03-31-90 Special
""1
£1" DF DELIA' BEA[H
100 N.W. 1st AVENUE DELRAY BEACH, FLORIDA 33444 407/243- 7 :O:OJ
REVISED
SPECIAL COMMISSION MEETING AT CITY HALL FOR PUBLIC INTERVIEWS
A special meeting will convene in the City Commission Chambers
for the purpose of providing the public the opportunity to
interview the City Manager candidates.
This meeting will conclude at the discretion of the Mayor and
Commission.
Saturday, March 31, 1990
. 10:00 A.M. Robert Bocwinski
.. lO:30 A.M. Robert Elliott
11:00 A.M. Thomas Mikulecky
11:30 A.M. David Harden
12: 00 Noon Carey Smith
cc: Mayor Thomas E. Lynch
City Commissioners
THE EFFORT ALWAYS MATTERS
Harch 14, 1990
Hayor and City Commission
100 N,W, 1st Avenue
Delray Beach, Florida 33444
Dear Hayor and Commissioners:
Some four months ago you appointed a City Hanager Search
Committee, charging us to seek out and recommend individuals we
felt had the education, experience and leadership ability to
serve as city manager of Delray Beach,
After reviewing over one hundred resumes, we are happy to
recommend the following persons (resumes enclosed): Robert S.
Bocwinski, David T, Harden, Robert Elliott, Thomas J, Mikulecky
and Carey F, Smith.
I have spoken with each of these five finalists to be sure
that they are still available and desireous of being considered
and in each case received an enthusiastic, positive response,
We suggest that they be brought to Delray Beach as soon as
possible for personal interviews and an opportunity to meet with
local leaders,
Our work being completed, I am honored to have had the
opportunity to serve with such fine citizens as Carole Shetler,
Spencer Pompey, Leon Weekes, Ray Gerner, Leo Blair, Ray Howland
and Dick Simmons and wish to express my thanks to each for their
dedication to this project.
Sincerely,
.,/
?I ~ ¿
\.:.."- ,~~
~en Ellings orth
Chairman
KElbf
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ROBERT S. BOCVINSKI
RESUME SYNOPSIS OF: 2300 Argonne Drive
Columbia Heights, MN 55421
, Telephone: (612) 571-0385 residence
(612) 788-9221 business
Social Security #~ ·044-30-4263
Chief Administrative Officer with broad leadership, management, and negotiating
experience within a variety of management structures; functional areas of
expertise include:
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- Budget & Finance: Preparation of annual budgets totaling up to $20.0
. mll1iort and five-year capital improvement programs of $10,0 million, oper-
. ating City-owned liquor stores, and purchasing/implementing data processing
systèms.
- Labor Re~ations: Establishing respected .relationships with organized
. émpioyee groups, negotiating labor' agreements ·with Teamsters, AFSCME, and
other'Uniona; experienced in grievance handling, mediation, and arbitration,
~ Community Development and Growth Relatedact~v1ties2 A~option,of Tax
Increment Financing Districts; preparation of Comprehensive Plans; actively
, . part~cipating ,in $40.Q m111hn public/private Downtown Revitalization
Program; effectively managed growth-related issues/problems.
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- Personnel Relations involving employees at every level: Managing staffs
of up to 500 employees; designing and implementing several different
Personnel Management Programs, initiati.ngextene1ve employee recognition
programs, establishing Quality Circles Program and'Team Management Process,
- Assisting City Council by: Conceptualizing ánd researching innovative
ideas/approaches to various City needs; providing effective supervision
in implementing Municipal Administrative and Fiscal Policies as approved
by Council.
- Public Relations and Lobbying. efforts: Use of various media, including
cable television, newsletters, and radio, to inform residents of City
activities; testifying before legislative committees to explain and
support local needs.
EXPERIENCE:
City Manager, Columbia Heights, MN (20,000 pop,) - 1978/present,
Director of Administration, Hennepin County Park Reserve District (now
Suburban Hennepin Park District), Plymouth, MN - 1974/1978.
Town Admistrator, Walpole, MA (20,000 pop.) - 1972/1974.
Town Accountant & Assistant to tbe Town Manager, P1ainvi11e, CT (17,000
pop.) - 1968/1972.
Accounting Supervisor for Southington Hardware Div., Modulus Corporation,
Southington, CT and Internal Auditor for G. Fox Company, Hartford CT - 1965/ .
1968.
EDUCATION:
Masters Degree in Public Adainistration, University of Hartford Graduate
School of Business & Public Administration, Hartford, CT.
Bacbelor of Science Degree in Business Administration, New England
College, Henniker, NH.
(for EXPANDED RESUME, see following pages)
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2300 Argonne Drive
Columbia Heights, Minnesota 55421
December 22,. 1989
J...,
Mr, Ken Ellingsworth, Chairman
City Manager Selection Committee
100 N.W. lst~ Avenue ,. , ; .
Delray BeachJ Florida 33444 ' ,
.. , "
Dear Mr, EI11n&sworth, .,
r would appreciate being considered for the position of City Manager
for the City of Delray Beach.
,
Enclosed is my resume which will provide you with a basic understanding
of my municipal experience, managerial qualificatiöns and dverall capa-
bilities,
With my background in public administration I am confident that my services
would be beneficial to the City of Delray Beach. As can be seen from my
resume, my overall experience is well suited to this position.
r would appreciate the opportunity to present myself to you and discuss
further my qualifications and experience.
~\1- ~~
Robert S. Bocwinski
Enclosures
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lW¡)ú,d S. 1}\){;WINSKI
2300 ¡\¿gOIlL<; Drive
EXPANDED RESUME OF: Columbia Heights, Minnesota 55421
Telephone: (612) 571-0385 residence
(612) 788-9221 business
Social Security #: 044-30-4263
PROFESSIONAL EXPERTISE:
Effective, results-oriented Chief Administrative Officer with broad leadership,
management, and negotiating skills; utilizes a "win-win" approach and a high
standard of personal integrity; experience includes directing and implementing
numerous innovative programs and services within a variety of management structures.
CAREER. PROGRESSION:
April 1978 to present:
CITY OF COLUMBIA HEIGHTS, Columbia Heights, MN - 20,000 population.
