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12-12-2018 - Special City of Edgewater 1NItItvasidconne Edgewater,IT 32132 EDGEWATER Meeting Minutes City Council - Special Meeting Wrdoesdey,December 12,2018 9:00 AM Council Chambers Search for City Manager 1. CALL TO ORDER&ROLL CALL Present: 4- Councilwoman Christine Power,Counciwoman Megan O'Keefe,Couneibnan Gary Cmuoy, and Mike Thomas Also Present: 3- City Attomey Aaron Wolfe,City Clerk/Paralegal Robin Matusick,and Brenda Dewees 2. PRESENTATION/DISCUSSION- 9:01 am Councilwoman Power arrived Councilwoman Power brought UP the timing of the Utility Workshop scheduled for January 8, 2019 X I:00pm and concerns on the timing. Council consensas was to change to Monday, January 14, 1019 at 6.00pm. a. AR-2018-3874 Review/discussion on Resume's submitted for Interim City Manager Staff presentation made by Interim City Manager Brenda Dewees and Senior Advisor Ken Parker. A motion was made by Councilman Conroy, second by Councilwoman Vogt, to approve Presentation No.AR-2018-3874.The MOTION was APPROVED by the following vote: Ves: 5- Coavcfl oman Power,Councilman Conray,Vogl,Councilwoman O'Keefe and Thomas 3. ADJOURN There being no further business to discuss, Councilman Conroy made motion to a4ourn at 9.49 a.m. Minutes submitted by: KelseyArciert,Assistant to the City Clerk ATTEST gAllike �E31--1 p�COtGi/�Robin Matasick, City Clerk/Paralegal Mayor . clnafElge W PoMl MnWar/a1/lelf CityCityof Edgewater 101 EUVeludeDoW b Edgewater,R 32132 ELJGEWATER Meeting Minutes City Council- Special Meeting Wednesday,Deeember 12,2018 9:00 AN Council Chambers Search for City Manager 1. CALL TO ORDER&ROLL CALL Present 3- Councilwoman Clnistine Power,Councilman Gary Conroy,and Councilwoman Megan O'Keefe qq�� Also Present 2- City Altomey Aaron Wolfe,and City Clerk/Pamlegsl Robin Matasick r-[-st.s Lrt&A,a ,, , C(Lf 2. PRESENTATION/DISCUSSION- 9:01 am Councilwoman Power arrived Councilwoman Power brought up the timing of the Utility Workshop scheduled for January 8, 2019 at 1:00pm and concerns on the timing. Council consensus was to change to Monday, January 14, 2019 at 6:00 pm. a. AR-2018-3874 Review/discussion on Resume's submitted for Interim City Manager Stajfpresentanon made by Interim City Manager Brenda Dewees and Senior Advisor Ken Parker. A motion was made by Councilman Conroy, second by Councilwoman Vogt, to approve Presentation No.AR-2018-3874.The MOTION was APPROVED by the following vote: Yes: 5- Councilwoman Power.Councilman Coraoy,Vogt,Coancilwoman O'Kmfe and Tboau s 3. ADJOURN There being no further business to discuss, Councilman Conroy made motion to adjourn at 9:49 a.m. Minutes submitted by: Kelsey Arcieri,Assistant to the City Clerk ATTEST: APPROVFD: Robin Matusick, City Clerk/Paralegal Aflkedgneaie✓F Mayor (so fegyewen Pse/ m'eteamrasaall Cit of Edgewater 101 N.Riverside Drive Y Edgewater,FL 32132 EDGEt-v,A7ER Meeting Agenda City Council - Special Meeting Wednesday,December 12,2018 9:00 AM Council Chambers Search for City Manager 1. CALL TO ORDER At ROLL CALL 2. PRESENTATIONfDISCUSSION- a. Review/discussion on Resume's submitted for Interim City Manager Atlxhmems: Montaomery Resume Irby Resume Dmoo Resume&Attachments MCCrosaw Resume&Attachments 3. ADJOURN Pursuant to Chapter 286, FS., 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.Marwick, 104 N.Riverside Drive, Edgewater, Florida, telephone number 386-414-2400 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. eny oredaewser Psi Panted on IVS12018 Y - -- -- - - - CITY OFEDGEWATER,SPECL4L CITY COUNCIL MEETING WEDNESDAY,December 12, 2018 SFARCH/DISCUSSION FOR NEW CITYMANAGER We respectfully request that all electronic devices are set for no audible notification. 1. CALL TO ORDER&ROLL CALL CALL TO ORDER& ROLL CALL GGA 7'L G, 2. PRESENTATION/DISCUSSION- PRESENTATION/DISCUSSION BY BRENDA DEWEES&KEN PARKER 2.a. Montgomery Resume Irby Resume Drago Resume&Attachments McCroskey Resume& Attachments The following were submitted after the Agenda closed Harden,David(rec'd 12/11/2018 @ 1:48 pm) —Ol'%nrw-p r t4zj,� cs:jntG' -fb McKinney, John(rec'd 12/12/2018 @ 12:51 am) �) -r Lakey,Ted(rec'd 12/12/2018 @ 6:45 am) m Ptf}c.e1L 6Aa-eCJ cikQ)y '3O lg W COUNCIL MAKES A MOTION FOR INTERIM CITY MANAGER- MOTION SECOND ROLL CALL Did Council want to change the time of the Utility Workshop on JanuarX 2018 from 1:00 pm to th00 or 6:00 pm? 3. ADJOURN 'u t ANGELA MONTGOMERY 7964 SW W Terrace, Gainesville, Florida 32608 Mobile 678-668-3923 montooadAhotmail.com CAREER SUMMARY High performance, results driven manager with cultivated expertise and distinguished performance in building coalitions, strategic planning, and operational management. Experience demonstrating visionary management in both the Executive and Legislative Branches of Local Government in large, medium and small cities. A catalyst for change, combining strong leadership of cross- functional staff and development of key alliances to enhance quality, productivity and performance. I am passionate about municipal management and public service, and I have devoted my career to this profession. PROFESSIONAL EXPERIENCE MANAGEMENT CONSULTANT 2016 - Present Assesses operational management, organizational structure, policies, human resources and financial management. Identifies optimal areas to implement process improvement and designs change management and workforce transformation strategies. ASSISTANT COUNTY MANAGER 2014 - 2016 Alachua County, Gainesville Florida Located in Gainesville Florida, Alachua County has a population of 253,000 and a budget of $352M and approximately 875 full time employees. Highly responsible administrative and managerial work providing direct support to the County Manager on a wide variety of programs and government services. Serves as a member of the Executive Leadership Team to shape and realize the vision, mission and goals of the County. Provides consultative leadership to departments. • Acted as County Manager in the absence of the County Manager. Directed, supervised and managed the Departments of Fire and Rescue, Community Support Services, Court Services and Animal Services. Prior to reorganization excluding Animal Services directed, supervised and managed the above, including: Administrative Services Department comprised of the Human Resources, Purchasing, Risk Management, Equal Opportunity and Organizational Development Divisions and the Information Technology Department. • Provided oversight to 431 employees in the assigned departments in developing the budget, and provided analysis and recommendations to the County Manager and Commissioners. Created greater efficiencies and decreased expenditures to the General Fund in the amount of$700,000 without reducing services or eliminating positions. • Led and facilitated functional group programs, identified major initiatives and discussed impacts which cross departmental lines. Facilitated interdepartmental communication and team based problem resolution. Collaborated and established consensus with local municipalities, state and federal entities, non-profits and businesses. • Evaluated and analyzed departmental policies and procedures and recommended development of new policies and/or revisions in current policies. • Provided oversight and developed strategic plans for homelessness, mental health and substance abuse initiatives. ANGELA D. MONTGOMERY Page 2 • Served as administrative liaison to department directors; met with directors to develop ideas on implementation of strategic objectives. Provided a resource to directors for handling difficult project and personnel issues. Provided oversight and designed strategic plans for diversity, workforce development and succession planning. • Provided oversight and developed strategic plans for community development and human services initiatives. Evaluated and analyzed departmental policies and procedures and recommended development of new policies and/or revisions in current policies. DEPUTY CITY MANAGER, INTERIM CITY MANAGER 2010 -2012 City of East Point, East Point Georgia Located in Metropolitan Atlanta approximately nine miles from Downtown Atlanta, and next to the Hartsfield International Airport, the busiest airport in the world, East Point is a full service municipality with Electric and Water Utilities. East Point had an annual Operating Budget of $118M and successfully recovered from a deficit without reducing services. • Responsible for assisting with the leadership, general supervision, and