980. - Case Study - “Union Pressure in Poughkeepsi e, New Y ork.”

Public Works, May 1980. “Water Quality Improvement Program.”

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Member, Peekskill Museum (http://peekskillmuseurn.com/) Member, The Rotary Club of Peekskill (http://peekskillrotary.corn/)

Member, Paramount Center for the Arts (http://parmountcentcr.ord)

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Member, Oak Park Business & Education Alliance (1994- 2003)(htlp//:www.volunteersolutions,org/uwcs .org/6245 90 .html) Local escort runner, 1980 Winter Olympic Torch Relay. Council Member, Seaway Valley Council, Boy Scouts of America, 1984/85. Member, Augusta Board of Trade, 1987 thru 1990. Member, National Stuttering Association.(http://www,nsastutter.org/) Member, Board of Directors, Kenncbcc Valley Chamber of Commerce, 1987 thru 1990. Member, Board of Directors, Kennebec Valley Medical Center, 1998 thru 1990, While employed in the private sector, served as Commissioner/Chaiman of the Poughkeepsie Housing Authority. Appointed to the authority by the Poughkeepsie Mayor, elected to the Chair by the Commissioners. (8/81 to 4/83) Member, National Bone Morrow Donor Program.(http://www.marrow.org) Charter Member, Oak Park Lions Club 1999 Member of Ogdensburg Kiwanis Club 1983- 1987, Augusta Rotary Club 1987-90 Volunteer Donor: National Marrow Donor Program Registry Life Member, National Eagle Scout Association, BSA

Master of Public Administration (MPA), August, 1977. Rockefeller College of Public Affairs & Policy State University of New York at Albany, Concentration - Urban Development. ht tp : //m. alb anv. eddroc ke fe 1 ler)

Master of Business Administration (MBA) Graduate School of Business (http://ww.albany.du/business) State University of New York at Albany Concentration - Industrial and Labor Relations.

Bachelor of Arts, Cum Laude (BA) Marist College, Poughkeepsie, New York Major - Business Administration. [ht tp://www . marist .edu)

Diploma The Jolm F Kennedy School of Govcmment, Harvard University Program for Senior Executives in State and Local Government, July 1999

Diploma Organizational Change Leadership Cornel University School of Industrial and Labor Relations, October 2006

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~ .............................................. WHAT HANDICAP?

22 Public M a n a g e m e n t D e c e m b e r 188E

Rockefeller College of Public Adrninimdtion and Policy Page 1 of 3

City Manager DanSiat W, I FJewsReie

OUT TWE COLLEGE

EGREE PROGRAMS DEMXC DEPARTMENTS &

ESEARCH AND PROJECT

EWS AND FEATURE EVENTS

CULTY/STAFF DIRECTORY

Fitzpatricks A Biography

In April of 2003 Dan Fitzpatrick and hi5 wife Jackie moved from Oak Park, Michigan to Peekskill, New York. Fiepatrick widety regarded as a "tenured" city manager of Oak Park made a iffestyle decision to return to his native Hudson Valtey Region of New Yark State. Danlcl FIUpeMck

Honoted wlth the Prestigious Naeionai Public Sentace Award

Since ta&cing the Peekskill position he has aided Peekskill by reorganizing city hall with the resutt of restarting and completing long stalled public works and development projects. He has also provided guidance in the management of code enforcement issues and is continuing to manage the city through very difficult budget shortfalls.

In March 2004 Fitzpatrick was the recipient of the prestigious National Public Sewice Award presented by the National Academy of Public Administration and the American Society for Pu biic Administration. The award recognizes individuals who have made a difference In public administration for 8 sustained length of time.

Fitzpatrick served as City Manager of Oak Park from January 1993 to April 2003. During his tenure he instituted a Total Quality Management Program that was recognized by ICNA with the receipt of the 2001 Program Excellence Award for Innovations in Local Government. The TQM Program was also highlighted by The Michigan Munictpai League and the National League of Cities - Nations Cities Weekly. Other awards and recognitions for his efforts in Oak Park include; 2003 ICMA Award for Programs for the Disadvantaged and the 1998 ICMA Program Excellence Award for Intergovernmental Relations.

Oak Park was one in a series of city success stories. While serving as city manager of Augusta, Maine FItrpatrick's "reengineering" af the state's capital city resutted in a narrative in American City and County magazine and earned him the 1990 ICMA Award for Excellence In Honor of Mark E. Keane. The award, ICMA's highest award read, enhancing the effectiveness of the Augusta city cauncil, managing the city tu fiscal stability, mending city council-staff relations, and improving the morale in the

In recognition of his role in

Rockefeller College of Public Administration and Policy Page 2 of 3

community."

Fttzpatrick's background indicates a diverse array of management experience. He has successfully managed Poughkeepsie and Ogdensburg, New York tie was atso been a Vice President and Chief Financial Officer of Bfasland, Bouck and Lee, an environmental engineering firm based in Syracuse. Adding to his varied work expererince is an impressive series of professional accreditations. These professional milestones include : " Credentialed Manager" - Internatlonal CitylCounty Management Association, " Certified QuaJity Manager" - American Society for Quality, "Certified Planner" - American Institute of Certified P1anners/American PIanning Association, 'Certified Government Financial Manager" - Association of Government Accountants and "Certified Manager" - Institute of Certified Professional Managers.

In Aril 2002, Fitzpatrick was one of twenty practitioners who were invited to participate in the ICMA / University of Kansas Hansel1 Symposium on the Future of Local Government. His contribution was included in the ICMA book, The Future of Local Government Administration. He has authored numerous articles on such topics as city management, quality management, and labor relations. Fitzpatrick has served as President of the Oakland County City Management Association and the New York State City/County Management Association.

FItzpatrick graduated cum taude from Marist College with a Bachelor of Arts in Business Administration, He received his Masters of Business Administration from the School of 8usfness of the State University of New York at Albany and his Masters of Public Administration from Rockefeller College Graduate School of Public Affairs of the State University of New York at Albany. He is also a graduate of the Program for Senior Executives in State and Local Government of Harvard University John F. Kennedy School of Government.

News R e t e a s e

This March, Rockefeller Coflege alumnus Daniel Fitzpatrick, MPA '77, was selected as one of the recipients for the prestigious National Public Service Award, the premier award for excellence in pubtic service at all teuels of government, provided by the American Society for Pubtlc Administration (ASPA) anld the National Academy of Public Administration (NAPA). "This year's winners represent some of the finest pubtic servants in our nation," said Rosslyn S. Kleeman, Chair of the Awards Selection Corn rnittee. "Their tireless dedication to protecting and strengthening government desernes the highest recognition." ASPA and NAPA proudly established the National Public Service Awards in 1983 to honor indivibuals who make outstanding

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Rockefeller College of Public Administratian and Policy

contributions to the public. The winners are individuals who exhibit the highest standards of excellence, dedication, and acmmptlshment over a sustained period of time and who am creative and highly skilled leaders at all levefs of the public service.

Daniel Fibpatrick is currently the City Manager of Peekskfll, New York. In his previous position as City Manager of Oak Park, Michigan, Fitzpatrick led efforts to brfng the city back From the brink of collapse in 1993 to become the first city in Michigan to participate In the Michigan Quality Leadership Award Program. The International Ctty/County Management Association recognized Oak Park with the 2001 Program Excellence Award for Innovations In Local Government. During his first year in Peekskill, Fibpatrick led the city through a budget crisis and reorganized city hall to restart or complete stalled public works and development projects. His creation of the Code Enforcement Task Force has ignited efforts to keep pressure on ilkgal housing viola tors .

Page 3 of 3

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Un#vedtv at Albany H o m e Parse

e5 one Of

of.lThis year, the first

P i

hen City ,tl ;j nagcr Ihnie6 Fitzpatrick W CamE IO Augusta,

Maine, in 1987 the cii; had h e n suffering a wide range of prob lenis Eiictudiny: a fiscal deficit; de- teriorated city council 2nd staff rclations; administrative chaos arid low staff morale; and voter unres! arid dissatisfaction result- ing in a political Iilo\lertierjt LO

abandon the councif-rnanagcr plan.

buifd a climate oftrust between council~i~cmbers and staff. To err hance cnmmunications, he initi- ated weekly city manager up- dates. These reports provided at1 councilors with wceklj "state of

I' replrts arid xrved as a vatuablc biafT-wuncit link Hi: IIISO rncrwsed the frequency

ai' city council rneetings fram txice: :: rizonlh to once a wcek. Hy expunding ~ h c length of the meet

FitT!L%trick itctcri quickly to

ings, be al1~wed more time for discussion and bctter staff-councll interaction.

For ihc first time, ~iew council- tnembcrs rcueivcd orientations. Ihring the orientation, depart- ment tieads presented the Who, What. Wl~ct-c, Wicn, and How of their functional arcas.

To get the city's finances undcr

can:rol, Fitzpatrick instituted a new ericuriihrance system and cre- ated the position of budget ofticcr lo rnoniior financial pcrformacce. Starting in 1988, thc finance di- rector provided a nronthly snaly- sis of' the city's fir~a~ices. This re- porl gave councilars more inforniation rind enhanccd !heir co~fid~nc;e level in the city's ri- nances and its financial managers.

To iniprovc star niorale Fitr.- parrick instituted an Employee of the Year program, which pro- vided a vehicle for oniplnpees 1 ~ 1 recognize their peers for outstand- ing servicc. Empluyccs are hon- ored at an itnrrud emplnycc recog- nition dinner that is televised over the public acces channct. To improve pubfic relations,

Fitzpntrick developed the city di- rectory and ombudsman program tu create a communication link between Augusta arid i ts cittzens.

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-1 1990 Award Categories

Local Government tiducation hward

1 X PM October I Y V O

-I- . . .. .. .

Annual Awards

or atmast 30 years, the ICMA Arinuaf Awards Program has been the vehicle for IGMA members F to honor their colleagues For their success in im-

plernenting innovative, creative programs in their COM-

rnunities, This special section highlights this year’s winners.

Managers are continually meeting challenges in new imaginative ways as indicated by the pragrams and ca- rem accomplishmen ts presented in this section. Among the programs and projects selected this year are those that focus on the areas of environmental management, xxial infrastructure, and personnel-human resource man- agement. And, again this year, many of these outstand- ing programs reflect a commitment to local government education and the development of new talent in the field. A video presentation on these award-winning programs, which was shown at the Awards Luncheon during the K M A conference in Fort Worth, Texas, can be pur- chased (see end of this section).

Participation and interest in the Awards Program con- tinues to increase. This year over 90 entries were submit- ted to a talented panel of 11 judges, who were faced with the very difficult task of selecting a limited number of winners. They worked together to review all submissions and to select the very best of each category.

The winners profiled in this special section are cam- mended for their remarkable talent, creativity, and dedi- cation to the local government profession.

PM Octcbcr I990 7

Dennis W. Kelly 2179 N.E. 122d Street

North Miami, FL 33 18 1

d w ke 11 y s @,e arthl ink. net 305/89 1-0395

April 20, 2007

Mr. Tom Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, FL 33883 Freij o@,Mercerfl .com

Subject: City Manager Application-Sarasota, FL

Dear Mr. Freijo:

Please find enclosed my resume’ and other requested attachments as my application for the City Manager’s position for the City of Sarasota, FL. This is in response to your announcement in the ICMA Newsletter of April 2, 2007. The following strengths are presented for your consideration as well as the Commissioners:

0 Experience in a highly diverse community as reflected in the attached Demographic outline.

0 Strong Redevelopment experience throughout my career including Commercial and mixed use CRA’s, affordable housing, workforce housing, CDBG, SHIP and HOME grants for rehabilitation.

0 Highly experienced in analyzing and responding to state legislative mandates. 0 Familiarity with the Sarasota area as having once managed the neighboring Town

of Longboat Key.

The attached resume’ elaborates and details the above strengths. I look forward to answering questions you may have about my background and more than welcome the opportunity to interview with the City Commission in order to share their vision of the future of Sarasota. Thank you in advance for your consideration.

Sincerely, /s/Dennis W. Kelly

Attachments: Resume’ References Salary History Demographics-North Miami

Dennis W. Kelly 2 179 NE 122d Street

North Miami, FL 33 18 1 Phone: 305/891-0395

Email: dwkellys@earthlink.net

QUALIFICATIONS Highly experienced, seasoned and results oriented executive with successful track record in managing all

aspects of municipal operations including watedwastewater utilities, electric generation/distribution, natural gas, airpodindustrial park ops, performance measurement, economic development, growth management, affordable housing, capital construction, facilities maintenance, emergency preparedness, recreation/arts/cultural programs, golf course operations and extremely analytical in finance, budgeting, benefits and fiscal impacts.

EDUCATION 1974 Masters Degree in Public Administration (MPA), University of West Florida 1969 Bachelor of Arts Degree-Government, Florida State University 1984 Diploma, US Army’s Command & General Staff College 2005 Certified Public Pension Trustee (CPPT), Florida Public Pension Trustees Association 2004 Credentialed City Manager (CCM), International City/County Management Association

EXPERIENCE

770 employees; responsible for successful implementation of following major capital projects: 30,000 sf Youth Activity Center, 60,000 sf Library, 80,000 sf Olympic Training Facility. Created (prospectively) largest commercial/residential (mixed use) Community Redevelopment Agency (CRA) in State of Florida (will generate over $2 Billion of increased values over 30 year period). Implemented new automated garbage collection system. Currently developing plans to expand the City’s internationally renowned Museum of Contemporary Art (MOCA). Start up of extensive affordable housing program (to include up to 6,000 units) and work as liaison with up to seven homeowner associations. Member, Police Pension Board.

0 2004-Present, Deputy City Manager, City of North Miami, FL (pop. 60,000)$141 million budget;

0 2003-2004, Interim Human Resources DirectorPublic Works Director, City of DelrayBeach,FL(pop. 65,000); conducted unfunded liability analysis on unused vacation/sick leave policies and completed GIS database for major street light survey.

0 1989-2003, City Manager, City of North Palm Beach, FL; completed five major capital construction projects accompanied with long term financing: new 18,000 sf city hall, 28,000 sf Public Safety Facility, 12,000 sf Intergenerational Recreation Facility, major renovation/remodeling of municipal Golf Course/Country Club Facility and construction of Multi-Field Sports Complex. Actively participated as voting member of City’s General Employee’s Pension Board. Proudly operated most expensive, least efficient, garbage collection system in South Florida area. Engaged in numerous intergovernmental programs at state and local level.

0 1988-1 989, City Manager (contracted), City of Edgewater, FL; created and implemented transition plan from strong mayor form of government to council-manager form. Heavy emphasis on staff and elected officials training and citizen education. Established strong administrative policies for personnel recruiting, purchasing, financial accounting and public participation.

0 1987-1988, City Manager, City of DeLand, FL; home of Stetson University, major airport/industrial park operations, negotiated payment in lieu of taxes (pilot) with Stetson, carried out first tax increment financing (TIF) program for downtown redevelopment, strong growth management and annexation policies.

0 1982-1986, Town Manager, Town of Longboat Key, FL; developed highly successful and state of the art management policies toward beach renourishment, emergency management, comp- rehensive growth management, planning and environmental protection.

0 1980-1 982, City Manager, City of St. Cloud, FL; strong emphasis on growth management resulting from impacts of DisneyWorld, major expansion of municipal electric power plant and distribution system to contemplate growth in concert with expansion of watedwastewater system.

0 1976-1 980, City Manager, City of Blountstown, FL; upgraded electric distribution system and expanded watedwastewater system to accompany growth, heavy emphasis on community development, housing rehabilitation, neighborhood revitalization and fire protection.

