02-04-2019 - WorkshopCity Council
City of Edgewater
Meeting Agenda
104 N. Riverside Drive
Edgewater, FL 32132
Mike Thomas, Mayor
Christine Power, District 1
VACANT, District 2
Megan O'Keefe, District 3
Gary T. Conroy, District 4
Council Chambers5:00 PMMonday, February 4, 2019
WORKSHOP - Interim City Manager Interview
We respectfully request that all electronic devices are set for no audible notification.
1. CALL TO ORDER, ROLL CALL
2. PRESENTATIONS - INTERVIEWS
a.Interim City Manager Interview - Irby, Glenn
Irby ResumeAttachments:
3. ADJOURN
Pursuant to Chapter 286, F.S., if an individual decides to appeal any decision made with respect to any
matter considered at a meeting or hearing, that individual will need a record of the proceedings and
will need to ensure that a verbatim record of the proceedings is made. The City does not prepare or
provide such record.
In accordance with the Americans with Disabilities Act, persons needing assistance to participate in any
of these proceedings should contact City Clerk/Paralegal Robin L. Matusick , 104 N. Riverside Drive,
Edgewater, Florida, telephone number 386-424-2400 x 1102, 5 days prior to the meeting date. If you
are hearing or voice impaired, contact the relay operator at 1-800-955-8771.
Page 1 City of Edgewater Printed on 1/25/2019
City of Edgewater
Legislation Text
104 N. Riverside Drive
Edgewater, FL 32132
File #:AR-2019-3990,Version:1
COUNCIL AGENDA ITEM
SUBJECT:
Interim City Manager Interview - Irby, Glenn
DEPARTMENT:
City Clerk/Legal
City of Edgewater Printed on 1/25/2019Page 1 of 1
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GLENN A. IRBY 71 Ardlussa Street, Umatilla, FL 32784
Cell: (352) 636-2113 E-Mail: glenn_irby75@yahoo.com
SUMMARY
More than 30 years of local government experience with expertise in the following areas:
➢ Municipal Management and
Leadership
➢ Charter Review Oversight
➢ Positive Media Relations
➢ Municipal Budget Development
and Financial Management
➢ Grants Administration
➢ Labor Relations
➢ Water and Sewer Utility
Management
➢ Personnel Management
➢ Community Redevelopment
➢ Public – Private Partnerships
➢ Customer Service
➢ General Aviation Airports
➢ Public Speaking and Transparency
An innovative leader with demonstrated and proven analytical, communicative and organizational skills
successfully using a participatory management style. Experienced in managing change and specializing in
turnarounds. Achievement-oriented with foresight; a dedicated team player accustomed to working
cohesively within an organizational framework.
RELEVANT LOCAL GOVERNMENT EXPERIENCE
City Administrator, City of Apopka, FL 2015 - 2018
Apopka is home to approximately 51,000 residents, covers more than 34 square miles and is the second
largest city in Orange County, Florida (population 1,200,000). Located 12 miles northwest of Orlando, it
is a full service community offering Centralized Water and Sewer, Community Development, Fire (ISO #1),
Human Resources, Parks and Recreation, Police, Solid Waste Sanitation collection, Public Access Reuse
Water for irrigation and Stormwater. Apopka is chartered as a Strong Mayor form of government.
Duties and Responsibilities as City Administrator:
➢ The City Administrator is appointed by the mayor and is responsible for coordinating and
integrating the administrative and executive functions of the city as directed by the mayor and
consistent with policy approved by the city council.
➢ Oversee daily operations including more than 400 employees.
➢ Oversight of preparation and administration of the City’s operating and capital budgets, which for
the current fiscal year is $124 million.
➢ Negotiation with public and private sector entities on a variety of issues ranging from economic
development and growth to service contracts.
➢ Responsible for the City’s compliance with County, State and Federal regulations such as health,
environment and EEOC.
GLENN A. IRBY 2
Achievements:
➢ Successfully negotiated a Sales and Purchase Agreement for city owned land for the purpose of a
private developer designing and constructing a new downtown center. The area is comprised of
approximately 34 acres and when finished will showcase a multistory hotel, specialty shops,
restaurants, public gathering places and other long awaited and desired amenities.
