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Home My WebLink AboutItem B =- Monroe County County Administrator Ballot August 21, 2004 Ballot Summary S .0tt L~ fortcL tJ ( ruLyj J~O I Candidate McCoy Nelson Neugent Rice Spehar Total Carey V- I Evett V /' '2- Herman 1/ , Malloch Saddler / ~ ~ -z:::- Willi 7 v" ~ v t+ Cl~ II, I I I I Monroe County County Administrator Ballot August 21,2004 Straw Ballot Please indicate your top two choices for the person to be the County Administrator position by checking the box next to his/her name. Candidate My Choice Shaun Carey Lee Evett L,/"" Robert Herman J ames Malloch Charles Saddler Thomas Willi ~ Signature: /~ if II' I' Monroe County County Administrator Ballot August 21,2004 Straw Ballot Please indicate your top two choices for the person to be the County Administrator position by checking the box next to hislher name. Candidate M Choice Signature: Shaun Care Lee Evett Robert Herman James Malloch Charles Saddler Thomas Willi .~.. + + L \;~ b ~ t) b ~A.h 'rV'-o.-.- ii' ;' Monroe County County Administrator Ballot August 21,2004 Straw Ballot Please indicate your top two choices for the person to be the County Administrator position by checking the box next to his/her name. Candidate My Choice Shaun Carey Lee Evett ./ Robert Herman V James Malloch Charles Saddler Thomas Willi V Signature: _~ II . I I Monroe County County Administrator Ballot August 21,2004 Straw Ballot Please indicate your top two choices for the person to be the County Administrator position by checking the box next to his/her name. Candidate My Choice Shaun Carey ~ Lee Evett Robert Herman James Malloch Charles Saddler / Thomas Willi Signature: 1+. >-n. ~LuJ II , Monroe County County Administrator Ballot August 21,2004 Straw Ballot Please indicate your top two choices for the person to be the County Administrator position by checking the box next to his/her name. Candidate My Choice Shaun Carey Lee Evett Robert Herman James Malloch Charles Saddler ~ Thomas Willi ~ Signature: L,~r. ~ Monroe County County Administrator Ballot August 21, 2004 Ballot Summary 1 tYD ~(C-L Candidate McCoy Nelson Neugent Rice Spehar Total Carey Evett /' l../"" Herman Malloch Saddler -.../" V V' Willi .. ~b~ :11 I L R.(2~ L Uc, if' /J W Signature: Please indicate your first choice for the person to be the County Administrator by writing his/her name on the line below: Round # ~Ballot August 21,2004 County Administrator Ballot Monroe County II Signature: L t:; ~f1 Please indicate your first choice for the person to be the County Administrator by writing his/her name on the line below: Round # 2-- Ballot August 21,2004 County Administrator Ballot Monroe County I I ~I ~ Signature: C hll~Je.s S AdJ/~\r Please indicate your first choice for the person to be the County Administrator by writing his/her name on the line below: Round # ~allot August 21,2004 County Administrator Ballot Monroe County I' , ij~ 122 ~jaA< Signature: J~~ Please indicate your first choice for the person to be the County Administrator by writing his/her name on the line below: Round # 7-- Ballot August 21,2004 County Administrator Ballot Monroe County '" 'II Signature: m. L j2 Please indicate your first choice for the person to be the County Administrator by writing his/her name on the line below: Round # ""1-, Ballot August 21,2004 County Administrator Ballot Monroe County Monroe County Administrator Round Two Semi-Finalists Colin Baenziger & Associates 12970 Dartfor4jTrail #8 Wellington, FL 33414 I Office: (561) 7P3-2624 I ' Cell: (561) 707-3537 ! Table of Contents Section I: The Interview Schedule (To Be Provided) Section II: The Interview Process (Already Provided) Section III: Candidate Resumes Shaun Carey Lee Evett Robert Herman J ames Malloch Charles Saddler Thomas Willi Section IV: Consultant Interviews With Candidates Shaun Carey Lee Evett Robert Herman James Malloch Charles Saddler Thomas Willi se~ion V: Candidates' Current Salaries ...... Shann Varey ...... I""". ~for eo..-llIClvM ElIOIftMI'l"9 !=..~_....Refto.~or ===J=.u- ilIOtQ21i8 ..... or ........ ... 2002 /My... ~ of ClIlM8lllff ,...,... of... y_ Nlk "'nh!f 1M ~ .,.........., 1'" ....,..~ 1_~ .............--. w..-~-"-'.WiW ~~ 1_ ~of....y_~...._ ". AnwrioM f'IIbllo WoItct 1685 SIIIlIiInOOM.spake, tN IM34 TEL: ~7 FAX: 775-353-1635 ..,.t~. ~ of....,..,. 1 A-v 0( lIptoIaI ~.""'of ..... LEE R. EVETT 101 "B" Street, Pueblo, CO 81003 Home: (719) 544-4595 Work: (719) 553-2600 E-mail: levett@pueblo.us PROFESSIONAL HIGHLIGHTS . Creative, imaginative leader recognized for excellence in leadership with an impeccable reputation for honesty, accountability, innovative solutions and professional integrity . Recognized for maintaining and enhancing quality of life opportunities through preservation and strengthening of neighborhood goals . Demonstrated leadership in annexations, budgetin~, fiscal controls, financial reporting, utilizing long and short term debt instnuhents, community relations, I utility and airport operations, police, fire, and emergency medical care, labor relations, land use planning and development, Central Business District redevelopment, economic development, parks and recreation includi* beach access and stabilization, historic facility designation, emtttonmentalj issues, including the protection of endangered species and ADA compllMte ! EDUCATION BACHELOR OF ARTS - Purdue University MASTERS DEGREE in Public Administration - Indiana University ACCEPTED (but did not attend) Ph.D. Program in Public Administration, University of Southern California PROFESSIONAL EXPE~ ~"";~'. "'"- CITY OF PUEBLO, COLORADO - 47 square milt university community with" an ethnically diverse population of 105,000. The City had a single industry economy for most of its 130 years. Presently restructuring it's economic base to include manufacturing Delta II rockets and industrial cooling systems the city is modernizing I long neglected infrastructure while enjoying the Pueblo Symphony Orchestra. The home of Colorado State University - Pueblo, the City operates a commercial airport with an Industrial Park, plus a transit system, two cham. PiO~.......... .g~lf courses, tennis center, ice skating rink, four pools and a nationally accredited ,zoo all om a $134.4 million dollar annual budget utilizing 698 full time employees. As.part 0 : he Central Business District redevelopment, the Historic Arkansas River Walk was rece~tly opened next to the 1700 seat Memorial Auditorium and near the new Convention Center - the City operates 86 Parks covering 674 acres, plus the 660-acre Pueblo Mountain Park I City Manager/Chief Executive Officer - 2000 to Present Major Accomplishments: · Streamlined the organizational structure by reducing the number of operating Department Directors from 23 to 14 I · Implemented public informational programs including both a CitvScapes citizen tabloid format newsletter and twice-monthly 30 minute TV programs highlighting city services, projects al'ld activities · Completed the computerization of the city's accounting operations · Changed the City's accounting system to the Modified Accrual Basis (and now into GASB 34) · Altered the land development process from engineering based to planning based · Reconstituted the Information Services Department and the City's internet presence · Completely reformatted the budget and budgetary formation and approval process . Organized and facilitated the first CouncillProfessional S~ff leadership retreat · Produced an Historic Resources ordinance to protect 'historic and/or archeological sites, evaluate and receive historic artifacts, documents, and properties · Expanded the Code Enforcement Division of the Police Department from 2 officers to 8 officers for community beautification · Increased the General Fund reserve by 39% to 17.5 M (end ofFY 04) "" TOWN OF JUPITER, FLORIDA - A 23 square mile, COajstal community with 50,000 full-time and seasonal residents. With an award winning regional water utility system serving three cities and two counties, Jupiter is the focal point of northern Palm Beach County. Containing Florida's only federally designated "wild" and "scenic" river, the community is the spring training home of the Montreal Expos and the St. Louis Cardinals. Jupiter is also home of the northern campus of Florida Atlantic University plus the state's second Honors College. Annual budget: (FY 2000) $61 million, including a $16.8 million Capital Improvements Fund - 325 full-time employees. Town Manager/Chief Administrative OfticeJ - 1992 to 2000 Major Accomplishments: . Only city in Florida to receive the Insurance Services Office's highest rating for effective building code administration and