performance of Department Heads and 560 full time employees and commanded a budget of over $130M. Directed the successful restructuring of City Government and enhanced efficiency and decreased budget overages. Provided recommendations to City Manager, City Council and Department Heads. Served as Interim City Manager. • Developed and implemented an annual Operating and Capital Budget Review Process, budget training and oversaw the budget process and recommendations to the City Manager and City Council. • Provided recommendations to the City Manager and City Council regarding policy, strategic planning initiatives, department functions, reorganization, special projects, constituent and business inquiries. Assisted in overseeing and coordinating the Economic Development Team's efforts to bring new projects and expansions to the City, resulting in more than$75M in private sector investment and created over 600 new jobs. • Assisted in the efforts to increase the City's Hotel/Motel Tax from 30A to 8%, which resulted in more than $2M in annual revenue for tourism, economic development and recreation activities. • Analyzed and reviewed the CAFR, Budget, PAR Study, ARC Report, Human Resources Department policies and practices. Developed and implemented performance measures accordingly. • Conferred with Council Committees, Neighborhood Associations, local, state, federal and other governmental entities concerning various issues programs and proposed initiatives for the City. • Proactively participated in City Council's adoption of contemporary rate structures for all fees, fines, permits, utilities and stabilization of enterprise operations. ANGELA D. MONTGOMERY Page 3 • Assisted with the bond purchase of property that bolstered the government center site footprint and provided much needed operations space for the Utilities Customer Care Department. • Reorganized and enhanced the Utilities Customer Care Department to achieve greater efficiency and cost savings. Implemented a One-stop Call Center Customer Care Department and streamlined utility operations and improved the quality of service to citizens. Simultaneously performed the duties of the Customer Care Director for one year during the position's vacancy. • Developed policies and provided oversight for audits conducted of Fleet Management and Public Works. Convened cross departmental teams to implement special projects, legislation and streamline budgets. • Restructured operations of the Purchasing Department and oversaw revision of the City's purchasing policies. Provided oversight for the City's Government Center bid process. • Negotiated and procured $500,000 in upgrades for the Citywide Information Technology System. Implemented checks and balances in the Finance and Human Resources systems. • Provided oversight to the Human Resources Department and Citywide human resources functions and developed policies to improve management, performance, training and accountability. Served as Interim Human Resources Director. ASSISTANT TO THE CITY MANAGER 2009 -2010 City of Dunedin, Dunedin Florida Located in the Tampa Bay Area, Dunedin is a progressive City with a fiscally sound local government which cut its budget without reducing services. Prior to my tenure the Assistant City Manager Position was abolished and replaced with an Assistant to the City Manager Position. Performed duties of the previous Assistant City Manager delivered a vast array of services. • Interfaced with City Department Directors and Division Managers to resolve issues including but not limited to the Intergovernmental Affairs, Legislation, Budget; Policy; Planning and Community Development; Public Works; Code Administration; Human Resources Management; and Parks and Recreation. • Managed the City's $4 million dollar Law Enforcement Services Contract with the Pinellas County Sheriffs Office; and managed the ICMA Consultation Group's Study. • Directed and coordinated Community Services, the Communications Division and Information Technology Department Executive Staff. Developed the Media Communications Policy and directed staff in creating Social Networking and Email Policies. • Administered the City's Economic Development Initiative Grant and Florida Department of Law Enforcement/Justice Assistance Grant. • Represented the City Manager on various internal and external boards, committees and agencies including: The Dunedin Council of Organizations Board of Directors; ANGELA D. MONTGOMERY Page 4 Dunedin Chamber of Commerce; Southside Task Force; Diversity Committee; and the Hispanic Leadership Council; and Dunedin School Principal's Committee. • Provided staff support to the Commission's Public Safety, Social Services and Public Relations Advisory Committees. Developed the Commission's Pathways to Education Initiative. • Provided information to the City Commission at Commission Meetings on behalf of the City Manager. Facilitated and developed solutions to citizen's and the media's inquiries and issues on behalf of the City Manager and City Commission. City of Richmond, Richmond, Virginia 2005 -2009 The City of Richmond is Located in the Commonwealth's capital and the third largest City of Virginia with a population of approximately 200,000. The City of Richmond had an annual Operating Budget of$1.37 billion and over 4,000 employees. Council Policy Analyst 2007- 2009 Richmond, Virginia Assisted City Council in managing and reviewing the Policy, Legislative, Intergovernmental Relations and Budget Review Processes. Reviewed Department Budgets and recommended appropriations to Council. Briefed Councilors on proposed legislation and implemented Council's departmental budget review process. Developed policy, legislative and fiscal analysis for Council Committees including the following: Public Safety Committee; Health, Human Services & Education Committee; Land Use, Housing and Transportation; and the Charter Review Commission. Briefed Committee Chairpersons on policy and proposed legislation. Drafted ordinances and conducted policy analysis of ordinances and governmental operations. Researched, analyzed and briefed City Council on the impact of State Legislation on local governmental affairs. Assumed position due to reorganization. ASSISTANT TO THE CHIEF ADMINISTRATIVE OFFICER 2005 - 2006 Richmond, Virginia Highly responsible and independent position which assisted the Chief Administrative Officer in managing the daily functions of City Departments. Served as the legislative liaison to the Chief Administrative Officer. Involved in policy analysis and departmental evaluation of the City's Housing, Land Use, Economic and Community Development Initiatives. City of Dayton, Dayton, Ohio 1996 - 2005 The City of Dayton is the birthplace of aviation and a major regional leader. Dayton provides Midwestern Charm and access to larger metropolitan areas, including, Cincinnati, Columbus and Indianapolis. Dayton has a population of 141,000 and a budget of$158M. ACTING REVENUE AND TAXATION DIVISION MANAGER 2003 -2004 Temporary assignment performed simultaneously with permanent Financial Services Supervisor Position, due to the retirement of the Division Manager. Senior executive with full responsibility for strategic planning, development and management within the Division of Revenue and Taxation. Scope of Accountabilities encompassed management of all Division Processes: Collections; Compliance; Tax Processing; Billing; Accounts Receivable; Meter Reading; and Customer Service. ANGELA D. MONTGOMERY Page 5 Responsible for administering the City's Income Tax Program and compliance with local, state and federal rules and regulations affecting collection of revenue for water usage, sewer. • Optimized staff performance through development of a successful strategic plan, process redesign and aggressive turnaround leadership. • Developed staff training programs and managed staff utilizing performance measurements. • Recommended and reviewed enhancements to the Water Utility and Tax Systems Software. Established and maintained strategic alliances with vendors and outsourced processes to reduce expenditures and drive profitability. • Pioneered revision of the City of Dayton's Income Tax Ordinance, Rules and Regulations. FINANCIAL SERVICES SUPERVISOR, FINANCE DEPARTMENT 2001-2005 • Managed and re-engineered the Call Center into a One-Stop Center to include tax analysis, tax preparation, water utility billing and emergency medical billing inquiries. • Developed performance measures