Item M04
BOARD OF COUNTY COMMISSIONERS
AGENDA ITEM SUMMARY
TIME CERTAIN
REQUESTED
Meeting Date: Mav 19. 2004
Division:
BOCC
Bulk Item: Yes
No -X....
Department: DISTRICT 5
AGENDA ITEM WORDING:
Report by Colin Baenziger on the status of the County
Administrator search and selection of finalists to interview.
ITEM BACKGROUND:
PREVIOUS RELEVANT BOCC ACTION:
CONTRACT/AGREEMENT CHANGES:
STAFF RECOMMENDATIONS:
TOTAL COST:
N/A
BUDGETED: Yes
No
COST TO COUNTY:
SOURCE OF FUNDS:
REVENUE PRODUCING: Yes
No
AMOUNTPERMONTH_ Year
APPROVED BY: County Atty _ OMB/Purchasing _ Risk Management_
DlVISIONDIRECTORAPPROVAL: ~ c...~~
MAYOR MU~. NELSON
DOCUMENTATION: Included ~ ToFollow_ NotRequired~
DISPOSITION:
AGENDA ITEM # m t.J
Monroe County
County Administrator Semi-Finalist Ballot
May 19, 2004
Commissioner:
t1~(~
.
Please check off the five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown
David Bullock 2-
Shaun Carey t
Thomas Hoover
George Hunt 4
.
Donna Landeros
Michael Stampfler
Thomas Stewart
-)
-~
Monroe County
County Administrator Semi-Finalist Ballot
May 19,2004
Commissioner:
"'pi-So ;/vI
Please check off the five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown
David Bullock V-
V C
Shaun Carey
Thomas Hoover
George Hunt V
Donna Landeros
Michael Stampfler V
Thomas Stewart V-
Commissioner:
Monroe County
County Administrator Semi-Finalist Ballot
May 19, 2004
16 r( J
;
I
Please check offthe five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown
David Bullock
Shaun Carey
Thomas Hoover
George Hunt
Donna Landeros
Michael Stampfler
Thomas Stewart
V"-'
v
./
v
vi
D~ 6 n.- uC---
1
Monroe County
County Administrator Semi-Finalist Ballot
May 19, 2004
Commissioner:
ILl u- J;L?
Please check off the five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown
David Bullock V--/
Shaun Carey ~/
Thomas Hoover
George Hunt ~
Donna Landeros ~
Michael Stampfler
Thomas Stewart
~
Monroe County
County Administrator Semi-Finalist Ballot
May 19, 2004
Commissioner: ~< A LA~
Please check off the five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown /
David Bullock /
Shaun Carey /
Thomas Hoover
J
, ,.J
George Hunt ~
"
.~~
Donna Landeros )
~
Michael Stampfler / ..j~
/ . ~
Thomas Stewart ,~
~"
~'
;>..
o
U
~
(1)
ta
"0
:.a
1a
u
~ ~ '* *
I I
-
ro
......
~ -I~\.n - SM c-l ~
\\ \
\
CIl I-<
(1)
..::.:: I-< 0 ~ t
g~~~.......g~~
I-< ::s ~ 0 S 1a Ci:l (1)
o:lo:lu~~~iZiiZi
Commissioner:
Monroe County
County Administrator Semi-Finalist Ballot
May 19, 2004
Please check off the five candidates that you would like to invite for an interview in Key West on
June 4th - 5th 2004.
Larry Brown
David Bullock
Shaun Carey
Thomas Hoover
George Hunt
Donna Landeros
Michael Stampfler
Thomas Stewart
j
j ~
j ~
J
j ~
J do -
J ~ ~,
-
J ~
Monroe County
County Administrator Interview Guide
June 4th to June Sh, 2004
Prepared by Colin Baenziger & Associates
/'Y\ .i
Monroe County
County Administrator Interviews
Table of Contents
The Interview Scheel ule.........................................................................................1
The Interview Process............................................................................................11
Interviewing Candidates
Possible Interview Questions
Areas Not To Explore During the Interview Process
C andi dates Res um es. .............. ................................................................ ............... .111
Larry Brown .............................................................................................. 111-1
David R. Bullock .................... ....................................... .................... ....... III -6
Sha un Carey............................................................................................... III -10
Thomas R. Hoove~.................................................................................. III -11
George N. H unt......................................................................................... III -14
Donna Landeros .......................................................................................111-20
Michael L. Stam pf1e~............................................................................. III -22
Tho mas F. Stewart .................................................................................. III - 27
C onsultan ts' Interview with Candidates .......................................................IV
Larry Brown ................................................................... ........................... IV -1
David R. Bullock ...................................................................................... IV -4
Sha un Carey..................... ......... ...... .......... ...... ......... ......... ......................... IV -6
Thomas R. Hoover........................ ............ ..... .................... .... .......... ........ IV -8
Geo rge N. Hunt..... .................................................................................... IV -10
Donna Landeros ....................................................................................... IV -12
Michael L. Stam pf1e~............................................................................. IV -14
Thomas F. Stewart .................................................................................. IV -16
Candidates' Current Salary ................................................................................V
The Interview Schedule
I
~
~
~
~
~
=:
~
(1)
.0
-
-
.~
t/)
(1)
~
"'0
:a
ta
u
rJ'i
I::::
o
.~
"'0
o
5
5
o
o
o
Cd
00
I::::
.~
:.:::
"'0
I::::
Cd
t/)
>.
(1)
~
(1)
..t::
......
t/)
t/) ..... (1)
;:jt/)..t::
o (1) ......
.~:> ......
"'00;> Cd
o >. t/)
...... (1) (1)
t/) ~ t/)
5 I:::: g
.......- 0..
~t::t/)
(1)0"'0
1-0 t/) I::::
-(1) Cd
~ ~ t/)
o >..B
- (1) Cd
oS~:-5!
.- "'0
~ "'0 ta
~tau
e 0 1-0
t/)~tS
(1) 0.. I::::
~ ;:j 0
"'0 .-
. - "'0 0..
"'0(1)<1)
I::::...lod 0
Cd 0 (1)
u 's.. ~
e
P..
o
o
on
B
e
P..
o
M
M
-
Cd
~
Cd
o
t/)
t/)
(1)
I::::
.-
t/)
;:j
.0
t/)
.-
(1)
1-0
~
t:
o
t/)
~
>.
(1)
~
"'0
ta
o
(1)
(1)
1-0
......
(1)
:0
;:j
o
o
e
P..
o
M
t"'-
o
......
e
P..
o
M
on
~
~
~
.,r
~
=:
~
GZ
e
.-
-
-
=
.:
-
-
>.=
(1) 4.l
~-
Cd =
tt=~
(1)':
..t:: ~
...... ~
>.4.l
-.:
.0_
.;; ~
t/)_
o =
0.. .-
1-0"0
o 4.l
'::t:
(1) 4.l
(1) ~
1-0 =
en .-
I:::: tl
o e
E =
o =
5-
.- =
fZJ =
0-
o ~
...... 1-
...... .-
~ 4.l
00':
1::::-
:a "0
~ =
;:j =
a::l:
o~
~
O~
(1)~
oS =
~ ~
t/)"O
1-0 4.l
(1)-
I:::: ~
o..s:
.- 4.l
~ ~
.- 4.l
5.c
5=
0'-
u ~
(1) ~
..t::~
...... .-
..t::o;
.t:: =
~=
~~
'-
~~
t (1)
.....E
~ (1)
~~
=: Cd
QE
I (1)
=: 5
~ 5
;>
~c3
~ on ~ M N ......
t;l t;l t;l t;l t;l
..c:l .- .- .- .- .-
Q) ~ - ~ ~ ~
Cd
0.. I:::: = I:::: I:::: I::::
C/J .- .- ~ ~ ~
~ ~
~ M N ...... on
Q) t;l t;l t;l t;l .~
0 .- .- .- .-
~ - ~ - - ~
Cd Cd Cd
I:::: I:::: I:::: I:::: I::::
.- ~ .- ~ ~
~ ~
....... M N ...... on ~
=
Q) t;l .~ t;l ~ .~ :~
bI) .- .-
;:j ~ ~ ~ e ~ ~
Q) I:::: I:::: I:::: ~ I:::: I::::
Z .- ~ .- ~ .-
~ ~ ~
= N ...... on ~ M
0 t;l .~ t;l .!J t;l
CIJ .- .- .-
...... ~ ~ ~ ~ ~
Q)
Z I:::: I:::: I:::: I:::: I::::
~ ~ ~ ~ ~
>. ...... on ~ M N
0 ...... t;l t;l t;l t;l
t/)
u .- .- .- .- .-
~ ~ ~ ~ -
0 Cd
::;E I:::: I:::: I:::: I:::: I::::
.- ~ ~ .- ~
~ ~
s V\ V\ V\ V\ V\
t'd 0 ~ V\ ('f') ......
. . . .
V\ 0 0 0 ...... N
Q) N ...... ...... ...... ...... ......
S 0... .s 0 0 0 0
.- ....... ....... ....... .......
E-4 0 V\ V\ V\ V\ V\
....... 0 ~ V\ ('f')
V\ N . .
~ 0... 0 0 0 ......
...... ...... ...... ......
00
'i:'
(1)
E
(1)
u
~
E
(1)
5
I::::
1-0
(1)
;>
0
0
>.
(1)
~
tt=
(1)
..t::
......
1-0 ...... M on
0
'-" (1) =It: =It: =It:
~ S t;lt;lt;l
(1) ...... ...... ......
.- --- rJ'i
"'0 ~ Cd Cd Cd
- I:::: I:::: I:::: ~
'3 ...... ...... ......
I:::: ~~~ (1)
a::l e 'E
0
~ (1)
2 .5
Eo-< e e e
(1) 0 1-0
.-
..t:: 0 P..P..P.. (1)
...... N ..t::
~ on on on ......
...... ...... ...... ...... 1-0
I:::: I-o~ ......NM (1)
0 (1) d::
.;; E Cd
t/) (1) 1-0
.- 0
5 u (1)
5 E 1-0
0 (1) tS
u 5 (1)
.0
"'0 E 1-0
ta (1) (1)
;> ..t::
t/) 0 ......
(1) 0 'Q)
~ (1)
"'0 >. - t/)
(1) .- 'u
.- 0
"'0 ~ I:::: 1-0
ta ;:j (1)
tt= 0 >(
u u (1)
1-0 ~ ..t:: 00
tS ...... ...... .5
..t:: ~ .~ ......
'C
0 ~ t/) ~
I:::: (1)
j 1-0 c......
.g (1)
'- 'C
~ (1) .0
0 Cd
0
..... I-oN~ (1)
e ~ ~=lt:=lt: ~
~t;lt;l -
P.. 0..
=: 0..... .... 5
.... (; e;
0 .S ;> I:::: I:::: 0
0 .~ ~~~ 0
...... -
-
0 E .-
...... ~
I:::: E t/)
0 (1)
0 a e e e ~
I:::: P..P..P.. "'0
on :::::: :a
...... oonon I::::
N ~ 9":t:":t: Cd
...... ............ N U
The Interview Process
II
Interviewing Candidates
The interview is the final step in evaluating candidates. At this point, the executive
recruiter has screened the candidates and is satisfied that each is capable of doing the job.
Reference checks and more extensive background checks (including discussing the
candidates with individuals who are not on their reference list but who are knowledgeable of
their abilities, Internet searches, etc.) have been conducted. Additionally, credit,
educational, employment and criminal records checks have been run so there should be no
surprises if a candidate is selected as Administrator.
The interview is an opportunity for the Commission to evaluate the candidates'
management abilities and to decide if the individual would be a good leader for the County.
It is also an opportunity for both the Commission and the candidate to learn about each
other and to determine how well they will be able to work together. As such, both the
Commission and the candidates should act professionally and in a manner that will impress
the other party while learning what they can.
Since all the candidates are capable of performing in the role as County
Administrator, the focus of the interview should be on detennining who is the best fit for the
Commission, the staff and the community. Some candidates will have more experience than
others. Some have special areas of expertise that others do not. Some have better instincts
and some are simply more capable than others. While less experienced candidates may make
more mistakes than others, they may also hit more home runs. Again, the key is to
determine which candidate will have the best chemistry with the County Commission in
particular but also who can best lead the staff No matter how technically sound a candidate
may be, if he or she cannot build and maintain a strong working relationship with the
Commission and staff, he or she will not last long as County Administrator. Of course,
experience and expertise is critical and should not be overlooked.