(First-ring Minneapolis suburb with Council/Manager form of government)
Accepted politically sensitive City Manager position involving community
factions with a historically difficult political environment; current
responsibilities involve preparation and administration of a $20 million
Operating Budget and a 5-year Capital Improvement Program totaling $10
million, plus personnel responsibility for 100 full-time and up to 400
part-time employees,
Community growth and developaent activities include:
- directing preparation of a Comprehensive Development Plan and
coordinating a $40 million joint public/private downtown development
program involving office buildings, shopping mall, 300-plus
condominium units, and two parking ramps with a total of 700 spaces;
, "halo effect" of this project resulted in development of
a refurbished, architecturally-consistent downtown area;
- anticipating problems and eliminating obstacles to pUblic/private
development, directing activities, and assuring compliance with
Comprehensive Plan;
- participating in formation of Tax Increment District to enable
- construction of a 154-unit townhouse/condominium development on
16 acres of City, School District, and privately-owned land;
, formed joint bonding venture with Cities of Robbinsda1e,
Brooklyn Center, and Moorhead, MN to provide Mortgage Housing
Revenue Bonds for first-time home buyers, thus making loans
available at below market interest rates and encouraging
turnover of existing housing stock;
- establishing an Economic Development District with tax increment
financing for a 70-unit townhouse complex built on combined vacant
and redeveloped parcels of city and privately-owned land;
, completed complex added approximately $7.0 million of market
value to taxable property;
- directing staff efforts to develop/implement, upon Council approval,
a new housing maintenance code and rental licensing ordinance with
enforcement procedures affecting approximately 7,500 housing units;
- conducting market research and feasibility study for additional
City-owned/operated liquor store; locating site, developing lease
agreement, gaining Council approval, directing fast-track construction
Page two
ROBER.T S. BOCVINSXI
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CAREER. PROGRESSION: CITY OF COLUMBIA HEIGHTS (continued):
recruiting operations manager, and completing 12,000 sq, ft, mass-
merchandising liquor operation within a four-month period;
. store's $2.5 million increased City's annual liquor sales
to $4.0 million.
Personnel & Labor Management activities include:
- initiating/directing a Comparable Worth Study of City's work force;
- utilizing participatory process in dealing with Division Heads and in
initiating team management with goal-setting/decision-making responsi-
biliti~s tailored to City's needs;
- reconciling differences and guiding Labor/Management Contract Negoti-
ations involving six bargaining units represe~ted by five Unions,
Data Processing activities Include:
- establishing/directing a computerized Public Works productivity
system to provide and analyze information regarding work activities,
employee productivity, and project costs;
- directing a needs assessment for computer applications and preparing/
implementing a comprehensive citywide information system/data proces-
sing master plan;
. coordinated activities of Finance Director and other key
personnel in developing priorities and researching/recommending
equipment;
- developing and implementing a networked computerized system with
security access codes for all financial and general administration
records and Police and Fire Department activities;
- negotiating a joint venture among six suburban communities and Anoka
County to purchase, install, and administer a Geographic Information
System (GIS) to provide data accessibility to all users, including
Computer Aided Design capabilities for public works projects,
Public Relations and Promotional activities include:
- preparing proposals and promoting support for major City Charter
revisions allowing City to bring financial system into conformance
with Generally Accepted Accounting Practices;
- currently implementing a one-year public information program involvi
ing neighborhood meetings to explain long-term master plan for --
replacement of City's deteriorating infra-structure;
, meetings with individual groups explain necessity for improvements
and projected cost savings of a planned, systematic approach;
- working with School District under joint powers agreement and admin-
istering recreation an~ adult education programs with annual budgets
of $875,000; also cooperate in securing and implementing various
public information and education grants;
- providing major assistance in developing/regulating City's Cable TV
franchise;
- participating in Legislative lobbying efforts for City and various
professional associations representing municipal interests.
Page three
ROBERT S. BO~~INSKI
CAREER PROGRESSION (continued): - .
June 1974 to March 1978:
HENNEPIN COUNTY PARK RESERVE DISTRICT (now SUBURBAN HENNEPIN PARK DISTRICT),
Plymouth, MN
(An independent operating agency formed by the State Legislatúre to acquire
and preserve pristine metropolitan area land with unique characteristics and
natural amenities; property holdings expanded from 22,000 to 26,000-plus
acres during employment)
Recruited as Director of Adainistration, reporting to Park Superintendent,
with finance, personnel, purchasing, land acquisition/management, legal affairs
and public relations responsibilities.
Financial activities included:
- administering $3.0 million Operating and $11.0 million Capital
development Funds;
. established budget process and directeØ District Staff in pro-
jecting, coordinating, and implementing annual Operating Budget,
- developing and implementing a Financial Reporting System capable
of interfacing with Hennepin County's computerized financial system;
- designing and initiating development of an Operations Cost Account-
ing System.
Personnel activities included:
- developing and implementing a Personnel Management System involving
pay plan, job evaluation process, and personnel policies affecting
120 full-time and 300 seasonal employees;
- maintaining favorable working relations with two Teamster Unions,
directing contract negotiations, contract administration, and grievance
administration.
Land acquisition/management, purchasing, and legal activities included:
- overseeing acquisition of trail corridor and park lands in five
counties;
. developed close working relationships with local officials in
drafting/implementing joint powers agreements and conducting con-
demnation proceedings;
- initiating/utilizing joint agreements with Hennepin County and other
metropolitan governmental units for acquiring property and purchasing
equipment/supplies;
- responding to interrogatories and participating in other litigation
procedures, the majority of which were related to risk management
problems.
Kay 1972 to June 1974:
TOWN OF WALPOLE, Walpole, MA - 20,000 population,
(Board of Selectmen/Town Administrator government with Representative Town
Meeting consisting of 250 voting members)
Hired as Town Adainistrator to serve as Chief Executive/Administrative
Officer under Town's first, newly adopted Home Rule Charter during
rapid growth period; implemented Charter's key administrative initiatives.
Page four
ROBEl.T S. BOCWINSKi
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CAREER PROGRESSION TOWN OF WALPOLE (continued)
Responsibilitie, included preparing and administering Town's $13,0
million Operating Budget (including $6.5 million School Budget), serving
as chief purchasing agent for both Town and Schools, negotiating labor
contracts with three AFSCME Unions, and providing leadership, coordination,
. and support services to various Town Boards and Commissions.