to monitor the effectiveness of the Call Center and revised Call Center policies and procedures. • Designed a tax training curriculum and manuals to cross-train Call Center technicians in the tax computer system and general information inquiries. • Significantly improved Union and Management relations by negotiating the Call Center proposal. • Produced and hosted a City television show entitled "Making Cents" to explain Finance Department functions. • Partnered with internal and external agencies to improve the provision of services to citizens and local municipalities. COMMUNITY DEVELOPMENT ANALYST 1999-2001 • Monitored the City's $9 million dollar Community Development Block Grant (CDBG) Programs. • Assisted the Department of Planning and Community Development in implementing Community Development, Economic Development and Housing projects throughout the City of Dayton. • Designed and executed a system to monitor back-logged projects. • Managed a $700,000 budget for the Neighborhood Business Assistance Program (NBAP). • Provided business planning information to small businesses. Presided over the NBAP Loan Review Committee. • Developed a system to ensure compliance with Federal Labor and Housing Urban Development Requirements. Monitored CDBG funded construction projects for federal compliance. • Ensured non-discrimination in the award of bids for CDBG funded projects. • Assisted in developing the City's Consolidated Plan for Community Development. • Cc-chaired the Team to Revitalize the Town Centers Program. MINORITY BUSINESS ASSISTANCE PROGRAM COORDINATOR 1996-1999 • Supervised staff, provided management and technical assistance to contractors, resulting in the procurement of$29 million dollars in contracts. • Strategic planning and development of business plans. • Investigated and resolved Minority Business Complaints regarding contract awards. • Certified contractors for the City's contract for bid process. • Developed seminars, workshops and hosted radio talk shows to market the program to the community; and functioned as a liaison between MCBAP and the community. i ANGELA U. MONTGOMERY Page 6 ASSISTANT HOUSING MANAGER 1994-1996 Dayton Metropolitan Housing Authority Managed family, elderly and scattered site public housing complexes. . Managed the Section 8 Homeownership, Family Self-Sufficiency and Modernization Programs. Managed the redevelopment application, financing, negotiations, property acquisitions, and capital plan processes. Supervised administrative, clerical and maintenance staff and daily site operations. EDUCATION Clark Atlanta University,Atlanta, GA Master of Public Administration University of Dayton, Dayton, OH Bachelor of Arts, School of Arts and Sciences SELECTED ACHIEVEMENTS/ASSOCIATION MEMBERSHIPS International City and County Managers Association - International Committee;Women's Initiative Task Force - 2011-2013 Speaker at the 2011 Annual ICMA Conference National Forum for Black Public Administrators Mentor 2011 Florida City and County Manager's Association - Scholarship Committee 2015 Winter Institute, Florida Municipal City and County Managers Association National Forum for Black Public Administrators City of Richmond United Way Campaign Manager- Raised $286,000 Dayton Urban League Leadership Development Program City of Dayton Manager's Top Flight Award for Outstanding Service Management for Local Government Institute National League of Cities Workforce Development Task Force Who's Who Among Public Administrators Ohio Small Business Association Award for Outstanding Service GLENN A. IRBY 71 Ardlussa Street, Umatilla, FL 32784 Cell:(352)636-2113 E-Mail:Rlenn irby75@vahoo.com SUMMARY More than 30 years of local government experience with expertise in the following areas: ➢ Municipal Management and ➢ Water and Sewer Utility Leadership Management ➢ Charter Review Oversight ➢ Personnel Management ➢ Positive Media Relations ➢ Community Redevelopment ➢ Municipal Budget Development ➢ Public—Private Partnerships and Financial Management ➢ Customer Service ➢ Grants Administration ➢ General Aviation Airports ➢ Labor Relations ➢ 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 i 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 's is a full service community offering Centralized Water and Sewer,Community Development,Fire(150 41), I 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. i 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. R ➢ Oversight of preparation and administration of the Citys 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, i environment and EEOC. 1 a i GLENN A. IRBY 2 Achievements: ➢ Successfully negotiated a Sales and Purchase Agreement for city owned landforthe purposeofa 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. D 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 a rea 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. D 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. D 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. D Recently implemented a program whereby all Directors meettogether with me everyotherweek 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. D 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. D 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. D Responsible forthe 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: D 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 5D0 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]CRAI 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) D Oversaw large scale redevelopment of the City's only sewertreatment 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 bythe Legislators. D 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. D 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 we 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. D 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. D 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. D 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 tens 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 Sheriffs Department is among the largest employers in Lake County. Duties and Responsibilities of Senior Director of Staff Services: ➢ Chief Financial and Administrative civilian officialforthe Sheriff. The Lake County Sheriffs 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 Sheriffs Office including budget and finance, purchasing, IT,personnel and payroll. The Sheriffs budget was$51 million. Achievements D Oversaw and directed thefirsttrue census of this agencygivingthe 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) D 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 D Chief Executive Officer of a municipal government. City Manager,City of Mascotte D 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 waterline 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. D 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 Officers Association's Certificate of Achievement for Excellence in Financial Reporting. I i 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 Mayorwas 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 duringthis 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 developerto 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 EXPERIENCE PROFILE JOHN J. DRAGO 568 Strathclyde Court,Apopka,Florida 32712 (407)889-9495 e-mail jdragol®cfl.n.com More than thirty years of executive management experience in local government. An innovative leader, with demonstrated results in the areas of managing diversified communities, budget/financial management and developing economic resources. Excellent verbal and written communications skills and the capability to interface effectively with people at all levels and socioeconomic backgrounds. Ability to utilize a wide variety of citizen participation tools to engage and educate the community on issues, and to incorporate citizen input into public decision making. Ability to establish and monitor cost effective operations, eliminate waste, and simplifv complicated systems. RELEVANT LOCAL GOVERNMENT EXPERIENCE Business Enterprise Management Director 2010-2018 Daytona Beach,FL Senior Executive Department Director for a full service community of 70,000 with 900 employees and a total budget of $247 million- Directed and supervised the administration of the city's municipal 36 hole golf course, Florida Tennis Center, Halifax Harbor Plaza and Marina, Fleet Maintenance, Parking Enforcement, Jackie Robinson Ball Park, Municipal Stadium, and Main