enforcement. . Reversed a "No Reserve" cash position to a 25% General Fund reserve in four years. . Reconstructed AlA scenic drive and began the construction of the Intercoastal Waterway Riverwalk. . Responsible for growth management, including compfuhensive plan maintenance, planning and zoning application, review and approval, building permits and environmental asset identification and preservation . Awarded U.S. Environmental Protection Agency Water Utilization 1999 Award of Excellence - only one award is given each year in the five state South East Region . Contracted the first statistically verifiable citizen survey to identify our "customers'" perceptions of service strengths and weaknesses. Completed the third annual survey . Developed the community's first Newsletter; the "Town Times" is delivered quarterly to 22,000 homes and businesses free of charge . ...... . Established the Personnel Department and Inform~1:i6n Systems Department . Completed and implemented an Historic Preservation Ordinance CITY OF CLAYTON, MISSOURI - St. Louis' "other downtown," Clayton serves 125,000 business citizens daily with only the highest quality municipal services. It's downtown complimented by beautiful Shaw Park, Clayton is a fully developed university, corporate, executive, and county seat award-winning community and home to the world headquarters of eight Fortune 500 companies - Residential population: 15,000. Annual budget (1991): $11 million. 165 employees. City Manager/Chief Executive Officer/Chief Administrative Officer - 1976 to 1992. Major Accomplishments: Improved City relations with WaShington University, Fontbonne College and Concordia Seminary Reduced the general obligation debt to zero. Increased levels of professional staff competence to include graduate foresters, horticulturists, and registered nurses for Fire Department EMT serv:~ces Reconstructed more than 25% of the City's right-of-way I infrastructure, using a cooperative City/Citizen voluntary assessment program. CITY OF CAPE CORAL, FLORIDA - A master planned residential coastal community with more miles of canals than Venice, Italy, and more miles of roads than the Rhode Island state highway system. A unique, dynamic, rapidly growing, newly incorporated community. Second largest city in Florida by area - 102 square miles. 25,000 residents (1976) - Present population 100,000. City Manager/Chief Administrative Officer BOROUGH OF HOLLIDA YSBURG, PENNSYL VANIA - A quaint, historic, county seat community serving 12,500 located in the south central Pennsylvania mountains. A major center for the Pennsylvania Railroad as well as agriculture and tourism Borough Manager/Secretary of Council/Zoning Administrator BOROUGH OF MERCERSBURG, PENNSYL VANIA - An historic college community of 1,800 residents. Founded in 1750. Full service city serving regional agricultural interests and upscale residential needs of Hagerstown, Maryland and Chambers burg, Pennsylvania. Borough Manager and Chief Executive Officer ,-. 4081 McLaughlin Drive Tallahassee. FL 32309 Phone 850-894-4688 E-mail r-pherman@comcast.net Robert L. Herman Summary of qualifications 1998- Current City of Tallahassee Tallahassee, FL Department Director of Growth Managenaent · Responsibilities: Oversee 53 professionals and 27 support staff and an annual budget of $5.5 million dollars for the Building Inspection Division, Land Use and Environmental Services Division and the Administrative Division including an Innaging and GIS computer Section. The Director of Growth Mana!llement periodically performs the function of Assistant City Manager. 1990-1998 Monroe County Government Key West, FL Division Director of Growth Management Monroe County · Responsibilities: Oversee 32 professional and 29 support staff and an annual budget of $5.1 million dollars for the Building, Planning, Environmental Resources and Marine Resources Departments, as well as the County's GIS and FEMA programs. As one of the initial Division Directors, the position functioned as an Assistant County Manager and periodically performed the duties as County Manager. ,- · Primary liaison with elected officials (Board of County Commissioners) on all Growth Management issues (FEMA compliance, wastewater issues, stormwater planning, public facility needs, comprehensive planning, building code updates and concurrency management system) i . Served. Monroe County Recovery~ Mager/Officer for ten years. Coordinated and implemented prog.. . fOr Monroe County residents with property damage clai s'. ., Hurricane Andrew. Responsible for assimilating, repo' 't'd obtaining federal reimbursement for all County-originated claims for loss and claims related to Hurricane Andrew. . Working knowledge of Monroe County Building Codes, Land Development Regulations, 1986 Comprehenbsive Plan and 2010 Comprehensive Plan. . Responsible for overseeing contract negotiations, plan review, policy development and adoption of Monroe County's 2010 Comprehensive Plan, as well as coordination with State and Federal agencies for implementation. . Comprehensive knowledge of structural and site plan review, construction requirements and architectural techniques. . Attended courses on environmental permitting, concurrency management and land use law. Successfully defended numerous Growth Management issues before many Monroe County legal professionals . Participated in Conflict Resolution Consortium related to permitting of public facilities on Big Pine Key. 1988-1990 Monroe County Govemment Key West, FL Deputy Director of Growth Management . Responsibilities: Second in charge of Growth Management Division. . 1985-1988 Monroe County Govemment Key West, FL Building Official/Director . Responsibilities: Oversee 12 professional and 15 support staff, as well as a $1.3 million dollar annual budget and manage the Monroe County Building Department. _. ". 1983-1985 Project Manager, Highlands County Land An~ Title Company . Responsibilities: Oversee the development of "Leisure Lakes", a ten thousand acre subdivision, which included a mobile home park, PUD (Planned Unit Development) and single family homes. 1977-1983 Part Owner, Avon Investment Company . Responsibilities: One-third owner of State certified building corporation developing small commercial developments, retirement villas, and single family homes. 1;...; 1970-1977 ,....! ! Atlantic Division Merchandiser, Union Oil coJh~",y of California . Responsibilities: All advertising and site development for more than eight hundred Union Oil service stations in Georgia and Florida. .-' Education: B.S. Economics, Florida State University, 1969 A.A. Polk Junior College, 1967 Riverside Military Academy, 1965 Additional professional activities Member/Commercial Fisherman: Florida Lobster Trap Technical Advisory and Appeals Board, 1993 - 1994 President, Highlands County Optimist Club, 1982 - 1983 Member, Spike Club, National Association of Homebuilders, 1984 Board Member, Highlands County Builders Association, 1982 - 1984 .!" Member, Sebring Jaycees, 1977 - 1979 Member, National Hurricane Recovery Liaison Team Disaster Assistance employee (DAE) with Federal Emergency Management Agency (FEMA) Region IV JAMES E. MALLOCH 3320 Eagle Avenue, Key West, FL 33040 Home: (305) 292-0044 E-mail: malltura@earthlink.net SUMMARY OF QUALIFICATIONS More than 40 years of increasing responsibilities and experience in Public Service with 33 years of military experience and 8 years of County Government experience as follows: . Operations and Project Management (Certified Project Manager PMP) . Financial Operations and Budgeting Oversight and Implementation . Systems Management and Implementation in Quality Management . Performance Based Benchmarking of Programs and Persqnnel . Extensive Contract Management and Programs Implementation . Strategic Planning and Management of Multiple Tasks Simultaneously . Certified Change Agent in Organizational Management and Development . Policy Implementation, Monitoring, and Enforcement in Numerous Areas . Program Implementation in All Areas of Local and Federal Government - Experienced resourceful change agent capable of systems change for more positive and productive Local Government, Professional Public Servant able to understand and implement multiple complex concurrent public projects while maintaining command and control of all Government functions through the disciplines of Project Management. RELEVANT GOVERNMENT EXPERIENCE 1998 to Present Monroe County, Florida (Florida Keys) Salary: $90,000 Division Director Community Services and County Project Manager Responsible for Social Services, Library Services, Extension Services, and all Non- Engineering Project Management in