The Mercer Gmup, Inc. CITY of MARCO ISLAND, FLORIDA CITY MANAGER SEMI-FINALISTS October 13, 2017 THE MERCER W- D. Higgiubotham. Jr. Senior ?lr'ice Prtsidcm Daytuna Beach Shares. Flurida 32118-31112 buli?ltl?tgl I'll [Tun I II pin 1' ritlu mun The. Mercer Group, Inc. MARCO ISLAND, FLORIDA CITY MANAGER October i3, 201? Summary Daniel J. Alfonso Master of Science Finance; Bachelor in Business Administration ICMA City Manager, City of Miami, Assistant Director of General Services, Miami-Dede (Ionnty, FL Salary: $224,500 Internet Research August 9, 201? - Miami?s city manager is shopping his resume dadefarticielE-EZSESZ?html In a sign that turnover is once again coming for an often turbulent city government, City Manager Daniel Aifonso has for the last several weeks quietly shopped his resu me to city and county governments around the country. a former county budget coordinator with a military hackgroun d, Alto nso came to Mia mi in 2011 to serve as the city's budget director and too?. ovm a: li?. during the summer of 2013 when former administrator Johnny Martinez Ii 1. Helped sta hilize a city once on the brink of fine nciai colla pse, but has also occasionalty crashed with commissioners and organized labor. April 201? Podcast interview Miami,FL City Manager Daniel Alfonso {witl'l Pod?st} http?i?councilch ronicles.corn f2 ti] if?ii? ma nager-daniel-alfon so?vvit h?pod ca st! Daniel Alfonso is a longtime government employee and army sergeant. But amazingly, he is also a survivor of Miami?s city commission meetings. What does that mean? Listen to the incredible story The. Mercer Grnup, Inc. March 3, 201? - Miami Could Owe Millions After Losing High Court Case Dyer Cuts to Police Pay and Pensions Cr CI In a ruling that could have dramatic ?nancial consequences. Florida's high court sided Thursday with Miami police of?cers fighting to undo unilateral cuts to their salaries and pensions made years ago during a ?nancial crisis. When City Manager Daniel Alfonso learned of the court?s opinion during the middle of a labor negotiation session with the city?s ?re?ghters Thursday morning, he let union president Freddy Delgado know ?rst "we may have less money to negotiate with." December 13, 2t] 16 - Miami commissioners nearly ?red City Manager Daniel Alfonso news-com EDIE 12 13 miami?commissioners? The moms to remove the top administrator was launched Dec. 8 by Commissioner Franlt Carolin. unhappy with allegations of mismanagement in the police department and other lingering upsets. April 14, 2016 - Push to fire Miami's top administrator fizzles after tense morning dadefarticleTI'lBS?UtlIhtml The unsuccessful push to ?re Alfonso whose tug-of?war with commissioners seemed to be coming to a head in recent months began Thursday morning when a large group of protesters iiled into City Hall to demand that Alfonso talte hack his recent ?ring ofthe manager ofthe i?.ir= r. Various neutral mentions articles Linkedin THE ME. WC. W. D. Higgin hotlum. Jr. Senior Vice President Daytona Beach Shores. Florida 32113-3202 t'rrerErollpin rile The Manner (ll-Imp, Inc. OF INTEREST REGIME THE mam: w, Higginhotlmm, .lr. Senior Vice President Bench Shares, qu?id? WDHi?uint??mvrm-rgrn unim:-cnm Enm Daniel Alf?nS? Miami Lakes, FL astna - sosaosrssa- DanielJ.Alfonso@gmail.com W. D. Higginhothom Uctohera, Edi? Senior Vice President The Mercer Group, inc. Dear Mr. Higginlaotham, As a professional with more than 23 vears of experience in local government in a large metropolitan area of more than 2.5 million residents, and most recentlv, City Manager of the largest city in the Countv residents], have an established positive reputation throughout Miami-[Jade Countv and Citv of Miami government. I am excited to submit rn'v application for the available IEit',t Manager position at the Eitv of Marco Island- My record of achiEvements includes more than 15 vears of success driving strategy.r development and axeCution for complex operations in a mold-departmental environment involving more than emplovees and budgets of more than 51 Billion- Throughout mv career, I have been successful collaborating with elected officials, department directors, labor groups, and other interested parties to formulate and control budgets, optimize employee relations, and deliver outstanding value to ltev stakeholders at all levels. Below is a sampling of highlights from mv resume that demonstrate the overall experience I can leverage to advance the Citv of Marco lsla nd?s mission: I Grchestratecl considerable turnaround of City of Miami operations as Citv Manager bv recruiting a team of professionals, providing them with the tools nece ssarv to he effective, and guiding them to find innovative solutions to complete the full scope of operations initiatives within given budgets and timeframes- I Catapulted bond rating from to AA over ?ve?vear period through effective budgeting and diligent oversight; increased reserves from 3% to more than east. {from to I Created and instituted plan for succession to streamline personnel transitions, accelerated performance bv introducing improved best practices, and drove annual business planning process including budget for Miami?Bade County General Services Administration with six operational divisions with son emplovees. The educational foundation including a MastEr of Science in Finance, passion, commitment, and leadership experience outlined on the attached resume position me for a successful partnership with the City of Marco Island. I would welcome the opportunity to learn more about this opportunitv and to discuss how i can address the unique challenges of this position to make a signi?cant positive impact at Marco island- Thank van for reviewing this letter and the accompanving mate rial. Sincerelv, Daniel J. Alfonso Attachment: Resume Daniel I. Alf?ns? Miami Lakes, FL 33013 II Operations Executive American Society;r for Public Administration ?s ?Adminis tro tor of the Year" {2015} Dvnamic professional with 15+ vears? success providing steadfast leadership to inspire large, cross-functional teams to achieve organizational objectives. Promoted through roles with increasing responsibility throughout career based on aptitude for identifving needs, developing strategic roadmaps, deploving effective solutions. and embodving organizational vision. Expert presenter, negotiator, and businessperson able to build consensus across multiple organizational levels. Fluent in English