➢ Apopka is complemented by its proximity to Orlando and other suburbs. There are three major
expressways entering Apopka from these areas; State Roads 414, 429 and 451. A new 120 bed
hospital recently opened near the State Road 414 and it is expected to bring substantial growth
to an area that is now sparsely populated. Unfortunately, the Central Florida Expressway
Authority did not plan for the new hospital and growth that will surely follow and failed to see a
need for an interchange. Fortunately, an area developer and I recognized a need and opportunity.
Together in an extremely complicated commitment, I was able to forge a Public Private
Partnership with this developer to construct a half interchange to State Road 414 costing more
than $6.5 million.
➢ When I began work with Apopka, I was reintroduced to a DOS based computer platform and an
extremely outdated financial software package. Over the course of the first year of employment,
I directed transition to a Windows based environment. The finance department completed a full
software conversion at this time. Some employees have been with the city for more than 25 years
and have never experienced anything other than DOS. It was a true learning experience for them,
but it is doubtful any wish to go back to the old way.
➢ Directed the retrofitting of a security system for City Hall. Until just recently, a person could walk
in and access any area and office. Unfortunately, in today’s world, this is not safe. Key cards,
cameras and other additions were added for the safety of both customers and employees.
➢ Recently implemented a program whereby all Directors meet together with me every other week
to discuss both new and ongoing projects. This has proven to be beneficial for not only me, but
all of the directors. Actually, it is a time departments have become proud of because they are
each able to see on a large screen monitor their individual progress as well as progress of other
departments. In a way, it has instilled a sense of pride.
➢ The city is currently near completion in construction its fifth fire station and recently opened a
sixth in temporary quarters offered by the new hospital on its property.
➢ This fiscal year will see continued construction on a new wastewater plant expansion. When
complete, it will increase the current process of 4 million gallons a day to 8 million gallons (MGD)
of raw sewage. Cost of the plant will be $61 million. It is believed this capacity will see the City
through at least 2028.
City Manager, City of Umatilla, FL 2006 – 2015
Airport Manager
Umatilla is a city of 3,600 citizens covering approximately 3 square miles. It is located in northeast Lake
County, Florida (population 301,000). While small, it offers a majority of the amenities of much larger
cities such as Police, Fire, Public Library, Centralized Water and Sewer, Stormwater and a General Aviation
Airport.
Duties and Responsibilities as City Manager:
➢ Chief executive officer of a municipal government with 39 employees and a $7.5 million budget.
Oversight responsibility for the following functions: Airport, Finance, Fire, General Services, Public
GLENN A. IRBY 3
City Manager, City of Umatilla (Continued)
Library, Parks and Recreation, Personnel, Planning and Zoning, Police, Roads and Streets,
Stormwater drainage and Water and Sewer utilities and Sanitation.
➢ Implementation of City Council directed policy. Administration of the City’s daily operations as
well as identification and strategies toward resolution of issues and long range planning.
➢ Preparation and administration of the City’s operating and capital budgets.
➢ Negotiation with public and private sector entities on a variety of issues ranging from economic
development and growth to service contracts.
➢ Media representation of the City including news interviews for television as well as interviews
with the print media and preparation of press releases.
➢ Responsible for the City’s compliance with County, State and Federal regulations such as health,
environmental and EEOC.
➢ Oversight of the City’s General Aviation Airport as the Airport Manager.
➢ Comprehensive Plan development, i.e. zoning and code modification necessities
Achievements:
➢ Umatilla has a General Aviation airport that had not been profitable and relied on property taxes
of the General Fund to operate prior to 2008. Today, this airport is fully operational on its own
accord with 13 relatively new hangars and one large communal hangar. A fueling facility was
added in early 2011 with the assistance of a public-private partnership. Today the airport has a
new tie-down ramp for nine aircraft and a partial parallel taxiway added for safety. Since my
appointment as Manager, the City has successfully utilized available grants from both the Florida
Department of Transportation and the Federal Aviation Administration that have kept Airport
funding match requirements to low minimums. Construction costs of the fuel facility alone were
approximately $200,000 of which the city paid only $3,800 by using grants and a Public – Private
Partnership. This airport now hosts a flight school and witnesses approximately 500 flight
operations each month. Fuel sales average 5,700 gallons per month of which the city shares profit
but not maintenance expense.
➢ Umatilla now hosts more festivals than ever, drawing thousands of visitors each year. These
events include and old fashioned “Cracker Christmas in the Park”; Florida Black Bear Festival; Wing
Cook-off competition; Barbecue Cook-off competition; Chili Cook-off Competition and Movies in
the Park [a free event for the community and hosted by the City]. All events were either non-
existent or being held in areas of the city not conducive to festival growth. Electrical upgrades to
the park and direct involvement with community leaders saw these events come to the park and
expand and grow with both participants and festival attendees.