Monroe County emanating from the County Administrators Office. Responsible for $6 million operating budget for Community Services Division. Reports directly to the County Administrator in all matters. Duties and Responsibilities: . Oversight of all Departments in Community Services Division including about 100 personnel . Prepares monthly agenda items and briefs them to the County Commission . Budget monitoring and execution of all Division/Departmental funding streams . Serves as the County Representative to the Region 23 Workforce Boards . Workforce Board Finance Committee Chairman Miami, responsible for a budget implementation of $1 00 million annually of State and Federal funds in Region ,-- . FEMA Coordinator for Disasters & Municipal Liaison to all Local Governments . Certified Public Manager (CPM) Program Coordinator Monroe County/Florida Keys. Responsible for importing Senior and Middle Management Training programs to promote excellence in Public Administration 1997 to 1998 Monroe County Government Salary: $28,000 Project Manager County Administrators Office Duties and Responsibilities: . Implemented all Projects from the County Administrators Office as directed . County Liaison to the Disability Council for the handicapped . Administrative assistance to the County Administrator, responsible for all special programs and projects 1996 to 1997 Monroe County Government Salary: $18,000 County Veterans Service Officer Duties and Responsibilities: ,-' . Veterans outreach and services . Assisting veterans with V A claims, education, and other benefits 1994 to 1996 West Marine Products Key West Florida Assistant Store Manager while attending college fulltime at night Salary $18,000 . Marine hardware management and retail sales and service . Managed a workforce of 15 fulltime employees in marine sales . Initial store opening employee from build out and opening I 1960 to 1993 United States Navy in Duties Worldwide at Sea and Ashore Seaman E-l (enlisted) to Commander 0-5 (officer) Salary: $1,200 to $90,000 year . Significantly increasing duties of responsibility with increased rank and longevity . Advanced through 14 pay grades in 33 years of continuous service . Qualified in Nuclear Submarines and as a Navy Salvage and Diving Officer . Certified trainer in leadership and management and in programs associated with Total Quality Management and Leadership disciplines . Human Resources Management Consultant for dysfunctional Navy ships and shore commands conducted intervention services and systems improvement . Command at Sea USS Petrel (ASR-14) Charleston,SC 1980 to 1983 I . Command Ashore Naval Weapon Station Annex, Charleston, SC 1983 to 1985 . Executive Officer USS Hunley (AS-31) Submarine Tender Holy Loch, Scotland responsible for 2,500 Navy personnel and all site facilities . Submarine Force Atlantic, Norfolk, V A Surface Ship Overhaul and Repair Officer, responsible for an annual ship repair and overhaul budget of $300M . Command Ashore Naval Facility Ft. Lauderdale, FL 1990 to 1993 OTHER MONROE COUNTY PROFESSIONAL EXPERIENCE . Certified Public Manager (CPM) 2001 to 2002, two year program of classes and homework leading to a Professional Certification. Graduated from Florida State University (FSU), Tallahassee in June 2002 . Project Manager Professional (PMP) examined and certified December 2001 after a three year program of documented project management disciplines covering 5,000 hours of integrated and systematic project management EDUCATION 1993 to 1994 AA Degree, General Education, University of Phoenix 1994 to 1997 BA Degree, Human Resources Administration St Leo University, Key West & St. Leo, Florida 1997 to 1999 MA Degree, OrganizationJ~agernent Public Administration, University of Phoenix 2002 to 2003 DM Degree (1 year of study) Doctor of Management Degree Program, University of Phoenix Continuous education and study while continuously working fulltime from 1993 to present (Earning 3 Degrees, I year of doctoral studies, and 2 Professional Certifications) Accepted by 3 Universities currently to continue Doctorate Degree Studies starting in summer of 2004 until 2007, once deciding university of choice for Doctoral completion NOTEWORTHY COUNTY ACCOMPLISHMENTS 1998 TO PRESENT . FEMA Recovery Coordinator Hurricane Georges 1998, over $1 OM in claims recovered from State and FEMA . Unmet-Needs Grant Coordinator 1999 received a FEMA Grant for $26M for Monroe County recovery expenses ,- . Countywide Canal Cleaning Project Manager 1999 to 2001, coordinated cleaning of 128 miles of canals due to Hurricane Georges received over $llM in Federal and State funding over a three year period . County Representative to Regional Workforce Board Miami, received funding since 1998 to present in the amount of $7M for County workforce activities . County Census Coordinator Census 2000 . County Redistricting Coordinator 2001 . Planned and Executed County Office move Key West 2002 to Gato Building with minimal impact on County operations Key West .: . Planned C~unty Ground Breaking and Dedication cerem~.. nie~ Of~~..to Building Key West III 2000 and 2002 I'~"j., . Project Manager for County End of Year Report 2001 I I . CPM Program Founder, Coordinator, and Administrator for Flog, Keys and M Monroe County 2001 to present I . Versioned, conceptualized, procured and implemented the Monroe County Disaster Relief Contr~ct over a 2 year period with DRC Corporation to aid Monroe County in times of a disaster such as a Hurricane with outside assistance . Responsible for procuring over $50M in outside funding for Monroe County from 1998 to present PROFESSIONAL AFFILIATIONS . American Society of Public Administrators (ASPA) . Florida Keys Certified Public Managers (CPM) Chapter . Florida Society of Certified Public Managers (CPM) (holds State Office) . American Academy of Certified Public Managers (CPM) . South Florida Chapter of the Project Management Institute (PMI) for PMP's . National Society of the Project Management Institute (PMI) for PMP's . Leadership Monroe County (LMC) graduate and active member/trainer COMMUNITY ORGANIZATIONS . Southernmost Homeless Assistance League (SHAL) Member for County . Disability Council of Monroe County, County Liaison . Region 23 Workforce Board Miami representing Monroe County Government Mayor and County Administrator This resume meets all of the Key Responsibilities and Requirements for the Job Description of the Monroe County Administrator Position on file. Additional information and references available upon request as desired CHARLES CLARK SADDLER, III RESUME 1810 Sir Henry's Trail Lake/and, F/orida 33809-5033 Te//Fax 863-853-2281 home csadd/er@tampabay.rr.com QUALIFICATIONS Twenty-four years of progressively more responsible, innovative and diversified experience in all aspects of local government. Eighteen years in city and county management service in four states and over six years of senior executive services in a large urban county. EMPLOYMENT HISTORY COUNTY ADMINISTRATOR Jefferson County Board of County Commissioners, Port Townsend, Washington; 2000 - 2002. Jefferson County is a coastal county loca~d on the Olympic Peninsula of Washington with a population of 27,000 and an area of approximately 1,800 sq. miles. The county is the recreational and tourist center of the state, located approximately two hours from the Seattle metropolitan area. Jefferson County is home to the Olympic National Park, Olympic National Seashore, and five Washington State Parks, including Fort Warden State Conference Park, Port Ludlow Master Planned Resort and Centrum Center for the Pertorming Arts. Port Townsend, the County Seat is a restored Victorian Seaport and a National Registry Historic District. Jefferson County is a general law political subdivision of the State of Washington, and was the first county in the state to delegate executive and administrative authority to an appointed administrator. Duties and Responsibilities . Chief executive officer of a county government with 300 employees and a $35 million budget. Oversight responsibilities for the following functions: Animal Control, Building Inspection, Central Services, Cooperative Extension, Fire Marshal, Planning & Community Development, Public Health & Human Services, Public Safety, and Public Works. . . Customer service and labor relations including 3 bargaining units and 2 unions. . Implementation of Commission directed policy and research, development and presentation of propo~d policy for Commission and other elected officials of county government. . Preparation of county budget including road fund, general fund, capital budget and public health trust funds. . Media representation including appearances on television, interviews with newspapers, preparation of press releases and public speaking appearances. Accomplishments · Establishment of first Council-Manager form of county government in the State of Washington. Developed ordinance that delegated executive authority granted to county commissions under state law to the post of County Administrator. · Created vision statement for county government. Activities of elected county officials and departments were often uncoordinated and conflicting. As facilitator and mediator, over course of several weeks identified shared values, crafted vision statement that officials agreed to implement and work on. · Led performance-based management initiative. Taught Performance-Based Program Budgeting to budget staff from 22 departments. Guided staff in establishing performance measures and indicators for each program funded by the county. Set performance standards for senior staff. · Resolved citizen and customer complaints in the development and septic permitting processes. Initiated customer service training and permit tracking system. Established goals and standards and pertormance measures. Efforts resulted in improved customer satisfaotion and a curtailment in ,.