and Spanish. Highligh?ls of Expertise I Strategic Business Planning I Budget Administration Management I Cost Reduction and Avoidance I E: Accountabilitv I Cash Flow Optimization I Process Redesign Change Management I Recruiting and Staf?ng Initiatives I Staff Development Programs I Contract Development Negotiations I Team Building and Leadership Career Experience City of Miami. Miami, FL Bison-Present MANAGER i3f2014 to Present} Deliver leadership and execute operational needs bv recruiting and hiring talented leaders and enabling achievement of staf?ng, operations, and ?nancial targets. Spearhead growth strategv as well as dav?to?dav ope-rations with focus on continuous service improvement for a citv of more than 450,000 residents with an annual operating budget of nearlv San. Strengthen relationships with elected of?cials, labor groups, and other government representatives to optimize assets and opportunities. Report to five Commissioners and the Mayor. Direct the operation of all Citvr services including public safety, urban planning, building and permitting, human resources, solid waste collection, park and recreation operations, capital infrastructure development, public works, finance and budgeting, etc. through 10 senior level direct reports. Work with elected officials, community leaders, homeowners associations and other stakeholders to develop a comprehensive allocation of Citv resources where needed and in response to the Strategic Plan. Negotiate labor agreements with four labor groups (Police, Fire Rescue, Solid Waste, and General Emploveesl; negotiate and mediate manv disagreements of labor contracts, development fees, contractual obligations, code Enforcement issues, construction developer contracts, etc. as their arise dailv. Recruited a team of professionals considered as an asset hv our peers and all municipal debt rating agencies; provided them with necessarv resources and direction to enable workforce of 4,000+ employees to ca out established initiative 5, bolster public safetv, and ensure ?nancial solve ncv. Catapufted bond rating from to AA over five?year period through effective budgeting and diligent oversight; increased reserves from 39-6 to more than 209s i from to 3. Daniel Alfonso Page a a ted the effort to obtain the required buy-in and support to borrow the $45 million to renovate the Marine Stadium, $15 million to develop a Flexible Use Park, and 51d million to remediate contaminated sites in the City of Miami. ASSISTENT MANAG EH I CHIEF FINANCIAL OFFICER 13 to 3! 1014} Directed Finance, Budget, Risk Management, Procurement, and Community Development departments. Provided well-informed advice to City Manager based on careful research and analysis. Proactively collaborated with elected of?cials and department directors to surmount challenges. {Served as acting City Manager for four months during this period} a Reinvigorated Human Resources to allow for the hiring of aoo+ police of?cers and sum firefighters by analyzing the process, removing obstacles, and aligning hiring activities with ?nancial capabilities. at Established and codified cash management and investment policies that brought Cityr into Financial Integrity Compliance with the City Code a Spearheaded effort to re-?nance bonds saving tens of millions in future debt service payments without extending the debt term. DIRECTOR, DFFICE CIF MANAGEMENT til: BU DGEI {Efl?l to Set wheels in motion to improve bond rating by orchestrating all budgeting activities in a forward-thinking, controlled manner and engaging with rating agencies. Conducted program analysis and operational method improvemEnt studies to establish requirements and develop long?goals, forecasting models, and related key performance indicators Monitored ?nancial performance and conferred with directors to make appropriate departmental adjustments to maintain budgetary alignment. Developed and deployed effective training material to promote organization?wide buy?in to budgets and ?nancial best practices. 4: Escelled as Special Assistant to the City manager by advising City Manager on financial management matters, collaborating on budget-related policy and procedure development, and serving as representative before City Commission on budgetary and ?scal matters. Aided Finance Department in preparation for issuance of debt and year-end financial reporting. a Established training standards for Budget and prepared departmental budget process to achieve Government Finance Officers Association Budget Presentation Excellence award- a Identified increased revenue and expenses reductions to close a 55o million proiected budget gap; including furloughs, elimination of positions, implementation of hiring freezes, and fees for services. Miami?Dada Countv. Miami, FL oieEcTort, GENERAL as Itva nommsraanon pursues to at 11111} Drove annual business planning process for internal service provider with six operational divisions including 300 employees- Spearheaded comprehensive review of human resources function encompassing recruitment, payroll, labor relations, safety, training, communication. performance evaluation, discipline, and recognition. a Managed operating budgets exceeding constantly working to incorporate ef?ciencies and increase transparency. Directed multifaceted improvement initiatives related to customer outreach to enhance customer service, succession planning to streamline personnel transitions, and employee relations to accelerate performance. Daniel Alfonso Page a Through the oversight of the Construction Division Director, managed the construction of the Miami? Dade County Children?s Courthouse, the Collector's Df? ces and multilevel parking garage, Family Court Building, and Elli-Operations Center. a Managed the reduction in force and budget cuts of EDGE-10, minimizing operational impacts. UPEHATI NE BUDGET CCIDR OFFICE DF MANAGEMENT AND BUBBET {103' 200? to l?fl?DQ} Guided 12 in orEparins County?s $4.an annual operating budget based on legislation review, ?nancial projections, variance analysis, and examination of historical data and trends. Ensured regulatory compliance by preparing accurate documentation and responding to inquiries in a timely manner. is Supported Debt Finance team with ?nancial data, provided revenue and expense projections for $1.3Ein general fund, and collaborated with multiple elected of?cials and department directors to prepare, analyze, and monitor operating and capital budgets. ii Devised a plan that captured a designated property tax millage guaranteeing Jackson Memorial Hospital more than sao million of annual revenue. Previo usly promoted from Budget Analyst to Senior Budget Analyst before ?lling Coordinator role- BUDGET 1? 