➢ Began revitalization efforts of the Community Redevelopment Area [CRA] by developing a plan by
which the money collected for this use could be used for its intended purpose – revitalization of
the City’s core downtown district. Since 2010 the CRA has seen a resurgence of interest not
realized for at least 25 years prior.
➢ Finished a potable water reserve well and oversaw interconnection to the City’s system. This
project had been inactive for several years due to misconceptions and mindset that the City did
not have the financial resources to “bring it on line”.
➢ Worked directly with FEMA to address flooding of one major roadway and a service alley. The
poor condition of the alley had caused businesses to flood for years and the major roadway
became impassable to school buses as well as passenger vehicles. Both road and alley now drain
and clear during the heaviest of downpours.
GLENN A. IRBY 4
City Manager, City of Umatilla (Continued)
➢ Oversaw large scale redevelopment of the City’s only sewer treatment plant. Designed and built
during the 1970’s, this plant was in dire need of rehabilitation. Through 2011 the total cost of
redesign and rehabilitation of the plant was $4.9 million. Of this amount, the City expended
$115,000 of its own money. The remainder of necessary funding was made possible through
intergovernmental relationships forged with the State of Florida, which produced both grants and
special budget appropriations by the Legislators.
➢ Umatilla recently had two traffic signals installed along a major state road. These projects
required a three-way intergovernmental relationship to be forged between the Florida
Department of Transportation, County and the City of Umatilla along with negotiations with CSX
Railroad for the purchase of property owned by them. Willingness on the part of the City to allow
redesign of City owned and maintained streets was paramount to the State allowing these signals,
and understanding of these requirements by citizens and City Council was paramount.
➢ While small, Umatilla sees a need to grow and has identified specific areas outside its current
boundaries that make sense to target for future annexation. Negotiations with a private
developer will see another public-private partnership with the City to construct a large capital
water line to serve one of these areas. Negotiations resulted in the water line being installed at
no cost to city residents.
➢ Implemented the City’s first Stormwater Utility whereby businesses and residents pay a monthly
rate for future retrofitting of necessary Stormwater infrastructure either non-existent or in need
of replacement.
➢ Because economic woes have not bypassed Umatilla, directions were given to department
managers one year in advance to reduce or keep their budgets equal to the year prior. This
direction kept Umatilla from experiencing sudden layoffs and allowed the City to continue a
necessary level of operations.
➢ Informed the Council of the need and ability to leverage Infrastructure Sales Tax; revenue which
is restricted to capital improvements and equipment, by utilizing short term debt to fund near
term capital equipment acquisition, pledging future revenue streams. This endeavor has allowed
outdated and unsafe equipment to be retired sooner and enabled the staff to produce more
timely output.
Senior Director of Staff Services, Lake County Sheriff’s Office, FL 2005 – 2006
The Lake County Sheriff’s Department is among the largest employers in Lake County.
Duties and Responsibilities of Senior Director of Staff Services:
➢ Chief Financial and Administrative civilian official for the Sheriff. The Lake County Sheriff’s Office
employed more than 700 employees. The Senior Director’s position was established as one of
three command staff positions directly below the Sheriff. This position was responsible for
oversight of the business operations of the Sheriff’s Office including budget and finance,
purchasing, IT, personnel and payroll. The Sheriff’s budget was $51 million.
Achievements
➢ Oversaw and directed the first true census of this agency giving the Sheriff knowledge of existing
staffing and at what levels. This enabled the Sheriff to know exactly where personnel were
assigned and where additions or deletions in staffing were needed.
GLENN A. IRBY 5
Senior Director of Staff Services, Lake County Sheriff’s Department (Continued)
➢ Automated the operating budget for the agency making the annual process easier.
City Manager, City of Mascotte, FL 2004 – 2005
The City of Mascotte is a full service community providing Police, Fire, Water and Solid Waste removal.
Duties and Responsibilities as City Manager
➢ Chief Executive Officer of a municipal government.
City Manager, City of Mascotte
➢ Preparation and administration of the City’s operating and capital budgets.
