02-04-2019 - Workshop - Interim City Manager Interview City of Edgewater 104 N Riverside D
Edgewater,F1.32132
EDGEWATER Meeting Minutes
City Council
Mike Thomas,Mayor
Christine Power,District I
VACANT,Di mrs 2
Megan O'Keeje,District
Gary L Conroy,Disr1et4
Monday,February 4,2019 5:00 PM Caonril C.hambrrs
WORKSHOP-Interim City Manager Interview
1. CALL TO ORDER,ROLL CALL
Present: 3- Mayor Mike Thonms,Councilwoman Christine Power,and Councilman Gary Conroy
Abaent: I - Councilwoman Megan O'Keefe
Also Present: 2- Brenda Dewees,and City Clerk/Paralegal Robin Matusick
2. PRESENTATIONS-INTERVIEWS
a. AR-7019-3990 Interim City Manager Interview-Irby,Glenn
This interview was read into the record.
Note
Mr. Irby stated he could start ASAP
Salary between$125,000-$140,000
He is interested in the permanent position of City Manager
3. ADJOURN
There being no further business to discuss, Mayor Thomas adjourned the meeting at 5:53 p.m.
Minutes submitted by.
Kelsey Arcieri,Assistant to the City Clerk
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AT�TpEST� AP OR I
Robin Marwick, City Clerk/Paralegal Th as, ayor
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GLENN A. IRBY 71 Ardlussa Street. Umatilla, FL 32784
Cell:(352)636-2113 E-Mail:glenn irbv75@vahoo.com
SUMMARY
More than 30 years of local government experience with expertise in the following areas:
D Municipal Management and ➢ Waterand Sewer Utility
Leadership Management
➢ Charter Review Oversight ➢ Personnel Management
D Positive Media Relations ➢ Community Redevelopment
D Municipal Budget Development ➢ Public—Private Partnerships
and Financial Management ➢ Customer Service
D Grants Administration ➢ General Aviation Airports
D 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
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 Waterand Sewer,Community Development,Fire(ISO#1),
Human Resources, Parks and Recreation, Police, Solid Waste Sanitation collection, Public Access Reuse
Waterfor irrigation and Stormwater. Apopka is chartered as a Strong Mayorform 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.
D Oversee daily operations including more than 400 employees.
➢ Oversight of preparation and administration ofthe 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 Cib/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 forthe 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 backto 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 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.
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.
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 forthe 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$3,600 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 ofthe 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 havethe 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.
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.
➢ 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.
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.
➢ 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 Sheriffs 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 forthe 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 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 CountySheriffs 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 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.
➢ 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 keepthe
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:
D 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.
GLENN A. IRBY 6
Strong Mayorof Minneola(Continued(
Duties and Responsibilities as Elected Mayor of Minneola:
D Minneola was a city of approximately 3,000 residents and grew to approximately 4,500 during
this period.
D Elected by the citizens and served as Mayor at the same time as holding the positions with
Tavares.
D The Strong Mayor was seen as the daily administrator forthe City.
D 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:
D Hired as the Citys first accountant. Responsible to the Finance Director.
D Reconciled General Ledger,performed accounts payable and payroll functions.
D 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 serviceto 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 Managers Association(FCCMAj
International City/County Management Association (ICMAI
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
r
January 5, 2019
Robin Matusick, City Clerk
City of Edgewater
104 North Riverside Drive
Edgewater, FL 32132
Dear Ms. Matusick:
1 am writing to express my interest in the position of Interim City Manager for the City of
Edgewater, Florida. My municipal experience includes over 20 years of professional
service as a Human Resources Administrator, Administrative Services Director, an
Assistant City Manager and City Manager. This has provided me with extensive
experience in kcal government management.
As an Assistant City Manager in the City of Ocoee and the City Manager in Orange City,
I have worked directly withal[ operating departments. This has given me abroad range
of skills and an excellent understanding of city finance. These positions have made me
understand the importance of being accessible to the Council, city residents, business
owners, and staff.
In addition to my management experience, I possess leadership skills and the ability to
understand and solve complex issues and problems. I have dealt with difficult budgeting
issues, worked on problem resolution for construction projects, overseen risk
management/litigation, restructured departments, and implemented community
redevelopment agencies.