5E. BUDGET ANALYST l?il??ii Clversaw multiple departmental budgets {Parks St Recreation, Cultural Programs, GSA, ITD, Museums, Courts} made recommendations regarding departmental programmatic and budgetary issues, conducted ?nancial and programmatic research best practices, performed staff training, made presentations to the public, developed and monitored parformance measures, and acted as budget liaison between operating departments and the County Manager's Office 1- Established rent model that insured cost recovery and sufficient set aside for capital replacement funds of the County's office space infra structure. 1? Established training program for junior ADMINISTRATIVE BFFICEH 3 1 2002 Conducted numerous reviews of operational processes to determine possibilities for ef?ciencies and cost savings. Responsible for preparation of annual ope rating budget documentation for Miami-Bade Transit and for monitoring of operational expense performance- Prepared various ad?hoc reports in support of the administratio n?s efforts to move iegislatio n, bonds, and or sortair issues. Conducted an analysis ofabsenteeism rates at various facilities and made recommendations for managing the problem. a Created worksheet to measure operational cost per bus service mile to compute fare?boa recovery ratio; a figure needed to compare performance and to apply for grants. REVENUE CDLLECTDR 5U PERUISCIR [103' 1994 lel??li Supervised a team of 10-15 employees that collected cash from the Metro?Rail and Metro?Bus System on a basis. Hes po nsible for daily work assignments, discipline, and evaluation of said team. Palm Springs General Hospital, Hialeah, FL 1131992 - PURCHASING AGENT Placed orders for hospital supplies, ensured delivery of supplies to appropriate departments. North Miami Beach, FL Danie?'1 I. Alf??S? Page 4 SALES AGENT Sold cars; ensured that all sales documentation was properly completed. United States various locations throughout the world {15.51935 1991 SEHEEANT I SOLDIER Cavalry Scout {2 years] Placed in charge of a Bradley Fighting Vehicle with a four-member crew. Supply Specialist {3 years} managed a stocir~ room for a EDD?vehicle motor pool, responsible for maintaining stock levels required for optimum service of equipment. 1? Achieved the rank of Sergeant at Served in Desert Shield and Desert Storm {1990 Gulf War} as a mEmber of H4 Cavalry Regiment, 24th Infantry Division. Education 3: Credentials Master at Science, Finance, Florida international University, Miami, Fl. Bachelor of Business Administration, Business Management International Business Florida internationai University, Miami, Fl. LLS. .Eirrny 1v'eteran Recognized with multiple awards including Army Commendation Medal, Army Achievement Medal, and Service Medal with two bronze service stars. and National Defense Seisrice Medal. References Available upon request The Mercer Group, Inc. MARCO ISLAND, FLORIDA CITY MAGER October 13, 20] ?i Summary,I J. David Fraser Master of Public Administration; Bachelor of Arts Political Science NV-CCMA City Manager, Boulder City, Executive Director, Nevada League of Cities. I Salary: $156,000 Internet Research June 3, 201? - Top Boulder City of?cial resigns mew. rcvicwiournal .co rn,r? curs!r clerk?coo ntw?top? Neither council members nor Fraser. clirectlgi.r commented on why Fraser was stepping downproud of for what he's done for our city," Mayor Rod Woodbury said. ?He's accomplished a lot." June 2, 201? Boulder City, t?littir Manager submits resignation locahIf bouldEr-citsr-citu-mana?e r-Smeitsr resign ationiI Councilman he had not spoken with Fraser since he submitted his resignation, hut believed Fraser?s decision might be linked to a critical jot: evaluation he received in September Sometimes he doesn?t move as fast on the things that I think are important June 1, 201? - Boulder Gitpr city manager resigns 4 months after city attornejir resigned a" itinerant.lasueaasnowincorniIr s?after?rl? mionths?onkthe?iohrIr HEM 59:13; Fraser's resignation is the latest in a series of the city's ongoing, conflicts. The Mercer Group, Inc. September 21, 2016 - Mayor most critical of city manager during staff performance reviews http: y? bouidercityreviewcom ewsi' g?staff- Fraser began his self?evaluation strongly criticizing Nevada State law NBS 241.033, which requires all government employee evaluations to be public. Fraser laid out what he thought were some of his successes since his last evaluation in February, including his work on the budget and National Incident Management Systems Training, which is used to prepare a city for natural disasters Mayor Woodbury said that Fraser?s performance lacked initiative, timeliness and communication. July 25, 2014 l-Team: Ex?Police chief calls Boulder City of?cials 'corrupt' boulder?city?officia Is?co rru pt Ethics charges and legal motions are ?ying in Boulder City. thanks to an employee the city wanted gone - Fin n's most recent target is city manager David Fraser. Finn suspects that Fraser ran Boulder City for a year while still living in northern Nevada, but the city won't cough up the travel records Various new articles neutrai mention Lin kedin THE MERCER {will?ll'l'g IN W. D. Higginbofbom,.lr. Senior 1li'ice President Dayton: Beach Shores Florida 311 Iii-Elli} Tiff-2 Hosts WUngg roll rida.co 1; The Meme:- Gmup, Inc. LETTER OF INTEREST RESUME THE MERCER INC. W. Jr. Senior Vice Pragjdeni Daytona Beach Shares, Flurida 31118-3101 TIT-114L333 Exam Dear tt-tembers of the Selection Committee. Thank you for considering me for the positron of City lvlanager. I am confident that I possess the skills. experience, and attributes that. you seek. in addition to having managed cities in four different time zones, I have a decade of experience overseeing the operations of an association- I have a speed understanding of management practices accompanied with strong personal and professional ethics. As the attached resume reflects, I am an acl'tievement-oriented manager with significant experience. It atso reflects the emphasis that I place on building a high performance, customer-friendly organization. This approach requires establishing an organizational culture with