Interview Format
The interview format begins with one-on-one interviews. Each candidate will
interview with each Commissioner privately in the morning to determine if chemistry exists
between the parties. The afternoon is an opportunity for the public to observe the
candidates and to learn about them while the Commission can judge how the candidate
performs in public. We recommend that Commissioners reserve one or two questions to ask
at the afternoon session. We also recommend not cutting the afternoon sessions short
because they are as much for the public as for the Commission.
Questions from the Public
We recommend that the public be invited to participate in the interview process
during the afternoon session but only in a limited way . We suggest that the Mayor request
that the public submit any questions they may have to the Clerk who can then give them to
the Mayor. After the Commissioners have asked any questions that they wish to ask in the
afternoon session, then the Mayor can then ask as many of the public's questions as time
permits and as are appropriate. We recommend this level of involvement for two reasons.
II-I
Possible Interview Questions
First, the Administrator works for the Commission but must regularly interact with the residents.
Allowing the public to ask questions, makes them part of the process. Further, by the afternoon
session, the Commissioners have asked most of their questions. Questions from the public are a
change of pace. Finally, these questions give the candidate a flavor for what is important to at
least some of the members of the public.
Sample Questions
The questions on the next few pages may be useful in ferreting out the information that you
need. There are undoubtedly others. The point is to ask the questions that you feel will give you the
best idea of what the candidate believes, how he/she will work with you and with the staff and
whether or not he/she is a good match for the County.
Following the sample questions are some areas that should be avoided since a variety of
legislation covering civil rights and discrimination can come into play should the wrong question be
asked
The questions below are divided into three groups. The first set is made up of standard
introductory questions covering an individual's background, management style and experience. The
second set is designed to provide information about how the candidates will interact with the
Commission and staff and to focus on particular issues that may be of concern to the County. Set ill
should always be asked at the end of the interview. Since time will not permit asking all the
questions, you should select the ones that are most important to you. The last four should always be
asked and five minutes should be left at the end of the interview to ask them.
Question Set I:
1. Tell me about yourself
2. Why are you interested in Monroe County?
3. What is your management style?
4. What would your staff say about you as a manager?
5. What would your elected officials say about you?
6. Have you fired people? How did you handle it? How did you feel about it?
7. What do you think your strengths are?
8. What do you think your weaknesses are?
9. What has been your biggest success? Tell us about it.
11-2
Possible Interview Questions
10. What has been your biggest failure ( or mistake) of your career? What did
you learn from it?
11. What would you do the first six months in Monroe County?
12. What do you believe to be the challenges and opportunities facing our
County? How are these likely to change in the future?
13. If you were asked to cite one particular aspect or event in your career
that gave you the greatest satisfaction, what would it be?
14. Why should we select you as Monroe County's County Administrator?
15. Is there anything else you would like to tell us?
Question Set II:
1. Explain what you believe the role of the County Administrator to be.
2. As the County Administrator, how do you view your relationship with the
County Commission?
3. How will you go about building a strong relationship with the
Commission? How will you maintain it?
4. What information do you think the Commission needs to have concerning
day-to-day operations and on-going projects?
5. How will you keep the County Commission informed?
6. What kind of direction do you expect to get from the County
Commission? What will you do if you do not feel the Commission has
made it clear how they want the staff to proceed on a particular issue?
7. What do you do when your views of how to handle a situation differ from
those of the County Commission?
8. What will you do if a particular County Commissioner disagrees with
how you believe a situation should be handled?
9. What will you do when a Commissioner contacts a department head
directly and tells him/her to do something?
11-3
Possible Interview Questions
10. How many people reported to you in your last job? How did you keep
them informed of the County's priorities? What do you intend to do
differently if you are appointed County Administrator here?
11. How will you keep the general employees informed of County
Commission's priorities?
12. To what extent do you believe contact with citizens and citizen groups
are important? How do you typically handle this responsibility? How
will you build relationships with the community?
13. Sensitivity to different genders, races and ethnic groups is a Monroe
County priority. Can you provide us with some specific examples of how
you have demonstrated your commitment to these principles in the past?
14. What kind of relationship do you want to have with the senior managers
and the rest of the staff and how will you establish it?
15. How will you go about identifYing the organization's strengths and
weaknesses as well opportunities for improvement? Once you have
identified them, how will you go about making changes?
16. How will you approach the short and long range planning process? What
system do you use to set goals and objectives? How do you monitor
progress against these goals and objectives?
17. What will you do if you feel an employee is not doing his/her job in a
manner you feel is satisfactory?
18. What do you do when you observe an employee who works for a
department director who is not doing his/her job the way you think it
should be done?
19. Describe the steps you would take if you needed to recruit, say, a new
high profile department director.
20. What was the most difficult situation you faced as a government
employee? How did you handle it? What did you learn from it?
21. Describe an incident that you played a role in that embarrassed your
government or caused if difficulty. What did you learn from it?
22. What areas of your skills/professional development do you want to work
on at this point in your career?
11-4
Possible Interview Questions
23. How do you insure that your staff continues to develop professionally?
24. Are you willing to take calculated risks when necessary?
25. What kind of decisions did you make in your last job?
26. What kinds of decisions are difficult for you to make?
27. What personal skills do you feel are necessary for a County Administrator
to be successful?
28. If the candidate is in transition, why did he leave his last job?
29. Monroe County is defined by the State as an area of critical concern.
What do you see as the complexities that designation introduces into your
job as Administrator?
30. What experience do you have with redevelopment?
31. Do you think it is necessary or appropriate to redevelop any part of
Monroe County? If yes, how would you go about redeveloping the
County?
32. If the County Commission felt it was necessary to bring new businesses to
Monroe County, what kind of businesses would you look for?
33. Monroe County has issues with traffic. Tell us what you know about
ROGO. How would you go about relieving that traffic?
34. Describe your experience in dealing with state agencies.
35. Describe your experience dealing with federal agencies.
36. Describe your experience obtaining grants. What agencies would you
seek grants from? What kind of grants would you seek out for the
County?
37. Are there other external sources of funds (beyond grants) that you would
seek out?
38. Have you ever been involved in initiatives to contract out County
services? Tell us about it. Did these efforts succeed?
39. Describe the kind of organization you would like to work for. If you
could change one thing in your current job, what would it be?
ll-5
Possible Interview Questions
40. As a manager, who do you view as your customers? How will you
interact with them?
41. How do you respond when a resident walks into County Hall and wants
to meet with you concerning some issues that he or she may have?
42. Would you make yourself available for two hours a week to see the
public on a first come first serve basis?
43. What do you see as the primary drawback to being the County
Administrator of Monroe County?
44. What do you know about the County, its operations and current
employees?
45. Ifwe hire you as our next County Administrator, would you seek a salary
increase every year?
46. What are your personal avocations?
47. Why should we hire you as the County's next Administrator?
Question Set m:
1. If you are selected as our choice to be the next Administrator, what sort of a
compensation package do you expect?
2. If you are selected, when are you available to start work?
3. Is there anything else you want to tell us?
4. Do you have any questions you would like to ask us? If so, please tell us what
they are and we will attempt to answer them.
ll-6
Areas Where Questioning Should Not Be Pursued
The process of interviewing and selecting an applicant for an open position is no longer a
simple matter of conducting a casual, albeit in depth, conversation with potential candidates in the
hopes of learning their strengths and weaknesses, likes and dislikes. The advent of the various civil
rights laws makes the average interview seem like a process fraught with peril. However, keeping in
mind certain basic rules will facilitate the process and avoid future problems.
In most instances, asking inappropriate questions may raise an inference of either
discrimination or retaliation against a particular candidate. In other instances, such as those involving
issues of mental or physical health, inappropriate questions are presumptively discriminatory. As a
result, the interviewer must avoid the questions relating to the following:
1. Political affiliation, views or voting history.
2. Religious beliefs or practices.
3. A candidate's race.
4. A candidate's age.
5. A candidate's national origin or ancestry.
6. A candidate's family and whether or not they would be willing/able to join them in
the new County.
7. A candidate's desire to have children or raise a family.
8. Pregnancy and other gender-related issues.
9. Sexual orientation or sexual practices.
10. Marital status or personal, private relationships.
11. Potentially controversial issues of race, gender or ethnicity.
Any information a candidate may volunteer during the interview process regarding the
foregoing matters does not render the interview invalid or otherwise taint the process.
Consequently, open-ended questions such as "Is there anything else you would like us to know
about you?" are not prohibited and can sometimes provide valuable insight into a candidate's
views and perspectives.
ll-7
Areas Where Questioning Should Not Be Pursued
With regard to issues of physical or mental health, many questions are appropriate after a
conditional offer of employment is made but must be avoided beforehand. As a result, the
interviewer must avoid questions relating to the following areas:
I. A candidate's medical history.
2. Past worker's compensation claims.
3. Past use of sick leave.
4. Health of a candidate's family members.
5. Any obvious physical or mental impairment of the candidates, except the following
question, which is pennissible, "Are you able to perform the essential functions of
the job for which you are applying? Better practice is not to ask this type of
question. Of course, from a practical point of view, I cannot imagine anyone
answering no.
6. A candidate's frequency of illegal drug use or addiction. The following question,
however, is pennissible: "Have you ever used illegal drugs, and if so, when was the
last time you used them?" Once again, this is a very delicate area which can create
significant problems for the employer if the questioning intrudes upon certain
areas.
7. Alcoholism or the frequency of alcohol consumption.
The interviewer must also avoid questions relating to any obvious physical or mental
impairment of the candidate. The following question, however, is permissible: "Are you able to
perform the essential functions of the job for which you are applying?" The better practice is
simply not to ask this type of question.
All the questions listed above which relate to medical conditions may be properly asked of a
candidate after he or she has received a conditional offer of employment. Before an offer is made,
however, the questions must be avoided. Once again, open-ended questions such as "Is there
anything else you would like us to know about you?" are not prohibited.
Should you have any questions, please do not hesitate to contact us for further guidance
or assistance.
II-8
The Candidates' Resumes
III
LARRY J. BROWN
SUMMARY RESUME
SUMMARY STATEMENT OF PROFESSIONAL EXPERIENCE
I have served as the manager oflocal governments in Florida, Michigan, Minnesota, Missouri, North
Carolina, Virginia and Wisconsin. In addition, I have served as the Manager of a consolidated city-
county government (Arlington, Virginia) and as Deputy Secretary/Administrator of the Wisconsin
Department of Local Affairs and Development. The purpose of the Department was to provide
training and technical assistance to local governments, housing authorities, community action agencies
and regional planning agencies. I have experience at all management levels in central city, county,
wban, suburban and rural settings, with populations from 25,000 to 828,000, staff from 200 to 4,300
associates, and annual budgets from $89 million to $1.4 billion.
From July 1997 through September 1999, I served as an advisor and consultant to professional
managers and local governments and as a consultant to the Innovation Groups, Inc. in Tampa,
Florida, a voluntary private not for profit organization serving more than 400 local governments
throughout the United States. My specialties were performance management systems, strategic
planning, and organization and employee development.
On September 27, 1999, I was appointed the Executive Director of Administrative Services Business
Center for Sarasota County Government, Florida, by the County Administrator. My areas of
responsibility included: Enterprise Information Technologies; Fiscal Policy and Budget; Asset
Management, Fleet Management and Replacement, Procurement, and Risk Management; Human
Resources; Organization and Employee Learning and Development; and, Public and Employee
Communications. As Executive Director, I assisted the County Administrator abolish the Business
Center and implement a "CXO" business model with a Chief Information Officer, Chief Financial
Planning Officer and Chief of Operations and Organization Performance reporting directly to the
County Administrator. I also served as senior organization and management advisor to the County
Administrator and Deputy County Administrator, and served as Acting Executive Director for the
Environmental Services Business Center (Utilities and Natural Resources) until a permanent Director
was appointed.
On January 27, 2003, I was appointed General Manager/Director of the Sarasota County Area
Transit Authority (SCAT) by the Executive Director of the Public Works Business Center. On
September 2, 2003, I also assumed the responsibility of all Mobility Operations including SCAT and
Fleet Services. My mission is to acquire, maintain, repair and dispose of all rolling stock and
equipment for the enterprise, to establish a centralized fleet maintenance facility by 2007, and to
create a regional, multi-county transit authority by 2008.