- complaints to elected officials. J)J::' " x.{IJ!t ",Jirf Charles C. Saddler, III Phone: 863-853-2281 RESUME Page 2 . Initiated creation of centralized Emergency Communications Agency. Through combined resources of seven fire protection districts, City of Port Townsend, Port Authority, and several county agencies, Jefferson County was able to provide economies of scale and redundant backup equipment/facilities to ensure effective and efficient emergency communications operations. Initiated and negotiated in-sourcing of seNices. Initiated and negotiated an Interlocal Agreen\ent with City of Port Townsend for use of county's District Court System, Animal Control Services, jail and communications facilities, and for county to provide city with information Technology (computer/c9fl1munipations) services. Initiated comprehensive financial stability analysis. Initiated comprehensive evaluation of county revenue, debt, and expenditures with county auditor and county treasuner. Identified indicators for use in monitoring fiscal health of county government. Ten-year review of past pertormance revealed financial trends and fiscal opportunities. Information gathered was used to identify unresolved issues and to establish a benchmark used for comparison to similar local governments in state and out-of- state. Led adoption of land use regulations by Board of County Commissioners. implementing the comprehensive plan adopted by the BoCC in 1998 o~ 4% annual job creation and concluded a special study to finalize devel~p areas within the county. ! Discovered uncollected monies due county. During preparation of firstl!county budget, uncovered over $600,000 in uncollected contractual obligations due the county over previous three years and over $125,000 in recurring funds due the county. Initiated collaborative effort to alleviate county growth and development prfssures. Initiated meetings facilitated to educate government, financial institutions, and housing industry on development of positive incentives for varied and mixed approach to housing and housing finance. Developed terrorism annex to emergency management plan. In my capacity as the county's emergency management director, Jefferson County was first county in the State of Washington to develop a terrorism annex to its all hazards plan. Instituted staff training for emergency management department. Created a program of FEMA-trained volunteers to staff the county's emergency management department. . . . veloped new regulations rual population growth tof future urban growth . . . . DEPARTMENT DIRECTOR Polk County Board of County Commissioners, Bartow, Florida; 1993 - 1999. Polk is a non-coastal county, located in the center of Florida. It contains 17 municipalities including the Lakeland-Winter Haven SMSA Located between the Tampa and Orlando metropolitan areas, the countywide population was approximately 450,000 with more than 270,000 citizens residing in the unincorporated area of the county. A political subdivision of the State of Florida, governed by a Board of County Commissioners operating under a voter-approved charter. Human Services Director - 4 years The Human Services Department provided a wide variety of health cariflnd social services to the population of both the incorporated and unincorporated portions of the county. Responsible for an operating budget of $57 million (half of which were grant funded from state and federal programs), and a staff of 400 employees and more than 150 contracts to various service providers and nonprofit agencies. Accomplishments · Developed and implemented strategiq,plan for countywide library cooperative. With no countywide library system in place, developed tactical" plan with librarians from county municipalities that addressed concerns for autonomy and protection against degeneration of services to municipal patrons. Created single, integrated library program to serve both city residents and residents in unincorporated areas of county. Total cost to county was $600,000 or $2.22 per capita. · Developed plan for creation of county transportation program. Contracted with a municipal transit operator to provide additional service in other municipalities. Capital purchases funded 80% by Charles C. Saddler, III Phone: 863-853-2281 RESUME Page 3 federal and state grants; operations funded 50% by federal grants. City of Winter Haven and Polk County only required contributing $50,000 each towards operations. · Instituted a formal evaluation of programs and contracts. Evaluated goals, objectives, outcomes, and processes. Staff trained to evaluate contracts and programs to ensure lawful expenditure of funds and to ensure desired outcomes were achieved in efficient manner. Resulted in many programs and contractors eliminated from future budgetary consideration because of inefficiencies and others expanded due to objective evidence of value. Due to success of process, other departments within the county established~similar operations. Environmental Management Director - 2 years The Environmental Management Department provided Landfills, Rec~cling, Hazardous Waste, Water Quality, Air Quality, Lands Management, Mosquito and 'quatic Weed Control services to both the incorporated and unincorporated portions of the county and had 183 employees and an annual combined capital improvement an' operating budget of $76,000,000. Accomplishments · Initiated and negotiated privatization parinerships within solid waste program. Maximized use of county's $3.2 million recycled materials processing facility and privatization of constructiOn a~d demolition debris landfill in northeast region of county. I · Initiated privatization of county's flight operations. Contracted for various flight services with ~rivate sector service proViders. Approximately $500,000 in capital expenditures was averted and more than $100,000 in annual operating costs saved. · Reduced depariment staffing by 7% and initiated program changes. Annual operational savings of more than $1.2 million. CITY MANAGER City of Fori Meade, Florida; 1985 - 1993. Fort Meade was a bedroom community located in southwest Polk County. Although located in an urban county, Fort Meade worked to retain its rural land use patterns. The city provided a full range of municipal services including utilities. The utility division included water, wastewater, electric and natural gas distribution as well as storm water management. Those enterprise funds, coupled with the solid waste management department and a municipally owned mobile home park generated a sufficient return on investment to allow the community to abolish ad valorem property taxes. Duties and Responsibilities . Chief executive officer of a municipality with 75 employees and a $9 million budget. Oversight responsibilities for the following functions: Water and Wastewater, Solid Waste, Storm Water Management, Streets, Police, Fire, Natural Gas, Electric, Library, Building & Code Enforcement, Finance & Administration, Fleet Management, Parks, Recreation, Mobile Home Park, and Airfield. . Customer service and labor relations. . Implementation of Commission directed policy and research, development and presentation of proposed policy for City Commission. . Preparation of municipal budget including general fund, capital budget and enterprise funds. . Media representation including appearances on television, interviews with newspapers, preparation of press releases and public speaking