common goals and obiectives that are generally understood and accepted. It is based on encouraging individuals to think for themselves and to act within approved parameters. It further emphasises teamwoik while developing the individual employee and empowering the entire staff to make decisions appropriate to their work. Any organisation is only as good as its people and I believe that we do our members a service when we are proactive in developing our employees. What I bong, in addition to this managerial philosophy, is an ability to solve problems rapidly should they occur, to foresee potential problems and implement strategies to avoid them. I also bring the ability to interact effectively with people from a wide range of backgrounds as well as the ability to work effectively with staff, policy makers, the public, and the media. With my experience and skills, I am confident that I will be a vaiuabie member of your leadership team. Thank you for your consideration. I look forward to hearing trom you. Sincerely j. Dottie" Host-'3' J. DAVID FRASER ABOUT My experience as an association Eeemtive Director and City Manager have articlcrelg.r quali?ed roe for this position. Throughout my career I've grown have the skills and ExpErliSe needed to enswe cities of all sizes rural to metropolitan thrive. CONTACT Address: 1533 Bermuda Dunes Dr. Boulder City. NV HEDGE Phone Email daeefraserldt?igmaiicocn AT A GLANCE 23 ?fears of Management Experience 13 1rears Municipal Management 1i] Years Association Executive 4Time City Manager 2 Time Executive Director 4 Board of Directors Positions EDUCATION MASTER OF PUBLIC ADMINISTRATION Marriott School of Management Brigham "l'o L-ng F'I'Lilla'Li'. Utah BACHELOR Ell: ARTS IN POLITICAL SCIENCE Brigham ?r'oung Un irrersitj' English Miner Provo. Utah i WORK EXPERIENCE MANAGER City DT Bnuldel? City. NV 201?. to Bill'- 3' Manage City Operations including ad ministration efa budget and soperurs-on over EIUU employees. Negotiated over in tang-term solar revenue [or the Cit-Ir, allowing the pay- 1mm ntgen eral fun-cl debt in a ma year period- - Esta blished partners hip to construct .1an manage the world?s In St civilran drone-part; ?riFI'llng the don-r tor ec development in the burgeonh'tg unmanned aerial system rnduery. S-Jties Sta-lb; negotlated ?fteen separate caller-live bargaining agreements. none of whirl-r required artt-Itratron. Managed the operations of two [one 13 hole and one 2? hnlej. Film, managed contracted operation at a special events cent and rename-int with three meal daihr Serwce. Etrper'eiserl daily operation of all Ell-,- Departments including Airport. Police. Fire, Parks Recreation. PL: lalIc' Works. HR. Frrance and Ad as well as the [let-Inc. Water and Wastewater Utilities EXECUTIVE DIRECTDR Nevada League of Cities e. Municipalities HIDE to - Direct all league operations and mot-tron as primary 1 eagoe r. the league's flrs?t Strategic Plan to sharpen the League's vision and expand the League's influence warn the state and Federal governments. inimvatree new League.- programs including league Sp?r'l?ult'd wet;- bagerj community strea thing Video Services and a supplemental retirement pool to better serve rnurricrpal?res and rliuersi?rl eague revenue soarces Acl?rleved 1309i: league me n'rl'rersl'tip Neva rtla cities and erg expander] pal [Ices-anon and sponsorship 'n Leagt.e Admhiner health insurance pool Fur municipalitie 5. counties. schools and special districts. as municipal I?Eplt": entatiue on State advisory-hoards. including State-wic'te Transportation TECI?h'rltai Ad'rrIEar?y Board {Nevada Department Ell Transportation]. Fr'ru'atr! Acl Wilt.I Arleisnry t'n {Men-a on nepa rtnient at Business and Industry; .1an Il?n' Arielerary Committee !or Democra cy-{Eerretary n1 ?i?rate?i. ADMINISTRATDR City of Betoit. HS til - daily operarlon ?1 all City Departmenls including Airport. Police. Fire. Pants 3- Recreation. Transportation. t?n ance and Administration as well as the ertrir. Water and We Utilities. Lecl the City In proactive. goal-uriented which included updata'rg the City's hens Plan. Capilal Improvement Plan and [rt-5r Code; as well as upuatng the City's Eor'riprehensi?te Policy Manual. Rape-weed Sigriilit ant Capital projet la including of a FlrtI Station. Electric 5U h?al?ln??. Altn?? Hangar and Runwavin'lprovernents. Street Construction and Il?pt??d?t?l?l?ll?. lnrai t'nllege and Huaprtal Ill cream}; a cca'rsorlium to own ant.i nperate a Enaltl Wellrreeu'itecrea?on Center. Increased Lttill'tj.r Eash Reserves by lame no iicrea in utility- rates while pursuing an capital replacement schedule. PROFESSIONAL REFERENCES AVAILABLE REQUEST WORK EXPERIENCE CONTINUED MANAGER City of Buchanan. Michigan 1911-th iti?JB - Direued titty op eretions and projects. and provided su upon and ex}: erLise to community advisory boards committees. - Acquired ?irate tirown?eln funds Iclr Demolition. Environmental lie-mediation and Redevelopment nf ("In-med Industrial Park. Minrigec: Hu'rnan Resn urces including negntiat'tnn nf t'nIIe-ct'we Ra rgainmg Agreements - Supervised Capital ijens including Street Reconstruction. Bridge Replacement and Water Tower Capital Budgeting. Bond Issuance and State Appropriations. TDWN NISTRATCIR Town of Mililte n, Colorado 1094 tu 'I'Bil? Uri-def tiifectiun- u: the Town Board of Trustees oversaw Up entin ns and projects including Capital FaLiIities, Parks. Drainage and Water Project managemenL - Represented Ciry?s on award Winning Regional Planning Team: comprised of Mayors, Commissioners and Managers of nine and mm Counties In Rapid Growth reginn. Supervised Department Heads and acted as Directnd' of ?nance. Planning. CommunithconomH: Development and Risk Management. - Aroltlred Grant Fnruilng for 3 Municipal Complex. Peri: Rentr'mlicll?i, and Cu mpre hens-We From (DEG. E-CI Colorado and Energy:I Impact resources. - Facilitated Community- Eonsensus on new.I Municipal t'nmplex location and design- MANAGEMENT INTERN of Provo and City of Maple-Icon. Utah 'Ilii-I-l in i?i?J-J Drulted Five and Twenty Year Stralegii: Plans Stlied uled and Budgeted Capital Projects. Fnr?rast lnad tirI'E-Wth and Energy Bilge Ru EluctliL fro-55 Relere?ced Mamet-on {it},r Code with Utah State Code. Authored and Proposed CityI Ordinances and [nominated Implemmretien w-irh the Planning rm-nrnissinn. and City Council. OTHER RELEVANT EXPERIENCE BOARD DF DIREETDRE National Le ague of Cities to 2910 RepreSe nl Region Fight MIA, CIR. EFL W. Alt] Municipal eagues. F?rnw'oe Guidance to National League Sto?' regarding Strategic Direction. Formulate Municipal Pnlicsr recommenda'rinns Ratification hy?l If Membership GOVERNMENT AFFAIRS COMMITTEE ICMA 2005 tn 2312 Monitor and Debate Federal and State Policy Issues impacting ocal Gnuernm ent. - Report issues one Recommend F?llf'gll' Fositinns in ICMA Membership and Board of Directors. Cry-essee Pulicy Research including the Development of White Papers. - Reardrt'li to Partner Organizations inciucling the National League of Eities Tri- Facilitate Legislative Advocacy, EXECUTIVE DIRECT Buchanan Downtown Development Anti] nrity THEE tn 1953 - thilleriiel'lrefl flew-'1' lupin-rut .Iiid witimd?uite und em LIT Board of [ilrectois comp: Iseci offiw Residents? and Business Dvmerii. Managed fies-liking Fri-in Linn capitalizeo 11y Feoerol oc-Ilais to Enrico-a.