I believe my diverse local government experience, along with my educational
credentials, make me a good fit for the City of Edgewater, and I would welcome the
opportunity to discuss this position with you further. I have attached my resume for your
consideration.
Sincerely,
Jamie Croteau
455 NE 29'St
Bow Raton, Florida 33431
(407) 760- 7755
Jamie Croteau
455 NE 29v Street, Boca Raton, Florida 33431
407-760-7755
SUMMARY OF QUALIFICATIONS
• Experienced ICMA Credentialed Manager with a commitment to excellence
• Highly successful, ethical, results-oriented leader with a strong focus on customer service, staff
development, strategic planning, contract negotiations, planning and budgeting, and policy
development
• Proven ability to develop productive relationships with the Council, the community, and staff
CITY MANAGEMENT EXPERIENCE
City of Orange City, FL April 2010— December 2015
City Manager
Job Responsibilities.City Manager in a dry of 11,000 with a general fund budget of approximately $11
million and an overall budget of$15 million. City was appropmately 70% non-residenfal. Responsible for
the oversight of Public Works, Fire/Rescue, Police, Utilities, Community Development, Community
Relations, Human Resources, Parks/Recreabon, Information Technologies, and Finance.
Achievements
• Worked with the City Council and Citizens to develop a shared vision for the City
• Developed an annual strategic planning process with Council to set goals and worked with staff to
align budget priorities to meet those goals
• Reduced City workforce by 7%with no service reduction
• Developed an inter-local agreement with the City of De Bary to provide municipal services, Fire
and Animal Control Services, to the City of DeBary
• Worked with the City of Deland to share purchasing services
• Developed several new parks through combination of grants and general fund dollars
• Constructed the City's first dog park
• Worked with FDOT to acquire the Mill Lake property for development of a 20 acre central park
and stormwater facility and completed the first phase of the three phase construction process
• Negotiated a 25% reduction in residential garbage rates
• Oversaw Citywide meter replacement program to automate water meter reading and billing
services
• Developed and implemented a waterN✓astawater master plan to correct waterlwastewater
deficiencies
• Received approximately$0.5 million from the State Revolving Fund to correct deficiencies in the
water/wastewater system
• Developed and implemented a stormwater improvement program
• Increased community outreach by increasing print and electronic communications and
implemented the OC Cares app to allow citizens to easily communicate with the City
• Added almost$5 million to fund balance in preparation for achieving Council's long term goals
• Implemented a Community Redevelopment Agency to assist in revitalizing the downtown core
• The City consistently eams both the GFOA Distinguished Budget Presentation award and the
GFOA Certificate of Achievement for Excellence in Financial Reporting
Jamie Croteau
City of Ocoee, FL January 2006 — March 2010
Assistant City Manager
Job Responsibilities: Assistant City Manager in a city of 34,000 with a general fund budget of
approximately $34 million and an overall budget of $70 million. Responsible for the joint oversight of
Public Works, Fire/Rescue, Police, Utilities, Community Development, Community Relations, Human
Resources, Parks/Recreation, Information Technologies,and Finance.
Achievements
• Implemented the City's first Community Redevelopment Agency
• Managed the property acquisition process
• Assumed residential garbage service from a private contractor
• Coordinated legislative consulting services
• Worked on implementation of new Fire Service Fee Assessment
• Organized a goal settingtvisiming session with the City Commission as a precursor to a full
strategic management plan
OTHER PROFESSIONAL EXPERIENCE
City of Boca Raton, FL December 2015 -Present
Management Services Director
Job Responsibilities: Responsible for the Human Resources and Risk Management Divisions. Duties
includes over sight of Employee Benefits, including the self-funded medical program, safety program,
training and organizational development.
Achievements
• Brought in to oversee newly created division
• Developed organizational structure
• Streamlined benefit processing and saved$36,000 in annual fees
• Working on developing a broad supervisory training program
Seminole County Government September 1997—January 2006
Administrative Services Director
Job Responsibilities: Department Director responsible for a $26 million operating budget and the
oversight of four divisions: Facilities Maintenance, Fleet Services, Support Services, and Risk
Management Duties included property management, employee benefits, safety, security, vending
services, mailloopy center operations,and construction management.