appearances. Accomplishments · Educated and informed citizens of local government issues while publicizing and stimulating citizen pariicipation in governing process. Edited and contributed to municipal newsletter. Negotiated with local cable TV provider to televise City Commission meetings. · Negotiated contract with municipal mobile home park homeowners' association. Involved in lengthy negotiation and mediation process to raise fee from rate of $25 per month to fair market rental fee. At end of tenure, estimated positive cash flow was $300,000 annually. · Recommended establishment of storm water utility to ~ure revenue source for mandated storm Charles C. Saddler, III Phone: 863-853-2281 RESUME Page 4 water and surface water quality programs. Approved by City Council, this revenue source allowed city to make substantial improvements to street and drainage systems and was one Qf the first such utilities established in the State of Florida. .. Led negotiations for securing of long-term wholesale electrical power supply contract. Negotiated over a two-year period among five potential suppliers. $60 million contract award was $7 million less than next closest competitor. · Upgraded electric substation and distribution system. Multi-million dollar project providing first major system improvements in 30 years. · Developed manmade wetlands for wastewater discharge. Negotiated land acquisition and permitting of a man-made wetlands on previously mined lands for discharge of treated municipal sewage resulting in increased permitted capacity of existing treatment facility. · Annexation. Negotiated numerous voluntary annexations resulting in the doubling of the city's landmass. Resulted in added land for future industrial, commercial and residential development and significant increase in the assessed value of the city. TOWN MANAGER Municipal Corporation of Cape Charles, Virginia; 1980 - 1985. Cape Charles was a planned coastal community located on the Eastern Shore of Virginia at the southern tip of the Delmarva Peninsula. The community is adjacent to Nortolk and Virginia Beach via the Chesapeake Bay Bridge and Tunnel. The charter of Cape Charles differed from the traditional town government system in that special consideration was given with respect to the operation of a local school district, a responsibility usually reserved for cities and counties under the Code of Virginia. Duties and Responsibilities . Chief executive officer of a municipality with 25 employees and the administration of a $3 million budget. Oversight responsibilities for the following functions: Water and Wastewater, Public Works, Planning & Community Development, Police, Fire Marshal, Beaches, Harbors and Wharves, Library, and Animal Control. The Public Schools were funded in the municipal budget; however, a governing board appointed by the Town Council provided operational oversight . Customer service. . Implementation of Council directed policy and research, development and presentation of proposed policy for City Council. . Preparation of municipal budget including general fund, capital budget and enterprise funds. . Media representation including appearances on television, interviews with newspapers, preparation of press releases and public speal<ing appearances. Accomplishments · Negotiated and secured contract with state DMV to maintain licensing services in municipality. Resulted in positive financial situation for municipality and DMV and kept essential and popular service readily available to citizens and area residents. · Administered andftegotiated inter-agency contracts. Services provided on contractual basis included municipal street system maintenance, building inspections, planning services, and fire prevention services. · Implemented tax and finance system restructuring through annual budget submissions. Property tax rates were lowered in each of my last three years of service to the community. · Installed water lines and re-sewered the entire community. Installed water lines to increased fire flows in minority communities and secured grants to re-sewer the entire community when collection and transmission system failed due to age and neglect. Charles C. Saddler, III Phone: 863-853-2281 RESUME Page 5 OTHER PROFESSIONAL EXPERIENCE INTERIM TOWN MANAGER Town of Polk City, Florida; 1999 - 2000. Municipal Charter limited interim appointments to no more than 90 days. The town provided a full range of municipal services through contracting with other units of government. CDBG ADMINISlRATlON SPECIALIST Bluegrass Area Development District, Lexington, Kentucky; 1979 - 1980. I was hired on a temporary basis and responsible for development of guidance documents and manuals concerning the planning, directing, and reviewing the work of local Community Development Directors in those communities under contract with the district. CITY COORDINATOR City of Cumberland, Kentucky; 1978 - 1979. Responsibilities included general administrative, fiscal and planning duties under the direction of the Mayor. Also responsible for the coordination and management of various state and federal grants including several Community Development Block Grant projects. EDUCATION MASTER OF PUBLIC SERVICE DEGREE IN PUBLIC ADMINISTRATION, Western Kentucky University, Bowling Green, Kentucky; 1977. Emphasis on urban & regional policy analysis and public sector management. Graduated with a 3.20 GPA. BACHELOR OF SCIENCE DEGREE, Union College, Barbourville, Kentucky; 1976. Major in social science and minor in business administration and graduated magna cum laude with a 3.57 GPA. Four-year liberal arts program completed in twenty-three months. MEMBERSHIPS International City/County Management Association National Association of County Administrators Florida CitylCounty Management Association REFERENCES References will be furnished upon request. r-- THOMAS J. WILLI 712 Shore Drive Boynton Beach, FL 33435 561.375.6568 Qualifications & Hie:hlie:hts An experienced senior level official presently serving as Town Administrator in the Town of Davie (population 80,000+). Fiscally conservative management style and comfortable acting as a change agent. Communicates well with elected officials, the public (including the media), government agencies, and staff. Particular expertise in the following areas: . Technological Innovation . Planning and Growth Management . Recruiting Skilled Staff . Labor/Management Relations . Public-Private Partnerships . Budget and Finance Achievement oriented and skilled at operating in a local government environment. Able to lead diverse groups to desired outcomes. Kev Exoerience Town Administrator, Town of Davie, FL 2000 to Present Responsible for the operation of a full-service local government encompassing 34 sq. miles and a population of over 80,000. The Town has approximately 820 erv-ployees and a $90 million dollar general operating budget. Davie is home to the South Florida Education Complex, a mix of 8 public and private universities including Nova Southeastern University, Broward Community College, FlU, FAU, and UFo Duties: Chief executive officer of full service municipal government. Responsible for day-to-day operations of police, fire rescue, water and sewer utilities, planning, zoning and building, finance, parks and recreation, public works, technology and information management, human resources, storm water drainage and economic development. Prepares and administers operational budget and capital program budget. Responsible for municipal compliance with all state, federal and local requirements including NPDES, EEO, ISO and all growth management comprehensive planning requirements. Implements the direction of council through the promulgation of policies and programs to meet council goals and objectives. Coordinates the activity of 17 advisory committees ranging from budget advisory committee to unsafe structures board. ,..