APPOINTMENTS
General Manager/Director, Mobility Operations Business Unit, Public Works Business
Center; County of Sarasota, Florida; September 2, 2003 to present.
m-l
2
General ManagerIDirector, Transit Services (SCAT) Business Unit, Public Works
Business Center; County of Sarasota, Florida; January 27,2003 to September 1, 2003.
Executive Director, Administrative Services Business Center; County of Sarasota,
Florida; September 27, 1999 to January 26,2003.
Advisor and Consultant; July 1997 through September 1999.
City Manager, City of Kansas City, Missouri. January 3, 1994 to June 30, 1997.
County Administrator, County of Washtenaw, Ann Arbor, Michigan. July 8, 1991 to
January 2, 1994.
County Administrator, County of Hills borough, Tampa, Florida. April 1987 to November
2, 1990.
County Manager, County of Arlington, Arlington, Virginia. September 1982 to April 198 7.
County Executive Director, County of Ramsey, St. Paul, Minnesota. October 1978 to
September 1982.
Deputy SecretaryIDivision Administrator, Department ofLocal Affairs and Development,
State of Wisconsin, Madison, Wisconsin. May 1975 to October 1978.
County Administrator, County of Rock, Janesville, Wisconsin. September 1973 to May
1975.
County Administrator, County of Richmond, Rockingham, North Carolina. October 1971
to August 1973.
County Executive Secretary, County of Loudoun, Leesburg, Virginia. March 1969 to
August 1971.
Assistant to the County Manager, County of Forsyth, Winston-Salem, North Carolina.
January 1967 to March 1969.
Administrative Aide to the City Manager, City of St. Petersburg, St. Petersburg, Florida.
April 1964 to September 1965.
m-2
3
EDUCATION
Bachelor of Arts, Political Science, College of Arts and Sciences, University of Florida,
Gainesville, Florida. 1964.
Master of Arts, Political Science and Public Administration, College of Arts and Sciences,
University of Florida, Gainesville, Florida. 1969.
Certificate in Advanced Management, Industrial Relations Center, University of Chicago,
Iowa City, Iowa. 1970.
Certificate in Advanced Management, American Management
Association, New York, New York. 1976.
Certificate of Completion, Senior Executive Institute, University ofVrrginia, Charlottesville,
Virginia. 1986.
Credentialed Manager, International City/County Management Association, May 2003.
AREAS OF EXECUTIVE EXPERTISE
Governing board relations and goal setting with community participation.
External organization scanning, improved relations with educational, governmental,
public/private, private nonprofit and community organizations.
Performance management systems, balanced scorecard and outcomes development,
management contracting and evaluation.
Organization renewal, transformation and continuous improvements.
Financial administration, budget system improvements, fiscal policy, capital financing,
automation, risk management, facilities management, and public/private ventures.
Human Resources, labor relations, EEO/Affirmative Action, Minority/Women Business
Enterprise, staff learning and development programs.
Human Services management, organization, case management automation, and program and
service improvements.
Growth Management and infrastructure management, organization, automation, planning and
implementation improvements.
m-3
4
Appropriate technology and automation programs, planning, development and applications.
Public Safety (corrections, law enforcement, fire service, emergency government, and
emergency medical services) management, organization and automation improvements.
PROFESSIONAL RECOGNITIONS AND HONORS
President, National Association of County Administrators. 1984-85.
President, Minnesota Association of County Administrators. 1982.
Chair, Counties Committee, International City Management Association. 1982-83 and
1985-86.
Chair, Research and Technology Council, Public Technology Inc. December 1988 to
January 1991.
Chair, Virginia Innovations Group. 1986-87.
Region IV Representative, National Council, American Society for Public Administration.
1985-87.
Member, Board of Directors, Public Technology, Inc. December 1988 to January 1991.
Member, Board of Directors, Florida Innovations Group. 1988-90.
Member, Committee on Taxation and Finance, National Association of Counties. 1990.
Member, Committee on Technology in County Government, National Association of
Counties. 1990.
Chair, Board of Directors, Northern Virginia Criminal Justice Academy. 1983-84.
Chair, Arlington County United Way Campaign. 1985.
Member, Washtenaw Development Council Board of Directors and Executive Committee.
1992.
Member, Greater Kansas City Chamber of Commerce Board of Directors. 1994 to June 30,
1997.
Member, Kansas City Economic Development Commission Board of Directors and
Executive Committee. 1994 to June 30, 1997.
m-4
5
Member, Kansas City Convention and Visitors Bureau Board of Directors. 1994 to June 30,
1997.
Member, Kansas City Downtown Council Board of Directors. 1994 to June 30. 1997.
Member, Truman Medical Center Board of Directors. 1994 to June 30, 1997.
Co-Chair, Local Government Division, Heart of America United Way Campaign. 1995.
Local Public Administrator of the Year, Greater Kansas City Chapter, American Society
for Public Administration, April 1996.
MEMBERSHIPS AND ASSOCIATIONS
American Management Association
American Society for Public Administration
American Public Transportation Association
Association of Quality and Participation
Government Finance Officers Association
International City/County Management Association
The Innovation Groups, Inc.
Edited: October 2003
m-5
335 Magellan Drive
Sarasota, Fl. 34243
Phone 941-359-3420
E-mail dbullock1@att.net
David R. aax:k
Summary of
qualifications
More than 30 years of increasingly responsible experience in public and
private sector management with expertise in the following areas:
Operations and Project Management
Budgets and Financial Projections
Economic Development
Contract Management
Media Relations
Policy Implementation
Organizational Change
Growth Management
Infrastructure Planning and Development
Perfonnance Management
An experienced and creative management professional with demonstrated
skiUs organizing and managing public agencies for customer service and
efficiency. Ability to quickly understand complex pubic policy issues and
craft solutions around which consensus is possible.
Relevant
PratessionaI
experience
1997 - Present Sarasota County Sarasota, Florida
Deputy County Admi..i.....or
Sarasota County is a coastal County of 340,000 population with an annual
budget of aImosl: $900 million. As Deputy Adminislmtor I am responsible to
the County Administrator for the overall operations of County government
and the effective delivery of County services.
Duties include:
. Oversight of County Business Centers: Public WoOO;, Environmental
Services, Planning and Development Services, Health and Human
Services, Community Services and Emergency Services.
· Implementation of Board of County Commissioner and County
Administrator directed policies.
· Administration of day to day operations and long tenn strategic issues
such as water supply, land use planning, coastal and waterway
management, economic development, neighborflood preservation and
enhancement.
· Oversight of budget preparation to ensure actual spending is aligned
with Board initiatives.
· Development of contingency plans for revenue shortfalls due to
changes in tourist generated revenue.
Achievements:
m-6
· Designed and implemented management accountability program
including linking manager's compensation to business strategy and
outcomes.
· Managed transition from 23 separate departments to six Business
Centers focused on the Board's strategic initiatives.
· Key participant in economic development efforts designed to broaden
the County's tax base.
· Managed development and implementation of executive perfonnance
measures and balanced score card for each major WOf1( unit.
· Key role in developing a long-tenn financial plan to improve fiscal
sustainability of County government.
· Participant in affordable housing work group to develop options for
increasing and maintaining affordable housing in the County.
1994-1997 Sarasota County Govemment
Solid Waste Director
Directed this County Department of 100+ employees during a transition
from County operations to contract operations to achieve annual cost
savings of over $1 million.
Duties and Responsibilities:
· Responsibility for long tenn system planning for comprehensive
countywide solid waste program.
· Managed day to day operations for full service system including
conection, recycling, landfill operations, hazardous waste management,
community clean ups, and litter control and beautification.
· Primary interface with municipalities on disposal contracts, and
inter1oca1 agreements to support bond issues.
Achievements:
· Completed construction of new landfill including successfully defending
the pennit against a lawsuit in federal court.
· Obtained cost reductions of over $1 million annually through managed
competition between public and private sector.
· Developed and managed contracts for collection, processing, landfiU
operations with combined annual values of over $17 miIIon.
· Reduced solid waste assessments by 20% as a result of cost savings
and efficient operations
1987-1994 GBB, Inc. Waste Management Consultants, Falls
Church, Virginia
Vice President
Increasingly responsible positions with this national solid waste
management consulting finn over a seven year period culminating with
appointment as corporate officer in 1991. Served government clients
with management consulting services in twenty states.
m-7
Refw8nr;es
Education
PruIessionaI
membenships and
COIIIIIIUIIIty
Duties and Responsibilities:
. Managed the collection and recycling practice areas for all clients.
. Developed cost analysis models for recycling and waste collection
programs for major cities of Washington, D.C., Memphis, Tenn.,
Baltimore, Md. And Norfolk, Va.
· Developed new business areas of waste and recycling collection
analysis, vehicle efficiency and routing.
· Established nationally recognized corporate expertise in practice
areas by hiring and retaining highly effective and competitive team.
Achievements:
. Co-authored planning chapter in the Recvclina Handbook for
McGraw Hill.
. Invited speaker at numerous conferences and seminars around the
country.
. Conducted dozens of procurements of solid waste services and
facilities for public sector clients.
. Founding member of Virginia Recycling Association
1981-1987 Manager, Potter County Solid Waste Authority
This Pennsylvania County provides solid waste services to its municipal
members via a regional authority. Services included landfill operations,
disposal planning, and recycling drop offs.
Responsibilities and Achievements:
. Managed landfill operations and permitting.
. Secured over $1 million state grants for planning and recycling.
. Conducted feasibility analysis of long-term disposal options.
1976-1981
Self Employed
Operated a construction company providing excavation services
including land clearing, road building, residential and commercial site
development, sanitary sewer and septic system installation and other
construction related services.
Available upon request
1968 - 1972 West Chester State University
B.sc. EducMion
· Presidents Award for Outstanding Achievement
· Gymnastics Team
· Dean's List
Florida City and County Manager's Association
Intemational City and County Manager's Association
ill-8
engagement
Volunteer firefighter and paramedic
Founding member of SCOPE (Sarasota County Openly Plans for
Excellence)
m-9
.....
ShaUD Carey
..,....
168!i SaHlno OlIve ~s NY e9i34
TEL 175-3!:9-256 7
FAX 175-353-1635
.1IIlIi1~1lIll
I......
_lor or _,n CIvil E.....lWInll
U_...ltr or NwMI..-o, CoIIIIgIl of
E.......1lfllI
IIinlIIV EngIIleertng
U_"'ltror~~
~of_
"""..............
1'I\Of,u_ ClvN E....- .l"""-
11)1_ _ or N_
~I.l to..... ClvU E....- .. LICloItN8
_ _of~
PI!r.f. T"afWII EngIftMr - UctNtMI .0.....
_of ~.-
.....
2002 ...._ ~ of cw.. SI8If
~or!hot V_
"-lIllIo ........ of ... _ f-..ory
1," . SperIoa AoWy
''''~~A_.
'^'-'- CoutoIy AegIoneI-
.......Ing ~
1993 Project of !hot v.r -,,-t Iwot.....
~.Iool- . "-lean Public Wo"-
"-1_
1"l!nglnMrlng ~ of !hot VNr .
lIouIdIr County
'tlI&~-'-of ~
.........__. . StIQ of An-..
PERSONAL RESUME
Thomas R Hoover
4 Arapaho Road
Worcester, MA 01606
(508) 853-4603
Birth Date: March 23, 1947
Marital Status: Married
Health: Excellent
Education:
1970 Bachelor of Science in Civil Engineering (BSCE) - Univ. of Toledo, OH
1982 Master of Public Administration (MPA) - University of Toledo, OH
Professional Certificates:
Licensed Professional Engineer, State of Ohio, July 23, 1974. Serial No. 38942.