Street Pier. Also served as Asset Management Director,Interim Chief Financial Officer,and Interim Utilities Director. City Administrator,Longwood,FL 1999-2009 Chief Executive Officer for a full service community of 14,000. Responsible for the management of 157 employees and a total budget of$31 million. Maintained the same operating millage rate for five consecutive years without reducing the level of service in order to balance the budget. Revamped budget/financial systems winning awards for the efforts. Attracted developers to build 4 mix use (retail, office and housing) projects estimated at approximately $75 million and a $40 million transit oriented development project. Implemented various citizen participation and involvement programs. John J.Drago Page 2 Administrative Assistant,Winter Springs,FL 1997-1998 Assisted the city manager with the operations of a full service community of 30,000 with 220 employees and a total budget of$25 million. Acted as the city manager in his absence. Assisted with the development of a 230-acre town center which contained a hotel, retail and personal service establishments, restaurants, professional offices and mixed housing. Assisted in the preparation of two grants for the town center totaling $5 million to acquire public space, environmentally sensitive lands and right of way. City Administrator,Okeechobee,FL 1986-1997 Chief Executive Officer for a full service community of 5,000. Responsible for the management of 50 employees and a total budget of$8 million. Maintained the same operating millage rate for six consecutive yens without reducing the level of service in order to balance the budget. Built the fund balance from$7,400 in 1986 to$3.8 million in 1997. Restored financial integrity to the public utilities fund by eliminating an inherited $500,000 deficit within nine months. Managed the design and implementation of a $2 million downtown economic revitalization project utilizing CDBG funds. EDUCATION Georgia College MBA and BBA in Management PROFESSIONAL AFFILICATIONS International City/County Management Association Florida City/County Management Association AWARDS Received the Florida City/County Management Associations Michael J. Roberto Award for Employee Development. This is FCCMA's highest award. Received the Distinguished Budget Presentation Award from the Government Finance Officers Association. JOHN J. DRAGO Management and Leadership Style Innovation is a hallmark of my management and leadership style. Upon assuming the duties of a new organization I develop a clear vision of strategies and possibilities, and a clear understanding of what can drive the organization to create and implement ideas. I am most comfortable devising a general structure and working with key stakeholders to establish strategies to achieve their stated goals. I evolved my management and leadership style to provide a value-added perspective to the work of staff. Leading the effort to collegially develop organizational building blocks and measuring performance against those factors, empowers staff to apply the job skills and knowledge they possess in a secure, comfortable yet highly productive manner. The collective intelligence of the organization is then unleashed to the benefit of the public. The number one tenet that I have instilled in organizations that I have managed has always been the requirement for the organization to serve its constituents instead of its constituents serving the organization. Many of my accomplishments required the recruitment and subsequent training of qualified, motivated people. I emphasize teamwork while developing individual managers and employees' confidence to empower their staff to make decisions appropriate to their work. Any organization is only as good as its people and I believe that we do our constituents a disservice if we are not pro-active in maximizing our employee's abilities to serve our constituents in a timely and effective manner. What I also bring to your organization is an ability to solve problems rapidly should they occur, to foresee potential problems and implement strategies to avoid them. I bring the ability to interact effectively with people from a wide variety of ethnic and socioeconomic backgrounds as well as the ability to work effectively with the media. My management and technical skills obtained from my life experience can easily transcend any one industry or business. I have developed work environments that demand openness, approachability and transparency while engaging constituents with respect. The demands imposed upon me over my 30 year career managing public service organizations have sharpened and honed my managerial skills and abilities to accomplish my employer's goals. This experience has given me a firm foundation for obtaining optimum results within the cost and operating constraints of"produce or perish" environments common to local government today. 3 JOHN J. DRAGO ECONOMIC DEVELOPMENT EXPERIENCE I have formulated four models to help local governments establish a high quality of community life. The models are: 'Branding," 'Placemaking," "Smart Growth,"and"Sustainable Economic Development'. Several cities in the Central Florida Area are utilizing the Sustainable Economic Development Model in order to spur development and maintain a small town character and atmosphere. My local government experience relevant to community/economic development is: • Found a developer to build a$40 million transit oriented development in conjunction with the new Sun Rail System. • Obtained$418,000 in federal funding for the design of a Sun Rail Station. • Managed the completion of a marketing study to determine the demographic,retail and housing trends for the purpose of targeting appropriate developers for redevelopment projects. • Facilitated the attainment of several developers to build 4 mix use(retail,office,and housing)projects estimated at approximately$75 million • Assisted with the development of a 230 acre town center which will contain a hotel,retail and personal service establishments,restaurants,professional offices and mixed housing. • Collaborated in the preparation of two grants totaling$5 million for a 230 acre town center W acquire: public space for placemaking,environmentally sensitive lands for preservation and right of way for public infrastructure improvements. • Negotiated a voluntary annexation agreement with a Fortune 500 Company to construct a large retail development which upon completion added approximately$100,000 in new revenue annually and created 250 new jobs. • Planned/ administered the design and implementation of a$2 million downtown economic revitalization project utilizing CDBG funds. • Developed strategic and marketing tactics utilizing"mapping with next step approach"for community development and economic redevelopment plans. • Developed a historic preservation and development code for a national registry historic district. The code was adopted. Y James"Jim"McCroskey 476 Jeannette Dr. Ormond Beach,FL 32174 386-275-4877 e-mail:worlds radesolAhotmail.com SUMMARY OF QUALIFICATIONS Over 25 years of administrative experience in the field of city management, economic development and business administration. Background includes budget management and administrative supervision of public and private business organizations. PROFESSIONAL EXPERIENCE • Town Manager Greenville, Florida November 2017 to July 2017 Greenville is a town of approximately 850 citizens.The Town operates a fire department and the Sheriff provides police protection.Town operates a full service water and sewer treatment system and has a solid waste pickup department and a full service public works department. The Town received a$1.9 Million Dollar waste water grant for a new plant. Town Administrator Town of Enfield,North Carolina April 2015 to Oct 2015 Part time Town Administrator for an Eastern North Carolina community of approximately 2,000 citizens. Town has a full time police force,and volunteer fire department. Town operates a full service water and sewer treatment system as well as serves the town with an electric system.The town manages solid waste pickup and has a full service public works department. Enfield has a$7 Million Dollar operational budget. • City Manager City of Holly Hill,Florida March 2011 to May 2014 City Manager of an East Coast Florida city of 12,000 citizens.City bass full time Police Force, Fire Department, Public Work and Water and Sewer System.City has a$22 Million Collarfor Budget and a Community Redevelopment Agency with a$1.5 Million Dollar Budget, Holly Hill employees approximately 110 full and parttime employees.All employees are represented by bargaining unions.A balanced budget has been presented to a 5 member Mayor and Commission. The City has approximately$10 Million in fund reserve.The CRA has a cash balance of$8 Million Dollars. Administration of a$5 million underground utility program. 