Town Adainstrator activities included:
- managing growth-related problems and developing policies for Board
of Selectmen approval involving water availability, solid waste, on-
site sewage disposal systems, and State Health Code enforcement;
- developing, promoting, and aggressively implementing extensive
public works projects including $2.5 million water system improvement
program, $1.5 million grants-in-aid for street improvements, and
several major sanitary and storm sewer improvements;
- initiating development of a computerized Financial Management Infor-
mation System to form basis of monthly financiãl reporting;
- directing complex annual budget process and presenting/exp1aining/
supporting proposed Annual Budget at Representative Town Meeting;
- revising Personnel System in conjunction with Personnel Board and
negotiating three multi-year labor contracts;
. successfully handled "sick-out" job action during negotiations;
- supervising maintenance of all public buildings including schools;
. worked closely with School Board, School Administration, and
Building Maintenance Committee;
- representing Town and Solid Waste Consortium while lObbying State
Legislature;
- serving as public relations spokesperson for Community Development
Program and implementation of new City Charter.
August 1968 to Hay 1972:
TOWN OF PLAINVILLE, P1ainvi1le, CT - 17,000 population,
(Council/Manager government with Annual Town Meeting)
Hired as Town Accountant & Assistant to the Town Manager; was later
designated Acting Town Manager during Manager's absences by action
of Town Council; responsibilities included:
- directing all Finance Department operations including accounting,
budgeting, property assessments, tax collection, and purchasing for
both Town and School District;
- serving as Administration Liaison with numerous Boards/Commissions
including School Board and School Building & Improvements Committee;
- playing lead role with Town Manager in preparing Community Development
proposals including financial data and bond issues;
, prepared three annual Five-year Capital Improvement Programs;
also prepared information for and coordinated $15.0 million of
, Bond Issues involving two new schools, three school additions,
water system and sanitary sewer system improvements;
. assisted with preparation/promotion of sewer and water develop-
ment proposals to serve industrial-zoned areas;
- assisting in negiating two Plainville Police Association (AFSCME)
Union Contrnctø.
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. ;Wut,H:r S. BO{.'HNSKl
CAREER PROGRESSION (continued):
July 1965 to August 1968:
Private sector employment included serving as Accounting Supervisor
for SOUTHINGTON HARDWARE DIV., MODULUS CORPORATION, Southington, CT (an
industrial hardware manufacturer), and Internal Auditor for G. FOX
& COMPANY, Hartford, CT (private1y~owned major department store),
EDUCATION:
UNIVERSITY OF HARTFORD, GRADUATE SCHOOL OF BUSINESS & PUBLIC ADMINISTRATION,
West Hartford, CT
Masters Degree in Public Adaistration.
NEW ENGLAND COLLEGE, Henniker, NH
Bachelor of Science Degree in Busines8 Adaini8tration with Accounting
major and Economics minor.
Attended numerous professional seminars (list available upon request).
PROFESSIONAL & COKHUHITY AFFILIATIONS:
International City Management Association
Metropolitan Area Management Association
Minnesota City Management Association
Minnesota Public Employer Labor Relations Association
Columbia Heights Chamber of Commerce, Board of Directors member
Immaculate Conception Church, Chairman of Capital Improvements Committee
Walpole Rotary' Club.
REFERENCES FURNISHED UPON REQUEST.
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3101 Eagle Lane (4U5) 234-ù40U (Bus .:
~' f.nid, Oklahoma 73703 (405) 237-:-7925 (Res,¡
STATEMENT OF QUALIFICATIONS AND EXPERIENCE
IN CITY MANAGEMENT
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- ROBERT C. ELLIOTT
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EDUCATION
Master of Arts in Public Affairs (1973)
Northern Illinois University
DeKa1b, Illinois
Bachelor of Arts in Political Science (1971)
Northern Illinois University
DeKalb, Illinois
PROFESSIONAL EXPERIENCE
July, 1986 to Present City Manager
city of Enid, Oklahoma
February, 1979 to July, 1986 city Administrator
city of Grandview, Missouri
October, 1973 to February, 1979 Assistant city Manager
Administrative Assistant
city of Blaine, Minnesota
. June, 1972 to October, 1973 Administrative Intern
. city of Woodstock, Illinois
PROFESSIONAL AFFILIATIONS
. International City Management Association
1989 Conference Planning Committee
American Society for Public Administration
city Management Association of Oklahoma
Secretary
Oklahoma· Municipal League
Energy, Environment, and Natural Resources Committee
Missouri city Management Association
Past chairman, Professional Development Committee
Missouri Municipal League
Past Member, Labor Relations Committee (1979-1986)
Minnesota Association of Urban Management Assistants
Past President (1978)
PERSONAL DATA
Married (Kathy), three children, age 40, height 6'¡", weight 185 lbs.,
Born: chicago, Illinois
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, , ORGANIZATIONAL. ACCOMPLISHMENTS
city of Enid, Oklahoma city Manager
July, 1986 to ?resent
Population: 48,00'0 ,
Budget: $25,900,000 General Fund .
$34,200,000 All Funds
Full-time Employees: 496
Present Salary: $59,160
Enid is a freestanding, full service community, 76 square miles in size,
serving as a major employment, educational, medical, and regional
commercial center in northwest Oklahoma, located 90 miles from Oklahoma
city and 120 miles from Tulsa. Enid is the home of Vance Air Force Base
and Phillips University.
Accomplishments under mv direction:
Directed community leadership and organized city .government initiatives in
response to rapid economic changes resulting from a post "oil-boom/bust"
regional economy.
Worked closely with the City Council on City financial issues. Introduced
strategic policy planning into the budget process and revamped budget
preparation procedures. Conducted a major administrative reorganization of
municipal services. Achieved a significant improvement in city fiscal
performance.
Generated strong policy support and community participation in economic
development planning and implementation. Passed by voter approval a 3/4
cent sales tax for economic development, projected to infuse $35-40 million
in economic revitalization and growth over twelve years. Participated in a
landmark pUblic/private venture for university retention and expansion
through formulation of a sale/leaseback plan with Phillips University.
Created the Enid Economic Development Authority to oversee economic
development programs and activities.
Other economic development initiatives included the creation of an annual
community celebration known as the "Enid Mid-America Summerfest",
acquisition of a large manufacturing complex for industrial revitalization,
economic development services contracting with the Enid Chamber of
Commerce, a targeted industry analysis, an economic development loan
program for small business, and voter approval of a city charter amendment
to offer a five-year sales tax exemption for manufacturing expansion.