Current Salary:
$135,986
Exoerience:
1994 - 2004:
City of Worcester, MA
City Manager
Responsible for 1800 employees and $448 million budget
City population: 175,000
1990 - 1993
City of Toledo, OH
City Manager
Responsible for 2900 employees and $300 million budget
City population: 333,000
1990
City of Toledo, OH
Director - Department of Public Safety
Responsible for 1400 employees to include Police and Fire
personnel
$85 million budget
1987 - 1990
City of Toledo, OH
Director - Department of Public Service
Responsible for 530 public works employees
$40 million budget
m-ll
Personal Resume of: Tho1lUlS R.. Hoover
Pae:e 2
EXDerience (continued):
1987
1982 - 1987
1978 - 1982
1974 - 1978
1972 - 1974
1970 - 1972
1970
1966 - 1970
City of Toledo, OH
Director - Department of Public Safety
Responsibilities same as above
City of Toledo, OH
Operations Manager (Assistant City Manager)
Monitor direction of City Manager relevant to all field operations
and miscellaneous duties
City of Toledo, OH
Commissioner of Streets, Bridges and Harbor
Responsible for 200 public works employees
$15 million budget
City of Toledo, OH
Professional Engineer (PE)
Special Projects Engineer in charge of the construction of
municipal facilities.
City of Toledo, OH
Engineering Associate (EIT)
Drainage Engineering and Construction! Assistant to the Director
of Public Service.
US Army Corps of Engineers
Commissioned Lieutenant in Facility Engineering.
City of Toledo, OH
Engineering Associate (EIT)
Sanitary Engineer's Office.
City of Toledo, OH
Engineering Aide (student)
Field Survey Crew and Sanitary Engineer's Office.
m-12
Personal Resume of: ThoIlUlS R Hoover
Paee 3
Ol'l!anizations:
Past member: American Public Works Association, American Society of Public
Administration, National Society of Professional Engineers, American Society of Civil
Engineers, Pi Sigma Alpha of the National Political Science Honor Society, Toledo
Chapter of the NAACP, Massachusetts Municipal Association and Executive Committee,
Massachusetts Municipal Managers' Association.
Current member: International City/County Managers' Association (ICMA), Worcester
Chapter NAACP, Massachusetts Municipal Manager's Association..
Publications:
"Fighting Toledo's Snow and Ice Control Conditions", Toledo Technical Topics, Toledo,
OR, March/April, 1979.
"City Adopts Vehicular Fuel Management Program", Public Works Magazine,
Ridgewood, NJ, July, 1980.
"Sweepers Perform Well to Assist in Reducing Air and Water Pollution", Better Roads
Magazine, Park Ridge, ll.-, August, 1980.
"Five Stage Program Beats Snow with Toledo's Mobilized Forces', Better Roads
Magazine, Park Ridge, ll.-, August, 1980.
"Toledo Stages Resourcesfor Winter Cleanup", American City and County Magazine,
Pittsfield, MA, August, 1982.
"Planning Truck Routes and Assigning Men and Equipment', Roads and Bridges, Des
Plaines, ll.-, June, 1990.
"Performance-Based Management: Tying Budgets to Results in the Strategic Plan",
Municipal Advocate, Boston, MA, Winter, 1995.
References:
Attached under separate cover.
m-13
April 9, 2004
Mr. Colin Baenziger
Colin Baenziger & Associates
12970 Dartford Trail
Suite 8
Wellington, Florida 33414
Dear Mr. Baenziger:
Please accept my attached resume and comprehensive list of references as application for the position
of County Administrator of Monroe County, Florida.
While recognizing that the County Commission will be most interested in my accomplishments
during the past 15 years, I felt is was important to include brief, but significant, details on positions
held in the early stages of my career. Those positions illustrate a broad view of contributions to
public service; especially at the County level where I had the unique opportunity of preparing most
of the budgets for Broward County.
My recent work history confirms my CEO abilities obtained at cities of different sizes. The result of
my 12-year tenure at the City of Venice is a progressive community that balances controlled growth
with the preservation oflong-standing, community traditions. I will let Venice's fine reputation as a
well planned and well managed community speak for itself
If you believe that my combination of County level skills along with my proven ability as a CEO is
compatible with the expectations of the County Commission, I would welcome the opportunity to
meet personally and discuss a mutually beneficial partnership. Thank you for your time and
thoughtful consideration.
Sincerely,
George N. Hunt
Attachments via e-mail atRecruitSix@cb-asso.com
ID-14
GEORGE N. HUNT
604 Hibiscus Drive Venice, Florida 34285
Home Phone: 941-484-9703 Cell Phone 941-232-8261
Internet Address: GNDARH@Aol.com
SUMMARY OF EXPERIENCE
. Over twenty years of experience in several City Manager's offices as City Manager, Interim
City Manager, Acting City Manager, Assistant City Manager, Budget Director, Acting
Department Director(s) in Engineering and Public Works and Assistant To The City Manager.
. Disciplined in interpersonal and communication skills, accomplished in citizen and media
rapport and experienced in the process of integrating analytic problem solving skills with
intuitive, but calculated risk-taking actions. Well practiced in and attuned to principle centered
leadership and probabilistic decision making. A strong financial acumen derived from long-
term experience in governmental budgeting.
PROFESSIONAL EXPERIENCE
City Manager of Venice, Floridafrom 1991102004.
2004 Demographics: Population: 19,400; Budget: $56 Million; Employees: 353
. Coordinated, designed and successfully submitted the City's Budget to the GFOA and was
awarded the National Distinguished Budget Award on our first attempt.
. Performed as the active, successful, local sponsor supervising the project construction of an
$80 million dollar road and bridge replacement and expansion project.
. Attained construction and completion of a $22 million dollar beach nourishment project
coordinating governmental agencies at the Municipal, County, State and Federal levels.
. Submitted 13 consecutive budgets without a raise in the property tax millage, lowering the
rate three times while concurrently adding 17 police and 9 fire employees.
. Devised and instituted an unprecedented 10-year property tax: millage rate reduction plan.
The first two years have already been implemented with a forecast of total completion.
. Negotiated several mixed-use development orders, attracting lucrative extraordinary impact
fee structures still resulting in a win-win situation for both the community and developer.
. Architect of two, 1 O-year downtown development enhancement programs involving a public-
private partnership with a Mainstreet USA organization and downtown businesses.
m-15
GEORGE N. HUNT
Page 2
Budget Officer for the City of Rockville, Maryland from 1990 to 1991.
1990 Demographics: Population: 45,300; Budget: $50 Million; Employees 831
. Refined and successfully presented to Council and submitted to GFOA a budget that reduced
the property tax rate and won the Distinguished Budget award for the City's first time.
Assistant City Manager of Boynton Beach, Florida from 1984 to 1989.
1989 Demographics: Population: 47,300; Budget:$48 Million; Employees: 713
. Served as Acting City Manager for six months and Interim City Manager twice for two-
month periods: during the Manager's illness, his advanced training and after his resignation.
. Negotiated a contract and made a personal appearance before the entire Police membership
instituting a first time contract and avoiding a probable impasse.
. Besides my regular ACM duties, assumed the Directorship of the Engineering and Public
Works Departments when directors were retired or replaced.
. Conducted a complex internal investigation into parts diversion within the Motor Pool
Division dismantling the illicit operation and replacing the responsible parties.
. Redeveloped and refined a new budgetary format and instituted wider public understanding
of the budget while submitting the document successfully for a first time GFOA award.
Assistant To The City Manager of Oakland Park, Florida from 1983 to 1984
1983 Demographics: Population: 29,000; Budget: $17 Million; Employees: 293
. Administered the day-to-day City operations following the City Manager's dismissal two
weeks after I was hired and Council was unable to agree on a new City Manager.
Junior and Senior Budget Analyst for Broward County, Florida from 1979 to 1983.
Promoted in October, 1980
1983 Demographics: Population: 1.1 Million; Budget: $770 Million; Employees:5500+
. Placed on an accelerated track, handling almost all departments and divisions in a $750
million dollar, 6,000 employee, County operation.
. Learned a broad-based financial focus, accenting management initiatives and productivity
improvement procedures including significant private sector applications.
. Developed the first organized Capital Improvements Budget totaling over $300 million to be
submitted to the County Commission which is still being used as the template.
m-16
GEORGE N. HUNT
Page 3
. Participated and oversaw the construction of complex multi-million dollar budgets,
including the International Airport, County-wide Traffic Engineering and Recreation.
Administrative Assistant for the Broward County Task Force on Organized Crime from 1978
to 1979.
. Wrote proposed legislation dealing with organized crime activities while assisting the
Director with the daily functions of the office.
EDUCATION
Western Rlinois University, Macomb, Rlinois.
. Received a Bachelors Degree in Political Science in 1974.
. Completed all requirements including thesis for a Masters Degree in Political Science. The
degree was not confirmed because I completed it in a time period extended beyond the rules.
. Received a two-year ROTC scholarship, worked four summers at a steel mill and received
other student grant awards for student government participation, including serving as
President of an entire residence hall population of 8,500 students.
. Most recently, have been taking classes toward a Master Degree in Theology from Barry
University, Florida, through a local Diocese program.
SUPPLEMENTAL INFORMATION
· Co-conducted with a professional facilitator, six consecutive years of strategic planning
· Computer proficient including PC, laptop, notepad and familiarity with mainframes
· Board member of 35,000 enrollee Sarasota County-wide Healthcare Cooperative
· Member since 1994 of the Florida League of Cities Finance and Taxation Committee
· Appointed to the Sarasota County Coastal Advisory Council in 1998
· Received the 2001-2002 Venice Rotary Award for community service
· GFOA Reviewer for the Distinguished Budget Presentation Award program, 1987-1997
· Parish Council member for five years, including two terms as President
· Worked with a professional diversity trainer in devising a program for 353 employees
· Active member ofFCCMA, GFOA, FGFOA and ASP A
· Six years ROTC training: three in High School and three in College
· Appointed in 2000 to a four year term membership on the FCCMA Ethics Committee
· Formatted a six-year office internship program producing six high quality individuals
CONFIRMATION
Distinguished recommendations, a portfolio of relevant work samples, letters of commendation,
newspaper articles and videotaped television shows are available upon request. References are
attached and may be contacted anytime during the selection process.
m-17
GEORGE N. HUNT
References
The Honorable Dean Calamaras, Mayor, City of Venice, FL ............ (941) 266-1212
Mr. Merle L. Graser, Former Mayor, City of Venice, FL . . . . . . . . . . . . . .. (941) 488-1498
Ms. Kathy Schmidt-Simpson, Former Mayor, City of Venice, FL . . . . . . . .. (941) 637-0473
Mr. David Farley, Former Council Member, City of Venice, FL . . . . . . . . . . (941) 650-1355
Mr. James 1. Myers, Council Member, City of Venice, FL . . . . . . . . . . . . .. (941) 485-1752
Mr. Burton C. Brown, Former Council Member, City of Venice, FL ...... (941) 486-5262
Mr. John Simmonds, Council Member, City of Venice, FL. . . . . . . . . . . . .. (941) 484-3220
Jeffery A. Boone, ESQ., Former President, Venice Chamber, FL ........ (941) 488-6717
Mr. Bruce Romer, Former City Manager, Rockville, MD. . . . . . . . . . . . . .. (301) 217-2500
Mr. Romer is currently CAO for Montgomery County, MD
Ms. Arlene Weiner, Former Mayor, City of Boynton Beach, FL. . . . . . . . .. (561) 775-3291
Ms. Ann Toney-Deal, Former Assistant City Manager, Boynton Beach, FL (862) 421-3650
Ms. Toney-Deal is currently City Manager of Haines City, FL
Mr. Wilfred Hawkins, Assistant City Manager, Boynton Beach, FL . . . . . .. (561) 742-6012
m-18
GEORGE N. HUNT
References (Continued)
Mr. Peter L. Cheney, City Manager of Boynton Beach during my tenure is
deceased. He was a former President ofFCCMA
Mr. John Stunson, City Manager, Oakland Park, FL .................. (954) 561-6250
Mr Stunson hired me in 1983 during his first stint as Manager
Mr. Walter Lindberg, DCA, McLean County, IL . . . . . . . . . . . . . . . . . . . .. (309) 888-5114
Mr. Lindberg is former Director ofBroward County OMB
Mr. John Canada, Town Administrator, Southwest Ranches, FL
Mr. Canada is former Director ofBroward County OMB
(954) 434-0008
Cot. James 1. Dimel, Former Supervising Analyst, Broward County OMB . . (954) 584-8410
Mr. Dennis Myers, Manager, Public Communications, Broward County, FL (954) 357-6214
Mr. Myers is Former Director ofBroward County Task Force on DC
Ms Kathy Dailey, City Manager, Ocean Ridge, FL . . . . . . . . . . . . . . . . . . . . (561) 734-5650
Ms. Dailey was Assistant City Manager for nine years in Venice, FL
Former Judge, His Honor, R. William Rutter, ESQ. . . . . . . . . . . . . . . . . . .. (561) 684-2000
Judge Rutter has handled my professional legal affairs since 1986
Rev. Joel Schevers, O. Carm, Diocese of Venice, Personal Reference ..... (941) 484-4093
m-19
Donna Landeros
1252 Westridge Drive
VentuR, California 93003
805-644-6681 Hm 805-947.6440 Mobile
Citv Manaaer. Citv of VenfuR
January 1995 to January 2004
City manager of a full service city of 100,000 population with 650 full time and 350 part time
employees. Budget responsibility for $178 million annual operating and $88 million capital
improvement budgets.