Achievements:
➢ Lead a successful effort to interconnect the City of Mascotte’s potable water system to a
neighboring city. In times of emergency where water volume or pressure may fall for one city or
the other, an interconnect would allow water to flow to the city needing it most.
➢ Directed the effort to construct a capital water line in a remote area of the City’s utility district to
protect its eastern boundary from annexation by a neighboring city.
➢ Fully automated solid waste removal enabling the city to redirect manpower. This was
accomplished by purchasing sanitation trucks that required only the driver to pick up garbage
cans using a robotic arm. Sanitation crews consisted of three employees per truck prior to this
conversion.
➢ Determined the need to drill a new potable well and located financing necessary to do so after
Public Works reported having to continuously flush a required and redundant well. This had been
recurring for several years and wasting water, manpower and electricity.
➢ Mascotte was on the cusp of losing a State Stormwater grant. Granting agency was persuaded to
grant the City an extension. Beyond adding additional time to complete the project and keep the
grant, the City was able to augment the project by successfully gaining another grant from another
agency.
Assistant City Administrator and Finance Director, City of Tavares, FL 1993 – 2004
Elected Strong Mayor, City of Minneola, FL 1999 – 2000
City Accountant, City of Tavares, FL 1990 – 1993
The City of Tavares, a city of 9,000 residents is the County Seat of Lake County, FL and is a full service
community providing Parks and Recreation, Police, Fire, Public Library, Water, Sewer and Solid Waste
Removal.
Duties and Responsibilities as Assistant City Administrator and Finance Director:
➢ Represented the City Manager in her absence and oversaw the daily operations of the Finance
Department. Responsibilities within the Finance Department included submission of the annual
operating budget and preparation for the annual audit. Directly responsible for the first of eight
Government Finance Officer’s Association’s Certificate of Achievement for Excellence in Financial
Reporting.
GLENN A. IRBY 6
Strong Mayor of Minneola (Continued)
Duties and Responsibilities as Elected Mayor of Minneola:
➢ Minneola was a city of approximately 3,000 residents and grew to approximately 4,500 during
this period.
➢ Elected by the citizens and served as Mayor at the same time as holding the positions with
Tavares.
➢ The Strong Mayor was seen as the daily administrator for the City.
➢ Minneola suffered low water volume and desperately needed a new well. One was designed,
permitted and constructed and another was designed and permitted during this tenure.
➢ The City was under a law suit brought by the State of Florida that prohibited any future building
growth until a sewage treatment plant was constructed. Worked with a key developer to design,
permit and construct an oversized package plant that satisfied the State of Florida and the suit
was subsequently dropped.
City of Tavares Accountant:
➢ Hired as the City’s first accountant. Responsible to the Finance Director.
➢ Reconciled General Ledger, performed accounts payable and payroll functions.
➢ Prepared closing of financial books for annual audit.
Owner of a Lawn Maintenance Company 1985 – 1991
Owned and operated a small lawn maintenance company providing service to 40 private individuals while
completing a BSBA degree at the University of Central Florida. This is being shown to explain resume gaps.
OTHER PROFESSIONAL EXPERIENCE
Police Officer, City of Eustis, FL 1976 - 1985
The City of Eustis was home to approximately 12,000 residents. First sworn as a road patrol officer and
advanced to the rank of Corporal. During this tenure I served as shift command officer, motorcycle
command officer, plain clothes detective and narcotics investigator.
EDUCATION
Troy State University Master of Public Administration
University of Central Florida Bachelor of Arts
Majored in Business Administration with an emphasis in Accounting.
Lake Sumter Community College Associate of Arts
PROFESSIONAL AFFILIATIONS
Florida City/County Manager’s Association (FCCMA)
International City/County Management Association (ICMA)
Leadership Lake County, Class of 1998
GLENN A. IRBY 7
COMMUNITY INVOLVEMENT AND PERSONAL ACHIEVEMENTS
Lake County Chamber Alliance, Treasurer 2005 – 2011
South Lake County Chamber of Commerce Board of Directors, Treasurer 2003 – 2007
Community Involvement and Personal Achievements (Continued)
Appointed Member of the Lake County Solid Waste Study Committee
By the Lake County Board of County Commissioners 2002
East Central Florida Regional Planning Council Board Member
Appointment by the Lake County League of Cities 1999 – 2001
Elected President of the South Lake Kiwanis Club 2005
Elected Member of the Board of Trustees for the Clermont – Groveland Elks Lodge 2005 – 2007