Initiated aggressive legislative liaison activities with State government.
Secured a $4.0 million State construction of a human services treatment
facility. Lobbying efforts also resulted in creation of a State university
center as an adjunct to Phillips University, primary arterial and
industrial access highway funding, plus municipal water supply protection,
Adopted Council goals and priorities as a two-year city strategic plan and
conducted Council retreats semiannually on special City projects.
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oraanizational Accomplishments (Cont.}
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Achieved the designation of the municipal government as a pilot community
for energy management in the state of,Oklahoma.
Promoted community development programs involving initiatives for downtown
streetscape, storrnwater management, development impact regulations,
subdivision regulations, sign controls and airbase master planning and
. Expanded programming in residential and commercial rehabilitation
~on1ng.
loans, rental rehabilitation, historic preservation, and urban
homesteading.
Performed an $82.0 million advance refunding bond issue to reduce long-term
debt obligations for water and sanitary sewer utilities and to secure
capital financing for wastewater treatment plant improvements. Coordinated
construction of $8.5 million in plant improvements in meeting EPA mandates
for advanced sanitary sewer treatment.
Negotiated with military offjcials in accomplishing interconnection of
airbase sewage facilities with the city sanitary sewer distribution and
treatment system. Secured federal funding for off-base interceptor
construction and capacity charge payment.
Researched extensively private contracting proposals for wastewater
treatment and landfill operation and implemented final Council direction to
retain these operations under city workforce. Constructed a new l20 acre
municipal landfill facility.
Completed construction of a $4.5 million municipal conference center, with
formal dedication and opening in February, 1987. Worked closely with
business leaders in' generating conference and tourism activities.
Developed Enid public access cable television through the start-up of
PEGASYS (Public Education and Governmental Access System). Arranged with
local CATV company for construction of a PEGASYS TV studio. Televised city
. Council meetings. Produced and hosted weekly CATV programming on city
government activities and business promotion.
Monitored progress in municipal airport operations. Secured FAA and
Oklahoma Aeronautics Commission grant funding for glideslope improvements,
runway alignment lighting, pavement markings, beacon, capital equipment,
plus airport property acquisition.
Converted the municipal golf course operation to an enterprise activity.
Improved fiscal performance and adopted comprehensive rules and regu1~tionE
for golf course operation.
Instituted management team goals as part of strategic policy planning.
Published team goals in the annual budget document to promote community
understanding, of management priorities and innovations. Created
administrative committees for data processing, capital improvements, and
civil defense.
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Oraanizational AccomDlishments (Cont.)
.
Supported public safety endeavors in creation of a narcotics investigation
unit, 911 telephone system implementation, and drug education program in
community schools. .
Instituted personnel program changes including affirmative action policies,
cafeteria benefits plan, deferred compensation, employee recreation, and
numerous employee recognition activities. Served as a member of the Board
of Directors for the city pension system.
Adopted comprehensive revisions to city purchasing ordinances. Established
formal purchasing policies and guidelines. Supervised major purchases for
telephone communications system, computer networking, hazardous materials
program in the Fire Department, plus numerous other projects.
Supported the efforts of advisory boards and commissions. Developed an
advisory commission application process in maintaining timely appointments
to all boards and commissions.
Served actively as city representative on the public transit trust
authority and the area human services commission.
.
Promoted special programs for private contribution and endowments for
benefit of the city/county library and park system.
Represented the city organization on a frequent basis in community
relations activities.
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Orqanizational Accomclishments (Cont.)
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City of Grandview, Missouri city Administrator
~ebruary, 1979 to July, 1986
Population: 26,000
Budget: $10,500,000
Full-time Employees: 150
Grandview is a developing suburban community, 16 square miles in size, with
a diversified economic base, located in the southern part of the Kansas
city metropolitan area.
Accomclishments under mv direction:
Adopted by voter approval a 1/2 cent sales tax for transportation
improvements for an initial five-year period. In addition, organized a 5.6
million dollar bond referendum, approved by public vote, for street and
storm drainage improvements. Coordinated an additional 14.0 million
dollars in Federal and state funding for street, park, storm drainage,
sanitary sewer, and bridge construction. Instituted multi-year capital
improvements programming.
Examined and implemented administrative reorganization plans for the
community development, fire, and finance departments. Worked closely with
administrative staff'and elected officials in identifying reorganization
goals and strategies.
Made significant changes in the financial management program to improve
overall city financial performance. Automated the accounting and
management information systems. Revamped investment practices, auditing,
and banking services. Created a central purchasing control program.
Initiated a series of budget enhancements including program budgeting and
budget issue papers.
Created citizen advisory committees for economic development, public works,
transportation, municipal facility planning, senior citizens, emergency
preparedness, plus architectural control and signing. Assisted in the
formation of private corporations for city beautification and city heritage
promotion. Formalized a collaborative program for public/private cost
participation for park improvements.
Developed an effective elected officials' goal setting process. Adopted
city goals and objectives annually.
Achieved the lowering of the city's fire rating classification from class 6
to class 4 through major improvements in the fire service.
Reassigned emergency preparedness duties: increased state financial
support, developed the city's first emergency action plan, and directed
improvements for the city's emergency operations center (E.O.C.)
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Oraanizational Accomclishments (Cont.)
Created a police traffic unit with multi-year state grant.assistance;
started a municipal court liaison program: developed a new citizen
complaint process covering Police personnel; computerized police record
keeping and crime statistics; installed the 911 emergency te1ephQne system;
and constructed a new police gun range. Initiated a metropolitan task
force for constructing a regional minimum security prison facility.
Established the city's industrial development authority; processed city
approval of final IRB issues ranging from five to fifteen million dollars I
per year. Met with IRB applicants frequently in coordinating City approval
of commercial and industrial development.
Lobbied regularly on behalf of the city with state and County
representatives involving a variety of issues. started a monthly
legislative breakfast meeting with state representatives and members of the
city government, School District, and Chamber of Commerce.
Initiated comprehensive revisions to subdivision regulations, sign
controls, zoning provisions, and other development related issues.
Published a new development guide to facilitate community understanding of
city development standards. Produced the City's first public improvements
manual and construction procedures policy.
Directed the development of the City's master plan for the park system. I
Secured federal funding on a regular basis to p~om?te park improvements.