Policy priorities for the Ventura City Council during my tenure have been:
. Economic Development including increasing sales taxes and business recruitment and
retention
. Revitalization of historic Downtown Ventura
. Community wide Visioning Process and implementation of the identified goals
. Reorganization. of the Community Development function
. City Beautification including a 5 year pavement management program, additional investment
in the City tree program, sidewalk repair and median landscaping
. Reorganization of the County library to give Ventura greater control of local library resources
. Expansion and construction of two libraries
. Development of a 100 acre sports complex and aquatics center
. Tourism master plan development and implementation
. Cultural District plan and designation for Downtown Ventura
Countv Administrative Officer. Yolo Countv
August 1989 to January 1995
Responsible for the implementation of Board policy through day-to-day operations of 22
departments and 1400 employees; budget preparation and fiscal control of $154 million budget,
including the County Library and Social Services departments; development of innovative
solutions to the fiscal problems facing California counties.
The focus of the Board of Supervisors was on stabilizing the County's structural fiscal problems
which was accomplished by closing the County hospital and delivering health care through
contracts with not-for-profit hospitals; consolidating court services; countywide development fees
and revenue sharing agreements with the four cities in the county.
Participated in numerous regional intergovernmental agencies and task forces.
Deoutv Countv Administrative Officer. Butte Countv
1978 to 1989
Responsible for developing the county's CIP and Operating budgets. Prior to being promoted to
the Deputy County Administrator's position I worked in Human Resources managing the CET A
jobs program.
m-20
District Recreation Director. Los Anaeles Countv
1970 to 1977
Management responsibility for County parks in East Los Angeles, Bell Gardens and South
Whittier.
Education
M.S., Public Administration; California State University, Los Angeles, California 1977
B.A., Sociology; University of California, Los Angeles 1970
Membershios
International City/County Managers' Association
League of California Cities, City Managers' Department
United Way of Ventura County Board Member
References
Mayors of the City of Ventura:
. Brian Brennan, Mayor, City of Ventura, 805-652-1902
. Sandy Smith, Fonner Mayor, City of Ventura, 805-648-7724
. James J. Friedman, Fonner Mayor, City of Ventura, 805-659-5910
. Ray Di Guilio, Fonner Mayor, City of Ventura, 805-642-5829
Additional work related references:
. John Johnston, Chief Executive Officer, County of Ventura, 805-654-2681
. Helen Thomson, Fonner Assemblymember and Chair of the Yolo County Board of
Supervisors, 916-445-8368
. Linda Kegerreis, Fonner Human Resources Director, City of Ventura, 805-654-7852
. David Smith, CEO United Way of Ventura County and fonner Opinion Page Editor,
Ventura County Star, 805-485-6288 Ex 251
. Eileen Riddle, Ventura resident and historic neighborhood leader, 805-642-6665
m-21
April 21, 2004
Monroe County Administrator Position
Gentlemen:
I attach my resume for your consideration concerning the position of County
Administrator of Monroe County, FL.
Among many experiences which I believe qualify me for the position of City Manager, I
have:
. worked in both a core city environment for 10 years (the City of Kalamazoo,
Michigan, population 80,000) and worked in a rapidly growing and developing
"new" urban area for 18 years (the City of Portage, Michigan, population 45,000)
so I understand the perspective of each type of community;
. worked in both city (as above) and county governments and so I also understand a
perspective of the needs and desires surrounding issues of an intergovernmental
nature;
. worked in both line and staff departments during my career and understand the
different orientation and mission of each;
. extensive experience with public-private initiatives succeeding in helping to bring
jobs and businesses to my community; and
. extensive experience with international business (major corporations such as
Pfizer and Stryker Instruments) in terms of mergers, buyouts, expansions and
downsizing.
I have a solid record, a lengthy tenure and many significant achievements throughout my
management career as I have described in my resume.
I believe my widespread management experience and perspective would be of benefit to
Monroe County. If I may supply any further information which would be of assistance to
you as you review my credentials, please do not hesitate to contact me. I request that this
matter be considered confidential.
Sincerely,
Michael L. Stampfler
ill-22
1 MLS 5/12/2004
RESUME of
MICHAEL L. STAMPFLER
7305 Angling Road
Portage, Michigan 49024
(269) 327-6027 Residence
(269) 329-4400 Office
For the position of County Administrator, Monroe County, FL
PROFESSIONAL
EXPERIENCE:
July 1985-Present
CITY MANAGER. CITY OF PORTAGE
Chief Administrator ofa full-service city. Population 45,000+.
225 full-time equivalent and 100 part-time employees. Budget
approximately $60 million. City is the principal commercial,
premiere residential and primary industrial area of the SMSA.
MAJOR ACCOMPLISHMENTS:
Oualifv of Life Initiatives
. Doubled acres of parks to 750 acres
. Initiated Summer Entertainment Series (public/private funding)
. Led development of Celery Flats Historical Area
. Constructed first outdoor refrigerated ice skating rink in Southern
Michigan
. Directed annual planting of 250,000 tulips in City Centre area
. Implemented city-wide bikeway/pedestrian trail way (now 50 miles in
length)
. Implemented Consolidated Drain Project of $7.5 million addressing
storm water treatment, recreation and park development.
Economic Development Initiatives
I
· Initiated public/private partnership to develop certified Industrial Parks
totaling 70 acres
. Instituted 10 year Capital Improvement Programming Plan ($147
million plan for 2003-13).
· Implemented Financial Trend Monitoring System
· American Public Works Association Project of the Year Award
(Milham Pedestrian Overpass) July 2001
· Led creation of Downtown Development Authority resulting in over
640 jobs and $36.5 million investment since 1998.
ill-23
2 MLS 5/12/2004
April 1981-July 1985
I
3 MLS 5/12/2004
. Privatized Water/Sewer Utility operations saving rate-payers $750,000
annually
. Construction of over 6 miles of new boulevard roadways with
sewer/water service
. STEP (South Westnedge Treatment Enhancement Project) to address
storm water discharge pollution and economic redevelopment ($5.5
million).
Rel!ional LeadershiD Initiatives
. Initiated Local Development Finance Authority to secure major
manufacturing facility (Stryker Corporation) $100 million investment
and 200 new/8oo retained jobs in city.
. Successfully led city through consolidation of District Courts in
Kalamazoo County
. Successfully worked to transfer Municipal Airport to county operation
. Participant in 9111consolidated dispatch deliberations
. Participant in "Fresh Start" regional economic development forum.
Professional DeveloDment Initiatives/Awards
. Distinguished Budget Award (Government Finance Officers
Association) annually since 1987.
. Certificate of Achievement in Financial Reporting (Government
Finance Officers Association) annually since 1986.
. 3CMA Savvy Award "Best Newsletter-External Audiences" 1998.
. Led staff team participation in ICMA/USAID sponsored International
Resource Cities Program (Gabrovo, Bulgaria) 1998-2002.
. Outstanding Alumni Award 2003 Western Michigan University School
of Public Affairs and AdministIation, College of Arts & Sciences (pi
Alpha Alpha).
. Attended Senior Executive Institute, University of Virginia, July 1988.
. ICMA International Exchange Program (Gronau, Germany) 1995.
. ICMA International Exchange Program (Engcobo, East Cape, South
Africa) 2003-04.
. Frequent Adjunct Faculty Member teaching State and Local
Government (Western Michigan University, Kalamazoo Valley
Community College).
AIRPORT DIRECTOR - CITY/COUNTY OF KALAMAZOO
Administrator of all-weather commercial air carrier and general
aviation airport.
MAJOR ACCOMPLISHMENTS:
. Significant financial savings achieved through privatizing emergency
services and automobile parking operations.
· Increased competition through addition of multiple air carriers.
. Successfully worked to transfer airport from municipal to county
operation.
ill-24
January 1977-April 1981 ADMINISTRATIVE ASSISTANT TO CITY MANAGER-
CITY OF KALAMAZOO
Involved in formulating and institution policies and procedures and
conducting organizational efficiency studies for the City Manager.
MAJOR ACCOMPLISHMENTS:
. Report resulting in consolidation of Parking Violations Bureau at
considerable operational cost savings.
. Interim Director of Kalamazoo Convention Center.
EDUCATION:
1972
BACHELOR OF ARTS
Hope College, Holland, Michigan
1974
MASTER OF ARTS - INTERNATIONAL STUDIES
Western Michigan University, Kalamazoo, Michigan
1976
MASTER OF PUBLIC ADMINISTRATION
Western Michigan University, Kalamazoo, Michigan
AFFILIA TIONS:
Current
INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION
ICMA International Task Force Committee - 1999-2001
MICHIGAN LOCAL GOVERMENT MANAGEMENT ASSOCIATION
ill-25
4 MLS 5/1212004
REFERENCES:
5 MLS 5/1212004
Dale L. Shugars
Former State Senator
State of Michigan, 47th District
(269) 343-4004 Residence
(269) 207-5275 Cell Phone
Brent Hobgood
City Administrator
City ofEllisville
Ballwin, Missouri
(636) 227-9660 Office
Dennis Durham
Assistant City Manager
City of Kalamazoo
Kalamazoo, Michigan
(269) 337-8580 Office
Engel Corstange
Former Mayor
City of Portage
Portage, Michigan
(269) 327-9539 Residence
James Gregart
Prosecutor
County of Kalamazoo
Kalamazoo, Michigan
(269-383-8900 Office
Joseph Gesmundo
President, American Village Builders
Portage, Michigan
(269) 323-1899 Office
Dr. James Jones
President, Kalamazoo College
Kalamazoo, Michigan
(269) 327-7220 Office
ill-26
P.O. Box 771
Carrizozo, NM 88301
April 23, 2004
Mr. Colin Baenziger
RecruitSix@cb-asso.com
Dear Mr. Baenziger:
I read the advertisement for the County Administrator for Monroe County in the recent
National Association of Counties "County News." I am very interested in exploring the
challenges of public service in the State of Florida.
I enjoy being the County Manager of Lincoln County, New Mexico and find many job-
related similarities between county government and my military experience. I have a
strong background in providing organizational vision, effectiveness, innovation, and
leadership. I know how to motivate people, build consensus, and bring technology to the
work place. Currently involved in the procurement of two new fire stations, a detention
center annex, a county public health clinic, an addition to a local clinic, and a million
dollar addition to our county hospital, I feel qualified to handle a myriad of tough
problems. I have been the county manager for five complete budget cycles, and have a
firm grasp of examining revenues and forecasting requirements. I feel my qualifications
can be more fully demonstrated during a personal interview. References are available
upon request. I can be reached at the above address or by phone at 505-648-2385 Ext
101.
Thank: you for your consideration.
Sincerely,
Thomas F. Stewart
Enc. resume
m-27
SUMMARY
EDUCATION
SENIOR
MANAGEMENT
LEADING
PEOPLE
Thomas F. Stewart
P.O. Box 771
Carrizozo, New Mexico 88301
Home: 505-336-1344
Work: 505-648-2385 Ext 101
Applicant for Monroe County Administrator, with over 30 years of
success in performance-oriented leadership and senior
management positions. Currently in a sixth year of county
government management. Skilled in building high performance
teams. Exceptional analytical expertise and proven ability to
implement effective and cost-efficient solutions. Educated in Total
Quality Management.
MA, National Security and Strategic Studies, Naval War College.
Attended University of Missouri at Kansas City, Public
Administration.
BS, Secondary Education, New Mexico State University.