- Lot-3 mid Alina-rt ac! Business in the firimmlm .- Negniiater.? Eonperniive Agreeme :inn' lf'l'lFlH?lTl?I?l'llI?H 1mm wmi rhi- Buchanan Area lClui'i'iber of nmnierre and the is." Iiaimn Tux The Mercer (it-cup, Inc. MARCO ISLAND, FLORIDA CITY MANAGER October 13, 2017 Summary William J. Malinen Master of Public Administration; Bachelor ofr?trts Public Administration lit-CM City Administrator, Branson. MO: City Manager, Rnsevillet MN. Salary: $1 Titi?t} Internet Research :3 May 24, 201'? Branson city administrator terminated amid Funding shortfall httdesnmneua?lead encomfsto nw'news? ocaIntricarlocf It} I "#051331" branson-city- administrator?ti: I Branson recently experienced a funding shortfall for parts ofa project to renovate the Highway T5 strip and areas of downtown Branson. the Branson Tri?Lakes News I I I reperted- November 5, Ell] 5 Rescuille city manager resigns; mayor says departure ?amicahle I says?d cna rtu rc-a mica hleIr Mayor Dan Roe, said the "amicable? decision was prompted by both Malinen's and Roscville City IC'euncil members? desire For a ?change." ?lfs really not based so much on performance issues as it is on both the council and (Malinen) realizing we're not anyr longer a good Roe said. ?We?ve had a good record of success as a city under his leadership? and we espect he will continue to have success in his future endeavors.? The Mercer Group, 1110. 9, 20'13 Bill Malincn Lands 3 new The linscvillc city manugur resigned lag! with Maynr Dan Rm saying that dif?arencu uvcr style cantributud in the parlies parting of the ways. Fatal-mm: MERCER GRDUP. W. Jr. Senior Vice Presidtnt [layman Beach Florida: 31113.31?: 711214-36?! The Men-0121' Group, [1113. OF INTEREST BE SUME THE MEMR WE. W. Jr. Seniur Vin: Prmidnnt Dag-inn: Emil Shunt-5, Mri?a 31] Wl'll ligginrii?mertern. mu . n1 Nun-urn ll .11" nl'll' it'll?? JDctober 5, Mr. W. D. Iligginbotham, in. Senior Vice President The Mercer Group, inc. 3245 Atlantic Ave, Suite an Daytona Beach Shores, FL 321 13-3202 Dear Mr. i-Iigginhotham: Please accept this letter and attached resume as my application for the position of Marco Island City Manager. i am confident that my 32 years of experience as a City Manager in rural, urban and suburban cities has prepared me to be an asset to the City Council, organisation and community. Throughout my career, 1 have led organisations to become more ef?cient and customer services oriented, and have been at the forefront of innovation and creative programs and solutions. lhave been involved in managing virtually every type of municipal service possible, and know that my experience can help the City Commission instill a collaborative oriented attitude throughout the organization. In addition. I have extensive experience in financial management, planning, economic development, capital proiect management and supporting and advising the City Council with policy development and problem resolution and in negotiating agreements with Federal, State, Regional, County, City governments and special districts. As a City Manager, 1 have performed independently and through teams and departments to initiate and complete many signi?cant and complex construction projects, negotiations, and strategy development. 1 am interested in the City Manager position because i want to work for a quality community with opportunities for me to be engaged in positive changes. and I believe that in my many years ofcity management experience, I have developed the skills to be successful in the position. At this point in my career, I have many more years to contribute to local government management, and hope to stay for the duration of my career- I am excited to be able to apply for the position. and would be honored to be considered. If you have any questions or need additional information, please feel ?ee to call me. 'l'hanlt-you for your consideration. Sincerely. William J. Maiinen. WILLIAM J. Maurice 238 CounTev Den Beansoii. MD 6561 Email: Phone: {6:51} 233-353 Edi 3 to 201? City Administrator, Bronson, HID {Pogo Chief Executive of a dynamic tourist destination {3 millionryr.} City; responsible to a Mayor and six-member Board of nlden'nen for all operations of city with police, fire, water, sewer, engineering, planning, code enforcement, building inspection, convention center, finance, paras, recreation, golf course, public works. streets, and a total of too full-time and no part? time employees; managing an annual budget of 535 million. Accomplishment Highlights: Developed a plan to end several Federal lawsuits that were costing over $1,000,000 per year in legal fees, and securing long term title insurance for major waterfront project and convention center. Led planning process, development of financing plan and initial construction for a Downtown Streetscape project and a Complete Streets project that will rehabilitate a 5-mile commercial center of town, totaling over '51 lid in improvements- Structured a Strategic Planning process that aligns with the toso Community {Comprehensive} Plan, including regular reporting on completion status of annual action plan. Completion of a Pavement Management System program that will maximize effectiveness of annual investments in street maintenance, repairs and replacements. instituted Priority Based Budgeting and Performance Measurement programs. In?ll}? to 2m: City Manager, Rose-ville, MH {Pop.: Chief Executive of a mature, first ring urban City; responsible to a five-member Cityr Council for all operations of city with police, fire, jail, water, sewer, engineering. community