0 1975-1 976, Regional Planner, Northwest Florida Planning & Advisory Council (reconstituted as the Appalachee Regional Planning Council), Blountstown, FL; directly participated in researching and writing the Northwest Florida Regional Economic Development Plan, Apalachicola Economic Development Plan.

PROFESSIONAL AFFILIATONS (Past and Present) Full Member-International City/County Management Association Full MembedBoard of Directors (twice)-Florida City/County Management Association Past PresidendMember-Palm Beach County City Management Association Secretary/Treasurer-Miami-Dade County City Management Association Past ChairmanMember-Florida League of Cities’ Home Rule Administration Legislative Policy Council (formerly Urban Administration Committee) Vice ChairmadMember-Seacoast Utility Authority Chairman-Steering Committee, Institute of Government for both Florida Atlantic University and Palm Beach Community College Board of Directors, Southeast Risk Management Association (self-insurance consortium comprised of cities from Palm Beach and Broward Counties). Member, Board of Directors, Miami-Dade County Sports Commission (MDCSC)

Member, 0 lymp ic Development Comm ittee-MDCSC

ADDITIONAL EXPERIENCE Management Intern-City of Pensacola, FL, 1975 US Army- Active Duty, 1969- 1972; Reserves, 1972-2000 (last assignment: Emergency Preparedness Liaison Officer, State of Florida, representing First US Army Command, Atlanta, GA). Special Consultant-Public Finance/Investment Banking firm, Arch Roberts & Co., St. Petersburg, FL, 1986 Senior Sales Executive-Lamar Advertising Company, Pensacola, FL, 1972-1 974.

CIVIC ACTIVITIES (Past and Present) Rotary Club-President

American Heart Association-District Chairman Chamber of Commerce-Committee Chairman Life Member, Reserve Officers’ Association Life Member, Viet Nam Veterans’ Association

HOBBIES Avid Golfer Reading Private Pilot

Dennis W . Kelly

YEAR

Current

2004

2003

1987

1986

1982

1980

1975

Supplement to Resume’ Salary History

CITY

North Miami

Delray Beach

North Palm Beach

Deland

Longboat Key

St. Cloud

Blountstown

Northwest Florida Planning & Advisory Council

SALARY

$135,000

90,000

103,000

45,000

46,500

29,000

18,000

12,000

4

385 1 Spyglass Loop Rio Rancho, NM 87 124

April 5,2007

Tom D. Freijo, Ph.D Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, FL 33883

Re: City Manager Position -- Sarasota, Florida

Dear Dr. Freijo:

It has quite recently been brought to my attention, through your notice of position opening on the govtjobs.com website, that the City of Sarasota, Florida is actively seeking candidates to fill the position of City Manager. I feel quite confident that my depth and breadth of experience in Local Government Administration would allow me to add real value to the Sarasota, City organization while embracing the challenge of the position with commitment, creativity, leadership, and vision.

I have served in the capacity of Chief Administrative Officer for four, separate communities, in two states, nearly uninterrupted over the past nineteen years. As City Manager of Rio Rancho, New Mexico, Bay City, Michigan, and Dowagiac, Michigan; as well as Village Manager of Dexter, Michigan; I have progressed in both understanding and accomplishment -- winning respect and leaving in place a legacy of substantive change and development and lasting organizational improvement.

Effective December 13'h, 2006, I abruptly concluded my 3 % year tenure as City Manager of Rio Rancho, New Mexico, following a turnover in the Governing Body and its desired direction. During my service as City Manager, the City achieved and enjoyed unprecedented development and success. As now the third largest and fastest-growing City in New Mexico, Rio Rancho permitted over 6400 new single family homes and welcomed over 17,000 new residents during my tenure. We planned, financed, and developed a 16O-acre, from-scratch, mixed-use City Centre/Downtown, based upon a comprehensive economic development policy I authored, and including a $48M Multi-purpose Event Center (arena); $17 M City Hall; 52-acre Lionsgate Entertainment motion picture studio complex; and true urban Main Street. We assisted The University of New Mexico in acquiring an additional 220 acres for a new campus and zoned and Master-planned same. We also effectively planned for and financed multiple Revenue Bonds; (2) successful G.O. Bonds; and (2) successful P.I.D. Bonds resulting in over $100 M in total financing for a new central library; aquatics center; utilities infrastructure; and City Centre buildings and roadways. In less than 4 years, we more than doubled the Gross Receipts Tax base and added over 200 new City employees, the majority dedicated to Public Safety.

In 6 years as Bay City’s Manager, I was responsible for numerous projects and initiatives both wide-ranging in scope and highly-successful in outcome. We planned, financed and implemented an unprecedented redevelopment of the City’s Downtown Riverfront, primarily involving contaminated “Brownfield” sites. Through multi-jurisdictional agreements, public/private partnerships, and interaction with state and federal officials and agencies; we raised nearly $60 M to finance public-access riverwalk and linear parks; residential condominiums; a first-class, full-service Hotel/Conference Center; and the comprehensive clean- up and relocatiodredevelopment of a 45-acre aggregate storage yard. Additionally, we reorganized and reconstructed what was a dysfunctional municipal organization, lacking in accountability, into a high-performing team of competent professionals -- all the while in a politically-charged environment.

In Dowagiac, Michigan we redeveloped our historic downtown business district and rail corridor; reinvigorated and turned-around what was a struggling police department; and brought financial security and new-found vitality to what had been a nearly-closed municipal airport. In addition, we planned and financed a new City HallPolice Station; wrote and received funding for nineteen separate competitive Grant applications; and significantly expanded the City’s boundaries through both annexation and conditional land-transfer, negotiated cooperatively with two contiguous townships.

Finally, as Village Manager of Dexter, Michigan, I spearheaded the development of a 127-acre, two-phase, “state-of-the-art” industrial park attracting twelve firms, representing over $45 M in investment and 500 jobs. In 1989, we were honored with the then-prestigious designation of “Michigan Community of Overall Excellence”, bestowed by the Governor. In this my first position as CAO, we were able to accomplish some dramatic and far-reaching improvements despite the challenge of having in-excess-of twenty (20) different individuals serve on a seven- member Village Council during the course of my four-year tenure.

I possess both Master’s and Bachelor’s degrees in Public Administration, earned with highest honors from Western Michigan University, in 1987 and 198 1 respectively. I have been a full member of the International City Management Association for over fifteen years.

I have consistently enjoyed my tenure in the communities I have served, and in Local Government Management. In that regard, I feel I cannot pass up the opportunity to apply for the Sarasota City Manager position and a chance to further challenge myself professionally in a location and an organizational structure which appears well-suited to my personal goals and interests. My most recent salary, as Rio Rancho City Manager, was $120,000 per year by contract, with an additional $7,500 per year car allowance and 16% annual deferred comp. (401A). If you require further information, please feel free to contact me at my home phone number; my answering machine will record messages while I am out.

I would sincerely appreciate the opportunity to personally interview for this position. I truly feel my combination of education, experience, and personal traits are a solid match to this responsible and exciting opportunity.

Sincerely,

James M. Palenick

Enc 1 o sure : re sum e

James M. Palenick 3851 Spyglass Loop

Rio Rancho, NM 87124 (505) 892-6 164 [Home] spalenick@azulstar. corn

Career Objective:

To serve effectively as a top Administrative Officer for a progressive, local Governmental organization where my own abilities, skills, and attributes will both enhance the role of Administrator/ Manager and heighten the level of community expectation.

My comprehensive and multi-disciplinary background allows me to approach the position as a high-functioning, results-oriented, community leader whose passion for public service and commitment to innovation, accountability, and progress manifests itself in an active and visible change-agent not hesitant to build, maintain, and lead a high-performing organizational team.

Education :

Masters in Public Administration (MPA) April, 1987 Western Michigan University, Kalamazoo, Michigan (3.87) GPA

Bachelor of Science, August, 1981 Western Michigan University, Kalamazoo, Michigan (3.95) GPA Maj or s : 1. Public Administration “Summa Cum Laude”

2. Economics

Associate of Applied Science, December, 1979 Kalamazoo Valley Community College, Kalamazoo, Michigan (4.0) GPA Major: Public Management “Honors Graduate”

Inductee: Pi Alpha Alpha Honor Society; W.M.U. School of h b l i c Affairs & Administration, 1995

W.M.U. Alumni “Wall of Distinction” February, 1984 W.M.U. D.C. & Zoa Schilling Award in Public Administration, 198 1

Multiple, International City Management Association (ICMA) Seminars, Symposiums, Curricula

Multiple, International Council of Shopping Centers (ICSC) National and Regional seminars, including panel member guest speaker on “Arenas as Cornerstones to Downtown Revitalization”.

Memberships, Affiliations, Activities:

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Board Chair, Mariposa Public Improvement District Board Member, Cabezon Public Improvement District Board & Executive Committee Member, Rio Rancho Economic Development Corporation (RREDC) 2-time Guest Lecturer -- CLE International Law Seminars Topics: Water and Development; Sports Stadia and Downtown Development Senior Vice President; Wenonah Park Properties, Inc. Board of Directors; Bay Area Convention & Visitors Bureau Board Vice President; Bay City River of Light Board Member; Bay City Economic Development Corporation Board Member; Rotary Clubs (Bay City & Dowagiac, Michigan) Executive Director; Dowagiac Downtown Development Authority Member; N.M.C.M.A. Member; I.C.M.A. Member; M.C.M.A. 2-term Vice President; Washtenaw Development Council Cass County Planning Commission Cass County Emergency Services Board

Career Experience:

August, 2003 to December, 2006

City Manager, City of Rio Rancho, New Mexico (pop. 76,000) $144 million budget ($58M General Fund) 659 employees. Chief Administrative Officer for third-largest and fastest growing City in New Mexico. Authored comprehensive economic development policy; planned, financed and developed from-scratch, mixed-use, City Center including: $48M multi-purpose Event Center (arena); $17M City Hall; 52-acre Lionsgate Entertainment motion picture productions studios; Main Street and connecting urban street loop; First 4 % mile phase of strategic highway connector (Paseo del Volcan) with additional $16.5M acquired for 2nd phase; and complete land acquisition and transfer of 160 acres designated, zoned, and planned as “Downtown/ CBD”. Facilitated a doubling of Gross Receipts Tax base, and the addition of over 200 new City employees (the majority dedicated to Public Safety). Effectively planned for and financed multiple, Revenue Bonds; (2) successful G.O. Bonds; and (2) successful P.I.D. Bonds resulting in over $100M in total financing for a new Central Library; new Aquatics/ Recreation Center; utilities infrastructure and City Center buildings and roadways. Money Magazine designated Rio Rancho 5 8 t h best place to live in America (2006). 3900 Southern Blvd. Rio Rancho, New Mexico 87124

August 2002, to July, 2003:

JMP ConsuZting, sole proprietor/consultant to local government. Engaged by the City of West Branch, Michigan to prepare multiple zoning ordinance amendments, as well as an update to a City-wide compensation and classification system. 151 0 Helen Street, Bay City, Michigan 48708

September, 1996 to August, 2002:

City M u n u g e r , City of Bay City, Michigan (pop. 36,700) $184 million budget ($22M General Fund), 455 employees. Chief Administrative Officer for full-service, urban core city including Electric Utility; regional water and WWTP, and Municipal Airport and comprehensive solid waste collection services. Financed and developed $32M, full-service Hotel/ Conference Center. Planned, financed, and developed large- scale, multi-phase, Downtown Riverfront redevelopment of Brownfield sites--including $13M, 66 unit residential condominiums with rivenvalk and public park; and $17M relocation/ redevelopment of 45-acre aggregate loading and storage yard. Multiple contract negotiations with 6, separate Labor Unions. Major infrastructure redevelopment initiatives, including: $42M WWTP upgrade; G.I.S.; video inspection and repair of sewer collection; sidewalk replacement; and major street reconstruction. Financed and developed TND residential subdivision. Cutting edge Community Policing initiatives. Great American Main Street Award winning downtown. 301 Washington Avenue, Bay City, Michigan 48708

February, 1992 to September, 1996:

City M u n u g e r , City of Dowagiac, Michigan (pop. 651 1) $10.9 million budget, ($2.5 M General Fund), 75 employees. Chief Administrative Officer for full-service city including Electric Utility, Water, WWTP, Library and Municipal Airport. Developed city-owned, 2-phase, 58 lot residential subdivision; planned and coordinated $1.5 M Downtown Rail Corridor/”high speed rail” project--acquiring over $500,000 in competitive grant funding from three separate sources; planned and financed $1,440,000 City Hall/ Police Station development; negotiated cooperative annexation and conditional land transfers (P.A. 425) of Township lands to City-- involving 2 Townships and 2 distinct developments; negotiated labor agreements with IBEW and Teamsters (police); wrote multiple grant applications and received funding through MDOT: TED “A”, “D”, and “F”; S.T.1.P: and (1STEA)--Also, C.D.B.G., and Justice Department “COPS”. Reinvigorated and turned-around struggling police department and “nearly shut-down” airport; and established comprehensive solid waste management program including municipal composting. Negotiated long-term customer/ facilities purchase and wholesale power provision agreement with I & M Electric. P.O. Box 430, Dowagiac, Michigan 49047

December, 1987 to February, 1992:

ViZZuge M u n u g e r , Village of Dexter, Michigan (pop. 1800), 14 employees. Developed 127-acre, 2-phase industrial park including attraction and location of $2 1 million Japanese/ American joint venture and 11 other firms therein. G.O. bond issue passage and implementation for improvements to water storage and distribution system. Labor negotiations with Teamsters Union. Developed and implemented community recycling, composting, and leaf and brush pickup programs. Developed and implemented employee evaluation program, including introduction of merit pay. Pursued, developed and financed multi-million dollar infrastructure construction programs. Established and directed both L.D.F.A. and D.D.A., (T.I.F.). Wrote grant applications and received grant awards totaling $450,000 from M.D.O.T. for road reconstruction in both categories “D” and “ A under Michigan Transportation Economic Development Fund. Wrote Commerce Department application to be named “Community of Overall Economic Excellence”; receiving award from Governor, October, 1989, 81 40 Main Street, Dexter, Michigan 481 30

March, 1986 to December, 1987:

Managerflarbor Master, The Moorings Association, New Buffalo, Michigan; (at the time) the largest marine-condominium association on the Great Lakes. Complete responsibility for budgeting, finance, purchasing, payroll, personnel recruitment, slip leasing, planning, liaison with developers and local government. Employed by 7-member Board of Directors elected at large from among 325 association members. Supervision of 7 employees. P.O. Box 366, New Buffalo, Michigan 491 17

April, 1984 to March, 1986:

FUZZ-time pursuit of MPA degree.

November, 1983 to April, 1984:

Economic DeveZopment Coordinator, Kalamazoo Valley Community College Downtown Center. Responsible for developing and marketing custom-designed training programs for area businesses and industry; writing grant proposals for governmental and private funding programs; developing traditional and non-traditional activities at Downtown Center; maintaining relationships with other economic development groups in the community; and developing and organizing the public relations efforts, including all advertising and literature, to promote the Downtown Center and its activities. KVCC Down Town Center, 126 E. South Street, Kalamazoo, Michigan 49007

September, 1981 to April, 1983:

Assistant to City Manger, City of Bangor, Michigan. Internship. Initial preparation of 1982- 83 City budget; developed tabloid and advertisements; worked closely on community, industrial, and economic development efforts; both locally and with County and surrounding community officials; conducted research for “Historical District”; and supervised W. M.U. part- time interns. City Hall, 257 West Monroe, Bangor, Michigan 49013

January, 1981 to June, 1981:

Administrative Assistant to City Manager, City of South Haven, Michigan. Non-paid internship. Developed comprehensive employee evaluation program; wrote federal grant applications; created and published “first-ever” Annual City Report; and assisted department heads on various projects. City Hall, 539 Phoenix Street, South Haven, Michigan 49090

PATRICK G. SALERNO

SUMMARY OF BACKGROUND

Experience in various positions with increasing management, planning, financial problem solving and decision-making responsibilities: City Manager, City of Sunrise, Florida, from 1990-present. County Manager, Cobb County, Marietta, Georgia, from 1987-1 989. County Manager, Chatham County, Savannah, Georgia, from 1985-1987. Assistant County Manager, Volusia County, Daytona Beach, Florida, from 1980-1 985. Progressively responsible management positions with the City of Oklahoma City, Oklahoma, from 1975-1 980. Master's Degree from the University of Oklahoma (MPA) in 1976.