Achievements
• Responsible for approximately $60 million in capital projects including project oversight for the
new County Criminal Courthouse
• Negotiated construction contracts
• Handled risk managementlingation settlements
• Directed the County's space needs assessment and master planning effort
• Improved departmental morale as evidenced by Employee Survey results
• Developed a departmental strategic plan to align department goals with County goals
• Instituted a service delivery method that reduced call-in work orders
21Pa
Jamie Croteau
Orange County Government October 1995-September 1997
Human Resources Administrator
Joh Responsibilities: Responsible for the daily operations of the BeneTiLURecords Section. Duties
included developing recommendations for benefit plan changes, making presentations to the Board and
various committees, negotiating with insurance carriers, managing a $30 million budget, implementing
policy changes, developing targeted wellness programs, and motivating and coaching ten staff members.
Achievements
• Negotiated a$5 million dollar savings on the medical program
• Streamlined the medical benefits budgeting procedures
• Partnered in the implementation of a new Human Resources Information System
EDUCATION
University of Central Florida,Orlando, FL
Master of Business Administration
Fonda State University,Tallahassee, FL
Bachelor of Science, Economics
PROFESSIONAL
ICMA Credentialed Manager
3Pa _e
. t
Robin Matusick
From: Jamie Croteau <jth921@gmai1.com>
Sent: Saturday,January 05,2019 5:08 PM
To: City Clerk
Subject: Interim City Manager Position
Attachments: Cover Letter City of of Edgwater.doc;Jamie Croteau January 2019.doec
Ms.Matusick,
I am interested in the position of Interim City Manager with the City of Edgewater. I have attached my resume
and cover letter for your consideration.
Thank you,
Jamie Croteau
407-760-7755
t
I
Michael Alan McNees
5105 S. U.S. Highway 1
Grant-Vakaria, Florida 32949
321-507-3743
mikemcneestMvahoo 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. 09/2010 to 05/2012. 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 govemance 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'. smem.blogspot.com
Michael A. McNees - Page 2
Employment History - continued
Board of County Commissioners-Collier County FL-8184 to 9101. 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- 9/95 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- 1/97 to 6/97 and 11199 to 3/2000.
- Acting Emergency Services Administrator-5/99 to 5101. Management of countywide EMS
system, Emergency Management, Helicopter Operations,and two dependent fire control
districts.
Acting Transportation Administrator-5/00 to 9100.
- Utilities Administrator-2194 to 9195. Senior manager of 200 employee, 75,000 customer
water and wastewater utility.
- Management and Budget Director-10/89 to 2/94.
- Utilities Finance Director-4/86 to 10/89
- Adminstralive Asssiantto Utilities Administrator-8/84to8/96
Comptroller West Coast Windows Inc. - Naples, FL-4/83 to 2184
District Manager- Intemorth, Inc. (Northern Propane Gas Co.) Naples, FL-2/80 to 4183
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 Training
• MBA, Management, Louisiana Tech University, Ruston, 1979
• AS, 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
• At-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 Wald Indoor Championships, Istanbul, Turkey
• Board of Directors, Fly Sun Valley Alliance
• President, HeatthCare Sarasota(self-insurance poolthealthcare 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 $8.8 million capital campaign and constriction 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 Bary 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.
Sample Interview Questions Updated fanuary 2015
The following are questions that have been derived from the Florida Senior Advisors
and from ICMA.
These general questions should be supplemented by more specific questions related
to particular objectives,problems and priorities of the local government
1. Describe your background and experience.What have been the areas of
emphasis?
2. How does your experience qualify you for this position?
3. What do you know about(the city of county)?
4. Have you had experience in all areas of local government service?If you have
not had experience in certain fields,what are they?How would you approach
management in these areas?
5. What particular experience do you have 'with respect to budget preparation
and finance?Give specific examples of how you addressed cost reduction in
your most recent position.