SIGNIFICANT ATTRIBUTES
Commanded an aviation brigade with 1,750 personnel, 133
aircraft, and over 300 vehicles spread throughout the Republic of
Korea and Japan. Managed an annual budget of $54 million;
conducted Korean peninsula aviation operations in support of U.S.,
Korean, and United Nations Forces; conducted sensitive
demilitarized zone activities and VIP flights which typically
involved multiple modes of transportation; directed maintenance of
all aviation and ground equipment; supervised scheduling of all
assets and training of pilots, crews, and higher levels of
organization. Managed a U.S. Army airfield and through
demonstrated leadership, ensured a safety oriented work
atmosphere for all personnel. Results: No aircraft accidents in
two years and the organization was selected as the safest aviation
brigade in the entire U.S. Army.
Commanded an aviation attack battalion with 300 personnel and
34 aircraft. Deployed the unit to the deserts oflraq, and through
diligent training, management, and leadership, achieved an
outstanding record of air and ground equipment readiness, morale,
and combat effectiveness. Results: Unit received the prestigious
Valorous Unit Award for actions in combat.
m-28
ThollUlS F. Stewart
EVALUATING
ISSUES
FINANCIAL
ACUMEN
PROACTIVE
MANAGEMENT
LEADING
CHANGE
Page 2
Provided military advice and directed the preparation of
administrative documents, briefings, and presentations for the
National Command Authority. Coordinated military operations
with numerous agencies to include the National Security Council,
the Department of State, and Department of Defense. Responded
to domestic emergencies in coordination with the Federal
Emergency Management Agency (FEMA) and the Office ofU. S.
Foreign Disaster Assistance (OFDA). Results: Complex
operations in crisis response situations were effectively conducted.
Planned and administered annual budgets of up to $54 million
allocating funds among competing programs and departments.
Results: Saved the organization over $2.5 million without
eliminating or degrading existing programs. This money was used
by the organization in the rehabilitation of living facilities, and
expansion of physical plant.
Managed a career development program for U.S. Army aviation
officer personnel. Responsible for the education and assignment of
over 4,500 officers worldwide. Developed management
procedures and training requirements, briefed executive leadership,
and reduced inventory in an efficient manner. Articulated
personnel policy in countless briefings worldwide. Authored
Army wide regulations, internal control checklists, numerous
management articles, and local policies for the management of
various personnel issues. Results: Accolades for contributions to
Army Aviation management worldwide.
Planned and executed the transition of an organization to a new
method of employment with new equipment. Managed the
training and movement of personnel; movement of equipment;
occupation of new facilities; and certification of the organization
as capable of performing the revised mission. Results: The
organization was cited as the "best ever reorganized. ..
ID-29
Thomas F. Stewart
Page 3
BUILDING COALITIONS/
COMMUNICATION
Planned, created, and delivered polished presentations on a myriad
of subjects, to include: administrative policy, leadership, technical,
and operational matters. Comfortable in diverse forums.
Frequently serve as moderator and Master of Ceremonies for
various county events. I always emphasize customer satisfaction,
safety of employees, and maintenance of equipment at every
opportunity. Repeated expression of fundamentals ensures that all
members of the team know the priorities, and this enables them to
work together to achieve organizational goals. Results: Sought
after as a guest speaker for a variety of subjects.
RESULTS DRIVEN
Throughout my 30 years of leadership, I have always focused on
two things - taking care of people and accomplishing the mission.
People accomplish the myriad of tasks required of any
organization and they need to know that their leader cares for their
welfare. Competent leadership provides the direction to
accomplish the day-to-day requirements and the vision to improve
overall organizational effectiveness. I know how to inspire people
and influence the bottom line.
WORK HISTORY
County Mana2er, Lincoln County, New Mexico,
Carrizozo, New Mexico
1998 - Present
Chief executive officer for a county of 4,859 square miles. Responsible for oversight of a
detention center, a hospital, emergency services, eight fire departments, five senior
citizen centers, approximately 850 miles of county road, a $16.8 million dollar budget
preparation and execution, routine operational issues, lobbying of legislators, and
formulation of Board of County Commissioner issues and resolution. Succeeded twice in
changing state statutes. Supervises 109 employees - 9 directly. Coordinates with state,
federal, and local agencies for public services. Appointed by Governor to a commission
on community volunteerism. Manages county building projects and serves as chief of
personnel, procurement, and emergency services. Interacts with the public on a variety of
Issues.
ID-30
Thomas F. Stewart
Page 4
Division Chief, Western Hemisphere Operations,
Joint Chiefs of Staff, Washington, DC
1997 - 1998
Coordinated operational activities in support of military operations in the Western
Hemisphere. Worked closely with regional commands, the Services, Office of the
Secretary of Defense, the National Security Council, the Secretary of State, and other
agencies of the federal government. Responded to crisis events, coordinated domestic
support to civil agencies in disasters, and supported counter-drug activities. Supervised
the preparation of implementing documentation and presentations.
Bri2ade Commander, 17th Aviation Brigade,
Eighth United States Army, Seoul, Korea
1995 - 1997
Responsible for commanding the largest US Army aviation brigade deployed overseas -
1,800 soldiers. The brigade consisted of two AH-64 battalions, a CH-47 battalion, a
general support aviation battalion, and an air traffic services group spread over 6,000
square miles of the Republic of Korea and in Japan. Responsible for every facet of the
organization to include personnel, maintenance, training, fiscal, and safety management.
Results: There were no aviation accidents in two years and the Army recognized the
brigade as the safest aviation unit in the Army.
Chief. Aviation Branch, Officer Personnel Management,
Total Army Personnel Command, Alexandria, Virginia
1993 - 1995
Responsible for the professional development, management, and worldwide assignment
of approximately 4,500 commissioned officers in the Aviation Branch. Provided
professional guidance, counseling, and assistance to commanders and individual officers.
Battalion Commander, I_24th Aviation Battalion,
Hunter Army Airfield, Savannah, Georgia
1990 - 1992
Responsible for the employment, maintenance, training, and safety of an AH-64 Apache
Helicopter Battalion of approximately 300 soldiers and 34 aircraft. Ensured that the
battalion was a highly effective and disciplined team capable of deploying anywhere in
the world on short notice. Results: The battalion was awarded the Valorous Unit
Citation for actions against Iraqi forces during Desert Storm
ID-31
Thomas F. Stewart
Page 5
Ooerations Officer, 101st Aviation Brigade,
Fort Campbell, Kentucky
1986 - 1990
Served as operations officer for an AH-64 battalion and the aviation brigade of the only
air assault division in the United States Army. Responsible for the development of
aviation training programs, aircraft scheduling, flying hour program development and
management, and operational plans for the employment of 9 battalions of aviation.
Aviation Mana2ement Officer, Plans Programs and Analysis,
Total Army Personnel Command, Alexandria, Virginia
1983 - 1986
Responsible for development of Army aviation officer personnel management programs.
Authored Army regulations; developed new equipment training programs; managed over
4,000 training slots annually; developed aviation training requirements for future years;
and administered the flight qualification program for approximately 20,000 officers.
Various Leadershio and Mans2ement Positions
1972 - 1983
Developmental assignments as platoon leader, aide-de-camp, staff officer, and company
commander.
CIVIC ORGANIZATIONS
Past President of the Carrizozo, New Mexico Rotary Club
Past founding director of Leadership Lincoln
MILITARY RECOGNITION INCLUDES
Retired Army Colonel
Defense Superior Service Medal
Legion of Merit
Bronze Star
Air Medal
Master Aviator Wings
Airborne Wings
Air Assault Badge
Ranger Tab
111-32
Consultant Interviews with
the Candidates
IV
Larry J. Brown
Education
BA, Political Science, College of Arts and Sciences, University of Florida, Gainesville, FL
MA, Political Science and Public Administration, College of Arts and Sciences, University of
Florida, Gainesville, FL
Certificate in Advanced Management, Industrial Relations Center, University of Chicago, Iowa
City, IA
Certificate in Advanced Management, American Management Association, New York, NY
Certificate of Completion, Senior Executive Institute, University of Virginia, Charlottesville, V A
Credentialed Manager, International City/County Management Association
Experience
Sarasota County
Director, Mobility Operations, Public Works (one year)
Director, Transit Services (SCAT), Public Works (seven months),
Director, Administrative Services (three years)
Advisor and Consultant
City Manager, City of Kansas City, MO
County Administrator, County ofWashtenaw, Ann Arbor, MI
County Administrator. County ofHillsborough, Tampa, FL
County Manager, County of Arlington, Arlington, VI
County Executive Director. County of Ramsey, St. Paul, MI
Deputy Secretary/Division Administrator, Department of Local Affairs and
Development, State of Wisconsin, Madison, WI
County Administrator, County of Rock, Janesville, WI
County Administrator, County of Richmond. Rockingham. NC
County Executive Secretary, County of Loudoun, Leesburg, VI
Assistant to the County Manager, County of Forsyth, Winston-Salem, NC
Admin. Aide to the City Manager, City of St. Petersburg, St. Petersburg, FL
Interview Comments
1999 - present
1997-1999
1994-1997
1991-1994
1987-1990
1982-1987
1978-1982
1975-1978
1973-1975
1971-1973
1969-1971
1967-1969
1964-1965
Mr. Brown is interested in Monroe County because it offers an opportunity for him to lead a
government again and to deal with the associated challenges. He also stated that he has enjoyed his
visits to the Keys over the past 10-12 years and would like the opportunity to live in an island
environment. He is familiar with the historical pirate heritage and the mentality that goes along with
that.
IV-I
Larry J. Brown
Mr. Brown described some of the challenges facing the next County Administrator in Monroe County
will be in taking the organization to a higher performance level. balancing growth with the
environment and the infrastructure requirements, and finding the right people to do the right jobs.
He noted that the high cost of living most likely has an impact on availability of mid-level employees.
He believes that the fair and equitable distribution of resources and finances among the islands will
be an issue.
He stated that he has more than one managerial style. Mr. Brown tries to deal personally with
commissioners and key staff people. He is not combative or confrontational but rather will decide
how to deal with a person based on the individual's characteristics, responsibility and job. He
believes in asking questions and getting to the heart of the matter. His basic style is to encourage
team participation, to maintain an open door, and to be available to the point of giving out his home
phone. He believes in "performance management" which he states depends on defining a job or issue,
developing strategies, being and holding your staff accountable and rewarding individuals for their
efforts. Once he has a management system in place he follows up and checks on progress monthly
or quarterly, as necessary. He believes in doing honest performance evaluations at the end of each
cycle and starting over again.
If one were to approach his staff and ask them to describe him as a manager the responses would be
that he is delightful to work for - open, full of ideas, and receptive to anything they want to talk
about. The elected officials would most likely say that he gives the staff too much leash or head. He
stated though that one can always "rein them in" if necessary. He trusts people until they prove the
trust is misplaced and then he "deals" with them. Mr. Brown gives the staff the appropriate support
and then expects results. When dealing with the task of firing, dismissal, or "removing of a road
block," he will first try to change the employee's attitude and work with them. If this does not work,
after fully documenting the process, he will ask for the employees resignation.
Mr. Brown feels his strengths are his openness, keeping his cool, seldom getting mad, and his ability
to analyze and solve problems. He participates in the community at all levels of the organization and
does not believe in a strict hierarchy. He believes in streamlining so as to not have too much
management and not enough leadership. He stated that at times he can be very wordy and still must
work on learning when he has said enough.
Mr. Brown is a strong supporter of continuing education and development of the employees. He
feels that through education along with incorporating appropriate technology the employees will
achieve higher salary and benefits and be more valuable to the community. He stated, "I care about
what happens today, about the detail but I also have my eye on the future - what is going on the
environment and how outside forces are changing so that the government can adapt."
Mr. Brown believes that any strength overdone is a weakness. He further stated. "A lot of people
believe in consistency. It has value but you should not be a slave to it. I believe in adapting to the
people I'm working with. I'm not wishy washy - I want problems solved."
IV-2
Larry J. Brown
He feels his biggest career success was while he was employed in Arlington County, V A. He
experienced the strong support of the Board and found it delightful to work with and focused on
developing the staffinto teams. His biggest career challenge was in a county which was understaffed
and the commissioners were "at each other all the time". Mr. Brown implemented a
"transformational organization" training course there by running sixty employees through "pillars"
every three months to educate, inform, and share leadership experiences. In the long run, it did not
work out.