EXPERIENCE 12/90 - Present

CITY MANAGER, City of Sunrise, Florida, (pop. 90,000) Serve under a five-member city commission elected at large for overlapping four-year terms. The City Manager is the chief administrative officer and accountable to the Mayor and Commissioners for the proper administration of the City's affairs. The City of Sunrise is a growing full-service city with approximately 1,300 employees and an annual budget of approximately $380 million. Served as Acting City Manager for several months prior to permanent appointment. Listed below are a few of the major programs/projects that I have implemented or overseen:

Through prudent fiscal policy and management, the City has reduced the property tax rate for the last 12 consecutive years.

Developed and proposed a comprehensive plan that demonstrated the financial feasibility of building a "world class" arena in Broward County and then successfully competed against several other cities that were intensely vying to be the site for the BankAtlantic Center. This $225-million multi-purpose venue was funded by the county and hosts 100+ events per year. The Center has 20,000+ seats, 74 private suites and three private clubs. Since opening in 1998, the Center has been the home of the National Hockey League's Florida Panthers and has hosted such performers as Celine Dion, Madonna, the Rolling Stones, Lucian0 Pavarotti and Paul McCartney. Adjacent to the arena, a 13-story, 250 room hotel is being planned and a 330,000 square foot entertainmentlrestaurant complex, known as The Oasis, has opened. The Center is projected to have an economic impact of $4.4 billion over 25 years.

Conceived the idea for creation of an urban center on 27 acres near the BankAtlantic Center. Convinced the landowner to abandon plans for a traditional strip center and to pursue an upscale mixed-use project. The approximately $ZOO-million project, known as "Metropica," is to include four high-quality ofice buildings of six and seven stories (totaling 500,000 sq. ft.) with upscale retail, five to seven restaurants and more than 360 luxury condominiums in two buildings of eight stories or more. Parking for the office buildings would primarily consist of structured parking (2,125 spaces) and on- street parking. The development also would include a central park and tree-lined promenade connecting smaller thematic plazas. Negotiated an agreement that committed the landowner to the project, which would generate an estimated total annual economic output of approximately $365 million, in exchange for certain incentives.

Developed an unprecedented course of action called the Community Enrichment Program (CEP) after nearly a year of research. This plan called for the revitalization of City facilities and services over five+ years. Improvements included the construction of a civic center, senior center, library, tennis center, four firelrescue stations, two community centers, a new park and expansion of two parks, 23 miles of median improvements, as well as the renovation of a community center, two parks, and replacement of water lines and resurfacing of all public streets in the older portion of the City. These improvements, totaling $75+ million have been completed. These enhancements have enriched the quality of life for every resident and were accomplished without an increase in taxes or fees. Based upon the success of the CEP, the City initiated a new, $40+ million, three-year program called the Neighborhood Renaissance Program (NRP) which consists of 30 projects focusing on neighborhood recreation, streetscape improvements and redevelopment. In addition, the City has made other substantial capital investments, ranging from infrastructure improvements, to open space acquisition. When combined with the CEP and NRP, these improvements represent approximately $325 million in investments completed or funded over the past IO+ years.

In the course of the last 10 years, Sunrise has emerged as the destination of choice for corporate business in Broward County (the County with the second largest population in Florida). Over the past 5+ years, Sunrise set the pace among Broward County cities, including Fort Lauderdale, in terms of job growth.

Working in partnership with a major national developer, directed the City's efforts to bring about a mixed-use project that integrates a 250,000 sq. ft. ofice building and a IO-story, 250 room Crowne Plaza Hotel with a 1,250 space parking structure. The complex was recognized by the South Florida Business Journal as the "Best Real Estate Deal of the Year" in the new development - suburban office category for 2000.

0 Developed a comprehensive incentive package that successfully attracted NORTEL, a leading global manufacturer of telecommunications equipment to build a regional world headquarters in Sunrise. This highly sought after project brought 750 jobs to a 185,000 sq. ft. corporate office complex, from which they serve 47 countries in the Caribbean and Latin America. Other regional headquarters are located in London, Hong Kong, and Toronto. This project was selected as South Florida's "Best Real Estate Deal of the Year" in the new development - office building category by the South Florida Business Journal for 1994.

RECENT AWARDS/ RECOGNITION

Named to a list of "The 50 Most Powerful People in Broward County" (pop. 1,650,000) published by Gold Coast Magazine (May/June 2002 edition). This survey considered an individual's "ability to influence political, social, charitable, educational and business decisions as they shape Broward County." I was honored to be the only city manager out of 26 in the County named to the list. This recognition is a reflection of the commitment by the Mayor and Commissioners to the ongoing success of the City.

Recipient of the Sunrise Chamber of Commerce's, first-ever, "Man of the Decade" award for achievements in improving the City's quality of life, in October 2000.

Recipient of an award in appreciation for my contributions and dedication to the City from a civic organization called, "ACTION" (Active Citizens Taking Issues on Now), in May 1998.

Recognized by the City Commission for making the BankAtlantic Center a reality by naming a major roadway that connects an expressway to the arena, "Pat Salerno Drive," in April 1998.

2

Recipient of a Proclamation expressing the City Commission's appreciation for my hard work and leadership provided to the community over the past seven years, in November 1997.

Recipient of an award for "Visionary Leadership" from the Sunrise Chamber of Commerce, in November 1997.

Salary (Present) - $21 0,000 / Desired salary is negotiable.

5190 - 1 1/90 ASSISTANT CITY MANAGER, City of Sunrise, Florida Assisted and advised the City Manager on all matters relating to his duties and responsibilities, especially those pertaining to operational and financial activities, productivity improvement, program development and analysis, economic development, and growth management. Served as Acting City Manager in the Manager's absence.

8187 - 12/89 COUNTY MANAGER, Cobb County, Marietta, Georgia (pop. 450,000) Served under a five-member Board of Commissioners; the Chairman is elected County-wide and four commissioners are elected from districts. The County Manager is the chief executive officer and accountable to the Board for the proper administration of the County's affairs. Cobb County was the 10th fastest growing large County in the country and fortunate to be a thriving part of the metro-Atlanta region, located just north of the City of Atlanta. Within its borders, Cobb had six municipalities ranging in size from 4,000 to 40,000. Nearly 80% of the County's total population lived in unincorporated areas. The County offered a full range of municipal-type services with 4,000+ employees, an annual budget of $475 million and a capital improvement program of $2 billion through the year 2000. Listed below are a few of the major programs/projects that I have implemented or overseen:

Implemented the first transit system in the County which will include both commuter and local fixed route service. Service will be provided through a contract with a private corporation, and the system will be the first in the country to obtain buses and facilities on a leased basis under a federal privatization initiative.

Developed an implementation plan for the development of a 950 acre lakefront golf course, amphitheater, and a recreation complex on property leased to the County from the Army Corps of Engineers.

Developed funding and implementation strategy for overhauling the County's data processing hardware and software systems, as well as replacing the County's multi- band radio operations with an 800 MHz communications system.

Developed several enterprising communication programs to help keep citizens informed about their government, build awareness of its programs and services and improve responsiveness. Based in part on the marketing theme "Take Stock in Cobb," these programs capitalize on the community as a center for corporate headquarters and remind citizens that just as stockholders invest in a business, they have an investment in county government.

Implemented the first Community Improvement District in the State, which allows an additional property tax millage up to five mills, per year, to be levied exclusively on commercial property owners in the District for infrastructure improvements - generating $2.5 million annually.

3

3/85 - 7/87

8/80 - 2185

COUNTY MANAGER, Chatham County, Savannah, Georqia (pop. 220,0001 Served under a nine-member Board of Commissioners; the chairman is elected county-wide and eight commissioners are elected from single-mem ber districts. The County Manager is the chief administrative officer and accountable to the Board for the proper administration of the County's affairs. Chatham County was a growing urban-suburban coastal community with the 10th busiest seaport and the largest historic district in the country. The County provided a full range of services with an annual budget of approximately $108,000 million and over 1,200 employees, in addition to a five-year capital improvement program of over $200 million. County- wide services included: Police, Public Works, EMS, Libraries, Civil Defense, Animal Control, Corrections, Mosquito Control, Solid Waste Disposal, Parks and Recreation, Health, Courts, Elections, Property Tax Appraisal/Collection, Mass Transit and Harbor Construction/Maintenance. Listed below are a few of the major programs/projects that I have implemented or overseen:

Implemented a new administrative structure. Raised employee morale and developed an effective management team through forceful and diplomatic leadership, constant counseling, and a clear interest in the employees' needs and opinions.

Directed staff efforts in support of an additional one-percent (1 %) sales tax referendum that resulted in an affirmative vote (70%) and $20 million annually for right-of-way acquisition and roadlbridge construction.

Development of a new structure for providing mass transit that combines the efficiencies of a private enterprise with a dedicated source of local funding and a policy board directly responsible to the voters.

Development of a model cost sharing agreement with the Army Corps of Engineers to widen Savannah Harbor at a cost of $15 million in order to expand an economically important industry.

Development of an innovative County indigent health care program. The primary purpose of this program is to shift the cost of care to the State Medicaid program. Without sacrificing the level and quality of medical care, this program resulted in savings to the County of $4 million annually.

ASSISTANT COUNTY MANAGER, Volusia County, Daytona Beach, Florida (POP. 330,0001 Assisted and advised the County Manager on all matters relating to his duties and responsibilities, especially those pertaining to operational and financial activities, productivity improvement, program development and analysis, and growth management. County government is structured according to the Council- Manager Plan established by Charter. Direct responsibility for supervising the operations of the following line and staff departments: Public Works, Sheriff, Corrections, Finance, Personnel, Data Processing, Medical Examiner, Civil Defense and Port/Marina. Volusia County was a full service county comprised of 2,000 employees and an operating budget of approximately $90 million, in addition to the capital improvement program of $249 million. Served as Acting County Manager in the Manager's absence. Listed below are several of the major programs/projects that I have implemented or overseen:

4

9/75 - 7/80

Development of a CiviclConvention Center with a seating capacity of 10,000, at a cost of $38 million; a $22 million, 600-bed pretrial detention facility (jail); and a $1 7 million County Government Administrative Center.

Successfully negotiated an out-of-court resolution of dual taxation concerns between the County and seven municipalities.

Co-sponsored the County's Quality Circles program, called "Quest for Quality" (Q2). Q2 offers unlimited possibilities to identify problems, study their causes and work to solve them in a team environment.

Development of a non-profit corporation approach to provide County-wide economic development activities and emergency medical transportation services.

Coordinated staff efforts in support of an additional one-cent per gallon gasoline tax referendum that resulted in an affirmative vote and an additional $1.5 million annually in road constructionlmaintenance revenue.

VARIOUS MANAGEMENT POSITIONS, City of Oklahoma City, Oklahoma, (POP. 420,000) Began as a Management Intern and progressed to hold various senior management positions for the City's operations related to budget (approx. 3 years), police (approx. I year) and public works (approx. 1 year).

EDUCATION UNIVERSITY OF OKLAHOMA, Norman, Oklahoma. Master's Degree in Public Administration, 1976.

UNIVERSITY OF MIAMI, Coral Gables, Florida. B.G.S. Degree, 1973, major in Politics and Public Affairs.

ORGANIZATION MEMBERSHIP

I n t e r n at i o n a I C it y / C o u n t y M an a g em en t Association ( I C MA), Florida City and County Management Association (FCCMA)

PERSONAL Born: 1951 DATA Marital Status: Married

Children: One daughter & son

REFERENCES Available Upon Request.

5

04/17/07 22:03 FAX 8138540112 MRSCHILLER

906 Daphde Drive Brandon, PL, 33510 April 17,2007

Tom D. Freijo, Ph.D. Senior Vice President The Mercer Gmw, Inc. P.O. Box 9328 Winter Haven, FL 33883

Dear Dr. Freijo:

Please accept the enclosed resume in application for the position o f City Manager for the City of Sarasota Florida I would appreciate an qqmrtunity to discus specifics and demonstrate how I cm be of service. I have a M.P.A. and 30+ y m of senior level public management experience in local/regional govemment. I currently serve as Deputy Exwutive Director for Management Services, Southwest Florida Water Management District (a local government rc~onal3pi31 taxing district). I have primmy responsibility fix financial, budgetary and operational policy issues, procurement, program and capital budgeting, grants and contract management, information tesources, human resoumt~, improving ernpioyee and vendor diversity, tisk management, a d general services including fleet, facility management and construction. 1 have hands on experience in all aspects of local goverrutlent administdon, communify and staffcommunications, public works, driakrng water, waste and storm w8ter tmbment, solid waste, parks and recreetian, public safety add fire, strategio and tmrical planning, creative financing, asset managem- enterprise funds, p t s , publidprivate partnership contracting, sustainable redevelopment and economic development My focus is on cost+ffwtive public service delivery, timely problem solving, strengthening hternal communications and public accountability. My daar is always open to the public. T actively foster an empowered staff dedicated to hpmvhg the delivq of community services. I utilize a mediation approach to dispute resolution as m alternative to costly litigation. 1 actively promote a philosophy of living within OUT mcans while meeting our community objectives wing multiyear funding plans leveraged with diverse private and public partnets-

My howledge o f best governmental financial and management practices, Florida Laws, and the issues we face here in Southwest Florida would enable me to ~~EIICE a unique leadership contribution to the City of S m t a ’ s hture. As requested, my current salav is $161,000. I look forward to hearing from you, Thank you for your consideration.

~ugeG A Schiller Cell Phone: 813-380-8560

04/17/07 22:03 FAX 8138540112 MKSCHILLER @I 03

EUGENE A. SCHILLER 906 Daphne Drive ) = Brandon, Florida 33510

813/661-1645 (Home) 813/654-0112 (Home Fax) 8 13/38@8560 (Cell) gschiJlet906@tol.com

Deputy Executive Dimetor, Maapgement &mices (February 1992 - Present) Southwest Florida Water Mansgemmt District, Brooksville, Florida (pop. 4.4 million)

App6intd by Executive D d r for statelegislttted, regional, 1 &county, 1O,OcH)-sq~-mile, special taxing district established to manage, develop, regulate and mnsave Horida's water resources. Serues an eleven-member governing board and eight watershed basin boards (45 members) appinted by the Governor With approval of State Senate. The District has 792 employees in five service offices, and annual operating and capital budgets totaling $383 million. Staffthe Governing Board Finance and Administration Committee. annual program baa process with more than 55 public meetings, including liaison with Govmr's ofice and legislative staff. Recommended no tax increase, debt or staffing increses for District operations fourteenth year in a row. Outsowce $78 million of District budget with $1.4 billion leveraged local w a ~ ~sourcc development projects. Management Services has 208 employees and includes departments of Finance, Human Resources and Risk Management, Information Resources, and Geneml Services. Developed third-party Comprehensive hhmagment and Opemtions Petfornrance Analysis

conducted by KPMG Peat Mawick resulting in Distrkt "Business Action Plan" (1993) with efficiency study updated annually. Built new hdi t ies within budget without debt service in Tampa 2005. Sanwta S&CG Of ice awarded 2003 Chairman" Award af Excellence by National Commercial Builders Council of the Na.thrld Aswkttion o f Home Builders. Reorganized, hired director and restaffed District Public Communications Department to improve effectiveness of District educatioa'and Community outreach. Direct District-wide human resources and c0a-t~ litigation; no cases in court. Reorganized District's Field Operations and Structures Department Set up General SerYices Department and Contracts Management unit to reduce risk and improve service. Received District's first Cmvemmmt Fhmce Officers Assmiation (GFOA) Annual Distinguished Budget Presentdon Award starting in 1993. h d y receives GFOA's Annul C e M c a t e of Achievement for ExccUcnce in Firlstrcid Rep6rtbg. 'pistrict liaison to Legiskt~ds Water Management District Review Commission Financial Structure and Budgeting Subcommittee (1 995). Coordinating statewide Water Management Districts Legislative Sunset Review Cornmi- responses (2006). Initiated international technology transfer program (I 994-2002) with Dr. R Hailer for Egypt's h t national water conservation program. District project negotiator (1 9%) with Tmpa Bay Water for development and approval of ftndjng agreement o f largest saltwater desalination project in &e western hemisphere, resulting in a mtiodly recogdized pubbMvate partnexship.