6. What particular experience do you have with respect to personnel,labor
relations,including collective bargaining?
7. How do you describe your management style?
8. What is your experience as a supervisor?How many people have you
supervised?
9. Have you ever had to terminate an employee?What process did you follow?
10. What are your thoughts with respect to performance evaluation?What
process do you follow to set objectives and monitor performance?
11. How will you go about assessing the strengths and weaknesses of the
organization and identifying opportunities to improve?
12. How do you approach the planning process?What system do you use to set
objectives and priorities?
13. What is important to you in establishing effective working relations in
general?
14. How do you view the relationship between the manager and the City/County
Council/Commission?How do you view your relationship with departmental
heads and local government staff?
15. What techniques have you found to be most successful in assisting local
government officials establish and implement long-and short-range goals for
the community?
16. To what extent do you believe contact with citizens, neighborhoods and
citizens'groups is important? How do you typically handle this
responsibility?
17. What experience have you had working on an intergovernmental or
interagency basis?Have you worked directly with the state and federal
governments?councils of governments and other units of local government?
18. What will your first steps be upon assuming responsibility for this position?
What do you hope to accomplish in in your first year?
r
19. From your vantage point what do you believe to be the challenges and
opportunities facing our organization? How is this likely to change in the
future?
20. What are your strengths? How to you use them?
21. What are your weaknesses? How do you overcome them?
22. Where do you want to be five and ten years from now?
23. Why are you interested in this position?
24. What are your expectations with respect to compensation?
25. Do you have questions of us?
KB: 5/20/140
Additional Interview Questions from ICMA
1. Briefly tell us about your professional and personal background and your
career goals and achievements.71
2. Why are you interested in this position,and what do you have to offer the
local government organization and the community as a whole?Why do you
wish to leave your current position?
3. You have had the opportunity to review and compare yourself with the
recruitment profile,to review background materials on the municipality,and
to visit our municipal facilities and community.What are your candid
reactions and observations?Are there any city/county/town/village
operations with which you have not had previous experience?Any concerns
at all about our community or operations?
4. How would you characterize your management style as it relates to your
interaction with the mayor,council members,county board, staff, employees,
and citizens?❑
A.What things are most important to you in a work situation?❑ -
B. How do you prefer to work: alone or as part of a team?❑
C. How do you keep informed about projects you have delegated?❑
D. How do you keep informed about employee morale?❑
S. How do you deal with a large municipal organization such as we have here to
ensure that municipal departments are responsive to the needs and requests
of elected officials and citizens?[]
A.How many employees have you managed/super-vised in your previous
position(s)?[]
B.How do you assess the strengths and weak-nesses of an organization? How
do you identify opportunities to improve the organization?[]
C. How do you motivate,develop,and retain a professional staff?—
D. Do you stand up strongly for your personal or staff recommendations?--
E. How do you feel about performance evaluation?What process do you
employ to set objectives and monitor performance?.:
F.What is your philosophy on employee development?❑
G. Have you ever had to terminate an employee?What process did you
follow?❑
H.What experience do you have with labor relations?
9. How do you go about motivating the council,staff,and community groups
toward working together for achievement of goals and objectives that are in
the overall best interest of the community?[]
10. How do you keep the mayor and council informed of municipal activities and
operations?
11. How do you carry out the governing body's policy decisions and directions?-
12. How do you determine when to seek the advice of the governing body?[]
13. What do you do if you seriously disagree with a decision of the governing
body?
14. How would the staff be involved with the mayor,council committees,
individual council members, citizens,and community groups?❑
15. In terms of effective financial management activities,what has been your
experience in capital improvements programming,goal setting, performance
budgeting,financial forecasting,development of alternative sources of
revenue,and similar activities? How about bond rating successes?[]
16. What specific experience have you had involving high growth in communities
you have served?❑
17. What experience have you had in intergovernmental relations?[]
18. What skills and experience do you have in maintaining a strong and
comprehensive public relations effort and projecting a positive image of the
city government and community image?