3 • Assistant City Manager City of Daytona Beach Shores,Florida January 2006 to March 2011 Served as Acting City Manager in the City Manager's absence. Project administrator for a$30 million dollar public works utility project.Assisted the manager and staff in preparation of day to day operational affairs of the City. Assisted in preparation of the city budget,personnel policy items and changes.Served as Director of the Community Redevelopment Agency.As the director over Grants Administration,the department was successful in securing approximately 5 million dollars in federal,state and county grants. Assistant to the City Manager City of South Daytona,Florida April 2005—January 2006 Advisor to the City Manager on economic development activity, grants administration, U.S. I (Ridgewood Avenue) Streetscape, policy formulation on 7 new condominium development projects,long and short range planning of marina and waterfront developments. Vice President of Business Development Daytona BeachMalifax Area Chamber of Commerce January 2002 to April 2005 Headed Development Partnership which is a public/private development organization made up of 7 cities, Volusia County and 55 private companies. Success included the creation of 35 new and expanded companies with the creation of over 800 new jobs and 750 million dollars in new investments. Formed the Halifax Area Trade Council, an organization responsible for establishment of international trade and commerce as well as coordination with Enterprise Florida on trade issues. EDUCATION • Masters Degree in Urban and Regional Planning University of Mississippi,Oxford, Mississippi • Bachelor's Degree in Urban Geography and Land Management East Tennessee State University,Johnson City,Tennessee • University of Wisconsin, Municipal Utility Engineering Cont. Education, School of Engineering,Madison, Wisconsin PROFESSIONAL AND PERSONAL • Received the Volusia County Friend to lndustryAward..................2002 Presented by Volusia County Manufacture's Association • Past Member of the Daytona Beach Kiwanis Club and DeLand Rotary Club • United States Navy Veteran • Licensed North Carolina Real Estate Broker • Licensed Florida Real Estate Sales Associate • 10 Year Service Award [CMA • Board of Directors Madison County Economic Development Council ' Cita AlfDeLa6 ,' lw� Alm Mb� ass" M$asin ae.law :If m I i LfaNAf'.Z 'aha F tx C4 'rvYrm.a bf uCMY+�BZ` Js$ -owe= 9a b lft R %t Sdk;C :-acs is'.rmws S sa® a 3smmx 3aidnt c.'x L tz :a u -Mft - za[ src t 'mt' '7r_.a[bra ?ms' at area a mnA w an Yaaned j� Fwm�a tr aa� 9Ya®'. a rax -ass m APlH aeaaeip aae Baia.saa-+6 a:ss ..caro am aa¢ mlaa,ae aaaa` a.a3 Yu at D ' Gaga s>srrsc. �s aarm d �ieie AirassY- Im a r l3 �•�.�.*f^ima- m?a s� .} ia=8'a _ Ye "2aTYYF Z 'gym ..x�c 194 1Ca9 �.4Z2 3 act Y d SY 'T✓Y L =-.... i9:. %cm Tom.. w ?T g. s i n nw _m < aw m V Fitf®L !ala_ 'L^ T City of Deland - w u w:drland.o`g 120 Sovdi Florida Umuc DeLand. Florida 32120 i422 Telephone: (386) ?d0i'.00 Certicate Of recognition Fax: (386)'40.68,+9 presented to dim -McCroskey Whereas, Tim McCroskey has served as the CtY of OcLamrs Community cDeveropment Director since 1993 andthis year has been selected to rerun the Vrie of Industry"Awardfor 2001 from the Norusla;4(anufacturersAssociation;and rWhereaS, as DeLands Community Devehrpment Director, Jim has had the responsibility ofwork'ng within the community to assure implementation of City policies to create a safe andwerr-prannedprace to live, workandpray; and WhereaS, he airs and assists businesses in DeLand and the surrounding area through programs and services in an effort to promote business growth and jo6 creation in the community and-to ensure the success of e*t:ng andni w businesses; and Whereas, the Volusia Nanufacturers Association annually gives the "`Friend of industry"award to that person who is not emphlyed in manufacturing, but has done the most to further the interests of manufacturing in the Vorusia=Eragrer county area. Now, therefore, I, Ruben T.Apga 9Kayor of the City o{DeLan6 iridian behalf of the DeLand City Commission and this community, do hereby extend to Yim ,WcCroskey this Certrfecate of(Recognition on recercing the mend of Industry"Award for2001. We offer our heartfelt congratulations andwe wish you continuedsuccess in the furthereconomi'development of this community andour business industries. Done andprocCaimedthis6dayaf(December2001. r ben F.AA4, wayor Attest X .JU&,tYlennessy, City C&7k -A udz'tor PROFESSIONAL REFERENCE LIST City Manager March 2011 to May 30,2014 City of Holly Hill,Florida 1065 Ridgewood Ave. Holly Hill,FL 32117 Mayor Roy3ohnson (386-295-2214) • Assistant City Manager/CRA Director January 2006 to March 2011 City of Daytona Beach Shores,Florida City of Daytona Beach Shores 2990 S.Atlantic Ave. Daytona Beach Shores,FL 3211gcxc Michael Booker(City Manager 386-527-0865) Assistant City Managed CRA Director January 2006 to March 2011 City of Daytona Beach Shores,Florida City of Daytona Beach Shores 2990 S. Atlantic Ave. Daytona Beach Shores,FL 32118cxc Mayor Greg Northrop(386-405-2739) roclaniatioll Robin Matusick From: Brenda Dewees Sent: Tuesday, December 11,20181:48 PM To: City Council Cc: Robin Matusick Subject: FW: Edgewater Attachments: David Harden Resume(1).pdf Follow Up Flag: Flag for follow up Flag Status: Flagged Mayor and Council, Please find attached another interested candidate for Interim CityManager. He is in negotiations with Marco Island, but still wanted to submit his resume in the event a contract cannot be negotiated. Brenda L. Dewees Interim City Manager City of Edgewater PO Box 100 Edgewater, FL 32132 386-424-2400 ext 1201 ----Original Message----- From:Ken Parker[mailto:kparker3(av) .rr.coml Sent: Tuesday, December 11, 201811:24 AM To: Brenda Dewees Subject:FW:Edgewater Please find attached David Harden's resume. Please provide his resume to the City Council. Ken -----Original Message----- From: dtharden3alneizero.net Sent: Tuesday, December 11, 2018 10:38 AM To: knarker3Acfl.rr.com Subject: Re: Edgewater I have attached my current resume. Marco Island did vote last night to hire me, but we still have to negotiate a contract. 1 would like to leave my name in for Edgewater until I get a contract with Marco Island I have a couple of concerns that will need to be addressed in order far me to accept the position. I think this will be settled within the next couple of weeks. -------Original Message --------- t From: Ken Parker<kyarker3(alcfd.rr.com> To: dtharden3(a(aQnetzero.net Subject: Edgewater Date:Mon, 10 Dec 2018 11:37:21-0500 David. I know Marco Island is suppose to decide tomorrow night on direction. Should they decide to go in a different direction, would you be interested in helping Edgewater. Would you give me your resume?I can always withdraw it if Marco Island goes in a different direction. Ken Sent from my iPhone Man Makes Shocking Discovery At Ark's Final Resting Place pro.healthresponses.org http://thirg?gECM ers.netzero.netTGL324l15cOfda33a51135a337aalst04vuc 2 DAVID T. HARDEN Born: Ft. Pierce, Florida and grew up in Okeechobee, Florida Education: Graduated from Okeechobee High School B.A. in chemistry from Emory University, 1964 Master of City Planning from GA Institute of Technology, 1968 U.S.Naw Officer Candidate School,Newport, RI, 1968 U.S.Naw Supply Cotes School, Athens, GA, 1968 Employment 2015-2017 Asst. Director/Director of Public Services(Utilities& Public Works), Village of Palm Springs, Florida 2014-2015 Interim City Manager,Port Orange, Florida 1990-2013 City Manager, Delray Beach. During this time Delray was named an All America City in 1993 and 2001, as -The Best Run Town in Florida" in 1994, and given the 2006 Muehlenbeck Award for Excellence in Local Government from the Alliance for Innovation. 