Director of Financial Management (1 990 - 1992) Sarasota, Florida (pop. 300,000)

Appointed by County Administrator with the approval of the Board of County Comissioners as first Director of Fimcial Management for rapidly developing Sarasota County. Sarasota had 2,600 employees, and mual opetating and capital budgets in excess of $290 million. Financial Management had 25 employees and a $12 million budget. Organized and staffed new divisions of Budget and Management Analysis and Risk Management Developed €init opercating and capital p r o w budgets with performance measwres. TnstaJlad new budget local amti network and software,

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Eugene A. Schiller Page 2

Hired first safety engineer and insurance claim specialist. Reorganized self-insme reserves md developed dcteria plan for cost-effective employee benefits program. Secured fust $987,000 in federal Housing and Urban Development Community Development Block Grant funds for infrastnrctm improvements in law and moderate income target areas. Directed performance management analysis of county water and sewer utilities Esulting in reorganization. Received first GFOA’s Distinguished Budget Presentation Award (1990).

Director of Finance and Management Services (1986 - 1990) Saint Paul, Mianesota (pop. 267,000)

Director of central management and financial S ~ M C ~ S , appointed by Mayor George Latimer, for capital city of Minnesota (city administrative functions plus e-eering, 8ssessments, valuation$, license and p m i t adminktmtion, city stedind- coLltt8cts and cable television h-tchjse). Saint Paul had 2,400 employees, and annual ~ptmtiidg a d capital b d g h in exass of $325 million Finance and Management Seryices had 127 erhphyxs and a $22 million budget. Developed f n t d Audit function to improve accountability and management performance. Developed Risk Mmagement function to contain insuratlce and negotiated employee benefit costs ($463,632 saved in 1988). Initiated fint multi-year, city-wide information systems master plm, and built first central computer center ($500,000). Negotiated first joint cityhunty ma.btenance agreement in 60 years and obtained approval of Legislature for $48 million rehabilitation of Saint PauvRamsey County City hall and courthouse. Reorganid Saint F a d Ramsey County purchasing a d central stores to improve service and reduce costs. Installed new on-line city-Wide .finance system. h p m v d delivery of centd administrrvt~ b c t i ~ n ~ with first strategic plan atzd employee p e r f o m c e system, Coordinated Saint PauuRamsey County/ Independent School District 625 overlapping mdti-year debt policy p u process. Served on internal audit w d t t e e of Metropolitan District Commission. H d of team WiMing 1989 GFOA h t e m t h d A w d for Exdlence m Debt Mmegement and 1989 winner of GFOA Louisv-ille Award For Financial Ionovation (only awarded 20 times in 60 yeats). Resulted in AA+ bond rating. Also GFOA AnauaJ Certificate of Achievement for Excellence in Financial Reporting..

Director of Budget and lMsrregememt S e M w (1982 - 1986) Department of Administrative Services, Office of Co,mmisskmr, Hartford, Connecticut ( p p , 4 million)

First director of Budget and Mrrnagernent Sewices outside of Governor’s ofice, Responsible to commissioner for coordinating State P C ~ S O M ~ and Labor Rdatiom, Public Works, ‘Information Systems and Data Processing, Purchasing, CO~&HI Serv-ices and Office of Commissioner‘s department-wide strategic planning, budgeting and reporting. First persomil computer applications for budgetary prepara.tion and analysis h state, Liaison to the State Office of Policy and Management, the Legislature’s Office of Fiscal Analysis and Legislature’s Appropriation Committees. Coordinated management improvement projects br the deparmmfs 1,500 employws, $60 million g e n d fbd, $58 tnillion enterprise h d s as well as the $250 million in public wotks capital projects. Assisted Commissimer with statewide p l . k y r t x o ~ t i o m to the Governor and. Legislature for privatization of state university hospital, the fimt state dversity industrial research development park and development o f 4 coordinated statewide computerized finandhudgetary system.

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Eugene A. Schiller -m :.-- Page 3

Town Manager (1978 - 1982) East Hampton, Connecticut (pop. 12,000)

Town Manager of idly developing suburban Hartford commety. Prepared multi-million dollar general and speGid%d budgets. Cmrdinated personnel d v i t i e s aJlcz directl negotiated multi-year labor contracts. Initiated fiveyear capital imprwernent plan and zero-based t &et for both general government and Board of Education. Introduced first data processing system for financial magemmt.. Revised t o w personnel policy manual and pension sydm. Established town Economic Developpment COmmksion. Coordinated construction of $32 million, 4 MGD seconm sewage treatment plant and fist sewer lines, Contracted out sewer plant opatiom {fmt in Connecticut). Secured $2 million in HUD Grants to rnvhalize a@ng mtml d.ownt.own and lake area. Secured site for moderate income elderly housing. Purchased an urban renewal site and built combbation library, senior citizen and day cart center. Closed polluting 1andfd.l and negotiates first transfer station for new statewide disposal program, Firemam's Fund 1981 award for Developing and Maintaining an Effective Em loyee Accident h e n t i o n h p m . Appointed by Speaker of the House to serve on special joint P egislative commission to study &dd state mandates.

Nursing Home Administ+ator (1976 - 1978) First Healthcare Corporalion (Division of fIillhaven, hc.) Regional Headquarters: Lexington, Massachusetts

City Manager (1 974 - 1976) Saint Albans, Vermont (pop. 8,500)

City Manager of a high density, matwe, railroad center. Cmrdinated pm~mel activities and dkctly negotiated multi-year labor contracts. Prepared mdti-million dollat budget. Obtained $500,000 in HLTD fhds for housing, rehabilitation and urban renewal. Resolved financial mntml problems by revamping accounting practices, centralizing purchasing and installing first computer. Revamped

project and upgraded secondary sewage treatment planf, Awarded Governor's 1975 Tmbon ermont Police Department operations and hired new chief. Completed sanitary/stmn sewer

Citizenship Award for Outstanding Lmdership m d Achievemcvtt in Community Tmprovemenb and Con.~ervation of Water Resources.

Village Mmsgtr (1973 - 1974) S m a c Lake, New York (pop. 7,000)

Village Manager o f a fdl service mountain resort community. Directed persome1 activities and conducted labor contract negotitions. Prepared budgets for all operating c ieFents- Served as police and fim cornmissioner. Received $200,000 ~utdmr I o n and hghway improvement p t s . As Public Works director, supervised snow removal, g q e , mad repairs, drainage i d a t i o n , new secondary 3 MGD scwage treatment plant, reservoir, water departma% municipal garbage collection and developed new landfill. Supervised recneation kilities mcludiag mvat ion of a ski slope, skating rink and beaches.

Community Development Actiom Plaa Director (1970 - 1972) Windsor Locks, Connecticut (pop. 15,000')

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- Eugene A. Schiller Page 4

1999 Supreme Court Certified Arbitdon Training Progam The Flonda Dispute Resolution Center

Certified Pwsllant to Florida Rules for Court-Appointed Arbitrators

lW6 Circuit Civil Mediation Training Program University of South Florida

&certified County Mediator by Florida Supreme Court thtdugh 2008; Certification No. 8 127C

1995 Executive Fellows Leadership Development Program University of South Florida Institute of Government

1989 “Mini MBA Program” for Government Executives College of Saint Thomas, Saint Paul, Minnesota

1977 Post Master’s Program University of Connecticut, West flartford, Connecticut

(Nursing/House Administrator Licensing b & l S Graduate Credits)

1975 MPA (Public Achb&ation University of Hartford, West H ard? ord, Connecticut

With grant fjrom the New England Reyiod Commission, conducted an cxtmsivc industry and W o r d area m a r h feasibility study regarding solid waste femme recovery options (emphis on mandatory curbside recycling of corrugated paper and newsprint).

1970 BA (urban Sociology/Pditid Science) Bates College, Lewiston, Maine

Conducted Original research thesis regarding c c o n o m i c / d ~ d impact of new, growing Hispmic community in one eastern Connecticut city.

Prcofasional Assochtbm Ametican Society for Public Adminkitdon Florida Academy of Professional Mediators, Inc, Government Finance Officers Association of US. and Canada (fomerly Natk~nal Budget Review

Committee), Florida GFOA State Legislative Committee lntemtional CitylCounty Management A s ~ a c h t h , full Corporate Member

(30-Year Achievement Awwd ‘%r significant contributions and achievements in the advancement of l d government administration,’’ 2006); National Swtainable Development Committee.

National Council €br Public-Pn’vate Partnerships - Cochaired first Southeastern United States Water Asset Man emmt Seminar, July 2002; Elected to Executive Committee since September 2002

Underground Management Magazine Editarid Addsoy Board since 2OO5

Recent €?resentationdPub~ications Instructor: The Bud et Process (Water Asset Managemat}, U16vm@ o f Flohda, Annuzsl Florida American Water War L Association, Water Utility Management Institute; January 2004 through 2006. Panel Speaker and Paper, Title: “Successful Procurement and Finance Methods: The Southwest Florida Ex Tience,” Texas Water Development BoatdMatiod council for Public-Private Partnerships, Water I&ctum Workshop, A Member, Auditor G e n d wt limn 0. h4onroc, CPA, Auditor a d ’ s Au&tm General Selection Task Force, representing local government special districts, FY200S-2006. F ~ ~ t ~ r e d Speaker, Topic: bbDeveloping Alternative Financial Models to Successllly Counteract Limited Federal and State Funding for Water hfiastructure,” International Public-Private Partnership Summit, Chicago, Illinois, April 19-21,2006.

“Building Pafinerships for ‘Water Resources in the Public Interest,” Underaround Infi.astmcture Mkuw cmmt Magazine, May/Jlme 2006.

Y 9s 2004-

Published Article, Title:

Susan M. Scott 4482 Oak View Dr. Sarasota, FL 34232 (941) 650-5505

April 18, 2007

Tom Freijo, PhD. Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven FL 33883

Dear 5r. Freijo:

Please accept this letter and my enclosed resume in application for the position of City Manager, Sarasota, Florida. I believe that my extensive leadership and managerial experience, proven community and relationship building capabilities, and knowledge of the Sarasota area would enable me to inspire trust and confidence in the city government and to successfully manage its financial and operational effectiveness.

Over the past thirty five years, I have had opportunities to lead and motivate large numbers of employees to high performance. If you were to ask them, I am confident that teams I have led would say I was honest and fair while demanding excellence. My superiors and peers would tell you that I am trustworthy and responsible as well as willing to accept challenges and take initiative. Leading in times of challenge and change is a strength gained through experience and training. I have implemented new technologies that fundamentally changed how people work, managed layoffs and downsizing, and orchestrated enterprise reorganizations. As deputy administrator, I am responsible for strategic and business planning, a billion-dollar budget, and the organization's financial integrity. I am accountable for operational efficiencies and to the citizens of Sarasota County for delivering quality services a t the least cost.

Having lived and worked in the Sarasota area nearly twenty years, I am passionate about the well-being of the people in Sarasota and the community's economic vitality and social viability. I believe that engaging citizens in planning for and creating the future is the foundation for successful public service. As a result, I have been deeply involved in civic activities including leadership roles in the Chamber of Commerce, the Economic Development Council, United Way, and SCOPE. One of my most challenging community activities was facilitating a SCOPE study group on affordable housing. Basically a two-year process of discussion and conversation among citizens and experts, all with very diverse perspectives, it resulted in consensus around twenty recommendations and a plan for implementation.

Tom Freijo, PhD. April 18, 2007 Page 2

In my role as deputy county administrator, I have worked extensively with neighborhoods, neighborhood leaders, and community organizations. As an example, I have for years supported and participated in the redevelopment planning for the Housing Authority of the City of Sarasota -- from the numerous HOPE V I attempts to today's well planned revitalization efforts. In the early planning stages, I was fortunate to have the opportunity to travel with residents of the Housing Authority and local elected officials t o visit public housing redevelopment projects in other communities, including New Orleans, pre-Katrina, and Bradenton. These trips and subsequent gatherings have built invaluable trust, understanding, and cooperation among the Housing Authority st a ke holders I

Along with affordable housing, economic development and tourism are areas of focus and expertise for me. I have facilitated the implementation of recommendations from the SCOPE study, including Board of County Commission adopted policies, land use regulations, and the formation of a community land trust. I have years of experience working with economic development organizations as chairman, board, and committee mem ber. Currently, I am responsible for the county's relationships, performance agreements, and financial contracts with the Economic Development Corporation of Sarasota County and the Convention and Visitors Bureau.

Most important in my work at the county has been my relationship with the Board of County Commissioners. To support their policy and decision-making, I strive to bring organized and accurate information, advice, and options. I am proactive in the pursuit of knowledge and efforts to understand an issue from all perspectives, continually sharing what is learned with the commissioners and staff. My relationship with the commissioners is most positive and I believe they value that relationship and the knowledge and talent I bring to them and the organization.

Thank you for your consideration of my qualifications and experience. If selected as manager of the City of Sarasota, I am confident the city and its residents, the commissioners, and the city staff would thrive under my leadership and management.

S ince rely,

' Susan M.-Scott Enclosure

Susan M. Scott 4482 Oak View Drive Sarasota, Florida 34232 Home phone: 941 342-0026 Work phone: 941 861-5908 Cell phone: 941 650-5505 e-mail: sscott@scgov.net

SKILLS SUMMARY Senior leader and manager with extensive experience in organizational development, team motivation, and operational effectiveness. Skilled in community building and facilitatlng consensus. Experience and strong skills in financial oversight and communications.

EMPLOYMENT Deputy County Administrator Sa rasota County Government . Focus the county's efforts on the Board of County Commissioner's priorities

and strategic initiatives

Lead the organization tu adopt high-performance standards, to deliver quality services and to achieve operational efficiencies

Oversee budgeting and financial planning to ensure responsible use of resources

Facilitate open, transparent and trustworthy government

Promote community engagement and enhance employee-citizens relations

Maintain positlve and productive relationships with other local governments, regional authorities, elected officials and community organizations

1998 to 2003

2003 to present

.

Vice President of Instltutlonal Advancement Ringling School of Ar t and Design Led and managed five administrative departments that encompassed the functions of :

Communications and marketing

Donor development and fundraising

Career and employment services

Alumni relations - Admissions and financial aid

Area President First Union Bank .

1995 to 1998

Led over 250 employees to achieve individual and team goals with integrity, competence and professionalism.

Managed the bank's sales and marketing efforts in Sarasota and Manatee counties

Ensured high performance and operational efficiencies

Responsible for strategic planning and budgeting

Consumer Banking Manager First Union Bank +

1988 to 1995

Responsible for sales performance, staffing and operational efficiencies of twenty branch banks in Sarasota and Manatee counties

Actively involved in budgeting and staff development

Designed, implemented and facilitated numbers training programs to enhance skills and personal effectiveness

Trust Officer and Branch Manager

Citizens Fidelity Bank, Louisville Ky.