- - Resume of Thomas J. Willi Page 2 Accomplishments: f' . Maintained the Town's ad valorem tax rate for 4 straight fiscal years and decreased debt service for 2 consecutive years thereby decreasing the overall rate of taxation while increasing the Town's level of service using cost reduction strategies and reorganization of cost and revenue centers. . Initiated a series of five public hearings to receive resident feedback on the Town's comprehensive plan evaluation and appraisal report (EAR) process. The meetings were held to instruct and empower the residents in the land use change decision making process. . With support from local homeowner's associations and community groups purchased 220 acres of park and open space properties adding to the Town's inventory of park and recreational amenities (now totaling 680 acres with 165 miles of equestrian and pedestrian trails) . Prepared the Town's first five-year capital program, now updated annually. . Initiated completion of strategic plans for 11 town departments. . Refinanced sewer and wastewater bonds saving $3.2 million in interest. . Directed educational campaign to gain public approval of a $16.5 million fire bond for town-wide improvements including new facilities, facility improvements new equipment and to implement Homeland Security measures. Held meetings with interested groups, HOA's and community organizations to gain support for the initiative. It'. . Capitalized upon the Town's need to leverage tax dollars through receipt of grant :tllnding in excess of $11.4 million for FY 2003. . Through economic development opportunities increased the ad valorem tax collection 'by attracting clean, responsible hi-tech industry. . Successfully negotiated annexation agreements with memberships of homeowner's associations, neighborhood organizations, local board of governors and other government agenCIes. . Responsible for town-wide computer upgrades, development of user-friendly, content- intensive website. Implemented online community response system (CRS) to allow interactive tracking of resident information requests and complaints and completed the installation and strattgic planning for the Town's geographic information system (GIS). . Constructed public facility for PAL, new community and senior center, new community pool, and 7 new public parks. . Initiated affordable housing projects through partnerships with county, private donors, health care district, CRA and state agencies to add 40 single-family homes, 110 new apartments and to make improvements on 230 HUD apartments. Resume of Thomas J. Willi Page 3 Prior Emplovment Town of Davie, FL: Building Official. Responsible for operation of Town's Building and Occupational License Departments. City of Hallandale, FL: Assistant/Acting Growth Management Director and Building Official. Also served as Administrator of Building, Planning and Zoning and Code Enforcement Department. City of Pembroke Pines, FL: Structural Inspector and Commerci,l & Residential Inspector II City of Atlantis, FL: Building Official Education Nova Southeastern University, Candidate, Master of Public Administration Nova Southeastern University, Bachelor of Science, Professional Management Palm Beach Community College, Associate Degree, Business Administration and Management Professional Affiliations International City Managers Association Florida City/County Managers Association Broward City/County Managers Association Building Officials Association of Florida - District Director Building Officials and Inspectors Educational Association - Past Presid~nt and Education Committee Member Licenses and Certifications State Certified General Contractor, Standard Building Code Administrator, Standard Building Inspector NASD Series 6 - securities Insurance and Annuities - State of FloridalNASD -- ~~ 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, NV 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, NV 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 ~i 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 theqll'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. -- ShauD Carey 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 ofthe 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, if it 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 personnel interest in. Energetic. - Lee Evett Education BA, Purdue University MPA, Indiana University Experience City Manager, City of Pueblo, CO Town Manager, Town of Jupiter, FL City Manager, City of Clayton, MO City Manager, City of Cape Coral, FL Borough Manager//Secretary of Council/Zoning Administrator, Borough of Hollidaysburg, P A Borough Manager, Borough of Mercersberg, P A 2000-present 1992-2000 1976-1992 1971-1973 1970-1971 Interview Comments Mr. Evett and his wife are "empty nesters" who are anxious to return to live and work in Florida. In fact their household goods and Mrs. Evett's car are still in Jupiter. "We're ready to move back!" Having previously worked in Florida, he is knows the state laws and demographics. I Mr. Evett is familiar with the Keys, having worked in Florida and having visited there nUmerous times to vacation and scuba dive. He described the challenges facing the County as balancing its tourist based economy with its impact on the environment and transportation. If chosen to be the next County Administrator he will strive to help the Keys retain its unique character - to preserve the purity of the pristine waters while helping generate a strong economic base. He firmly subscribes to the management style of "hiring the best, motivating, monitoring, and building a good professional team." When asked about how he would address the issues of the high cost of living, its impact in the Keys upon the County's work force and his desire to hire the best, he responded, "You have to be creative. While some may need to commute and live in the Keys, perhaps others may be able to work electronically from home, a home not necessarily in the Keys." If one were to ask his staff to describe him, the responses would be that he is a great team builder, communicator, supporter and defender (when necessary and appropriate). They would also say that he possesses the talent of prioritizing and acting on the most important issues first. Responding to the same questions, elected officials for whom he has worked would provide the same answer and add that he is involved in the decision making process, particularly during the budget process, making sure that everyone is on the same page. - Mr. Evett has had to terminate people but tried first to correct the behatior or sitpation exce~t in two cases. First is dishonesty - "there is no excuse for it!" and second drug ,or alcohol ab~e. In the case of the latter, he is willing to support the employee during treatment, tlut if they fall back - "they're gone." I I I I ,-- Lee Evett He described his strengths to be his professionalism, intelligence, personality, communication skills (both oral and written) and his no nonsense approach. But on top of that, he believes that you have to have fun at your work. When asked about his biggest asset, he responded, "My greatest asset is my wife." He said that his weakness is probably that he spends too many hours at the office. He worries about all the details, even after he has delegated. One of his "quirks" is the "cleanliness of the community is absolutely essential." He adds that over the years, he has come to realize that his job is to manage the community, not necessarily change what the community wants. He stated, "I get frustrated when things haven't been done as soon as I'd like." He is very conscientious and expects his staff to reflect that also. While in his current position he has been instrumental in implementing a public informational programming including a quarterly citizen newsletter, twice monthly 30 minute TV programs highlighting city services, projects and programs and the city's first Web site. He also created the city's first internal E-Mail operation and the state's first 311 information system. He is especially proud of creating a Storm Water Utility to manage the mandates of the Clean Water Act and fund the $3 million cost which will insure that the Colorado River "will flow". This project is a milestone in the state of Colorado and will set the pattern for the future. --- Prior to moving to the Keys and assuming the role of County Administrator, he will become familiar with the codes, charters, regulations, policies, budget and become further acquainted with the issues, so he can, "Hit the ground running and be as productive as possible". Once in the Keys he will sit down with the commission and talk about what their goals are for the next few years. He will also take time to meet the "movers and shakers" in the County and understand their issues. He will not be there to criticize or critique, but ffl"~p. He has a great relationship with the media - his wife is a former TV reporter. With the media in general, he calls them back immediately and keeps them informed. They have ajob to do too, after all. There is nothing of controversy or that would be embarrassing, in his background. He stated, "I guess I've lived a very dull life." Current Salary $ 133,000 Interviewer's Impressions -- Great communications skills, puts one at ease with his sense of humor, innovative, detailed oriented with a lets get things done attitude. I' Robert L. Herman Education B.S. Economics, Florida State