The first six months, as the next Monroe County Administrator, Mr. Brown will learn the
Commission's priorities. He will gain an understanding of the resources, meet with the board
members and other constitutional officers, and begin meeting the staff. He will ask who are the
people that will have an impact on the county and meet with those whose names appear frequently.
He will also make an assessment of the quality of the programs, services and staff He will "observe,
watch and learn before leaping off"
The most embarrassing thing that has happened to him, while in his current position, was when he
applied for and was awarded the "Quality Industry 300 Award", to honor the transportation systems
in Summeral and the board decided they didn't need it. When asked ifthere is anything embarrassing
in his background he cited a Dm he received in Kansas City, for which he went through
rehabilitation.
When dealing with the media, he gives them all the background and information possible, hoping that
they will "get the story right."
In his leisure time he enjoys golfing, reading watching DVDs, walking on the beach and listening to
the water, photography and "keeping up with my Golden Retriever". He described himself and his
wife as not being "social critters", so the isolated life style in Monroe County will not be an issue,
however they do like "celebrations". The Brown's do not have any children living at home so there
are no issues associated with "moving the kids."
In conclusion he stated, "I know myself very well - that's the first stop in knowing other people. I
know how to make changes and adapt to my environment."
Current Salary
$93,000
Interviewer's Impressions
Articulate and enjoys talking. He admitted having to work on when he has said enough.
Considered, at one time, to be one of the top managers in the profession.
IV-3
David R. Bullock
Education
BS, Western Chester State University, PA
Experience
Deputy County Administrator, Sarasota County, FL
Solid Waste Director, Sarasota County Government, FL
Vice President, GBB, Inc. Waste Management Consultants, Falls Church, VA
Manager, Potter County Solid Waste Authority, PA
Self employed - Owned and operated a construction company
1997-Present
1994-1997
1987-1994
1981-1987
1976-1981
Interview Comments
Mr. Bullock envisions the challenges facing the next Monroe County Administrator as being:
· The ongoing issues posed by maintaining the environment.
· Dealing with some of the human issues, such as affordable housing, maintaining an economy
and health insurance for the people that support tourism, is another challenge.
· The ongoing issues between all counties in the state in terms of absorbing increased costs
passed down by the State Legislature.
· The waste water treatment and water sustain-ability component.
· The county wide vision of the future of the Keyes.
· The development of a good forum for discussion of some future consensus building vision for
the growth in the Keyes.
· The ability to attract and sustain qualified staff to meet the increasing expectations of it's
citizenry. He stated, "the character of the Keyes changes, reduces the number of people who
can afford to live there".
Mr. Bullock has a great job now and would only consider leaving for this job, which he feels presents
unique challenges. He enjoys the environment and geography of the Keyes and is intrigued by the
human elements there.
His management style starts with a value based approach to public service. "There is a need to have a
certain set of values. Community first, customer focus approach, honest and integrity- cooperation
and collaboration are necessary." He maintains "a certain degree of independence so the staff can be
objective and provide evaluation of consequences of board action in terms of cost and public policy."
He holds himself and staff to a high expectation. He believes that it takes a whole variety of people
with different competencies to run a government. He places great value in diversity of staff - which
reflects the community it serves. He likes an independent thinking staff with opinions and
approaches.
IV-4
David R. Bullock
If one were to ask his staff to describe him they would say that he is community focused, customer
focused, has high expectations, fair, sometimes impatient and often demanding. The elected officials
find value in the work he does for them. They would describe him as being reliable and objective,
approachable and responsive, inquisitive and sometime poses questions that may cause them to see
things in a different perspective.
He feels that firing begins with some problems in the hiring process. It is important to invest in the
process of hiring and evaluating on values and tolerance based on interest and passion of public
service. He believes in setting out expectations for employees and in drawing up a convent between
employee and employer. The employer must articulate and get feed back so that the employee will
know consequences of actions. When there is no hope for improvement, on part of employee or the
values are substantially different between them, he has no problem in letting go of the employee after
first giving them the opportunity to resign. He knows the importance of protecting the dignity of an
employee - and following all the guidelines of the organization.
He was one of the people who "gave birth" to the broad based community organization SCOPE.
The first six months in Monroe County he will do a huge amount ofleaming, listening, assessing, and
identifying strengths and weaknesses in the county and community. He will build relationships with
the constituents and the board. He is not a "hair trigger" person.
He and his wife enjoy diving, boating and fishing. He helps his wife, who is a licensed aqua- culturist,
raise tropical fish.
Current Salary
$130,000
Interviewer's Impressions
Very impressive - excellent communication and managerial skills. Friendly and personable.
IV-5
ShaUD Carey
Education
BS, Civil Engineering, University of Nevada-Reno
Mining Engineering, University of Nevada-Reno. Macky School of Mines
Experience
City Manager, City of Sparks, Sparks, NY
City Manager (five years), Assistant City Manager (one year) and
Director of Public Works (six years)
Director of Public Works. City of Lincoln, Lincoln, CA
Director of Public Works, Marysville, CA
Traffic Engineer, Boulder, CO
1992 - present
1991-1992
1989 -1991
1986 - 1988
Interview Comments
Mr. Carey thinks the challenges in Monroe County are fostering communication, utilizing an
integrated work plan, improving performance management, satisfying infrastructure challenges
regarding water and sewer systems, maintaining a healthy budget and assisting a tourist industry
recovering from the events of 9/11.
He described himself as being a stable professional who leads from the heart. He is fair, hard
working, innovative. and successful. The result is that he has a "tremendous number of
accomplishments." He is especially proud of the special events in Sparks, NY which include:
Hometowne Farmers Market, The Big Easy, Hot August Nights, Best in the West Rib Cook-off and
Hometowne Christmas. One of the most successful projects is the Sparks Marina Lake Park which
is 80 acres of water surrounded by swimming, boating, fishing, scuba diving and picnicking facilities.
This area was previously a gravel pit in the middle of town.
He described his management style as a high performance government system utilizing integrated
work planning systems which foster communication and performance management. He '<Very much
believes in getting the most out of people" and in making sure that the people around him are
empowered. He makes sure the City is using the capital and personnel resources to achieve the stated
goals.
His staff would describe him as being focused on communication, empowerment, being innovative
and getting the job done. The elected officials would say that he is a consensus builder who keeps
IV-6
ShaUB Carey
them working towards common goals and that they are satisfied in the direction in which the city is
moving. He has heard that some of the council members feel that he is not tough enough. That is
not in his nature. He feels that his approach gets more done and establishes long term success.
Mr. Carey streamlined the staffby eliminating layers and, as a result, having the departments heads
closer to the employees and which also freed up resources.
Mr. Carey will spend the first six months in Monroe County "getting up to speed." He will implement
his management style which is one of well established and fluent communications. During that
process he will articulate and identify the strategic direction the Commission wants to pursue. Mr.
Carey identified the budget in Monroe County as being one of the challenges facing the County. He
stated that the budget is growing faster than the revenue. He will implement long term budgeting
tools and rely on national and international tourism to assist with balancing it.
The only matter that Mr. Carey could think of that might be embarrassing, ifit were to come to light,
is a speeding ticket he received in Boulder, CO. He stated that he has not been involved in any
personal law suits.
Mr. Carey currently has a PIO on staff, to handle the media. The city maintains a great open and
honest relationship with the media.
Mr. Carey enjoys walking his dog two miles each morning. working out, going out to eat and to the
movies, scuba diving and traveling. He has been in Nevada the past eleven years and is seeking a
"new chapter in his career". The move to Monroe County will be a career challenge, fascinating and
an opportunity to work for a county again.
Current Salary
$144,200
Interviewer's Impressions
Very proud of the activities in and around Sparks, which he has taken a personal interest in.
Energetic.
IV-7
Thomas R. Hoover
Education
BS, Civil Engineering, University of Toledo, OH
MA, Public Administration, University of Toledo, OH
Licensed Professional Engineer, State of Ohio - Serial No. 38942
Experience
City Manager, City of Worcester, MA
City of Toledo, OH
City Manager (three years), Public Services Director (three years),
Public Safety Director (one year), Assistant City Manager (five
years), Commissioner of Streets, Bridges and Harbors (four years),
Professional Engineer (four years), Engineering Associate (two years)
Commissioned Lieutenant in Facility Engineering, US Army Corps of Engineers
City of Toledo, OH
Engineering Associate, Sanitary Engineer's Office (one year) and
Engineering Aide (four years)
1994 -2004
1972 -1993
1970 -1972
1966 -1970
Interview Comments
Mr. Hoover stated he is interested in Monroe County because it presents the kind of challenges that
he is seeking. The budget is tight (as it is in most places) and will require some prioritization and
sound decision-making. He believes that the income level and cost of living are higher there than the
typical place, but he is looking forward to being able to have a place to exercise his talents. "Monroe
County is stable and needs a good manager". He and his wife are empty nesters and would enjoy
living in an ocean environment.
Mr. Hoover described his managerial style as being a consensus builder, having open communication,
one of empowerment and delegation giving the employee support and expecting accountability. He
likes to give the staff the opportunity to exercise their talents - he does not seek the lime-light. He
has always been told that he is one of the "best bosses". He affords the staff the opportunities to
grow and shine in their area of expertise.
He feels some of his larger achievements include working with neighborhood associations to improve
their communities, working with the local schools to improve the quality of education, completing
a downtown urban renewal effort that lead to the regeneration of the downtown (for example, the
new hotel was built - the first in over 25 years) and restoring order to the City's financial health.
IV-8
Thomas R. Hoover
When he took over in Worcester, the City's bonds were rated very poorly. By the time he left, they
were rated A3 by Moodys. He also oversaw a major overhaul of the City's infrastructure including
numerous public buildings, parks improvements and road upgrades. He was also instrumental in
finding was to build a new vocational high school which is expected to be the flagship school of its
kind in the state.
When asked if there is anything in his past that would be embarrassing, if it were to come to light, he
related an experience that happened to him some time ago in Ohio. He had a conversation on a cell
phone with an activist which a ham operator taped, turned over to the local newspaper and was
printed. Two of the nine commissioners asked for his resignation. He admits that it was not the
smartest thing he ever did but added that he felt somewhat vindicated when the ham operator was
prosecuted for violating the Federal Communication Laws.
Most Recent Salary
$135,896
Interviewer's Impressions
Articulate, spoke without pauses and hesitation - quick with thorough answers.
IV-9
Geol"2e N. Hunt
Education
BS, Political Science, Western Illinois University, Macomb, IL
MS, Political Science, Western lllinois University, Macomb, IL
Currently pursuing a Master in Theology, Barry University. FL
Experience
City Manager, City of Venice, FL
Budget Officer, City ofRockville, MD
Assistant City Manager, Boynton Beach, FL
Assistant City Manager, Oakland Park, FL
JR and SR Budget Analyst, Broward County, FL
Administrative Assistant, Broward County Task Force on Organized Crime
1991-2004
1990-1991
1984-1989
1983-1984
1979-1983
1978-1979
Interview Comments
Mr. Hunt is interested in the Monroe County Administrator's job because of the challenges and the
opportunity to live and work in the Keys. The idea of living three hours from a mall or medical
specialist does not bother them. They are both computer literate and can have access to anything they
need. The price of housing in Monroe County is somewhat ofa concern to the Hunt's. He has
grown tired of the politics involved in Venice and is looking forward to moving to another
community.
Mr. Hunt feels that there is a need for the next Administrator in Monroe County to build consensus
between the various areas of the county with regards to the distribution of resources. "Everything
should be played out fairly and above board and a consensus built." He feels that as the municipalities
grow along the Keys, the issues will become more complex and will need to be handled with kid
gloves. He will pursue the Commission's goals and actively work to have the cities participate in
these goals and adopt them as their own. He also believes in having a strategic plan and will urge
council to hire a professional facilitator to conduct a goal setting session. Once that is completed,
he, the staff and the community will have a strong idea of where the Commission wants to go in the
long run.
He tries to keep himself out of the day-to-day operations of the various departments and lets the
directors take care of their staff He takes pride in surrounding himselfwith good people, particularly
with regards to personnel matters and in dealing with the unions.
During his first six months, he will "get out" and meet the rank and file and the community listening.
evaluating and assessing. Once he understands the organization and its needs, he will take the actions
necessary to improve its operations.