1971 to 1988

EDUCATION

COMMUNITY INVOLVEMENT

Bachelor of Science, Business Management, 1980

Universlty of Louisville, Kentucky

Graduated with high honors

Diploma of Graduation, 1987

Stonier Graduate School of Banking

Certificate, Institute for Educational Management, 2001

Harvard Graduate School of Education

Certificate of Completion, Senior Executive Institute, 2005

Weldon Cooper Center for Public Service

University of Virginia

Current

Board member and Vice Chair, SCOPE

Board member, United Way of Sarasota

Past Distinctions

Chairman of the Board, Plymouth Harbor CCRC Board Member, Sarasota/Manatee 21 1

Chairman, Sarasota Committee for Economic Development

Board Member, Sarasota Chamber of Commerce

Chairman, SCOPE Affordable Housing Study Group Board Member, Selby Foundation Chairman, Manatee Chamber of Commerce Board of Governors, Manatee County Economic Development Council

Board Member and Campaign Chair, United Way of Manatee County

SALARY HISTORY Current

$ 150,000 plus employer contribution to deferred compensation

Mr. Tom D. Freijo, PH.D., Senior Vice President The Mercer Group, Inc., FreijoaMercerfl .com April 15, 2007 Re: City Manager -Sarasota, Florida

Dear Tom,

I have enclosed my resume for the above-referenced job. I am very interested in this position. Currently, in Orlando I am working on growth-related projects and managing service-delivery departments as I have for most of my career in Florida. I have experience in both counties and cities in Florida both as a manager and as an attorney.

I am particularly interested in this opportunity because I understand and like municipal/local government. I am a very good manager and offer valuable counsel both as a manager and as an attorney. I also offer perspective from both county and municipal experience. I really like the work of the public sector and that’s why every time I go back to the private sector I don’t stay long.

After reading the advertisement/profile, I was thrilled to apply for this position. Most of my Florida career has been spent in Southwest Florida and Sarasota is the “Brigadoon” of that area. For me, Sarasota is imbued with a magical quality where the air smells fresher and the downtown sparkles. Quality of life issues, parks, cultural activities, new Urbanist development have been the hallmarks of my career on a much smaller scale. Southwest Florida is just starting to embrace these qualities and finally learning what Sarasota has known for quite a while -that the arts, cultural community, parks, piers, golf and other defined quality of life enhancements add a richness to a community way beyond their cost. I have the ability to help a Sarasota improve on their wonderful “Brigadoon” underpinnings. I also have the ability to deliver those projects, implement those goals that elected officials set to not only transform their communities but also identify and preserve that which makes a community special. I am currently working in a business-friendly environment. I have had significant experience with community redevelopment agencies, downtown redevelopment and economic redevelopment. I have built and managed a golf course and general aviation airpark. I have managed a municipal pier and marindharborage and boat ramps. I have built a spring training stadium and sports facility for the Minnesota Twins and I have been a frequent visitor at the Marie Selby Botanical Gardens. I have purchased acres of land for parks, worked on designing and building regional, community and beach parks. I have managed a coastal county and town so I am very familiar with the unique character of coastal com mun i t ies .

I have managed communities that embraced growth and those that wanted to manage growth. I helped to create a new comprehensive plan for a community that was focused on redevelopment and won an award for best public plan in the state of Florida. I am particularly adept at moving projects and getting the work done.

I am a team player and embrace the concept of a dynamic management team working with an engaged Commission and Charter Officials. I appreciate the collegial interaction of such an arrangement. I believe my first job is to keep the Commission well informed at all times and I personally brief all members of the Commission.

My resume also points to a manager that takes risks and while I am not opposed to security and I have learned to value it more as I grow older - it doesn’t define or motivate me. Challenge, pursuing goals and working with an engaged set of public officials to try and make our little part of the world better has always been my motivation. As a consequence, I have often been referred to as a “change agent”. Visioning and goal setting are very important components of my management style.

In my career, I have worked for 2 large counties, 2 large cities and 1 hybrid island town that depending on season was both small and medium size. I have worked in government as a lawyer and as a manager. I am very committed to offering a quality, cost efficient product in the public sector. I have published in a number of professional journals the concept of “Government Lite”. I believe in it and have used its principles throughout my career. I believe the concepts can be applied in both large and small governmental units because it has more to do with creative out-of-the-box thinking with regard to problem solving then the size of the governmental unit. I further believe that as Florida managers face whatever comes out of the State Legislature with regard property tax reform, the ability to think creatively is a very valuable tool.

I also understand both as a manager and an attorney that my first responsibility is to protect my elected officials. I have always done that and I believe that most if not all of the elected officials that I have worked for would agree with that. I further believe that my second responsibility is to protect my staff and I have always done that also regardless of the personal risk to myself.

Your attention and consideration is much appreciated. Sincerely yours, Marsha Segal-George

Business contact information -I can be reached at 407-246-26 12 - my cell phone is 239-634-6088 -my e- mail address is marsha.sega1-george@cityoforlando.net. My home phone number is on my resume as is my personal e-mail address.

MARSHA SEGAL-GEORGE 1838 Seneca Blvd.

Winter Springs, FL 32 708 (407) 977-6719 home (407)246-2612 work

marshaisgabellsouth. net

SUMMARY

Twenty-five years of progressively responsible experience in growth-oriented public sector environment, including working for one of the fastest growing metropolitan areas in Florida - Orlando, 11 years helping to create and then manage a new municipality and 3 years as a County Manager for one of the top five fastest growing areas (Lee County, Florida).

CAREER HISTORY

Current - Deputy Chief Administrative Officer City of Orlando ( Budget $802,037,194; 3,566 employees; population 200,000+ ), June 2006 to present; Deputy Director Economic Development Department -City of Orlando, January 2006 to June 2006.

Responsibilities include; Projects such as; the Community Venues, events center- Orlando Magic, performing arts center (3 theatre complex) and rehabilitation of the Citrus Bowl; creation of a medical “city” with a bio-medical anchor, the Burnham Institute; road projects; Planning & Transportation Issues; A 10 year plan for the Homeless and a variety of homeless related issues; Affordable & Workforce Housing; Green Initiatives; Historic Preservation; Downtown Development; Economic Development; Negotiating a Fire Territorial to move 7 fire stations from County jurisdiction to City jurisdiction; updating the land Development Code; City and County consolidation issues and other projects as assigned. The City is utilizing my skill-set as a manager and a lawyer with particular experience in land use and growth management issues. I also have management responsibilities with regard to the service delivery departments of Public Works, Transportation, Housing and Economic Development ( Permitting, Code enforcement, Planning and Development, Economic development, Community Redevelopment Authority and Downtown Business Authority and Historic Preservation).

1994- January 2006: Town of Fort Myers Beach

7500 year-round population, 45,000 in season, $15 million dollar budget, full service government including water utility - 24 employees

Town Manager -

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First and only Town Manager Lawyer for the Local Planning Agency of the Town Handled negotiations with Lee County for new Town Negotiated inter-locals with County Government Developed plan for cost-saving law enforcement services

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Brought in over $12 million dollars in grants (federal, State and county) Town’s assessed valuation more than doubled in 7 years Developed, implemented and published the Philosophy of ‘‘Government Lite” Helped to develop an award- winning Comprehensive Plan, Streetscape Plan and Plan for Downtown Streetscape redevelopment Family Budget Concept - savings from operating budget used to fund capital improvements Active Community Redevelopment Program Downtown District Historic Preservation - purchase of two significant historic properties with grant funds Recreation Improvements Traffic Congestion Study Quality of Life Issues, film festival, cultural activities, trails, art 13 Active Volunteer Committees -1 01 volunteer members Drainage, canal and waterway projects Establishment of a municipal harborage

1993 - 1994: Cramer & Associates, P.A.

Admitted U.S. Middle District, Supreme Court of Florida “A” rated law firm - specializing in insurance defense/litigation Jacksonville, Florida

1992: Preparation for and the taking of the Florida Bar

1989 - 1991 Lee County Government, Fort Myers, Florida ( 650,000 population, $500 million operating budget and $1+ billion capital budget, 2800 employees )

County Manager

0 Negotiated stadium lease with the Minnesota Twins for spring training, negotiated innovative financing package to build sports stadium complex; utilized developer assisted funding for road projects; established water resources, marines sciences and environmental sciences divisions to improve environmental protection for Lee County; established numerous public/public and publidprivate partnerships; managed over 300 major construction projects for an incinerator, bridges and major road construction, library and park construction, purchase of open space, beach and environmentally sensitive property

achievement awards from the National Association of Counties 0 National Commendation Award for Leadership from Public Technology INC. ; 267

1987 - 1989: Lee County Government, Fort Myers, Florida

Assistant County Manager, Service Delivery Departments

Parks & Recreation, Public Safety, Health Department, Utilities, Human Services

1985 - 1987: Adams County, Colorado

Deputy County Administrator

0 Supervised two assistant county administrators and ten department directors in

Assisted in Stapleton International Airport relocation to Adams County; staffed County with 270,000 population, 1,185 employees and $106 million budget

Front Range Planning Corporation, an economic and land use liaison to airport relocation

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0 Developed two new impact fees that generated $750,000 in annual revenue; initiated bond restructuring that added $7 million to county budget in one year

1984 - 1985:

County Attorney Supervised 15 attorneys, handled insurance defense work in-house

1982 - 1984: Adams County

Deputy County Attorney

1980-1982 City of Aurora, Colorado

Assistant City Attorney

Responsible for bond issues, liquor licensing board, non-uniform pension board, finance, city clerk’s office, animal control, fire department, public works, risk management, human relations commission, Affirmative Action Committee, planning annexation, administration, contracts, civil service commission

1978 - 1979 Lowery & Woodrow, Denver, Colorado

Associate Attorney, private practice

1977 - 1978 Marion County Pre-Trial Service, Indianapolis

1976 - 1977 Office of the City Attorney, Lawrence, Indiana

Legal Intern

EDUCATION

Licensed in Florida, Colorado (inactive), United States District Court, United States Supreme Court, United States tenth Circuit Court of Appeals

Indiana University, Juris Doctorate Indiana University, B.A. in History and Political Science

PROFESSIONAL/CIVIC MEMBERSHIPS

Trust for Public Lands Florida Bar Association

International City Manager Association Florida Manager Association Friends of Gulfshore Ballet

Island Arts Foundation

PUBLICATIONS

Quality Cities Magazine, Florida League of Cities, June 1997. “Government Lite” PM Magazine, ICMA, 1997. “Government Lite” PMMagazine, ICMA, 1998. “Government Lite, Chapter 2” Gulf Coast Woman, 2000. “Woman of Accomplishment”

SPEAKING ENGAGEMENTS

ICMA 84THAnnual Convention, International Presentation. October 1 998. “Fort Myers Beach: A Town that delivers through ‘Government Lite’. What we can learn from each other about managing service delivery” and “Crafting Regulations to limit Sexually Oriented Businesses”

Urban Land Institute, “Incorporation and Comprehensive Planning”

Local Speaking engagements with topics including: Incorporation, Land Use, and Elimination of Sale of Drug Paraphernalia, Securing Grants

March 28,2007

Tom D. Freijo, Ph.D., Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, FL 33883

Dear Dr. Freijo:

Attached please find my resume in conjunction with the position as City Manager of Sarasota, Florida.

Currently, I am OwnedManaging Partner of CivicQuest, LLC, a consulting firm dedicated to helping implement best practices in governance. I am an experienced public administrator with a career history of success in economic development, parks development, community revitalization, long-range planning and finance. I have served as City Manager in a community of 45,000 for over 20 years overseeing budgets approaching $60 million with workforces at levels between 250 and 290 full-time employees in addition to significant part-time workforces.

As a City Manager, my oversight responsibilities have included all of the administrative efforts to improve the quality of life for residents and I have significant experience in a rapid growth community in areas such as economic development, environmental clean-up and infrastructure development. I have pursued efforts to improve international aspects of public administration by participating in international exchange programs sponsored by the International City/County Management Association. And, among the highlights of my career has been work in Bulgaria in public participation, public information and economic development through the International Resource Cities Program under the US Agency for International Development and the International City/County Management Association. Finally, I was honored in 2003 to be selected to receive the Outstanding Alumni Award, Western Michigan University School of Public Affairs and Administration, College of Arts & Sciences (Pi Alpha Alpha).

I believe my background and experience mirrors the needs of the position available as City Manager as expressed in the job description. I am a visionary leader and a change agent with high standards and an eye toward achieving quality and sustainable results. I believe I would be able to assist the City of Sarasota in continuing to reach its goals for excellence and I would be pleased to be considered for the position.

Should you require any further information, please do not hesitate to contact me at your convenience.

Sincerely,

Michael L. Stampfler

7305 Angling Road Portage, Michigan 49024 (269) 327-6027 Residence (269) 599-0922 Cell Phone stanipfler 1 u,aol. coin

PROFESS ION.4 L EXPERIENCE:

2005 - I’resent

2005 - 2006

1 ‘m5-2005

OWNER/MANAGING PARTNER, CIVICQUEST CONSULTING

Principal in consulting agency specializing in government performance improvement.

CITY MANAGER, CITY OF CASSELBERRY, FL

Chief Executive Oflficer of dynamic Orlando Metro Area community of 25,000+ population, 290 full time employees and annual budget of $ 4 ~ million. Significant work in economic/staff development and civic center/development with private developer Unicorp.

CITY MANAGER, CITY OF PORTAGE, MI

Chief Administrator of a full-service city. Population 45,000+. 225 full-time equivalent and 100 part-time employees. Budget approximately $60 million. City is the principal commercial, premiere residential and primary industrial area of the Standard Metropolitan Statistical Area (SMSA).

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0

0

Doubled acres of parks to 750 acres Initiated Summer Entertainment Series (publidprivate funding) Led development of Celery Flats Historical Area Constructed first outdoor refrigerated ice skating rlnk in Southern Michigan Implemented annual planting of 250,000 tulips in City Centre area for beautification and marketing.

1 Michael L. Stampfler 10/23/2006

Implemented city-wide bikeway/pedestrian trail way (from 0 to 50 miles in length) Implemented Consolidated Drain Project of $7.5 million addressing storm water treatment, recreation and park development, as well as economic development opportunities.

Initiated publidprivate partnership to develop certified Industrial Parks totaling 70 acres Instituted 10 year Capital Improvement Programming Plan ($1 47 million plan for 2003-1 3). Implemented Financial Trend Monitoring System American Public Works Association Project of the Year Award (Milham Pedestrian Overpass) July 2001 Led creation of Downtown Development Authority resulting in over 640 jobs and $36.5 million investment between 1998 and 2005. Privatized Water/Sewer Utility operations saving rate-payers $750,000 annually Construction of over 6 miles of new boulevard roadways with sewerlwater service STEP (South Westnedge Treatment Enhancement Project) to address storm water discharge pollution and economic redevelopment ($5.5 million).

Regional I,eaders/tip I ti itiutives

Initiated Local Development Finance Authority to secure major manufacturing facility (Stryker Corporation) $1 00 million investment and 200 new/800 retained jobs in city. Successfully led city through consolidation of District Courts in Kalamazoo County Successfully worked to transfer Municipal Airport to county operation Participant in 9 1 1 /consolidated dispatch deliberations Participant in “Fresh Start” regional economic development forum.