Served as City liaison to the U.S. corps of Engineers and other agencies in
the planning and construction of a 5,000 acre federal recreation/flood
'control project involving three separate municipalities. Sold the city's
sanitary sewer lagoon system as a part'of project development costs and
affected interconnection of the city's sanitary sewer system to the
regional treatment facility.
Facilitated the implementation of team management practices among staff
. personnel; introduced administrative regulations to improve operational
efficiency: established goal-oriented departmental work programs; and began
annual performance reporting procedures.
Maintained an effective reporting system with elected officials on all
city activities. Provided a weekly administrative report on major
activities and issues. Presented a new monthly publication devoted
entirely to City pUblic relations' achievements.
Participated in the formation and implementation of a metropolitan
consortium for pooling workers compensation insurance plus group medical,1 r
dental, life, general liability, police liability, and property coverages.
Made significant advances in the city's insurance protection and cost
control.
Arranged for the City to operate a state License Office for driver's " {
license and motor vehicle registration as a revenue producing enterprise.
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Organizational Accomplishments (Cont.)
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city of Blaine, Minnesota Assistant City Manager
October, 1973 to February, 1979 Administrative Assistant
Population: 28,000 .
Budget: $5,000,000
FUll-time Employees: 90
Blaine is a rapidly developing suburban community in the northern part of
the Twin cities metropolitan area.
Accomplishments and responsibilities:
Served as the second ranking administrative official responsible to the
City Manager for all facets of municipal operations. Appointed as Acting
city Manager for a one-year period in the absence of the city Manager.
Responsibilities included administrative services, personnel, labor .
relations, employee development, budgeting, insurance, safety,
grantsmanship, public information, and interdepartmental program
coordination.
Represented the City as negotiator with unionized employee groups.
Participated on two metropolitan labor relations committees involving
multi-emp~oyer bargaining.
Administered a comprehensive personnel system and initiated a personnel
policies and procedures manual, personnel records reorganization, employee
assistance program and performance appraisal programs for all regular
.
employees and professional staff.
Directed the planning and construction of a city hall expansion program.
Issued a variety of general obligation bonds, revenue bonds, special
. assessment bonds and industrial revenue bonds on an annual basis.
Organized and devéloped major comprehensive planning programs for a city
Master plan, stormwater control program, and water utility. management.
Outlined' a three year, seven million dollar capital expenditure and debt
retirement program for water and sewer utilities.
Formulated successful grant programs involving industrial development,
community development block grants, manpower services, and outdoor
recreation.
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Oraanizational AccomDlishments (Cont.)
. .
city of Woodstock, Illinois Administrative Intern
June, 1972 to ,october, 1973
population: 11,000
Served in an intern capacity in the Office of the city Manager under a
fellowship arrangement through Northern Illinois University. Conducted
special research studies in housing, land use planning, annexation,
stormwater control, and landfill operation.
References:
Professional references will be furnished upon request.
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THOMAS J. MIKUlECKY
228 E. HIGH POINT ROAD · PEORIA, ILLINOIS 61614
January 3, 1990
Mr. Ken Ellingsworth
Chairman, city Manager Selection Committee
100 N'tv 1 st Ave.
Delray Beach, Florida 33444
Mr. Ellingsworth:
Please accept my application for the position of city
manager of Delray Beach. My resume is enclosed, and
additional information is available on request,
including professional and personal references.
I s:t¡;;' .
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Thomas J.~eCkY
Attachment
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RES U M E
. THOMAS J. MIKULECKY
Home: 228 E. High Point Drive, Peoria, Illinois 61614
(309) 692-2933
Office: 419 Fulton street, Peoria, Illinois 61602
(309) 672-8524
PROFESSIONAL EXPERIENCE
July, 1987 - present. City Manager, Peoria, Illinois
Responsible to a nine-member city council for the management of
750 employees organized in thirteen departments. Emphasis has
been on economic development/diversification, restoration of normal
labor/management relations, and on creativity in budget and financial
planning.
Specifically:
1) responsible for facilitating and overseeing negotiations for
redevelopment agreements on priority projects and City participation
therein; liaison with public and private organizations in partnerships
created to further economic development;
2) led negotiations for what was in some instances the first
contracts with eight labor groups representing City employees,
thereby settling considerable litigation, conflicts and low morale
situations caused by negative labor relations;
3) began the multi-year process of upgrading the budget process
whereby the Council has increasingly clear policy choices; progress
toward full cost accounting and program attribution. Difficult
municipal financial condition has improved with limited economic
recovery and with improved procedures and formatting of financial
policy choices.
May, 1978 - July, 1987. City Manager, Bart1esvi11e, Oklahoma
Responsible to a five member ci ty council for the management of
390 employees in sixteen departments. Emphasis on the restoration of
basic services, the necessary facilities planning, and the
professionalization of city staff.
Specific accomplishments:
1. Construction of basic service facilities
A. Construction of a wastewater treatment plant and the first
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Thomas J. Mikulecky ì
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PROFESSIONAL EXPERIENCE (cont'd)
reconstruction (and regular maintenance) of sewer lines.
B. streets and arterials through a 1982 sales tax-funded three-
year construction program, followed by an arterial planning
process to determine new priorities.
C. storm drainage construction.
D. Water facility construction ~nd long-range planning for water
acquisition, transport and treatment.
3. Disaster response and renèwal
A. Tornado of 1982 which sustained approximately $9.5 million
damage to private and public property, requiring concerted and
coordinated leadership in response and recovery.
B. Corporate takeover efforts of 1984-1985 of the largest local
employer, which generated a massive community support for the
employer and initiated efforts focused on economic
diversification.
C. Corporate problems in the face of oil price declines, causing
a decline in local economic activity, locally derived public
revenues, and, therefore, "cutback management".
D. The "great flood of '86". damaged 1204 housing units and 169
business structures, tested the city's emergency response
capacities, and instigated a massive cleanup and
reconstruction effort.
4. Cultural and amenities project improvements
A. The construction of a $13 million Community Center for the
local performing arts and community activities.
B. Planning for a new public library.
C. Significant park improvements including a major local
attraction -- The Pathfinder Parkway, and a planned and
partially implemented capital improvement program for all City
park facilities.
5. Internal services
A. Fleet maintenance scheduling, disciplining periodic
maintenance and extended life of vehicles and equipment.