development, planning, code enforcement, building inspection, finance, parks, recreation, golf, public works, streets, and a total of res full?time and mo part-time employees; managing an annual budget of $45 million. Accomplishment Highlights: Adoption and of a long-range community visioning process and related Comprehensive Plan and new form based zoning code. Construction of sewer, water street infrastructure for a Brownfield redevelopment project that was dormant for El] years. Clbtained congressional funding, regional and state grants, developer funds and Tax increment Financing for project. Initiated a new Priolity Based Budgeting concept for Council community budget decision making process, including a new ll} year, saoo CIPI and sustainable infrastructure financing for sewer, water and storm water utilities. Completed a comprehensive Parks and Recreation System Master Plan, engaging the community in the uture of the nationally accredited system and approved funding for 519 million in projects. Consolidated 3 older fire stations into 59 million new, energy efficient facility. William J. Holinen Page 3 2005 to 200? City Administrator, WA {pop. 35,000] Chief of Staff responsible to Mayor for coordination of administrative activities. Full service city with police, fire, EMS, jail, municipal court, water, sewer, engineering, community development, planning, code enforCEment, building, finance, parks, recreation, golf, public works, streets, and a total of 330 full-time and 13D part-time employees with a biennial budget of $115 million. Accomplishment Highlights: Adoption of $300 million Capital Facilities Plan and budget amendments for 52 million 1006 capital outlay program Adoption of City Center zoning and enabling ordinances to create an Urban Center of 9 million sq. ft. of mixed use retail, commercial and office space including 3,000 residential uniE, public areas and 35 story building heights. Negotiation of Library Elistrictli City Annexation Agreement 1001 to 1005 City Manager, Fife WA (pop. 6,000; 20,000 daytime} Chief Executive of the City; responsible to a seven-member City Council for all operations of city with police, jail, municipal court. water, sewer, engineering, community development, planning, code enforcement, building inspection, finance, parks, recreation, public works, streets, and a total of 35 full-time and 35 part-time employees; managing an annual budget of $35 million. Accumplishment Highlights: Civersaw construction, legal rostructun?ng, financing and assessment of a Local Improvement District for $13 million sewer system. Implemented new document imaging system, new building! development permit system, new dispatch! record keeping system, public Wi-Fi site and new MDT wireless system. Development of new Stormwater Management Plan, Comprehensive Transportation Plan and Economic Development Plan. Completed two new City parks, including a joint facility with school district. Creation of a new Citywide Stormwater Management Utility and contract to provide service to local Drainage District. Negotiation of Economic Development Agreement with Puyallup Tribe of Indians, providing over $1 million per year to City and providing mitigation for any casino related impacts to City. In? William J. htalinen Page 3 1993 to 1001 City Manager, Lincoln, CA (pop. 16,000} Chief Executive Officer of ICity, Redevelopment Agency and Public Finance Authority, responsible to a five-member City Council for all operations of full service city with police, fire, water, sewer, engineering, community development, planning, building inspection, finance, parks, recreation, public worlrs, streets, airport, transit, library and refuse services, with a total of 34 full-time and F5 part-time employees; managed a budget of $55 million. Accomplishment Highlights: Directed the annexation and development of over acres consisting of several large planned communities that will ultimately include over 13.0DD dwelling units, EDD acres of commercial property, numerous elementary and junior high schools, 32 acres of planned industrial property, ?0 acres for a new community college! high school campus and 3,000 acres of parks and open space. Negotiated tax allocation agreements with County and development agreements with projects that dictate development funding and standards; developed a General Fund supplemental funding program; negotiated a new long-ten'n water supply agreement. Successfully attracted new industrial businesses providing over new technology related jobs and over 2 million square feet of building space in recently designated Federal Foreign Trade zone. Completed a million four lane state highway widening and interchange project to serve newly developing area of City. 0btained funding from state and regional agencies and developers. Constructed a new city hall, police station and fire station. Created and staffed a Volunteer Center that ?connects? new and existing residents with schools, individuau, organizations and events needing assistance. Increased general fund balance from $630,000 deficit to over $3 million surplus through sound fiscal management. ReprEsEHted the IZity in and oversaw the creation of, a 55? million developer funded Assessment District that will finance a new ?state of the art" wastewater treatmentrr reclamation facility. a new so treated water conveyance pipeline, a new state highway interchange, 3 water storage tanits, 5 new back-up groundwater wells [5 mgd}, 1 new fire stations, stormwater drainage and retention system and parkland development [items negotiated in development agreements]. Developed physical and organizational infrastructure to accommodate and manage the increase in dwelling unit construction from lot} unitsr'year to over unitsr'year. The pace of development made Lincoln the fastest growing city in America. Developed a SBDD million public infrastructure program for new development that identi?es future facilities and U?leir cosE, including sewer, water, streets, drainage, police, fire, administration, refuse, parks, and library. The program determines the appropriate developer fees to be paid so that all new facilities needed to accommodate growth are paid by new development- I Il'lr'illiarr: J. Malinen Page 4 1990 to 1993 City Manager, Avenal, CA (pop. 11,000} Chief Executive Officer of City, Redevelopment Agency and Public Finance Authority, responsible to a five?member City Council