Distinguished Budget Award (Government Finance Officers Association) annually 1987 - 2005. Certificate of Achievement in Financial Reporting (Government Finance Officers Association) annually since 1986. 3CMA Savvy Award “Best Newsletter-External Audiences” 1 998. Led staff team participation in ICMAAJSAID sponsored International Resource Cities Program (Gabrovo, Bulgaria) 1998-2002. Outstanding Alumni Award 2003 Western Michigan University School of Public Affairs and Administration, College of A r t s & Sciences (Pi Alpha Alpha). Attended Senior Executive Institute, University of Virginia, July 1 988. ICMA International Exchange Program (Gronau, Germany) 1995. ICMA International Exchange Program (Engcobo, East Cape, South Africa) 2003-04.

2 Michael L. Stampfler 10/23/2006

l'Bl-19HS

1977- 1981

197-5-1 977

Occasional Adjunct Faculty Member teaching State and Local Government (Western Michigan University, Kalamazoo Valley Community College).

AIRPORT DIRECTOR - CITYICOUNTY OF KALAMAZOO, MI

Administrator of all-weather commercial air carrier and general aviation airport.

Significant financial savings acheved through privatizing emergency services and automobile parking operations. Increased competition through addition of multiple air carriers. Successfully worked to transfer airport from municipal to county operation.

CITY CLERK - CITY OF KALAMAZOO, MI

Conducted City Elections, served as custodian of official documents and vital statistics.

0

0

Formed a Records Management Division to process documents of all City Departments in accordance with State requirements. Assisted Historical Commission in publication of book on historical structures in Kalamazoo.

ADMINISTRATIVE ASSISTANT TO CITY MANAGER - CITY OF KALAMAZOO, MI

Involved in formulating and institution policies and procedures and conducting organizational efficiency studies for the City Manager.

0

Report resulting in consolidation of Parking Violations Bureau at considerable operational cost savings. Interim Director of Kalamazoo Convention Center.

3 Michael L. Stampfler 10/23/2006

EDUCATION:

1972

1971

1976

IIACHEIAIR OF ARTS Hope College, Holland, Michigan

Junior year at IES/University of Vienna, Vienna, Austria

MASTER OF ARTS -INTERNATIONAL STUDIES‘ Western Michigan University, Kalamazoo, Michigan

MASTER CIFPU~~I~ICAI>MIIVI,S”PIRA~ICIN Western Michigan University, Kalamazoo, Michigan

AFFl LIATIONS:

Current IN1’IERNATIONAI. CITY/COUN7Y MANA<;EMENT ASSOCIATION ICMA International Task Force Committee - 1999-2001

4 Michael L. Stampfler 10/23/2006

Susan A. Stanton* 2264 Riverside Dr. N Clearwater, FL 33764 a1 9b59@yahoo.com

727-7 10-1 333

April 17,2007

Tom D. Freijo, Ph.D Senior Vice President The Mercer Group Inc. P.O. Box 9328 Winter Haven, FI 33883

Dear Tom:

It was a pleasure talking with you once again last month. I have always enjoyed my association with you and the Mercer Group over many years and have found your professionalism and intuitive instinct regarding the recruitment process to be outstanding. Being on the other side of the employment selection process will be a new experience for me after having such a long and enjoyable tenure as City Manager for the City of Largo.

Please see my attached resume for consideration for the position of City Manager for the City of Sarasota. As you know, I was on the short list of managers considered for this position the Iast time it was vacant but had to withdraw from consideration due to an employment conflict with the City of Largo.

I feel that Sarasota is one of the most dynamic cities on the West Coast of Florida and have always envied its high quality of life and rich cultural opportunities. I have personally enjoyed my many visits to the Van Wezel Performing Music Hall, the Asolo Theater, the Sarasota Opera House, and the richness of life in the downtown area. In fact, I have been so impressed with Sarasota that, before leaving the City of Largo, I scheduled the Largo City Commission and members of our local Chamber of Commerce to tour Sarasota’s downtown to see the revitalization of Main Street and the innovative approach to mixed use development in the downtown.

Tom, as you know, my life has become a little more complicated these last few weeks with the public disclosure that I am in the process of a gender transition. I anticipate some initial sensationalized interest by the national media if I am granted an interview for this position due to all the publicity associated with my termination as City Manager in the City of Largo. There is not a lot I can do about this right now; but I am confident the media’s interest in me will be short lived and I can resume my life as a professional City Manager in the coming months. Susan A Stanton

I loved my job as City Manager for the City Largo and I professionally served my community for seventeen years. I am a very unconventional City Manager who maintains an operational focus of city operations and enjoys frequent interaction with all employees in every aspect of their jobs. There was not a job in Largo that I had not personally performed and I had a reputation of never asking employees to do something I had not done myself.

As my resume shows, I am a credentialed City Manager with extensive education and experience in organizational development, strategic planning and economic development, which I feel would be beneficial to the City of Sarasota.

The selection of a City Manager is one of the most important decisions a City Commission makes on behalf of the community. I f selected as City Manager, I will bring the same high level of professionalism, pride and passion to the City of Sarasota that I demonstrated while employed as the longest-tenured City Manager in the City of Largo.

Thank you for your consideration.

~~ ~ ~~

Susan A. Stanton"

SUSAN A. STANTON, ICMA-CM*

2264 Riverside Drive North Clearwater, FL 33764 Home (727)7 10- 1 333 a 1 9 b5 9@yahoo. com

EMPLOYMENT HISTORY

City Manager, Largo, Florida (August 1990-Present)

The City of Largo, located in the Tampa Bay metropolitan area, has a year round population of 78,000 and a seasonal population of 94,000 residents. In FY 2007, the City employed 890 full time employees in nine departments. In 2007, the city approved a bi-annual budget of $13 1 million dollars for FY 2007 and $1 32 million dollars for FY 2008. City services include Police Protection, Fire Rescue, Emergency Medical Service, Urban Planning, Community Development, Building Inspection, Economic Development, Business Assistance, Public Works, Residential and Commercial Solid Waste Collection, Advanced Wastewater Treatment, Sanitary Sewer Collection, Reclaimed Water Distribution, Library Services, Recreation and Leisure Service, Parks and Environmental Protection, Engineering and Design, Fleet Services, Facility Maintenance and Building Construction, Management Information and Technology, Public Affairs and Promotion, Legal Services, and Municipal Finance, Budget and Purchasing. The City adopted the city manager form of government in 1905. Promoted to City Manager in 1993 after serving as Assistant City Manager for three years.

Accomplishments Include:

The longest tenured city manager since the City’s incorporation in 1905. During my tenure, the city has been recognized as a dynamic high performing organization providing superior service and leadership to built a vibrant, distinctive community through the responsible use of resources, innovation and technology. The city’s strong culture of governance has been reinforced by a fiscally conservative City Commissions and supported by an administrative staff dedicated to providing essential service to the community, attracting and retaining a highly professional work force and improving the quality of life in the community.

Implemented a comprehensive Strategic Plan developed through a collaborative process managed by a citizen Strategic Planning Steering Committee. The Strategic Plan was developed with extensive public participation and exhaustive outreach efforts, stakeholder interviews, focus groups meeting, and thirty public workshops throughout the city. The adopted plan established the framework for redevelopment of the city based on four principles to redefine and intensifL commercial corridors, establish a system of community streets, expand parks, trails and greenways and engage city neighborhoods to promote citizen involvement in their government. The Strategic Plan also included a detailed implementation action component that defined and identified responsible parties, phasing, order of magnitude cost and potential funding sources for strategic action approved by the City Commission.

Instituted a comprehensive effort to improve city services using a diagnostic change model for building a High Performance Organization. The city wide effort required all departments to examine change agents involving the city’s leadership philosophy, community vision, municipal values, business strategy, organization structure and city systems. This training improved employee’s skills to diagnose their own programs and activity in order to begin identifLing opportunities for introducing positive change in their departments and to improve customer service. As an organization dedicated to excellence in municipal service the Police Department has been nationally accredited by the Commission on Accreditation for Law Enforcement Agencies in 1991 the Fire Rescue Department nationally accredited by the Commission of Fire Accreditation International in 1999 and the Recreation, Parks and Arts Department nationally accredited in 2000 by the National Recreation and Parks Association and American Academy for Parks and Recreation Administration. The City has been awarded a Certificate of Achievement for Excellence in Financial Reporting continuously since 1992 and has continuously received the Distinguished Budget Presentation Award from the Government Finance Officers Association since 1987.

SUSAN A. STANTON* PAGE 2

Expanded the City’s economic and property tax value by $330 million dollars by the establishment of a multi-year Annexation Management Program in 1997. During the program’s first four years, (1 997-2004) , the City annexed 1,560 acres of unincorporated commercial and residential property which generated $9.8 million dollars of new revenue for the city. The program’s success was based on the creation of a defined planning service area that established a future municipal boundary, an economic incentive program to promote voluntary annexation into the city and the adoption of a legislative policy which established City Commission support for the planned growth of the community and an enhanced state-wide leadership role promoting annexation reform within the State of Florida

Established two community redevelopment districts in the city’s historic downtown area targeted for redevelopment. Property owners redeveloping their properties in accordance with the district’s new development code did not have to pay site plan, building plan, plan examination or certificate or occupancy fees and were eligible for other development incentives. The redevelopment effort incorporated five development strategies with specific laud use designations adopted to promote maximum flexibility in pursuing a variety of redevelopment opportunities. Since its creation in 1999, the West Bay Drive Community Redevelopment District increased its total taxable value by $58.1 millions which represented an increase in total taxable value of 68.5% (1 999-2004). Since its creation in 1996, Clearwater Largo Road Community Redevelopment District increased its total taxable value by $1 7.5 millions which represented an increase in total taxable value of 34.2% (1996-2003).

Established the city as a destination for intellectual, leisure and cultural opportunities by the creation of a 170 acre regional municipal park, the development of a cultural center housing the Tonne Playhouse for the performing arts, the construction of a $23 million dollar state of the art regional Library and the support of an active Main Street program to support community based programs and activities within the downtown redevelopment area. Educational programs in the city include summer theater camps, partnerships with area schools to coordinate performances by area youths and after school theater experiences with touring children’s theater troupes

Created open access government in the community through the establishment of a professional marketing and communication office, a government television studio to produce programs showcasing city services and select meetings of city boards and legislative sessions, a citizen academy which provided an opportunity for citizens to learn the operations of their government and meet city employees, neighborhood compatibility meetings that required developers to meet with effected residents concerning the impact of proposed developments, recreation outreach programs located around the city in lower-income neighborhoods to provide education and after-school programming to children unable to travel to city recreational centers and numerous community based meeting where residents can have direct interaction with city staff and elected officials without coming to City Hall or a formal City Commission meeting.

City Administrator, Berea, Kentucky (November 1986 to July 1990)

The City of Berea, located in the Kentucky Bluegrass, is a college community with a population of 12,000 residents and an FY 1990 budget of $7.2 million. In FY 1990, the City employed 85 employees in the departments of Administration, Finance, Police, Fire, Planning, Public Works, Solid Waste, Land Fill Management, Recreation, and Industrial Development.

Maior Accomplishments Include:

Created a dynamic management team which empowered all departments to effectively manage personnel and control expenditures through performance standards, computer automation and shared decision-making.

Developed a comprehensive economic development program in the creation of a large Industrial Park which resulted in four international manufacturing firms locating in the City. The industries represented a total capital investment of $120 dollars and an annual payroll of $10 million.

SUSAN A. STANTON* PAGE 3

Instituted a program and performance budget to improve management control and financial reporting. This program empowered all City staff members to utilize personal computers to monitor City services which previously had been done manually. Program reforms resulted in the City receiving its first Certificate of Compliance from the KFOA and the Distinguished Budget Presentation Award from the GFOA in FY 1988 and FY 1989.

Administrative Assistant to the City Manager Champaign, Illinois (Aug. 1984 to Aug. 1986)

The City of Champaign, home of the University of Illinois with a population of 60,000 residents and an FY 1986 budget of $26 million. In FY 1986, the City employed 380 employees in the departments of Administration, Finance, Police, Fire, Planning, Public Works, Planning, Economic Development, Legal Services, Finance and Communications. Responsibilities included budget preparation and coordination, special projects and general administrative research and policy development.

Administrative Assistant to the Borough Manager Ketchikan, Alaska, (Oct. 1983 to July 1984)

The Ketchikan Gateway Borough, consists of several islands in Southeast Alaska’s Inside Passage and the Tongass Narrows with a population of 14,000 residents and an FY 1984 budget of $4.3 million. The Borough is a linear waterfront community dependent on the shipping, fishing and tourism industries. In FY 1983, the Borough had 41 employees in the departments of Administration, Tax Assessment, Planning, Animal Control, Airport Services, Ferry Operations and Land Management. Responsibilities included serving as the Borough’s Labor Relations Officers, Budget Coordinator and performing management audits for the Ketchikan International Airport and Animal Control Operation.

Management Intern Newburgh, New York, (Feb. 1983 to June, 1983)

The City of Newburg, located in the Hudson Valley in upstate New York, is a diverse community with a population of 24,000 residents and an FY 1993 budget of $12 million. In FY 1983, the City employed 350 employees in the departments of Administration, Finance, Police, Fire, Planning, Public Works, Recreation, Economic Development, Water Treatment and Sewer collection. Responsibilities included assisting the City Attorney with labor negotiations and interest arbitration with the International Fire Fighters Associations and revising the Fire Departments personnel rules and regulations.

EDUCATION

Harvard University, Senior Executive in State and Local Government, John F. Kennedy School of Government, 2005 Fannie Mae Foundation Fellow, 2005 US. Dept of Homeland Security, WMD RadiologicaVNuclear Course, Bechtel Nevada 2005 US Dept of Homeland Security, WMD Training and Incident Command (COBRA), 2004 University of Virginia, Leading, Educating and Developing, Weldon Cooper Center for Public Service, 2004 National League of Cities Training Institute; Silver Certificate Achievement in Leadership, 2004 International City/County Manager’s Association ICMA Credentialed Manager, ICMA University, 2003. New Mexico Institute of Mining and Technology, Incident Response to Terrorist Bombing, Energetic Materials Research and Testing Center, 2003. Harvard University, Strategic Public Sector Negotiation, John F. Kennedy School of Government, 1997. University of South Florida, Executive Fellows Program, Institute of Government, 1 994. Emergency Management Institute, Disaster Preparation, Hurricane Recovery and Mitigation, and Integrated Emergency Management for Hurricanes, Consequences of Terrorism, National Emergency Training Center, 1992, 1994, 1998, and 2000. University of Wisconsin-Madison Advanced Government Finance Institute, School of Business, 199 1.

SUSAN A. STANTON* PAGE 4

University of Oklahoma, Economic Development, Economic Development Institute, 1 989. University of Florida, Graduate School, Public Administration, MA 1982. University of Florida, College of Political Science, BA, 198 1.

PROFESSIONAL AFFILIATIONS

International City Managers Association, 2007 Fannie Mae Foundation Fellow, 2005 Leadership Tampa Bay, 1996 Leadership Pinellas, 1995 Phi Kappa Phi Honor Society, 1981 Golden Key Honor Society, 1980

*f/Wa Steven B. Stanton - Legal Name Change Pending

Ronald W. Stock, CPM, CM, JD 33025 Lake Bend Circle Leesburg, FL 34788 (352) 516-7229 (352) 787-6397

April 16,2007

Mr. Tom D. Freijo, Ph.D., Senior Vice-president The Mercer Group, Inc.

Via E-Mail

Dear Mr. Freijo:

Please accept this letter of interest and the attached resume as my application for the Sarasota City Manager’s position. I believe that I can provide the leadership and management experience that the City of Sarasota is seeking.

I am an experienced and innovative leader with a proven track record of success. I have experience working for a municipality where citizens demand the level of communication and open governmental decision-making that is expected in Sarasota.