19. How do you work with the media?❑
20. Do you have an overall philosophy or strategy regarding economic
development?❑
21. What technological innovations have you introduced in previous positions?-
22. How do you relate to citizens and citizen groups?❑
23. What do you consider to be your strongest abilities as a public
administrator?[]
A. What skills are you seeking to improve?l7
B. What are your major weaknesses?-
C. What is the toughest management problem that you have ever faced?[)
D. What can you offer us that others can't?-
E. What are your career goals,your future plans?-
F. In your last position,what did you like the most? What did you like the
least?[]
G. Why should we hire you?[]
H. What decisions are most difficult for you?-
I. What are the reasons for your success?-
24. Should we decide on you as our final selection and check you out with past
employers, employees,and community leadership,what would we hear?
25. Are there any activities or incidents in your background that may reflect
negatively on your performance or that would be awkward or embarrassing
to us or you,if disclosed publicly?Are there any such concerns or
circumstances that we should be aware of or discuss at this time?-
26. Have you ever been terminated?If yes, please elaborate.
z
27. Have you or any organization you have served been the subject of litigation
over matters pertaining to civil rights violations,sexual harassment,or any
similar subjects?[]
28. We've asked you questions for a good time now;what questions do you have
for us?What matters need further discussion? Please be candid.
29. Should you be offered our position,what would be your availability?What is
your salary expectation?Would we need to agree on any conditions of
employment(employee agreement, severance pay,or relocation assistance)?
Source: ICMA,JOB HUNTING HANDBOOK FOR LOCAL GOVERNMENT MANAGERS,
2014, Page 43.
KB: 1/14/15
x
Doran Sims Wolfe Ciocchetti c1tYoon
Attorneys at Law
MEMORANDUM
TO: Mayor Michael Thomas
Councilwoman Christine Power
Councilwoman Megan O'Keefe
Councilman Cary Conroy
CC: Brenda Dewees, Interim City Manager
Robin Matusick,City Clerk/Paralegal
FROM: Aaron R. Wolfe,City Attorney
DATE: January 24,2019
RE: Interim City Manager Interviews
As you prepare to interview the candidates for the Interim City Manager position, you
should be aware that Florida and federal law prohibit certain types of queries. The following
described areas of inquiry should be avoided during your interview process:
1. Age: Do not ask questions which could reveal the age of the candidate. For
example, do not ask about dates of birth, dates of degree awards or dates of graduation from an
educational program. The Age Discrimination in Employment Act of 1967 protects employees 40
years and older. 29 U.S.C. § 621 et seq.
2. Disabili : B is improper to ask questions related to a candidate's health or physical
disability. The Americans with Disabilities Act of 1990 prohibits discrimination based upon
disability. For example, do not ask if a candidate has ever been hospitalized,takes medication or
about a candidate's general health.
3. Religion: Refrain from questions regarding the religious beliefs of the candidate.
For example,avoid asking whether a candidate is of a particular religious denomination or would
be routinely available for work related projects during a particular Sabbath period. Title VII of the
Civil Rights Act of 1964 prohibits employment discrimination based on religion. 42 U.S.C. §
2000 et seq.
4. National Origin and Race: Do not ask questions related to a candidate's national
origin or race. For instance,do not ask a candidate for information about their birth city or country.
Memorandum to City Council
January 24,2019
Page 2 of 2
Also, do not ask questions regarding the citizenship of candidates. Title VII of the Civil Rights
Act of 1964 prohibits employment discrimination based on national origin and race.
5. Gender:Avoid questions which appear to discriminate based upon gender or private
family matters. For example, avoid asking questions which deal with the applicant's ability to
balance the demands of family life and the workplace or a candidate's plans for raising children or
marriage. Also avoid questions regarding pregnancy,gender identity and sexual orientation. Title
VII of the Civil Rights Act of 1964 prohibits employment discrimination based on gender.
6. Marital Status: Refrain from questions which may reveal the marital status of the
candidate. For instance, do not ask questions eliciting information about a candidate's spouse.
Section 760.11, Fla. Stat.,provides that it is not permissible for employers to discriminate based
upon marital status. .
7. Organized Labor:Avoid questions which may reveal a candidate's prior or current
union involvement.
Please do not hesitate to contact me should you have any questions or concerns.
ARW:kl