for all operations of city with water, sewer. community development, planning, building inspection, finance, parks, recreation, public works, streets, landfill and refuse services, with a total of 11 full?time employees: managed an annual budget of So million. Accomplishment Highlights: Represented City with Avenal State Prison and California Cities WiU'l Prisons organization. Completed a SS million redevelopment project that installed curb, gutter, sidewalls and drainage improvements along 51 miles of frontage on virtually every city street- Completed a $1.5 downtown,Ir main street widening, sidewalk, drainage and project- Selected as finalist in 1992 City competition. Developed master infrastructure plans for sewer and water systems. Financed new city hall, recreation center, senior housing project and Public Works equipment through Marks-Rods bond pool ?nancing. Obtained approval of $500,000 CDBG grant for development of new industrial park. Negotiated a Federal Power supply for water treatment plant that generates $150,000 in annual electricity savings 1934 to 1990 Chief Administrator, 1li'll'hite Bear, MN (pop. 9,500} Chief Administrative Officer of urban Town in Minneapolisi'St. Paul Metropolitan area, responsible to a three-member board of Supervisors for all daily operations of Town with police, water, sewer, planning, building inspection, code enforcement, utility billing, parks, public works, and streets services with a total of 16 full-time employees and 4 partvtime employees; managed an annual budget of 55.6 million. Accomplishment Highlights: Successfully negotiated with Metropolitan Council for expanded Urban Service Area boundary to provide entire Town with metropolitan sewer service. Successfully negotiated the terms for construction of a Regional Park in Town as part of Metropolitan Council park system Successfully lobbied for passage of special legislation for Economic Development Authority to provide for tax increment financing of projects [only Town in Minnesota with such authority}. This newr authority helped attract over $20 million in new industrial businesses to Town. William J. Malinen Page 5 1934 Special Project Coordinator, Benton County, MN limil- limit} 1983 InternrAssistant to County Coordinator, Stearns County, MN (pop. 111,0??] EDUCATICIH: Master of Arts - Public Administration Mani-Eaton State University - 1991 Bachelor of Arts - Public Administration 51'. Cloud State Universityr 1933 ICMA Credentialecl City Manager llClulA-Clil] - Since PROFESSIONAL ASSOCIATIONS international Cityir County Management Association Missouri Cityir County Managemem Association CURRENT AND PAST URGANIEATIUHAL ACHVITIES Secretaryr Treasurer, 3'6 Entertainment Community Improvement District Director, Fioseville Visitors Association Director, Fife Area Chamber of Commerce Director, Washington Cities insurance Authority Director. Tacoma Regional Convention and Visitor Bureau President and Co-Founder, Lincoln 1Il'olunteer Center DirectorrTreasurer, Placer County Child Abuse Prevention Council Member, Lincoln Economic Development Committee President, Creeksicie Oaks Elementary Charter School Board Director, Lincoln Police Activities League Director! President, Northern California Cities Self insurance Fund DirectorrTreasurer, Kings Community Action Eirganization Director, Avenal Chamber of Commerce Director, Crown Economic Development Corporation {Kings County} Director, California Transit insurance Pool The Mercer Group, Inc. MARCO ISLAND, FLORIDA CITY MANAGER October 13, 20] 7 Summary Lee A. Nibloek Electorate in Public Administration; Master of Arts Recreation 3: Public Administration; Bachelor of Science Geography. FCCMA I County Manager, Alachua County, Florida; County Manager, Marion County, Florida. Salary: $184,090 In Internet Research September 23, 201? - Former county manager Niblock to get severance 7092 Eltorrne r?cou nty?manaoer?nibloclt-to-net-?I ?Hilts The package includes pay for ED weeks from Niblock?s annual salary, $25.33? for vacation time. $15,121.20 for sick leave. $3.431 to be paid into a retirement plan and a payout for retirement health insurance from the county A proposed bonus pay plan for some of Alachua County goyemment?s top-[eye] executives coupled with complaints of low employee morale and the badly?timed announcement of a longtime employee's position being cut led to Nibloclr's ?ring on Aug. 8 by the County Commission. August 3, 201? Alachua County Commission Decides To Remove Lee Niblock From County Manager Position r? news 201? alach ua?county?com mission?decidesrto- Some of the reasons brought up by the commissioners were related to a lack of faith in the direction the county was going and employee morale under Nibloclr. The Mercer Group, Inc. Mav 9, 2012 Lee Niblock Report Card 3 County Administrator Lee Nihlock?sjoh approval rating, at least among his bosses on the Countv Commission. apparently depends on which commissioner is doing the rating. Nihloclr?s overall score on his annual evaluation was almost the same as last year. But the tally.r reflects the balance among glowing reviews of Nihloclr?s performance over the past year. two commissioners who graded his effort as lackluster, and the ?fth review cutting down the middle. Mav 23, 2005 .. Grand jurv recommends Lee Nihlock resign as countv administrator mends?Iee?nibloclr? A Marion Eountv grand jur?vI has concluded that the Countv Commission and new Countv Administrator Lee Nihloclt did not break the law when Nihloclt was elevated to the top staff job. But the activities of th dse involved certainlyr violated the spirit of Flo rida?s ope n-governrnent laws, and thus warrant Nihlock?s immediate resignation, or in lieu of that, the rejection ef anv extension he might seek when his current contract expires in three veers, the panel recommended in a report released Fridav. The report re?ects and reinforces widespread puhlic criticism leveled atthe board for the way Nihloclt was selected Various articles ?neutral mentions Linlredin Fa cehoolr THE HIE W. D. Jr. Senior Vice Pr?ident Daytona Beach Shun-s1 Florida Tli-lld-Eo?tii Wm nxtr?merce rerun The Mercer 61-0111}, [110. OF INTEREST RESUDIE THE W. D. Higginbotllam. Jr. Emit-r Vic: President Beach Shores. Flurida 32113-5303 727-21 $3615 I?nlr?illtl'nm ww . pin a I'Inr'lranrnm Dr. Lee A. Hibloclt, Marco Island City Manager - candidate W43 ?fth Lane Gainesville, FL 326(15- 352?505-5234 352?342?3656 