1989-90 Consultant: Stormwater Utilities.Environmental Audits, Nominations to the National Register of Historic Places 1977-89 City Manager, Winter Park, Florida 1974-77 City Planner, Winter Park, Florida 1971-74 Planner, Orange County(Orlando), Florida 1969-71 Control Division Officer. Cecil Field NAS 1968-69 Supply Officer, USS Clarion River(LFR 409), Yokuska,Japan 1965 Math Teacher, Okeechobee High School Civic Activities: Vice-President for Administration, Gulf Stream Council, Boy Scouts of America; Board of Directors and Transportation Committee Chair, Palm Beach County League of Cities; Urban Administration Committee, Florida League of Cities; Board of Directors, Delray Beach Chamber of Commerce; Elder, SonCoast Community Church: Delray Beach Rotary; Captain, U.S. Navy Reserve, Retired. Awards: Florida City & County Management Association: Award for Career Excellence; President's Award for Exemplary Leadership and Service to the Profession: Lifetime Achievement Award Robin Matusick From: John McKinney <john.c.mckinney@gmail.com> Sent: Wednesday, December 12,201812:51 AM To: Brenda Dewees; Robin Matusick kparker3@cfl.rr.com Subject: City Manager Position Attachments: Edgewater-Jonathan C. McKinney.pdf; McKinney- Letter of Recommendation.pdf Dear Ms. Dewees, Please accept for City Council's consideration, my resume for the interim and full time City Manager of Edgewater. In addition please find a letter of recommendation from the City of Mount Dora. Thankyou John 321-205-6401 t Jonathan C. McKinney 626 Coral Trace Blvd .Edgewater FL.32132 (321)205-6401 iohn.c.mckinnevda¢mail.com December 12,2018 Brenda Dewees Interim City Manager 104 N. Riverside Dr. Edgewater,FL 32132 Dear Ms.Dewees, Please accept for City Council consideration, my resume for the interim and full time City Manager of Edgewater. I believe that my leadership, fiscal experience, and local knowledge match the CWs requirements for a city manager to help navigate the challenges facing our great community. I have almost twenty-five years of experience in public service and municipal governance. In addition, I have served as your Finance Director and Assistant City Manager as well as a resident and active member of the community. I have found strong communication skills, teamwork and relationship building, to be vital attributes in leading high-performing innovative teams that persevere through difficult social crisis,troubled financial times, and natural disasters. My approach to leadership goes beyond my job description, as I am always looking for ways to improve efficiency and productivity. To familiarize you with some of my qualifications, the following is a summary of qualities that I could bring to your City. • Extensive knowledge of Edgewater's government,financial position and ongoing projects • Assisted with the creation of Edgewater's first Community Development Agency(CRA) • Comprehensive background in financial administration, reporting, analysis, forecasting, budget management and cash flow management. • Proven experience with bargaining units and contract negotiation. • Adept at developing effective performance goals,objectives,and measurement criteria. • Capable of stimulating team effort, lead working teams, as well as maintain positive and constructive working relations with elected officials,management and staff. • Solid professional standards;excellent track record of dependability;and effectiveness. • Extensive Capital Improvement Project knowledge and experience in tracking and administering contracts associated with the CIP process. • Community Relations and Outreach within Edgewater • Providing transparency and awareness regarding the budgeting process. • Emergency Management I believe that in the time that I left Edgewater,I have gained additional experiences and new viewpoints on how other City's manage and operate. If I come back as part of the Edgewater Management Team,I am confident that l could make a positive contribution to this already great City and bring a renewed level of transparency between the City and citizens of Edgewater. I believe my professional experience, leadership and temperament would allow me to serve effectively in this position given my proven track record of success. Sincerely, Jonathan McKinney Jonathan C. McKinney 626 Coral Trace Blvd.Edgewater FL.32132 (321)205-6401 iohn.c.mckinney@amail.com Objective To serve as City Manager for the City of Edgewater. Professional Summary A public service executive with sixteen (16) years of professional level local government management experience. Major areas of experience,knowledge and skills include: Budgeting/Financial Administration Operational Analysis Capital Improvement Management Intergovernmental Collaboration Labor Relations and Negotiation Debt Issuance/Refinance Customer Experience Focuses Systems Design and Implementation Organizational Change/Development Contract Negotiation and Management Strategic Planning All-hazard planning Debt Issuance/Refinance Experience Cityof Holly Hill,Florida January 2018-Present Finance Director — The City of Holly Hill, is located in Volusia County with a population of approximately 13,000 that has a strong commercial presence within the Daytona Beach corridor of Volusia County. I am responsible for all financial affairs of the City including the preparation of the$41 million budget and provide oversight of 11 employees. The Finance Director is responsible for Customer Service and all general accounting functions. Accomplishments • Redeveloped the budget process to implement a Zero-Based-Budgeting methodology with an annual budget of$40 million. • Successfully developed and implemented a Cost Allocation methodology for the City's operating funds. • Developed a methodologyto implement the recommended survey results from an Evergreen Salary Study across all Collective Bargaining Units, non-union and senior management. • Developed and implemented a complete Policy and Procedure manual for the Finance Department and City—Wide Policies and Procedure as it related to fiscal matters. City of Mount Dora,Florida August 2017—January 2018 Finance Director—The City of Mount Dora,is located in Lake County with a population of 26,000 that is tourism focused with events drawing over 200,000 weekly. I was responsible for all financial affairs of the City including the preparation of the$64 million budget and I provided oversight of 20 employees. The Finance Director had very broad responsibility which included fleet, IT, Customer Service which included an electric utility,purchasing,warehouse/inventory and all general accounting functions. Jonathan C.MclOnney(page 2) City of Edgewater,Florida February 2008—August 2017 Assistant City Manager/Finance Director—The City of Edgewater,is located in Southeast Volusia County with a population of 22,000. As the Assistant City Manager/ Finance Director I was responsible for the fiscal services, information technology, economic development / redevelopment, community development and parks/recreation of the City. I was responsible forthe$53 million budget with 203 full- time employees. Accomplishments • Strang public budgeting and fiscal management, including the management of service delivery in a declining economic environment while maximizing financial resources to meet service delivery expectation. • Redeveloped the budget process to implement a Zero-Based-Budgeting methodology with an annual budget of$40 million. • Managedthe initiatives concerning Economic Development efforts in creatingthe Community Redevelopment Agency,Retail Strategies initiative and passing of a Tax Abatement program. • Successfully developed and implemented new revenues methodologies such as Cost Allocation and Payment in lieu of Franchise Fees to maintain service delivery. • Refinanced citywide debt portfolio to recognize lower interest rates resulting in $781,625 reduction of annual interest debt service. • Project lead on the renovations of the City Hall Complex includingthe creation of stormwater conveyance ponds and beautification of all facades. • Created a successful community event known as EdgeFest drawing several thousand people monthly to City parks. • Implemented new online payment portal, website, IVR portal and call center in March 2015 to enhance the customer service delivery of our citizens and utility customers. • Enhanced Social Media outlets for the City to provide more transparent communication to aur citizens. • Developed and implemented a complete Polity and Procedure manual for the Finance Department and City—Wide Policy and Procedure as it related to fiscal matters. City of Titusville, Florida January 2003—September 2007 Controller—The City of Titusville,Florida, is located in North Brevard