I would like to emphasize my success in developing a strong employee team and focusing their efforts to accomplish the goals established by our elected leaders. This requires the proper evaluation of a City’s workforce and its effectiveness, an emphasis on the development of skills and abilities through training, and recruiting the best-qualified candidates.

I have been able to handle a variety of financial problems, improving the delivery of service, handling the infrastructure needs of a growing community, all without increasing taxes. The City of Leesburg has not had a tax increase in the six years that I have been with the City, but we strengthened our financial condition and obtained for the City its first “A” rating in 64 years. At the same time, we have handled more than $30M in capital projects each of the past 4 years, building among other projects a Police Operations Center, two new Fire Stations, a 60,000 square foot Library, and the Sleepy Hollow Sports Complex which has 8 baseball fields, two soccer fields and a variety of support facilities .

I believe that it is essential for a Manager to be active within a community. I believe that my community involvement is evidenced by the many community awards and recognitions detailed in my resume.

I also have a solid background in public service emphasizing consensus building among diverse groups and assisting the elected representatives that I serve in becoming more effective, providing effective and professional leadership, and in building strong relationships with local and regional agencies and the community-at-large.

If Sarasota is looking for a dynamic leader, one that will be a change-agent, then I would like to be considered.

Sincerely,

Ron Stock

Enclosure: Resume References

2

Ronald W. Stock, CPM, CM, JD 33025 Lake Bend Circle Leesburg, FL 34788 (352) 516-7229 (352) 728-9704

Experience: City of Leesburg City Manager

Leesburg, FL April 1, 2001 to Present

The City of Leesburg has a population of 21,000 and a utility service area of 55,000. The Charter provides for a Commission-Manager form of government. The City has 580 employees and its 2006-2007 budget is $175M. The City provides a full range of municipal services including fire, water, wastewater, reuse water, fiber optics, natural gas and electricity.

and

Florida State University Tallahassee, FL Adjunct Faculty Member

Adjunct instructor in the Certified Public Manager Program on the Florida Center for Public Management.

Wabasha County Wabasha, MN County Administrator 1998 to March 2001

During my employment Wabasha County had a population of 22,000, 145 employees, and its 2000 budget was $25M. As a statutory county Wabasha County had the regular elected constitutional positions, but Finance, Information Technology, Environmental Services, Social Services, and Community Development were supervised directly by the County Administrator. In addition, the County Administrator was responsible for negotiating contracts with four separate unions representing a portion (approximately half) of the County's staff.

City of Craig City Manager

Craig, CO 1996 to 1997

The City of Craig had a population of 10,000 and was the County Seat of Moffat County. The Charter provided for a Council-Manager form of government. The City had 99.5 employees and its 1997 budget was $9.8M. With the exception of fire protection, services including

the City provided a full range of municipal water, wastewater and sanitation.

3

City of Craig Acting City Manager

City of Craig City Attorney

Craig, CO 1995

Craig, CO 1994 to 1995

City of Steamboat Springs City Attorney 1989 to 1994

Steamboat Springs, CO

Front Range Airport Authority Watkins, CO Executive Director 1982 to 1986 General Counsel 1986 to 1989

I assisted Adams County (a metro Denver County) to form the Front Range Airport Authority including bylaws, airport rules and regulations; I assisted in the issuance of $7M in bonds and securing $8M in federal grants; I also negotiated the purchase of a 1,450 acre site; drafted and coordinated the State adoption of a 91 square mile Airport Influence Zone covering a three county area; and, after formation, I coordinated the construction of $15M in capital projects.

U. S. Department of the Interior Special Counsel 1980 to 1981

Washington, D.C.

City of Aspen City Attorney

City of Sterling City Attorney

Education: Florida State University Certified Public Manager

Aspen, CO 1978 to 1980

Sterling, CO 1977 to 1978

Tallahassee, FL 2006

The CPM program of the State of Florida is an intensive, 2-year training program, similar to Masters Degree Program in Public Management offered by Florida State University. The program consists of classroom instruction, required readings, examinations and work-related projects with the primary goal of improving the performance of public sector managers and the organizational performance of city, county and state government. Additional information is available at the following web site : www. fcpm . fsu . ed u/a bo u t . cfm

4

University of Phoenix 14 of 45 credits earned; G.P.A. 4.0 Masters of Business Administration uncompleted

These courses were taken when I changed careers from law to management to supplement my earlier education and to provide me with a firm foundation in budget and financial analysis. It was not anticipated that I would complete the requirements for a degree.

University of Denver, College of Law Master of Laws in Taxation

Denver, CO 1995

University of Denver, College of Law Juris Doctor 1974

Denver, CO

Southwest Minnesota State University Bachelor of Arts 1972

Marshall, MN

Professional Certification & Offices:

Certified Manager, Florida State Center for Public Management

Credentialed Manager, International City & County Manager's Association

Member of the International City & County Manager's Association (1.995 to present)

Member of the Florida City & County Manager's Association (2001 to present)

Past Member of the Minnesota and Colorado City & County Manager's Associations

Awards:

State Director for the National Institute of Municipal Law Officers (1 990 to 1994)

President of the Attorney's Section of the Colorado Municipal League (1990 to 1991)

Government Employee of the Year Award given February 3, 2006 by the Leesburg Area Chamber of Commerce

5

Resolution adopted unanimously by City Commission of City of Leesburg, March 8, 2004, nominating me for the City Manager of the Year Award given by the Florida League of Cities.

Certificate of Appreciation given February 19, 2004 by the Dr. Martin Luther King, Jr. Commemoration Committee for continuous and loyal support.

Citizen of the Year Award given January 13, 2004 by the Citizens for Economic and Environmental Balance, a building trades organization, for an even-handed approach to development issues and for emphasizing customer service and customer satisfaction.

President's Award given September 23, 2003 by the Leesburg Partnership, a Florida Main Street Program, in appreciation for my vision and dedication to redeveloping the City of Leesburg.

Innovations in Communication Technology Award given May 24, 2002 by the Florida City & County Manager's Association for developing the City of Leesburg's fiber optic utility

6

Michael J. Wright 2523 Staghorn Place

Tallahassee, Florida 3230 1 850.891 3328 (Office)

850.345.6448 (Personal)

April 16, 2007

Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. P. 0. Box 9328 Winter Haven, Florida 33883

Dear Tom:

Please accept the attached resume for the position of City Manager of Sarasota, Florida. I have more than 30 years of top level city and county management experience, including almost 20 years in coastal Florida communities. My current assignment is Assistant City Manager for Development and Transportation for the City of Tallahassee, Florida, a full service, All America city of 175,000 residents and 3,000 employees.

I have extensive experience in planning and growth management, all aspects of finance and budgeting, economic development, emergency management and incident command procedures, negotiations with minor and major league baseball organizations and, on three occasions, have been involved in the successful passage of a one-cent sales tax referendum.

Twice in my career I have turned around financially strapped communities and while in West Palm Beach, I was the lead staff member on the CityPlace project, probably Florida’s most successful downtown redevelopment project in the past decade. During my tenure in Clearwater, I served on the executive board of Ruth Eckerd Hall, a 2200 seat performing arts center and played a key role in the financial turnaround of the center.

During my almost eight plus years with the City of Tallahassee, I have had direct oversight and responsibility for the Public Works, Growth Management, Planning and Economic Development departments, the two Community Redevelopment Agency (CRA) districts, the Tallahassee Airport, StarMetro public transit system, Equity and Workforce Development and the City’s 2,000 vehicle repair and replacement program. These departments include 750 employees, a current annual operating budget of $75 million and a five-year capital improvement budget of $258 million.

My successes in Tallahassee include: two downtown residential towers currently under construction, with other additional residential or mixed use

Tom D. Freijo, Ph. D. April 16,2007 Page 2

projects in various stages of permitting along with having recently negotiated a new 300 room convention center hotel in the downtown area; the successful recruitment of additional commercial air service to the airport resulting in the dramatic lowering of air fares; the acquisition of 24 acres of downtown property slated for redevelopment; the streamlining of the City’s complicated permitting process; the adoption of an inclusionary housing ordinance; and the adoption of two campus master plan development agreements.

I am the City’s lead negotiator on Developments of Regional Impact, responsible for implementation of the complicated and time sensitive $50 million Neighborhood Infrastructure program and construction of roads and stormwater projects.

I earned a Bachelor’s Degree in Criminology and a Master’s Degree in Public Administration from The Florida State University. My current base salary is $144,500.

Thank you for your consideration and I look forward to talking to you in the near future.

S i n ce re I y I

Michael J. Wright

M JW/kbw Enclosure

MICHAEL J. WRIGHT 2523 Staghorn Place, Tallahassee, FL 32301,850.345.6448

PROFILE

Top performing governmental manager with more than thirty years of experience in providing executive leadership to cities and counties. Key strengths and achievements in financial turn around and management, downtown redevelopment, economic development, utility management, constructing large scale capital improvement projects and community relationships. Creative results-oriented leader and focused problem solver with proven ability to develop, implement and manage operations that support achievement of business objectives. Dynamic strategic planner with strong communication skills.

PROFESSIONAL EXPERIENCE

City of Tallahassee, Florida Assistant City Manager for Development and Transportation

1999-Present

Reporting to the City Manager in a city of 175,000 residents covering 100 square miles, this position is responsible for the daily operation of the following departments: Public Works, combined City/County Planning Department, Growth Management Department, Tallahassee Municipal Airport, StarMetro Bus System, Economic Development, the Community Redevelopment Agency, the City’s 2,000 vehicle fleet maintenance and replacement program and Equity and Workforce Development. Responsible for all City construction projects involving roads, sidewalks, drainage, storm water, and the airport, which exceed more than $258 million over the next five years. Currently manage 750 employees with a $75 million annual operating budget.

Major Accomplishments Driving force behind the creation of the City/County Intergovernmental Agency whose primary function is the expenditure of $750 million in anticipated proceeds from the fifteen-year, one-cent sales tax. Led negotiations resulting in eighty percent of these funds being spent on projects within the city limits. Serve as the City’s lead negotiator on all Developments of Regional Impact and university master plan agreements. Instrumental in restoring a cooperative working relationship between Florida State University and the City. Spearheaded negotiations to locate an IMAWChallenger project in downtown Tallahassee, as well as the construction of two mid-rise mixed-use projects and a convention center downtown hotel, all on former City-owned property. Recruited two new airlines resulting in lower airfares and the highest passenger traffic in the City’s history.

MICHAEL J. WRIGHT Page Two

Played a key role in improving relations with the Tallahassee Area Chamber of Commerce, the Economic Development Council and the development community, concentrating in the areas of governmental cooperation, streamlining of development processes and permitting and the adoption of an inclusionary housing ordinance. Currently leading the revitalization effort of Gaines Street, a downtown redevelopment area located between Florida State University and Florida A&M University. Negotiated funding for $3 5 million in right-of-way improvements and assembled 24 acres for redevelopment. Currently in negotiations to construct a convention center hotel in the downtown along with two other hotel and mixed use projects.

City of West Palm Beach, Florida City Ad minis tra tor 1994-1999

Managed a Florida east coast city of 80,000 residents, 1,300 employees and a combined operating and capital improvement budget of $247 million. Reporting to a hands-off, strong Mayor, this position was responsible for budget development and execution, Commission agendas and day-to-day operational issues.

Major Accomplishments: 0

0

Engineered financial rebuild from a 1993 $6,000 bank balance to a $10 million surplus in fiscal year 1998, while reducing the ad valorem tax rate by more than 12%. Achieved $2.5 million annual savings in the delivery of municipal services (employee gain sharing, privatization and competitive bidding for municipal functions). Recaptured $35 million in surplus pension funds for the General Fund (the only Florida government to take this action). Acquired 50 acres of downtown property and was a key team member in negotiating the CityPlace project, probably the most successful redevelopment project in Florida during the past decade. Increased revenues to $2.5 million from various non-resident sources. Assisted with transition from at-large commission elections to single-member district elections, as the result of a citizen initiated lawsuit. Negotiated the termination of spring training relationships with the Atlanta Braves and Montreal Expos resulting in the construction of new county funded spring training facilities in a nearby city for the Expos and St. Louis Cardinals.

City of Clearwater, Florida City Manager 1989-1993

Served this Tampa Bay coastal community of 100,000 residents, $130 million budget and 1,600 employees. Promoted to City Manger from Assistant City Manager in 1991 and reported to a five-member Commission.

MICHAEL J. WRIGHT

Major Accomplishments: Directed financial turnaround of gas utility to include 450% increase in profit and expansion of service. Created successfbl public-private partnership to construct new housing in blighted neighborhoods. Developed techniques that eliminated crisis management and improved employee- management relations.

0 Created financial forecast model to predict revenues/expenditures to 1% on a rolling 36-month basis.

0 Negotiated a 15 year spring training extension with the Philadelphia Phillies. 0 Served on Executive Board of Ruth Eckerd Hall performing arts center and played a

key role in the financial turnaround of the facility.

Page Three

City of Hot Springs, Arkansas City Manager 1986-1 988

Appointed as the first City Manager for this resort community of 37,000 residents and 280 General Fund employees, with a $10 million General Fund budget.

Major Accomplishments: 0

0

Initiated consolidation of landfill operations and separate City and County jails. Reduced work force by 10% without a loss in service delivery. Spear-headed the successful revitalization of the City’s economically deprived downtown.

Indian River County, Florida County Administrator 1982-1986

Led a rapidly growing South Florida county of 80,000 residents, 400 employees and a $40 million operating budget. Responsible for the daily operation of water and waste water utilities, planning, engineering, road and bridge, parks, landfill, jail and more than a dozen smaller departments.

Major Accomplishments: Developed and implemented successful growth management policies and critical funding me c hani sm s . Constructed, and subsequently managed, 250 bed jail facility financed by County- initiated and voter-approved tax issues. Negotiated the purchase of environmentally sensitive beachfront property.

City of Marianna, Florida City Manager 1979-1982

Managed this North Florida community of 8,000 residents and a service area of 12,000. Responsibilities included gas, water and sewer utilities, garbage, recreation, police and

MICHAEL J. WRIGHT Page Four

fire departments, as well as the development and management of the City’s 2,200-acre general aviation airport and industrial park.

Major Accomplishments: Strengthened City’s financial position, recruited six new industries employing 800 in the industrial park. Acquired successful experience in issuing municipal and industrial development bonds.

City of Hartselle, Alabama City Manager 1978- 1979

Appointed as the first City Manager of this full-service, North Alabama town of 8,000 residents. Duties included updating accounting procedures, centralizing purchasing, organizing public works department and submitting first, formally prepared budget in City’s history.

City of Port St. Joe, Florida City Administrator, Auditor Clerk 1976-1 979

Primary duties included day-to-day administration of this coastal city of 5,000 residents and 80 employees.

Leon County, Tallahassee, Florida Administrative Assistant to Leon County Sheriff 1971-1976

This sworn office position served as Chief Administrative Officer responsible for financial operations, personnel, equipment and public relations.

Tallahassee Democrat, Tallahassee, Florida Reporter 1968-1971

Initially assigned to sports and later transferred to the news section of this newspaper.

EDUCATION

Master of Science Degree, The Florida State University, Public Administration, 1 976 Bachelor of Science Degree, The Florida State University, Criminology, 1 972 State of Florida Law Enforcement Standards Training, 1971

April 2, 2007

Mr. Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. Freij o@Mercerfl. com P.O. Box 9328 Winter Haven, Florida 33883

Dear Mr. Freijo:

I am pleased to submit the enclosed resume in consideration for the City Manager position in Sarasota, Florida. By way of brief introduction, my qualifications include:

Thirty-two years proven senior executive experience in leading and managing high performance local government organizations in the United States. Also experienced as a Resident Advisor for ICMA in Slovakia assisting elected and appointed municipal government officials with the transition to local self-government.