B. Upgrading of the financial reporting and accounting system
near to the point of qualifying for GFOA's "Certificate of
Conformance".
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Thomas J. Miku1ecky
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PROFESSIONAL EXPERIENCE (cont I d)
July, 1975 - ' Ma y , 1978. County Manager, Summit County, Colorado
Responsible for management of an organization of 100 employees and
the following functions: engineering, planning, wastewater
treatment, roads and bridges, extension services, environmental
health, building inspection, social services and public health.
Responsible for financial and personnel management of elected county
offices, including the assessor, treasurer, clerk and recorder, and
sheriff. Development of a consolidated communications and building
inspection service for towns and unincorporated areas of the County.
Development of a performance measurement system for personnel
evaluation, and program-based budget.
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July, 1971 - June, 1975. Director, Graduate Program in Public
Administration, Associate Professor of Political Science - South
Methodist University
Responsible to the Academic Council for program administration and
instruction in urban management: evaluation of applicants and MKPA
degree candidates and coordination of inter-school and
interdepartmental training; instruction in intergovernmental
relations, planning administration, productivity management, fiscal
and personnel administration, and management practices. Concurrent
community activities: technical support to the Dallas Health Panel,
North Central Texas Regional Transportation Program and Manpower
Planning Program.
January, 1968 - July, 1971. Assistant to the City Manager for
Intergovernmental Relations, City of Dallas, Texas
Responsible for program development, followed by identification,
acquisition, coordination and evaluation of intergovernmental
(grant-in-aid) activities in all functional areas of municipal
responsibility; administrative responsibilities: planning programs
relating primarily to housing, urban renewal and code enforcement,
transportation, traffic safety, criminal justice, health, emergency
medical services, library service; also in neighborhood
rehabilitation, human services integration, community service center
development, and other projects for and on behalf of the city manager;
staff support to functional task forces of the Goals for Dallas.
January, 1965 - December, 1967. Urban Programs Analyst,
Department of Community Development, City of Tucson, Arizona
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Thomas J. Mikulecky
Page 4
PROFESSIONAL EXPERIENCE (cont'd)
Program development in housing, code enforcement, renewal,
rehabilitation and related project areas; technical assistance to city
departments in design of grant-in,:",aid applications; program
development; annexation program administration and promotion;
economic-industrial development program design; staff assistance to
Tucson Community Goals Committee.
1962 - 1964. Administrative, Investigative; and Intelligence
Officer, U.S. Marine Air Support Squadrons I and III
Squadron personnel legal and operations administration;
investigation, prosecution and defense of military code violations.
EDUCATION
Ph.D. in Political Science/Public Administration,
University of Arizona, 1970. dissertation:
"Intergovernmental Relations in Tucson Community
Development."
Master of Arts Fletcher School of Law and Diplomacy, Tufts-Harvard
Universities, 1961.
Bachelor of Arts Political Science, University of Minnesota, 1 960.
Elementary and Glencoe Public Schools, Glencoe, Minnesota, 1956;
Secondary Scholarship recipient: American Field Service to
Germany.
CONCURRENT AND ADDITIONAL PROFESSIONAL EXPERIENCE
Consulting projects: Plan for metropolitan governmental
reorganization for the bi-state Texarkana (Texas/Arkansas) Metro Plan
(1975); and Victimization study for the Dallas Area Criminal Justice
Council (1974).
Radio announcer of KOLD ( CBS) , Tucson, Arizona (1965-1966); and
KUOM, Minneapolis, Minnesota (1959).
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SELECTED PUBLICATIONS AND WRITINGS ,
"Intergovernmental Relations strategies for the Local Manager",
Public Administration Review. (July-August, 1980) , pp. 379-381 .
(editor), Human Services Integration. A special publication of
the, American Society for Public Administration, (Washington, D.C.,
1974).
(editor) , Handbook for Administrators of Small. Cities. Accepted
for publication in 1975 by the International City Management
Association, (Washington, D.C., pursuant to a grant made by the U.S.
Civil Service Commission under provisions of the Intergovernmental
Personnel Act of 1970).
(editor), What Makes Our City Run: A Handbook for Council, Board,
and Commission Members. Prepared by the Graduate Program in Public
Administration and the Institute of Urban Studies, Southern Methodist
University, upon completion of the conference on December 4, 1 971, and
supported by a grant under Title I, Higher Education Act of 1965, and
published Spring, 1972.
Governmental Organization and Authority in Metropolitan Areas,
"Municipal Organizational Authority." A report published by the Texas
Urban Development Commission, (Austin, Texas, 1971 ).
"Suggested Direction for Library Planning and Collaboration in the
Dallas Area." A report to the Dallas Area Library Planning Council,
"Goals for Dallas".
"Broader Housing Base, A New Course for Cities," Texas Town and
City. September, 1 969.
"Job Fair, 1968," Public Management. April, 1969.
PROFESSIONAL AFFILIATIONS
International City Management Association
Illinois City Management Association
City Management Association of Oklahoma: Board Member, 1982-83;
Treasurer, 1983-84~ Presid~nt, 1984-85.
American Society for Public Administration - President, North Texas
Chapter, 1973-74
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Thomas J. Mikulecky
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PERSONAL DATA ..
Date & Place of Birth: November 8, 1938, Minneapolis, Minnesota
Height: 6'4"
Weight: 210 lbs.
Family: Married - Patricia Anne Chwierut
Children - Joseph Michael, May 2, 1964;
Christine Marie, November 23, 1966; Paul
Thomas, May 24, 1969, and Susan Jane, May
3, 1973.
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5 South Central Ave.
Apopka, Fla. 32703
January 20, 1990
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Mr. Ken Ellingsworth, Chairman
city Manager Selection Committee
100 N. W. 1st Avenue
Delray Beach, Florida 33444
Dear Mr. Ellingsworth:
I am very interested in the position of city Manager for Delray
Beach which you advertised in the December 18, 1989 issue of the
ICMA Newsletter. After twelve years as city Manager of winter
Park, Florida, I am looking for a management position with a
larger local government.
At winter Park I was responsible for managing all services
provided by the city. In addition to the usual municipal
services, we had several which are not common for Florida cities
our size. These included our own public library, a public bus
system and an extensive aquatic plant management program. The
1989 operating budget was $27,000,000. We had 400 employees.
winter Park's water and sewer systems served a population of
50,000 - 60,000 which included large areas outside the city.