with a population of 45,000 based on the 2000 Census. The Controller is responsible for the Accounting Division of the City including accounting, budgeting, financial reporting and auditing. Required to be Acting Finance Director in the absence of the Finance Director. Accomplishments • Successfully implemented strategic planning component within the crt/s annual budget process. • Introduced financial management policies and procedures that resulted in more cost effective and timely annual audits. • Monitored revenues and expenditures throughout all city departments for conformance with city strategic planning,mission,goals and objectives,on a$110 million annual budget. • Successfully handled the issuance of the $12.5 million General Obligation Debt for the Riverfront Acquisition of 2005. • Handled the 2004 Hurricane Charley,Francis and lean FEMA reimbursements. Jonathan C. McKinney(page 3) Other Professional Experiences Brevard County Fire Rescue, Florida October 2007—February 2008, Finance Manager -Supervised the Accounting Division of the Department. Monitored revenues and expenditures throughout all divisions for conformance with county strategic planning, mission, goals and objectives, on a $77 million annual budget. Education&Certification Master of Business Administration,Stetson University, Deland,FL Bachelor of Science(Accounting Concentration), University of Central Florida,Orlando, FL Certified Government Finance Officer(CGFO) Florida Redevelopment Association Professional Accreditation (FRA-RP) National Incident Management System/Incident Command System(ICS) Certified in ICS 100, 200,300,700 and 800 Affiliations and Activities Florida City County Managers Associations—2015-Present Government Finance Officers Association—2003-Present Florida Government Finance Officers Association(FGFOA), Certification Chair—2010 thru 2011 Small Government Chair-2012 Technical Resource Chair-2013 Board of Directors—Term 2014 to 2020 Florida Redevelopment Association—2013—Present Volusia/Flagler FGFOA,Charter Member and President—2011 thru 2013 Space Coast FGFOA,Secretary and Treasurer-2003-2011 Boy Scouts of America—Cub Master and Assistant Scout Master—2011 to Present Jonathan C McKinney 626 Coral Trace Blvd .Edgewater FL.32132 (321)205-6401 iohn.c.mckinnevCdgmail.com Professional References Tom Abbate,Assistant City Manager Jeannie Garner,Executive Director(D) City of Titusville Florida League of Cities,Inc. 555 S.Washington Ave. 301 S.Bronough Street,Ste 300 Titusville FL 32796 Tallahassee, FL 32301 321-567-3702 850-519-2474 thomas.abbate0titusville.com igarner@flcities.com Chuck Bogle, Fire Chief Tom Harmer,Town Manager City of Melbourne Town of Longboat Key 865 W. Eau Gallie Blvd. 501 Bay Isles Road Melbourne, FL 32935 Longboat Key,FL 34228 321-608-6000 941-316-1999 ext 1212 cbogletsmelboumeflorida.org tharmer(Oloneboatkev.org Ken Burke,Clerk of Court Robin Hayes,City Manager Pinellas County Florida City of Mount Dora 315 Court St.,4th Floor, 510 N,Baker St. Clearwater,FL 33756 Mount Dora,FL 32757 727-464-3341 352-735-7126 kburke@co.oinellas.B.us havesrPcLmount-dora.fl.us Mark Galvin,Managing Director Ken Hooper,Consultant Hilltop Securities,Inc Retired City and County Manager 450 S.Orange Ave.Suite 460 1818 S. Riverside Dr. Orlando, FL 32801 Edgewater, FL 32141 407-426-9611 407-448-5253 Mark.galvin(&hilltoosecurities.com kh000er0peconline.ocm Yvonne Clayboume,Partner Carr Riggs&Ingram 215 Baytree Dr. Melbourne, FL 32940 321-25541088 vcl av borne0cricoa.com CITY OF' MOUNT INDORA OFFICE OF THE CITY MANAGER City Hen December 10,2018 510 N.Baker A Mount Dora,FL 32757 Uffceof fila CityManager 352.735-7tM Re: Professional Recommendation for John C.McKinney Fax:352-T35d 01 Fin.Depanmml 352-735-7118 To Whom It May Concem: F. 352435-1106 Hunvt Resprrtea 352-735-7106 Fax:352-735-157 As the City Manager of Mount Dora, I had the privilege to work very closely Phonons and Development with John from August 2017 until January 2018. John accepted the position as 352-735-7112 the Finance Director knowing the position would be a challenge, with an Fax:352-735-7191 expectation to redefine the department within months. John excelled in his role City Hall Annex as the City's Finance Director, rewrote policy, hired and placed individuals in goo N.DOMny St. key positions, and created financial reports for the legislative branch. In Mount Dora,FL 32]5] addition to responsibilities too numerous to mention here, John was the primary Parks aM Rxreation team member in charge of the preparation of the Audit and also undertook the 352-735-7183 Fax.352-735-3681 Budget Book. Public safety C=Plm 1300 N.Dorteny st. John produces a high volume of work while maintaining high standards for Mount Dora.FL3275] quality and accuracy, he is highly respected by the people who work under his Police Depanrocnt supervision. 352-735-7130 Fax:352-383-0623 John takes the initiative to go beyond the expected parameters of his job and is Fire Depanmenl an excellent leader. There will be no unpleasant surprises, and I am confident he 352-735-7160 Far:352-383-0881 will"fit"the organization. Pubne Worke Complex 1250 N.Highland st. I volunteered to write this recommendation for John because I am very grateful Mount Dora,FL32757 for his contributions to the City of Mount Dom. John worked here for a short 352-D5-7151 Alt.Tel 352-735-7105 period,but his contributions have benefited our community. F. 352.735-1539 Alt Fax 352-7358892 W.T.Blood Public Library 1995 N.Donndly SL Mount Dor&FL 327P Regards, 352-35-)190 Fax:3.2-135-00)9 / J WWhrire: cq.1i ummracam Robin R.Hayes City Manager 1 TED O . LAKEY 202 Sea Pines Lane Port Saint Joe, Fl. 32456 Phone 850-573-1412 ted_lakey@yahoo.com SUMMARY OF QUALIFICATIONS • Over 30 years of progressive managerial experience in city and county government • Master in Public Administration • County Administrator. Knowledge of government operaflons, budgeting, pohcv development, economic development, public safety, public works operations, utility operations, tourist development, human resources, union negotiations, growth management, costal issues, code enforcement' landfill operations, fleet management,and airport operations. EXPERIENCE Taylor County Board of County Commissioners,Perry,Florida January 2017 to present County Administrator Chief Executive Officer in charge of all aspects of county operations that fall under the jurisdiction of the Board of County Commissioners. Duties • Administration of Board policies and directives. • Development of Board policies and directibes. • Developing the County's annual budget. • Supervision of 120 employees who work m the following departments: Administration, Human Resources, Fire/Rescue, Emergency Management,Environmental Services,Special Projects, IT, Sports Complex, Animal control, Road and Bridge, Grants, Public Library and the Perry-Folcy Airport. • Currently serving as alternate representative for the Gulf Consortium • Work directly with the Taylor County Development Authority to recruit new business to locate in the county. • Serve as a county representative on for the Taylor County Chamber and the Taylor County Tourist Development Council. S and Recycling,Budding,Utilities and the library. Accomplishments • Actively worked with the Jackson County Development Councils economic development team that brought five major companies to the County with investments of over 100 million dollars and the creation of over 600 new jobs. This included the creation of the Marianna/Jackson County Distribution Park with the Family Dollar Distribution Center and creation of a construction services park • Successfully negotiated an increase in landfill host fees that increased revenues to the County of over$400,000 a year. • Created an Engineering Department that has enabled the County to provide better services and save monies in engineering fees. • Created a Parks/Recycling department to improve and manage county parks and property. • Developed and implemented a joint agreement with the City of Marianna waste treatment that eliminated the need to build a 3.5 million dollar treatment facility. • Developed plans and sought funding for the construction of a new Emergency Management Center. • Developed and implemented a long range IT plan for county to increase office efficiency. • Developed an innovative approach to roadway management and construction with currently over 100 miles of dirt roads paved and a number of resurfacing projects completed. • Worked