Values based, can do leader with strong financial management, problem solving, managerial and interpersonal skills and extensive experience in strategic visioning, organizational review and restructuring, growth management, economic development, team building/employee relations, municipal bonding, federal funding, capital improvements planning and financing, and utilities management and expansion. Also experienced in neighborhood services, community relations, intergovernmental and legislative relations, and developing successful customer service initiatives.

Open, effective communicator able to maintain positive working relations with elected officials, co- workers, employees, the public, media and other governmental entities. Politically sensitive while remaining impartial, even and fair in fulfilling managerial responsibilities to the city’s elected leaders and in diligently carrying out their policy directions.

Substantial downtown redevelopment experience which includes providing leadership to Tempe, Arizona’s award winning, highly successful downtown redevelopment program, and helping energize the creation of Tempe’s innovative, incredibly successful 1 OOO+ acre mixed use Town Lake development that has become the centerpiece for urban economic development in Arizona and the third most popular private tourist attraction in the state, according to the Arizona Office of Tourism.

Provided administrative leadership and direction in establishing Tempe’s innovative neighborhood services program directed towards connecting citizens with their city government and which became a model and was emulated by cities across America.

Known by friends, professional peers and acquaintenances for being exceptionally forthcoming and a person of uncompromising ethics, honesty, and integrity.

Professionally active and remain abreast of best practices. Am an ICMA Credentialed Manager committed to a program of life long learning and continuous professional development. Serve on ICMA’s International Committee. Remain active in Arizona City/County Management Association activities. Most recently co-chaired the state association’s Managers in Transition Committee and was voted Life Member by the association’s membership, which is the highest award accorded by the association, for distinguished service to Arizona local government and lasting contributions to the profess ion.

For the past five years I’ve operated my own consulting business performing mostly interim management assignments for various local governments in Arizona. In that sense I have remained active in local government management. It has been fun, rewarding and enjoyable, and I have been able to add value where I’ve served. However, I miss full-time public service and am excited about the prospect of returning

to local government and to the profession full-time in the right community. Sarasota has the feel of being the right opportunity. I am familiar with the community, have visited there many times over the years, have observed its transition and progress, and feel there may be a good fit.

My most recent public sector salary as Assistant City Manager of Glendale, Arizona was $140,000 annually plus $5,000 in deferred compensation and a monthly automobile allowance of $375.

In summary, my qualifications and experience lead me to believe I could be a valued addition to Sarasota’s elected official/executive management team. I would welcome the opportunity to be considered for the City Manager position there. Should you desire additional information, please feel free to contact me at your convenience.

Sincerely,

Terry L. Zerkle 4 1200 N. Echo Canyon Drive Cave Creek, Arizona 8533 1 Tel: 480-5 18-6 138 E-mail: TerryLZerkle@aol.com

TERRY L. ZERKLE TerryLZerkle@ao I .com

ADDRESS: 4 1200 N. Echo Canyon Drive Cave Creek, Arizona 8533 1

PROFILE

PHONE: 480-518-6138 (h)

Diverse local government management and consulting career with 35 years experience at the senior executive and international level. Values based and mission-oriented leader with demonstrated experience in sound fiscal management, setting priorities, strategic visioning, organizational development and team building, policy formulation and implementation, land use planning and growth management, economic development, organizational review and restructuring, intergovernmental relations, promoting positive community, media and employee relations, improving customer service and citizen satisfaction, and hosting and servicing major collegiate and professional sports events. Also experienced as a territory manager for a national pharmaceutical company and purchasing expediter for one of the largest multi- national telecommunications manufacturers.

EXPERIENCE SUMMARY

Since July 2003 have served as PresidenUPrincipal, Local Government Network, Inc., a consulting business providing interim management and other consulting services to local government. Recent engagement involved serving as Acting Director, Department of General Services for Yuma County, Arizona from October through December 2006. Oversaw day to day operations of a 40 person department having responsibility for management of the County’s capital improvements program and for the maintenance of all County-owned buildings and grounds inclusive of janitorial services, and also a nascent fleet services program. While serving as Acting Director, performed an organizational review of the department’s operations, services and capabilities and recommended to the County Administrator that the department be disbanded and its various responsibilities and personnel be reassigned and folded into other County departments. Recommendation was approved and the reorganization has since taken place. Previous engagement involved service as Acting Director, Department of Development Services for Yuma County for five months from September 2005 through January 2006. Oversaw day to day operations of a 100 person department comprised of County Engineering, Flood Control, Planning and Zoning, Building Safety, Geographic Information Systems, Environmental Programs, Grants, and Administration and Records Management. Reporting directly to the County Administrator, prepared an assessment of the department and a set of recommendations for improving plan review and permit processing turn around times and the level of service and customer satisfaction afforded users of the department. Also assisted in the selection of the new Department Director. From August 2004 to February 2005 served as Interim City Manager of Kingman, Arizona. In addition to directing the day to day operations of the City, I assisted the Mayor and City Council with the recruitment and selection of a new City Manager and provided them with an operational assessment of the city organization including recommendations for restructuring.

Served as Glendale, Arizona’s Assistant City ManagerIChief Operating Officer, population 227,000. Provided leadership and direction to four Deputy City Managers and 16 city departments. Initiated an organization wide strategic planning process, and working with the City Manager, developed and implemented a departmental reorganization plan and a realignment of departmental responsibilities. Worked on various issues related to the construction of the new NHL Hockey arena in Glendale and the subsequent move of the Phoenix Coyotes to that facility. Also worked on issues related to site selection and construction of the new Multi Purpose/Sports Facility Stadium in Glendale and the subsequent move of the Arizona Cardinals and the Fiesta Bowl to that facility. Responsible for providing overall leadership and direction in developing the City’s $350 million Annual Budget and had responsibility for 988 full time employees and a combined annual operating budget of $146 million for my departments.

Terry Zerkle Page Two

As the Assistant City Manager of Henderson, Nevada, a progressive, full-service city of 204,000 population recognized as a gateway into the Las Vegas region and the fastest-growing large city in America, was responsible for overseeing the Police, Fire, Parks and Recreation, and Information Technology Departments and the City’s Convention Center and Visitor’s Bureau operations. Responsible for 1,353 full and part-time employees and a combined annual operating budget for my departments of $72.6 million. Provided leadership in initiating and energizing Henderson’s strategic planning process.

As an employee of the International City/County Management Association under contract with the U.S. Agency for International Development, served as a Senior Municipal Advisor in Slovakia in 1995/96 providing assistance and advice to elected mayors, council members and senior management officials in municipalities throughout the country in developing governance, leadership, policy-making and citizen participation skills, with the goal to build sustainable local democratic self-government. Established ICMA’s Local Self Government Assistance Center office in Slovakia and developed successful working relationships with the Slovak City Managers Association, Slovak Association of Towns and Villages, other USAID contractors, and a variety of other organizations and officials.

As the City Manager of Tempe, Arizona, 160,000 population, headed a progressive, highly respected full-service municipal organization noted for creativity and innovation. Responsible for 1,396 full-time employees and an annual budget of $172.0 million. Was the appointing authority for all new hires and had full responsibility for day-to-day operations.

Experienced in leading and managing organizational change. Completed a top to bottom Organizational Review of all Tempe city departments and major programs resulting in nearly 1,000 recommendations for improving systems, procedures, structure, services and customer satisfaction, leading to major change in how the City conducted business and a move toward cross-functional, self-directed work teams.

Experienced in professional and major collegiate sports events. Negotiated the NFL Arizona Cardinals Training Facility Lease and the location of the Cardinals to Tempe in 1988; negotiated the Diablo Stadium Sports Complex lease and relocation of the California Angels to Tempe for Major League Baseball spring training in 1992; worked closely with the Fiesta Bowl and Arizona State University on collegiate football and sporting events; led Tempe’s planning for Super Bowl XXX and the Fiesta Bowl national collegiate football championship game both occurring in Tempe in January, 1996.

Accomplished in financial management and planning. Obtained bond rating upgrades for Tempe from both Moody’s and Standard & Poor’s at the height of the recessionary economy in Arizona in the early 1990’s, placing Tempe in the top 1% of municipalities nationally; helped lead a successful voter-approved city sales tax increase in Tempe as well as major bond program authorizations in Henderson, Tempe and other communities in which I worked. Experienced in cutback management; kept Tempe the low cost service provider in the Phoenix area for eight consecutive years.

Through a focused economic development strategy which included creating multiple, highly successful public/private partnerships, more than doubled Tempe’s sales tax base over an eight- year period, increasing annual local sales tax revenue to the City by 250% from $1 8.0 million in 1988 to $45.0 million in 1995.

Terry Zerkle Page Three

Experienced in economic development, downtown redevelopment, and business location and retention. Reorganized and refocused Henderson’s Economic Development function including the preparation of a formal economic development strategy, fiscal impact model, and target market analysis. For eight years, guided Tempe’s highly successful, award winning downtown redevelopment program. Helped create almost 21,000 new jobs in Tempe and major new commercial and industrial development; established a highly successful Mayor and Council Business Roundtable in Tempe and in Henderson to bring business leaders and city officials together in a recurring forum to discuss issues of mutual concern and interest. Energized the creation of Tempe’s innovative, exceptionally successful 1 OOO+ acre mixed use Town Lake development that has become the premier urban economic development project in Arizona and one of the state’s foremost tourist destinations.

Experienced working in three university communities and two federal government communities. By interacting closely with university administrators and top federal executives, improved working relations and collaboration in each of these communities. Served on the Adjunct Faculty of the School of Public Affairs at Arizona State University.

Experienced in growth management, land use planning, water policy, water rights, and utilities management and expansion. Successfully implemented Boulder City, Nevada’s citizen enacted growth management ordinance while serving as City Manager there. Also completed an update of Boulder City’s Comprehensive and Utility Services Plans, a total upgrade of the City’s water distribution and elevated storage systems, construction of a new wastewater treatment facility to provide environmentally safe wastewater treatment, upgrades to the sanitary sewer collection system, construction of new and rebuilt electric substations and major improvements to the electric distribution system, and successfully negotiated renewal of the Hoover Dam power contracts with the Western Area Power Administration for an additional fifty years increasing Boulder City’s power allocation in the process.

0 Knowledgeable and experienced in tourism and marketing. While serving as Assistant City Manager in Henderson, Nevada, also served as the CEO of the Henderson Convention Center and Visitor’s Bureau; founded the Visitors Bureau in February 1999; led staff in developing marketing plans for the Convention Center and the Bureau; and initiated preliminary planning for a new ConventionKonference Center to replace the existing facility. While serving as Deputy City Manager in Arlington, Texas, managed the Convention and Events Services Department while looking for a new department director, including direct oversight and supervision of the Arlington Convention and Visitors Bureau; created the Tempe Convention and Visitors Bureau; established the City of Tempe Community Relations Office to improve communications with citizens and to market the City’s name regionally and nationally. While serving as territory manager for a national pharmaceutical company, increased sales by over 60% from the previous year through a focused, personal customer service approach with key personnel in all my major accounts.

Varied experience in international activities. Following service as Senior Resident Advisor in Slovakia for ICMA, I returned there several times in a supportive and program delivery capacity as follows: in August 2000 as part of the ICMA International Management Exchange Program where, in addition to visiting my exchange partner’s city, Lucenec, I also visited with elected mayors and appointed officials in ten other Slovak cities throughout the country to confer on municipal issues and discuss matters related to the success of the transformation; in February 2001 to help deliver a highly successful Economic Development Workshop to teams of elected and appointed and private sector leaders from eight Slovak cities; and in April 2004 as part of the ICMA Central European Study Tour. Prior to the Study Tour, I teamed with my former management exchange partner from Lucenec to visit elected and appointed officials in four Slovak cities to confer on a variety of municipal issues. I also delivered a lecture on Environmental Economics to a class of college students at Pol’nohospodarska University in

Terry Zerkle Page Four

Nitra, Slovakia and visited with Petr Brody, Member of the Slovak Parliament. As part of the official Study Tour activity, I traveled to eastern Slovakia where I met with the mayors and city managers of seven Slovak cities to confer on issues related to economic development, tourism, and community development. The Study Tour also included visits and official meetings with state and local government officials in the Czech Republic and Hungary. In addition to these activities, I have remained in continual contact with the Executive Director of the Local Government Development Center in Bratislava, Slovakia, in an effort to serve as a pro-bono resource person to her for technical advice and consultation on municipal issues.

Other international experience includes: in June 2005 delivering a presentation in Tucson Arizona to an official delegation of Russian state and local government officials being sponsored under U.S. Congress’ Open Worlds Program about how small and medium sized cities are governed in the U.S. and the role that citizens/organizations play in that governing; while serving as City Manager in Tempe, Arizona and later as Assistant City Manager in Henderson, Nevada, speaking to numerous official Chinese delegations about the structure, functions, and roles and responsibilities of municipal government in the U.S.; while in Tempe, helping host official delegations from Lower Hutt, New Zealand; Zj ingzjang, China; Regensburg, Germany; Skopje, Macedonia; Timbuktu, Mali, Africa; and the newly-independent states in Eurasia (formerly USSR republics) Kazakhstan, Kyrgyzstan, Armenia, and Georgia; and traveling to Bydgoszcz, Poland in 199 1 under a municipal cooperative grant from USAID to assist Bydgoszcz in making the transition to democratic local self-government. Presently serving as a member and active participant on the ICMA International Committee.

PROFESSIONAL EMPLOYMENT HISTORY

July 2003 - Present:

January 2002 - July 2003:

May 2001 - January 2002:

September 1996 - May 200 1 :

November 1995 - May 1996:

February 1988 - November 1995:

December 1984 - February 1988:

August 1979 - December 1984:

January 1978 - August 1979:

June 1976 - August 1977:

September 1970 - June 1976:

President/Principal, Local Government Network, Inc., Cave Creek, Arizona

Assistant City ManagedChief Operating Officer, Glendale, Arizona

President/Principal, Local Government Network, Inc., Phoenix, Arizona

Assistant City Manager, Henderson, Nevada

Senior Municipal Advisor, ICMA/Slovakia (ICMA, Washington, D.C.)

City Manager, Tempe, Arizona

Deputy City Manager, Arlington, Texas

City Manager, Boulder City, Nevada

Assistant Village Manager, Oak Park, Illinois

Village Manager, Wheeling, Illinois

Assistant City Manager, Planning Director, Administrative Assistant, Fairborn, Ohio

Terry Zerkle Page Five

SPECIAL ACTIVITIES

Life Member, International CityICounty Management Association; Life Member, Arizona City/County Management Association; Past President, Local Government Managers Association of Nevada; Past Adjunct faculty member, School of Public Affairs, Arizona State University; Past Commissioner, Commission on Accreditation for Law Enforcement Agencies; Past Member, Executive Committee, Arizona CityfCounty Management Association; Member, International CityKounty Management Association’s Academy for Professional Development; Past Member, Executive Committee, Innovation Groups; Past Member, Superintendent’s Advisory Council, Tempe Union High School District; Past Co-Chair, Maricopa Association of Governments, Youth Policy Advisory Committee; Past Member, Board of Trustees, St. Luke’s Health System, Phoenix, Arizona; Listed in ICMA’s Who’s Who in Local Government Management.

EDUCATION

M.P.A. Degree

B.A. Degree

ICMA Credentialed Manager

ICMA Academy for International Development

Public Executive Institute

Executive Development Program

Eastern Kentucky University, Richmond, Kentucky, 1973

Eastern Kentucky University, Richmond, Kentucky, 1969

International City/County Management Assn., 2003-07

International City/County Management Assn., 2005

LBJ School of Public Affairs, University of Texas, 1986

National Fire Academy, Emmitsburg, Maryland, 1984