Before coming to Winter Park I worked for Orange County,
Florida. While with Orange County I was deeply involved in
growth management, land use and transportation planning for the
County to deal with the impact of the Walt Disney World
development. At Winter Park I continued my involvement in land
use, environmental and growth management issues.
I have strong budgeting skills and have successfully dealt with
the challenges of sound fiscal management over the last twelve
years. The quality improvement process I introduced proved very
effective in team building, staff development and strengthening
employee relations.
I am keenly interested in historic preservation. We now live in
a Victorian house which we have restored. It has just been
approved by the state for nomination to the National Register of
Historic Places.
The enclosed resume summarizes my accomplishments in the field of
local government management. My education and experience have
made me well qualified to serve as your city Manager. I look
forward to discussing this position with you soon.
Sincerely,
/ ,(' . \ P
l-tt.. ~ ¡.. -r . l, cl.... :-. _ __.
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Synopsis of Resume of 5 South Central Avenue
David T. Harden Apopka, Florida 32703
Phone: 407 886-0747
JOB OBJECTIVE
city Manager of De1ray Beach, Florida
EMPLOYMENT
4/89-present Consultant, self employed
3/77-3/89 city Manager, winter Park, Florida
6/74-3/77 Assistant city Manager for Planning, Winter Park,
Florida
3/71-6/74 Planner, Orange County, Florida Planning
Department
12/69-3/71 Control Division Officer, Cecil Field Naval Air
station, Cecil Field, Florida
10/68-11/69 Supply Officer, USS Clarion River (LFR 409),
FPO San Francisco, California
EDUCATION
1960-64 Emory University, Atlanta, Georgia
Graduated 3/64, Bachelor of Arts in chemistry
1965-67 Georgia Institute of Technology, Atlanta, Georgia
Graduated 6/68, Master of City Planning
11/67-3/68 U.S. Navy Officer Candidate School, Newport, R.I.
3/68-9/68 U.S. Navy Supply Corps School, Athens, Georgia
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EMPLOYMENT HIGHLIGHTS
4/89-present Consultant, self employed
Prepared stormwater utility studies and environmental audits.
Assisted in researching and writing a manual on employee
incentive programs in local government. Prepared nominations of
homes to the National Register of Historic Places.
3/77-3/89 City Manager
City of Winter Park, Florida
-Began a program to reverse the deteriorating water quality of
the lakes in the city. Revitalized parks and playgrounds with
enhanced landscaping and modern play structures financed by
private donations.
-Used innovative regulations and vigorous code enforcement to
successfully control the intense growth pressures of the
Metropolitan Orlando area to preserve the character of winter
Park while still accepting change.
-Restrained budget growth to an average of five percent per year
during the high i~f1ation years between 1977 to 1982 while
maintaining or improving service levels. Expanded police and
fire departments and developed an outstanding crime prevention
program. Established fiscally sound street resurfacing and
vehicle replacement programs. Kept city salaries competitive.
-Obtained $2,650,000 in Economic Development Agency grants which
were successfully used to construct a new library, an addition to
city hall, storm drainage facilities and sports facilities.
-Negotiated acquisition of water and sewer system serving 18,000
accounts in Winter Park and suburban areas east and west of the
city. Developed a long range capital improvements program to
optimize fire flows and reliability in the water system.
Implemented a program to use highly treated wastewater for
irrigating parks, golf courses and athletic fields.
-Instituted a quality improvement process to involve employees
throughout the city in improving efficiency and effectiveness in
the delivery of city services.
-A 1988 finalist in the All America cities competition.
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6/74-3/77 Assistant City Manager for Planning (Planning
Director), City of Winter Park, Florida ,
Completed and implemented winter Park's first comprehensive plan.
Obtained a Small cities Community Development Block Grant and
successfully implemented the first housing rehabilitation program
in Central Florida. Served as Acting City Manager in the absence
3/71-6/74 Planner
Orange County, Florida, Planning Department
Drafted revised subdivision regulations. Prepared development
plans for portions of the county. Developed road construction
priorities for inclusion in the state's five year 'road
construction program. Served as chairman of the Orlando Urban
Area Transportation Study Technical Committee.
12/69-3/71 Control Division Officer
Cecil Field Naval Air Station
Managed a $40,000,000 inventory of 43,000 line items through 42
civilian and 10 military employees. Functions supervised included
purchasing, stock control, receipt control and high priority
requisition expediting.
10/67-11/68 Supply Officer
USS Clarion River (LFR 409)
Supervised 21 men in performance of payroll, retail store, food
service and repair parts inventory management functions. Awarded
Navy Achievement Medal for outstanding performance.
PUBLICATIONS
"Using Employee Incentives as a Motivational Tool," MIS Report,
September, 1984.
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P. O. Box 22841
Hilton Head Island, S. C. 29925
January 14, 1990
Mr. Ken Ellingsworth, Chairman
Selection Committee
100 N.W. 1st Avenue
De1ray Beach, Florida 33444
Dear Mr. Ellingsworth:
I am interested in the position of City Manager for
Delray Beach. I have enclosed my resume for consideration.
My present work as a senior consulting associate in-
volves me primarily in human resource management services,
strategic planning, economic development and local leader-
ship training. I possess twenty-one years of diverse pub-
lic management experience, seventeen of which were served
as city manager. This background has provided a strong
and continuing series of challenging opportunities to
successfully administer the activities of excellent organi-
zations.
The most recent ten years of my city management career
involved service in two rapidly growing coastal residential/
resort communities. I acquired extensive growth management
technical and conceptual knowledge and the ability to pro-
vide quality public services and plan for major capital in-
vestment demands in an environment significantly impacted
by seasonal population flucuations.
I relate comfortably and effectively with elected
officials in creating workable partnerships with staff
and citizen groups in meeting human and community needs.
I am an articulate representative of the municipal govern-
ment and its interests and an effective communicator, both
orally and in writing.
I look foward to an opportunity to discuss my interest
in more detail in serving the citizens of Delray Beach as
City Manager.
;;~;;+ltþA 7r
Carey F. Smith
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(~"ARE\~ F. SMITH
p, 0, Box 22841 803-757-2378
Hilton Head Island. S. C, 29925
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CAREER OBJECTIVE
To utilize fully and effectively the broad knowledge, experience and training
that my background exemplifies in a senior level management roie which
challenges my resourcefulness and provides an opportunity for professional
growth.