on the County obtaining a 10 million dollar low interest loan for road projects. • Managed the purchase and renovation of a 5,000 Square Foot - office building. • Set up the county's fust Code Enforcement Board and established the position of Code Enforcement Officer. • Working with office of covet administration to develop and complete a 1.9 million dollar courthouse renovation project. • Planed and managed the 3.9 million dollar Jackson County Water/Wastewater Improvement Project, a project that extended water and sewer lines, upgraded three lift stations and one of the system's wells. • Directed the installation of a major software purchase that enabled the County's Building Department and the Community Development to jointly process permits. • Worked with the Jackson County Tourist Development Council to recruit and hire County's first full time TDC director Escambia County Public Works Department, Cantonment, Florida September 1998 to January 2003 Mater ofPuhfie Admrnutmlion 1979 University of Alabama,Tuscaloosa,Alabama Baehelor of Am Major in Commumcanons,Mrnors in Management and Political Science CERTIFICATIONS/AFFILIATIONS Board Member—Jackson County Chamber of Commerce Board Member-Marianna Main Street Board Member—Panhandle Public Library-Cooperative System Member of the Florida City and County Management Association Member of the Florida Association of County-Managers Member of Jackson County Chamber of Commerce Governmental Affairs Committee Member of the Kiwanis Club University of Alabama Alumni Association Graduate of Florida Criminal Justice Executive Institute Chief Exeurtive Seminar Graduate of University of Alabama Law Enforcement Academy Michael Alan McNees 5105 S. U.S. Highway 1 Grant-Vakaria, Florida 32949 321-507-3743 mikemcneesAyaho o.com Employment History City Manager—City of Melbourne, Florida—02-2013 to 12-2018. Full service coastal city with a year-round population of 80,000 and daytime population more than double that, a staff of 900 full time equivalent (FTE) employees and a budget of$200 million. Commercial center for the Space Coast's aviation, technology, defense and aerospace industries with corporate headquarters of Harris Corporation and major presence of Northrup Grumman, Rockwell Collins, GE and many others. Siginficant economic development work including expansions of both Northrup Grumman and jet manufacturer Embraer S.A., including negotiations that led to one of the largest corporate expansion announcements of 2016 with Melbourne chosen as site for design of the new USAF long range bomber. Incident Commander for emergency response. Also managed three Community Redevelopment Agencies, including a significant downtown redevelopment program. Interim Chief Executive Officer— USA Track and Field. 09/201010 0512012. 100,000 Member National Governing Body. Assumed full duties of CEO during protracted Board- conducted CEO search, including contract negotiations (i.e. contracts with USOC and Local Organizing Committee for conduct of 2012 Olympic Trials), event development and execution, merchandising, marketing and promotions, Board relations. Chief Operating Officer— USA Track and Field—03/2009 to 05/2012. Recruited to serve as #2 executive for USOC-designated National Governing Body for the sport of track and field and road racing, primnly to advance proposed governance and business process reforms. Appointed Interim CEO when the change-agent executive was terminated in 2010, pending selection of new CEO. Duties included strategic planning, programmatic supervision from youth to masters including international teams, budgeting, sponsorship and event development and administration, merchandising, and elite athlete programs including selection and logistics for all USA national teams including Olympic teams. USATF Liaison to USOC, NCAA. County Administrator—Blaine County, Idaho (Sun Valley area)—5/07 to 3/09. First appointed CAO for 2400+ sq. mile county, population 23,000. Annual budget$26 million. City Manager- City of Sarasota, Florida (Population 54,000)—9/01 to 1107. Chief Executive Officer for the"Best Small City in America" (Money magazine, 2000) with 800 FTE and a budget of$140M. Executive Director of Downtown Community Redevelopment Agency, overseeing $1 billion in redevelopment over 3 years, including negotiation of development agreements. "Special Award for Courage in Communication" from the FCCMA for"City Manager's Blog": srcicm.blogspot.com Michael A. McNees - Page 2 Employment History-continued Board of County Commissioners- Collier County FL-8/84 to 9/01. 2000 sq. mi. county contains much of both Everglades National Park and the Big Cypress National Preserve, among fastest growing in the nation for 80's and 90's. Chief Operating Officer/Assistant County Manager-9195 to 9101. Responsible for all day-to-day operations under Board of County Commissioners (1400 employees, budget $611 million). Authority on hiring, salary administration and discipline issues; large-scale special projects. Responsible for recommendations to County Commission on all debt- related issues. Also served as: - Interim County Manager- 1197 to 6197 and 11/99 to 3/2000. - Acting Emergency Services Administrator-5199 to 5/01. Management of countywide EMS system, Emergency Management, Helicopter Operations, and two dependent fire control districts. - Acting Transportation Administrator-5100 to 9100. - Utilities Administrator-2/94 to 9195. Senior manager of 200 employee, 75,000 customer water and wastewater utility. - Management and Budget Director-10189 to 2/94. - Utilities Finance Director-4186 to 10/89 - Administrative Assistantto Utilities Administrator-8/84to8/96 Comptroller, West Coast Windows Inc. - Naples, FL-4183 to 2/84 District Manager- Intemorth, Inc. (Northern Propane Gas Co.) Naples, FL-2/80 to 4/83 Profit center responsibility for propane gas distribution and service operation. Graduate Assistant Track Coach, Louisiana Tech University-9177 to 12179 Supervision and training of all sprinters and hurdlers, approximately twenty student-athletes. Education and Trainina • MBA, Management, Louisiana Tech University, Ruston, 1979 • AB, Chemistry, Indiana University, Bloomington, 1977 (Big Ten Track Champion, 1977) • FEMA Incident Command System and National Incident Management System Certifications • Center for Creative Leadership -"Leadership Development Institute" • Graduate - Advanced Government Finance Institute, Government Finance Officers' Association Michael A. McNees—Page 3 Professional, Community Activities Current • Member International City Management Association • Al-large member, Board of Directors, Florida City-County Management Association • Member, Center for Ethics and Leadership, Florida Tech University • Board of Directors, United Way of Brevard County • Team Captain, Space Coast Runners Racing Team Previous • Board of Directors, USA Team Handball • Board of Directors Running USA. Trade Association for the running industry • Delegate—2011 Congress of the International Association of Athletics Federations, Daegu, South Korea • Delegate—2011 Pan American Athletics Congress, Guadalajara, Mexico • Team Leader, Team USA, 2011 IAAF World Outdoor Championships, Daegu, South Korea, and 2012 IAAF World Indoor Championships, Istanbul, Turkey • Board of Directors, Fly Sun Valley Alliance • President, Healthcare Sarasota (self-insurance pool/healthcare services buying consortium) • Sarasota Bay Estuary Program, Management Committee Chair • Committee for Economic Development, Sarasota County • Sarasota Downtown Partnership Board of Directors • Founding Member, Sarasota Actors Workshop • Advisory Committee for the Masters Program in Public Administration, Florida Gulf Coast University • Four-term President, Naples Players Inc. —One of 10 largest community theaters in the U.S. Completed successful $6.8 million capital campaign and construction of two-auditorium theater complex in the heart of downtown Naples. • Board member and 1"Vice President, Children's Advisory Board, Big Brothers/Big Sisters of Collier County • Member Florida Association of Counties, Administration and Finance Technical Advisory Committee • Associate Instructor, Management Principles for various colleges, including Edison Community College and Barry University • Volunteer Varsity Assistant Basketball Coach, Lely H.S., Naples, FL—5 years Personal Interests Running, acting, guitar, scuba, fishing, boating, bicycling, skiing, mountaineering, rock climbing, basketball.