University A.A. Polk Junior College Riverside Military Academy Experience Department Director of Growth Management, City of Tallahassee, FL Division Director of Growth Management, Monroe County, FL Deputy Director of Growth Management, Monroe County, FL Building Official/Director, Monroe County, FL Project Manager, Highlands County Land and Title Company Part Owner, Avon Investment Company, FL Atlantic Division Merchandiser, Union Oil Company of California, FL & GA 1998- Present 1990-1998 1988-1990 1985-1988 1983-1985 1977-1983 1970-1977 Interview Comments ,- Mr. Herman has a love and passion for the Keys and would ultimately like to retire there. He likes the fact that it is remote, that it is three hours from the nearest shopping mall and many services that others take for granted. He stated that the most significant challenge facing the next Monroe County Administrator over the next several years is to develop and maintain strong relationships with the state and "feds" so that the County can secure adequate funds for the installation of proper waste and storm water facilities. Having been a resident of the Keys for fourteen years, he further stated that another significant challenge will be seeing that affordable housing is available. When asked, "What has been your biggest career success" he responded, "I have never applied for a job that I did not get." With regards to a career mistake or failure, he cited his experience of being involved with his family as the third owner of a state certified building company where there were many conflicts and they were unable to achieve a consensus. He described it as "not a workable situation" . ,)tl'. .'. If one were to speak with his staff aboUt him, lie feels that their response would be that he is energetic, deliberate, honest, a mentor and willing to get involved with problem solving to accomplish the task at hand. The response from his elected officials would be that he is competent, honest, fair and gets things done. They would say that they respect him abd both seek his input and rely on his judgment. .- Robert L. Herman Mr. Herman stated that his strengths are his ability to communicate, create a consensus, and get to the heart of the issue. He is also sensitive while being able to complete projects within the appropriate time frame. At times he is impatient when things are not moving along atthe projected pace. "I don't tolerate excuses as to why things are not working fast enough." He described his style as "depending on the issue at hand" type of management. By that Je means that if he is the actual project manager, he is very hands on. However, when normal job functions are involved, he gives the staff the authority to do the work and he expects them to deal with the Issues. During his first six months as Monroe County Administrator he will, "get a complete understanding of the direction of the commission and what they want to accomplish." Then he "will establish guidelines and procedures to accomplish the commission's goals" He stated that the largest challenge facing the county is "the management of the tourist-based economy in an extremely environmentally sensitive area and without adequate funding to mitigate the impacts on the ecosystem. " 1"'" .- When asked ifthere is anything in his background that would cause an employer embarrassment, he said no. Since he came to Tallahassee, some of the press stories concerning the department he manages have been critical and some complimentary. Mr. Herman's approach to the media is to be candid and never avoid to them. In his leisure time he enjoys golf and all water sports, especially scuba diving and snorkeling. Current Salary $102,000 Interviewer's Impressions Confident and candid, knowledgeable and competent. James E. Malloch Education AA, General Education, University of Phoenix BA, Human Resources Administration, St. Leo University, Key West & St. Leo, Florida MA, Organizational Management, Public Administration, University of Phoenix Pursuing Doctor of Management Degree Program, University of Phoenix Experience Division Director Community Services & County Project Mgr, Monroe County, FL Project Manager County Administrators Office, Monroe County Government, FL County Veterans Service Officer, .Monroe County Government, FL )-'- Assistant Store Manager, West Manne Products, Key West, FL United States Navy in Duties Worldwide at Sea and Ashore Seaman E-1 to Commander 0-5, US Navy in Duties Worldwide at Sea & Ashore 1 998-present 1997 - 1998 1996 - 1997 1994 - 1996 1960 - 1993 1960 - 1993 Interview Comments Mr. Malloch is a long time resident and public servant in the Florida Keys. He is very interested in the opportunity the position of County Administrator presents and is familiar with the challenges and issues facing the Keys. He identified some of the issues as: · Land use · Installing sewers throughout the Keys · Providing affordable housing - many professionals cannot afford housing · Affordable transportation · The exodus of good people, cashing out of their homes · Controlled population (not over building the Keys - maintaining its paradise atmosphere) He and his wife have traveled all over the world and have chosen to live in the Keys. They are acclimated and enjoy the life style and ambiance there. He is training to compete in a triathlon by running and swimming regularly - in the early mornings. He does not own a boat, stating, "as a former member of the Navy, I have been on enough boats!" He described his management style as being fair and firm. He was awarded the highest Navy honor while a commanding officer at sea, the coveted "Golden Anchor Award" based on his performance as a leader. He always treats people with dignity and respect. He considers himself a public servant first, who is also a high achieve( who works steadily towards his goals but he is not one who requires praise and acknowledgment. ?- His staff would describe him as being fair, conscientious, and generally empowering them to run their departments, be accountable for their mistakes, talk about the mistakes, correct them and move James E. Malloch on. He maintains a good relationship with his staff, but described himself as not being a "country club type or social butterfly". He is honest, forthright, ethical and an achiever. He does what the elected officials request of him and gets back to them with the results. Mr. Malloch stated that his strengths are his tenacity, his leadership skills, his ability to listen, his knowledge of management and his stamina. He enjoys a challenge, being innovative, thinking out side the box, and being self-reliant and disciplined. He gets the job done and enjoys figuring out how to accomplish it. He said that he is somewhat quiet, not an extrovert, which some may say is a weakness. He fells that his kindness is being respectful of people rights and not a weakness. During the first six months as County Administrator he will take a look at the Commission's priorities and move on them. He stated that one issue that is not currently being addre~sed is a training (or monitoring) program to insure talented staff. "This is not a pre-selection program, rather putting more of our resources into our people." When asked about his commitment to the job, he stated, "I'm a young 61 and not ready to retire, although I could." He described himself as a "quadruple dipper", which he explained as having retirement, ifhe desired, from four areas - the Navy, VA disability (he's 70% disabled from diving injuries), Social Security and Public Service. This would give him a retirement income of over $100,000. When asked ifhis studies to obtain his Doctorate would interfere with being the County Administrator he replied, "I study every morning from 2 to 4 a.m." The only incident he could think of that might embarrass our client is a DUI in 1994. "It was an error in my judgment and I no longer use alcohol." This error is a matter of public record and is part of his file when he was hired as an employee of Monroe County. The only negative story that might be found in the press is one that goes back several years and talked about a poor black female living on the street. He tried to help her, but she just wanted to live on the street. The writer was a disgruntled employee who stated that Mr. Malloch was not a caring man. The woman eventually left the area and the story died. Mr. Malloch maintains a good rapport with the media and is honest and up front with them. He has been interviewed on a local radio program, "The Bill Becker Show," with regards to his passion to get bus service throughout the Keys and working hard to get grants for the program. Current Salary $95,836 