SUMMARY
Twenty-one years of diverse experience in a pUblic sector environment
addressing a wide variety of problems and issues. Special effectiveness in
policy development, multi-faceted services management, as a resource
coordinator through creative working partnerships and as a communicator
and motivator of individuals and groups. Natural, responsive team player
with excellent interpersonal and writing skills.
MAJOR ACCOMPLISHMENTS
111 Organized a municipal government following incorporation which empha-
sized growth management, negotiation of functional public service agree-
ments avoiding duplication of services and taxes, the innovative use of
citizen/volunteers to support organizational objectives and the creation
of municipal/private projects to solve problems and meet citizen needs.
111 Established pay for performance incentive systems which combine merit
evaluation with performance planning techniques to link compensation to in-
dividual goal-setting and creating productivity improvements with increased
service-oriented values among staff members.
111 Interacted successfully with elected officials, professional staff and citizen
resources to formulate and guide enactment of a completely new compre-
hensive plan and very sophisticated growth management policies for an en-
vironmentally sensitive island experiencing significant population and devel-
fopment expansion.
'" Developed a 500 acre light industry/office park and a 100 acre regional
park and recreation complex, while masterplanning an adjacent riverside
beautification site; used innovative capital financing strategies avoiding the
borrowing of funds on a long term basis for the improvements.
'" Initiated a comprehensive shoreline protection and improvement plan to
address development and environmental issues by linking unique aesthetic/
site design regulations with a thorough geological and engineering research
effort designed to lead to the construction of a $ 10 million beach sand re-
plenishment/dune restoration project insuring the economic vitality of the
recreational beach.
.. Implemented a workable organizational plan to fully consolidate police and
fire operations into a single public safety department resulting in a fire rating
up-grade, increased operational readiness and capability, reduction of per-
sonnel turnover and elimination of departmental rivalries.
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'It Conducted a major reassessment of existing capital plans for long term water
suppHes and guided the newly redesigned conceptual plans through ex ten-
,tive scientific research, a rigorous permitting process, complex engineering
dê"~ and complete project financing leading to the construction of a 30
m~g. surface water treatment facility.
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'It Utilized multiple financing techniques to plan and Implement a five-year, $55
million capital Investment program funding fro jects such as a major law en-
forcementl court and detention facility; a 3 m.g.d. wastewater treatment
facility; sizable water pumping/storage and distribution expansion and new
recreation centers among other proJects.
'It Involved In coordinating participative leadership efforts to achieve communi-
ty goals In a variety of group settings that dealt with such issues as: air
service marketing strategies; downtown railroad relocation; reQlonal water
and sewer treatment consolidation; downtown masterplannlng and Improve-
ment; emergenc~ management planning and communications consolidation;
and state/local h ghway design/financing agreements to accelerate local
transportation Improvements.
'It Managed the creation and successful use of a computerized growth Inven-
tory database and Initiated flnancln~ and research efforts for a geographic.
Information syatem, all In support 0 rigorous land mana~ment policies and
de"Qt1 performance standards for site and aesthetic rev eWe
MANAGEMENT BACKGROUND
Currently Archer Consulting, Inc. Rock Hill, S. C. and The Edgewater
Institute, Bluffton, S. C.
Senior consulting associate with responsibilities emphasizing
Involvement In pUblic polley formulation, strategic plannlnQ
and community development, local leadership training, collab-
orative technic a' assistance and human resource management
services.
10/88-12/88 Spedal Advisor, Town of Hilton Head Island, S. C.
10/83-10/88 T own Manager, Hilton Head Island, S. C.
First manager following Incorporation of this 42 sq. mi. premier
residential/resort community located along the southeastern
coast of South Carolina. The municipal government provides
public services through a unique combination of public/private
contracts and service agreements along with typical municipal
o~eratlng services. The municipality has service responsi-
b IItles encompassing over 1.1 million visitors each year and
utilizes Its very active permanent population as a valuable vol-
unteer resource In rapidly growing and changing conditions.
3/80-10/83 City Manager, Myrtle Beach, S. C.
Fast grOWln~, economically dynamic coastal city with an
average da~ public service population of 60,000 persons
and a peak ay public service demand for a rOPUlatlon of
200,000 persons. An Important regional retal sales center
and dlverslfb'n~ resort/convention destination. The communi-
ty Is visited ~ million persons ~earlY and provides a super-
Ior quality res dentlalllfestyle wit excellent public and private
recreational amenities.
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6/74- 3/80 City Administrator, North Augusta, S. C.
. Suburban community located in metropolitan area of 400,000
persons with large medical/educational and governmental/
military installations and employers. Expanding high quality
residential growth combined with a developing commercial
base through annexation. Served the community as its first
city administrator.
6/72- 6/74 City Manager, Dillon, S. C.
Growing area retail center of 10,000 persons in a transitional
agricultural- based economy and located along a major in-
dustrializing interstate corridor in northeastern South Caro-
lina. Served as first manager for the city in addressing utility
expansion, city-county consolidation and economic growth.
RELATED EXPERIENCE
8/70- 6/72 Local Government Training Associate, Institute of Govern-
ment, University of Georgia, Athens, Georgia. Developed
and coordinated training and technical assistance programs
in state and local governments in Georgia.
1/68- 8/70 Assistant to City Manager, Spartanburg, S. C. Responsible
for general staff duties and specified line management re-
sponsibilities in this manufacturing community located in the
rapidly growing Charlotte-Atlanta corridor in northwestern
South Carolina.
11/65- 1/68 Operations Manager, Roadway Express, Inc. Greenville, S. C.
Responsible for terminal freight operations, profit and loss,
labor relations and limited sales activities for a national
motor transportation company.
5/64-11/65 Administrative Assistant, Greenville Hospital System, Green-
ville, S. C. Provided general staff assistance directly to
the administrator of a satellite hospital.
EDUCATION
The University of Georgia, Athens Ga. M.P .A. 1972 Public Administration
The Citadel, Charleston, S. C. B.A. 1964 Political Science
OFFICES AND MEMBERSHIPS
Full Member, International City Management Association
Past President, S. C. City and County Management Association
Rotary Club, Paul Harris Fellow
Graduate, Leadership South Carolina
American Society for Public Administration