IV-IO
George N. Hunt
Mr. Hunt described his management style as being participatory. He prefers to be low key and
adapting to his surroundings. He considers himself inclusive, knowledgeable and well spoken. He
has a strong grasp of the details of each department under his supervision. When going through the
decision making process he includes the staff
Mr. Hunt feels that he is a good public speaker and has always received high praise in that regard.
He enjoys giving direction but maintains a low profile instead of taking credit. He is strong in the
area of finances and described himself as an expert budget reviewer - he knows how to build and
balance a good budget. He also prides himselfin his ability to judge people well and getting the best
possible people to work for him.
One of his biggest successes was a federal beach nourishment project which rebuilt a denuded beach,
increased property values, and included the construction of four new bridges and the widening of
several highways. He took upon himself to make decisions normally left to state agencies in order
to move the project along quickly.
His biggest failure was in the selection of an individual to be the Growth Management Director in
Venice whom he later promoted to Deputy City Manager. Only later did Mr. Hunt find out that this
individual was working hard to undercut him.
The Hunts enjoy living a very quiet personal life. He described them as being joined at the hip or
"cocooners", but do enjoy civic events.
Most Recent Salary
$113,512
Interviewer's Impressions
Knowledgeable and competent. Speaks slowly and is somewhat guarded. Still carries some
scars from his last job and the situation he was in.
Additional Note
Venice has an active, anti group of citizens that was extremely unfriendly to Mr. Hunt and
many of the elected officials. Every two years for the past sixteen or so years, this group have filed
ethics charges against various employees. Last October they filed against him, the mayor and two
directors. All previous charges have been dismissed and he assumes that they will be this year also.
The Commission needs to be aware that once it becomes public knowledge that Mr. Hunt has applied
for this position, the citizen's group may attempt to attack his credibility.
IV-II
Donna Landeros
Education
M.S., Public Administration; California State University, Los Angeles, CA
B.A.. Sociology; University of California, Los Angeles, CA
Experience
City Manager, City of Ventura, CA
County Administrative Officer, Yolo County, CA
Deputy County Administrator, Butte County, CA
District Recreation Director, Los Angeles County, CA
1995-2004
1989-1995
1978-1989
1970-1977
Interview Comments
Based on her 34 years of public service, Ms. Landeros feels that she is familiar with many of the
pressures facing governments in the Keys. Having served and lived in a coastal community she
understands the intensity of feelings of those who live there and do not want change versus those who
live there and do. She has experience with newly incorporated cities and inter-governmental
relationships. She also sees affordable housing to be a significant issue in the Keys. It is necessary
for those who work in the tourism economy to be able to find places to live and identifYing means to
provide that housing would be an issue she would want to address.
She has enjoyed her career in public service and is now anxious to move forward leaving the chronic
frustrations of California politics and tax limitations behind. She is a high energy person who enjoys
new challenges and she believes that Monroe County will provide those challenges. At this point, she
wants to continue her career in a position where she can serve the public, do a good job and have her
work valued.
She is very hands-on, but does not over manage her staff She wants to be informed but not a micro
manager. Instead, she prefers to be a mentor. She believes that her staffpeople genuinely like her and
have been supportive of her just as she was and is supportive of them. The majority of the elected
officials for whom she has worked also like and respect her. They would describe her as being
dedicated, energetic and responsive. They further believe that she has done a great job,
accomplishing a long list of projects. She believes there are a limited few who do not like her and
would not be as kind in their comments.
IV-12
Donna Landeros
When asked about difficult employees and firing people she said that she feels that there are two types
of terminations. The first is when an employee commits an act that is so egregious that the
termination must be made quickly. The second, on the other hand, is when the performance level is
just not there. In either case, the employee should know why he/she is being terminated. She makes
a point to tell the effected employee what the issues/problems are and in most cases, the employees
appreciate being told and the matter becomes a non-issue. With respect to performance issues, she
deals with the employee confidentially and helps him/her to leave with his/her reputations intact. If
possible, she likes to work out a severance pay arrangement so the employee will have some funds
while identifying the next job.
When dealing with the media, she prefers to be very casual and to have an open door policy with
them. In her most recent job in Ventura, however, the media was difficult to deal with and politically
motivated. In that situation, she was much more guarded.
She enjoys boating, outdoor activities, reading, cooking, gardening, hiking, snow skiing and high
energy activities. She stated, "I work hard and play hard."
Most Recent Salary
$172,000
Interviewer's Impressions
Personable, kind, energetic, ready for a challenge and a move to a new location.
IV-13
M1chael L. Stampfler
Education
BA, Hope College, Holland, MI
MA, International Studies, Western Michigan University, Kalamazoo, MI
Master of Public Administration, Western Michigan University, Kalamazoo, MI
Experience
City Manager, City of Portage, MI
Airport Director, City/County of Kalamazoo, MI
Administrative Assistant to City Manager. City of Kalamazoo. MI
1985- present
1981-1985
1977-1981
Interview Comments
At the time we spoke to Mr. Stampfler, he stated he was generally familiar with the Florida Keys but
also readily admitted that he had not had the opportunity to thoroughly research Monroe County and
the challenges facing the next Administrator. However, he did state that he would not have any
problem living three hours from a mall or medical specialist. After all, Portage is not exactly the
center of the universe either. At this point in his career, he has been in his current position for the
past nineteen years and would like to move farther south while assuming a challenging position. He
feels he is an experienced and capable manager and feels that Monroe County will benefit from that
expenence.
When asked about his management style, he said that he is detail oriented but delegates, supervises
and follows up. He does not micro manage but lets his staff do their jobs and holds them accountable
for the results. He stated that he has been described as being firm, fair, demanding, through, having a
sense of humor and liking to laugh a lot. He maintains an open door policy with the staff and the
public and does so to get direct feedback on city operations.
When asked about weaknesses, he feels that his natural "drive" can also be a weakness. He can push
himself too far and too hard. Sometimes he feels that he simply needs to step back a little.
The feat he is proudest of in his career is the development of the City of Portage's infrastructure
which is multi-faceted and includes roads, parks and an industrial park among other items. None of
the preceding was inexpensive and their success depended upon wise use of resources and strong
financial management.
IV-14
M1chael L. Stampfler
He can also be creative. An example was his efforts to privatize the City's water/sewer utility that
ultimately saved the citizens $750,000 annually. In another case, he was successful in transferring
responsibility for the municipal to the county.
He generally gets along well with the media but recognizes that they have been known to look for and
then stretch a story. Consequently, while he tries to be helpful, he also is somewhat guarded with
them.
When asked if there was anything embarrassing in his background, he said no. Over the years he has .
experienced the typical differences of opinions with unions, but nothing out of the ordinary. He also
stated that there will not be any community activists coming forward with any dirt on him because
there isn't any dirt.
For his hobbies. Mr. Stampfler enjoys gardening, reading, exercise and physical activities.
Current Salary
$ 128,000
Interviewer's Impressions
Easy going, fair and level headed. Direct and to the point - not particularly talkative.
IV-IS
Thomas F. Stewart
Education
MA, National Security and Strategic Studies, Naval War College.
Attended University of Missouri at Kansas City in Public Administration.
BS, Secondary Education. New Mexico State University.
Experience
County Manager, Lincoln County, Carrizozo, NM
Division Chief, Western Hemisphere Operations, Joint Chiefs
of Staff, Washington, DC
Brigade Commander, 1"J'h Aviation Brigade, Eighth US Army, Seoul, Korea
Chief, Aviation Branch, Officer Personnel Management, Total Army Personnel
Command, Alexandria, VA
Battalion Commander, I-24th Aviation Battalion, Hunter Army Airfield,
Savannah, GA
Operations Officer, lOpt Aviation Brigade, Fort Campbell, KY
Aviation Management Officer, Plans Programs and Analysis,
Total Army Personnel Command, Alexandria, VA
Various Leadership and Management Positions, US Army
Platoon Leader, Aide-de';'camp, Staff Officer and Company Commander
Interview Comments
1998 - present
1997 -1998
1995 -1997
1993 -1995
1990 - 1992
1986 - 1990
1983 - 1986
1972 - 1983
Mr. Stewart is excited about the possibilities of managing Monroe County. The challenges are
certainly there and he looks forward to the living and working environment in the Keys. Having had
a career in the military where he had to relocate every two or three years, he is adept at moving and
adapting to new situations. It helps that he is a quick study. He does expect quite ajolt, however,
the cost of living and housing in particular given he would be coming from a small county in New
Mexico.
His management style is one based on trust -- until an individual shows him otherwise. He likes
working as a team and getting the things done that need to be done. Mr. Stewart can direct and
command but will also pitch in and get down and get dirty to get the problems solved. He has an
open door for everybody. His staff trusts him and he does not micro-manage. Rather, he let's them
do their jobs while being there for support and to help with solutions. He believes that both he and
his staff should enjoy their jobs - to have fun - and that will lead to higher productivity. He likes to
consider himself to be a coach as well as a leader.
IV-16
Thomas F. Stewart
Mr. Stewart's strengths are his boundless energy, knowing how to prioritize, being approachable and
his ability to deal with people which he truly enjoys. He realizes that he is in the spotlight because
of his position and that he needs to be an example at all times because people are always watching
and listening. He stated that he feels his primary weakness is that he wants to jump in and get things
done right now. He also feels that he has a tendency to be a little too out spoken. "I tell it like it is
and the papers print it." After six years as a county administrator though, he has learned to curb that
tendency. He also feels that he needs to develop a little more patience.
One of his biggest achievements in local government was creating an environment where the staff and
elected officials work together as a cohesive team. When he took the New Mexico job, there were
elected officials "tugging" at each other and there were budget problems. He has been able to
streamline the process and smooth over the differences. He accomplished this change by soliciting
everyone's input regarding budget and getting the parties together so that they can decide which
items the County can afford.
When faced with employees that are not performing, he acts as a coach but also as an umpire. He
gives the employees adequate opportunity to improve but builds a record as he goes. He counsels
and documents but always approaches the situation from a positive perspective for both the individual
and organization. Normally he uses a "three strikes and you're out" system. One example he cited
concerning dealing with difficult employees was a situation where the County had been sued. He was
given the authority to settle and made an offer of $60.000 which he felt was fair but it was declined.
So he advised the Commission to go to court which it did. He participated in the jury selection and
served as the County's representative. The jury found for the County -- that it had treated everybody
fairly and followed appropriate procedures - and awarded the complainant nothing. Mr. Stewart was
very satisfied that justice had been served.
The first six months in Monroe County he feels that it will be important for him to get to know the
Commissioners, to get around to all departments, to visit all the County's facilities throughout the
Keys and to meet local community leaders. He will go through ordinances and pick the officials
brains to make sure he understands their priorities and that the priorities make sense. If they appear
not, he will question until he understands why it is the way it is. He will also meet the media to
establish a relationship. That way, he will be a person to them and can keep them informed and
hopefully they will get the story correct.
He added that one of the reasons he is looking is that it is likely that there will be some turnover of
elected officials in the next election and he does believe that he will not enjoy his job as much when
that happens. He hastened to add that his contract is up this month and they want him to renew.
He had the privilege of commanding in Dessert Storm and the experience (which was difficult at times
-- especially when he lost a crew), has helped him put things in perspective.
IV-17
Thomas F. Stewart
In his spare time, Mr. Stewart is an avid golfer and enjoys staying in shape.
Current Salary
$75 ,000
Interviewer's Impressions
High energy, enthusiastic and very experienced leader and manager.
IV-18
Candidates' Current Salaries
v
Candidates' Current Salaries
At the outset, a comment should be made. In meeting with the Commissioners, we
established a salary range of $125,000 to $175,000 which is reasonable given the caliber of the
candidates that Monroe County is seeking to attract to be its County Administrator. We also,
discussed the possibility of providing some housing assistance.
In considering candidates, it has been our experience that a good adWHrtistrator will save
the County more than his/her annual salary by capturing opportunities aJIId' by making fewer
mistakes. A great Administrator will save/capture even more. Thus, if the County feels that it
must pay near the top of the range to get the person it wants, "right person", we recommend that
it do so.
In any case, we have asked each of the semi-finalists to provide their base salary and the
following represents the results.
Larry Brown
David Bullock
Shaun Carey
Thomas Hoover
George Hunt
Donna Landeros
Michael Stampfler
Thomas Stewart
$
93,000
130,000
144,200
135,896
113,512
172,000
128.000
75,000
V-I