Interviewer's Impressions Disciplined, goal oriented, honest and hard working -- Charles Clark Saddler, III Education MS in Public Administration, Western Kentucky University, Bowling dreen, KY BS, Union College, Barbourville, KY Experience County Administrator, Jefferson County, Port Townsend, W A Interim Town Manager, Town of Polk City, FL Department Director, Polk County, Bartow, FL Human Resource Director, 4 years Environmental Management Director, 2 years City Manager, City of Fort Meade, FL Town Manager, Municipal Corporation of Cape Charles, V A CDBG Admin. Specialist, Bluegrass Area Development District, Lexington, KY City Coordinator, City of Cumberland, KY Interview Comments 2000-2002 1999-2000 1993-1999 1985-1993 1980-1985 1979-1980 1978-1979 In Mr. Saddler's opinion, Monroe County faces a variety of challenges. I First, the Keys are a desirable place to live but housing opportunities are limited. Second, stomtWl!lter run-off must be managed. Third are the challenges regarding providing wastewater treatment. Fourth, the county must achieve a balance between the habitat/environment and the commercial interests in the Keys. Mr. Saddler is used to living in relatively isolated areas and realizes that that can create issues. In fact, some of these issues may be ones that the County may want to address. For example, the County might want to be proactive in finding ways to provide specialty medical care so people do not have to go all the way to Miami. His management style is participatory. He surrounds himself with people that are "better than me. I like to develop a diverse team which will provide options that I fine tune. I look at myself as being an architect - I utilize an approach that best motivates them (the staff)." His staff would describe him as a good leader who plays the role of coach so they can develop to their fullest potential. He believes in providing his staff with the tools and steps in when there is a void or lack of progress. The elected officials would describe him as a consummate professional, trusted advisor, a confidant, a friend and someone who is able to follow their direction. He is someone they feel possesses a knack of knowing which role to play. Mr. Saddler feels that firing someone is the economic equivalence. to capitol punishment. He believes in working with them on a regular basis and providing feedbabk so they can improve. He thoroughly documents each step, his expectations and what the consequences of not meeting those will bring. If it becomes clear that they will h.ave to leave, he likes to give them notice far enough in ,_. i i Charles Clark Saddler, III advance to let them have the opportunity to leave before they are fired. He described himself as being a good communicator who possesses all the skills necessary to be a good leader and county administrator. At times he might be too much of a perfectionist. He works diligently to make sure that he does not dictate how he wants the staff to perform functions. Rather, he sets up the boundaries and gives them the freedom to work within those limits. He plans to spend his first six months in Monroe County watching, learning and understanding the ins and outs of the county government and residents. Much of his time will be spent in the office studying the written infrastructure. He will become acquainted with his senior staff and learn the customs and culture of the departments. In doing this, he will be in a better position to understand the government's role in the community. Mr. Saddler generally gets along very well with the media. "I see myself as the media contact point for the administration." He believes in being very open and free with information. "It's better to be proactive than reactive." When asked if there was anything in his past that would concern a future employer, he said no. The only possible item was an ethics complaint filed against him by a former employee in Cook County. The verdict found that Saddler had not done anything wrong and the county filed suit against the employee for the expenses it incurred. For the past two years, Mr. Saddler has enjoyed the time off while taking care of his infant twin daughters, but is excited to get back to another passion - county management. The timing for this position is perfect for him and his family. He has worked six years in Florida county government and twenty some odd years total, and misses it. Further, the pay range is within his long range goal. He stated, "I'm a perfect fit! I have the experience and can develop options for the commission to review." In his spare time, he enjoys boating, bike riding and spending a lot oftime "kid rearing". Current/Most Recent Salary $82,000 Interviewer's Impressions Kind, professional, straight forward, articulate, "family man", progressive thinking, and friendly. ,- Thomas J. Willi Education Candidate, Master of Public Administration, Nova Southeastern University Bachelor of Science, Professional Management, Nova Southeastern University Associates Degree, Business Administration & Management, Palm Beach Community College Experience Town Administrator, Town of Davie, FL 2000 - present Building Official, Building & Occupational License Department Town of Davie, FL City of Hallandale, FL Assistant! Acting Growth Management Director & Building Official Administrator for Building, Planning, Zoning, & Code Enforcement Department Structural, Commercial & Residential Inspector, City of Pembroke Pines, FL Building Official, City of Atlantis, FL Seaman E-l to Commander 0-5, US Navy in Duties Worldwide at Sea & Ashore 1999-2000 1996-1999 1992-1996 1992 1960-1993 Interview Comments Mr. Willi views Monroe County as a wonderful opportunity. It presents many challenges but also many opportunities. He sees the Florida Keys as a unique place and one where he is anxious to utilize his expertise, experience and knowledge in helping Monroe County maintain it's character. He would like to live in the Keys and views the Administrator's position as a step up in his career. When asked about the issues facing the County, he feels some of them are the same as face all governments while some are significantly different. Those common to most governments are resource issues -- revenues are not rising quickly enough to cover the costs to run the government and the pressure not to raise taxes is immense. On the other hand, he recognizes that the Keys are unique, a fragile ecosystem with great pressures put upon it by man. The trick is to find ways to help Monroe County maintain its character. He also recognizes some issues that m~e managing in the Keys more difficult - the length of the county, the relatively high cost ofhousi~and the relatively limited existing work force in Monroe County. Mr. Willi described his management style as being "fiscally conservative". He stated that he communicates well with the public, media, elected officials, staff and government agencies and is comfortable acting as a "change agent". His other leadership strengths include labor and management relations, recruiting staff, management of planning and gr~wth, and budget and finance. He is a firm believer of empowering the work force by setting distinct objectives and goals and in encouraging innovative thinking and problem solving. ......J Thomas J. Willi His staff would describe him as being fair, competent, consistent and listening to all sides. If asked, the elected officials would say that he a competent manager, brings neiW approaches to old problems, seeks resolutions and prepares them to make decisions. He admits that one of his weaknesses is that he sometimes becomes p&sonally involved in problems when they should be delegated. He is making a conscious effort to step back and let the staff handle it. His biggest career mistake was when he enraged the elected officials by announcing to the public a possible proposed rate increase before informing the officials. Needless to say, he won't repeat that mistake. During his first six months as County Administrator he will take time to review the government revenue and cost streams along with getting to know the county, its officials and its residents. When asked if there in anything in his background that would be embclhassing, he cited a DUI arrest in 1991 where he was found to be not guilty. Mr. Willi enjoys salt water fishing on his boat and doing mainte~.:ffupgrading on his home. . !I Current Salary $ 128,350 Interviewer's Impressions Thinks outside the box and is innovative. "~~ ~~.,:: ~., . -- Candidates' Current/Most Recent Salaries Shaun Carey $ 144,200 Lee Evett 133,000 Robert Herman 102,000 Jim Malloch 95,836 Charles Saddler 82,000 Thomas Willi 128,350 ~