to} September SD, 201? Honorable Chair and Marco Island Councilors, Chair Larry Honig Vice-Chair Jared Grifoni Councilor Joe Bette Councilor Bob Brown Councilor Howard Reed Councilor Victor Rios Councilor Charlotte Roman Re: City Manager position Dear Honorable Chair and Councilors: Thank you for the opportunity to communicate directly with each of you. While reviewing the City Manager recruitment information. coupled with my professional understanding of the opportunities facing Marco Island and additional issues' research. I quickly realized that much of my local government experience would serve me well in making an immediate contribution to Marco Island elected of?cials and its citizens. I also recognize that I have held local government positions where the opportunity was presented to successfully address many of the very issues confronting the City of Marco Island. Please allow me to first relate this perspective to you based on the major challenges outlined in your position advertisement, those presented in your annual budget. the review of other associated documents such as your most recent the annual the staff survey, also those articulated by individual Councilors and in viewing selected meetings online. The purpose of this letter is to introduce myself and demonstrate an early working knowledge of some of the issues facing Marco Island, something you would expect from all serious candidates. My initial review would indicate the primary challenges and opportunities facing Marco Island today and into the future essentially involve getting back to the basics of meeting the needs of our citizens. To do this requires a clearly articulated policy message developed in a very public and transparem setting. That message is delivered by a majority vote of the City Council by adopting carefully crafted policies that are subsequently implemented by a competent, professional and motivated staff under the direct guidance and responsibility of the City Manager. any growing community ?rm in its desire to protect an enviable quality of life, has its issues I recognize several that require special and immediate or ongoing attention. These challenges include: addressing paddng issues. especially in District '1 but clearly city? wide in occurrence; systematically addressing periodic ?ooding and} embark on an unwavering strategy and defined course of action to improve employee morale. In briefly addressing the three issues outlined it is fortunate the Council has been proactive on the parking issue by appointing the Ad Hoc Parking Solutions Advisory Committee. In viewing select portions of those meetings the Public Works Director articulates understandable concerns about asphalting swaies- Those are valid concerns however my experience leads me to believe that a cost?sharing partnership with the South Florida Water Management District to install water permeable surfacing in the swales- that can withstand vehicle parking, is one potential solution, possibly already being pursued- Flooding problems are not uncommon on properties buiit from material dredged to create canals and "?nger ?tl" waterfront lots- Having lived on the waterfront on Key Biscayne. also developed by the Mackle brothers, allowed me to view these problems first?hand- Also, as a former waterfront property owner and resident of Pinellas County I can empathize with other waterfront property owners and businesses as my family and I suffered, along with tens of thousands of other coastal residents during the 1993 No Name Storm, as we watched rising tides encroach upon and damage our property. Fortunately, Marco Island will not be alone in addressing the national problem of rising sea levels. Increasing the Public Works swale maintenance staffing and equipment while pursuing a robust, revised Stormwater Management Plan will be important first steps to address this periodic but serious ?ooding problem. The third issue I have identi?ed has to do with employee morale- Aptfy named the Staff Organizational Climate Survey- if I were to characterize the conclusions of this 9? page document I would say the forecast, it recommendations are not implemented, would be for chilly breezes with storm clouds forming. Particularly troubling are the collective responses from our public safety employees, arguably the primary purpose of local government. Fortunately, I believe the ?ve consultant provided recommendations can be implemented budgetarily and through improved and sustained direct communication with the most valuable resource we have in Marco Island, our dedicated staff. In addressing these challenges and others it is important to note in my professional capacity I have never advocated for higher taxes, although arguably an option of last resort, as I believe we must first search for every available alternative dollar- To that end I have successfully directed business plan development {unusual in local government} at the department level, in my last two manager positions- Business plans with an FTE component, supporting the overall adopted strategic plan of the City Council, serve to identify operational ef?ciencies and potential department mission overlap- The review of equitable user fees and a robust grants' acquisition program, coupled with cultivating and maintaining close working and collaborative relationships with our County, regional, State and Federal partners, must be aggressively pursued. In my public service career, not only in Pinellas Gounty but in Pasco County and on Key Biscayne in SE Florida I have had extensive ?rsthand experience in coastal facility development and maintenance, publicrprivate waterfront commercial development, enhanced beachfront maintenance operations utilizing Best Management Practices leading to a Top 1b national beach recognition, the rental of beach facilities, marina operations with a lives-board component, coastal dredging and beach renourishrnent project management. This direct extensive experience should senie Marco Island citizens and their community leaders well, not only now but into the future! During my career, I have endeavored to be innovative in providing the best service possible to our public customers, using a well?trained and motivated collaborative team approach- An honest concern for all employees' well-being, coupled with a professional demeanor, a strong work ethic and a good sense of humor has been instrumental in my continued success. My diversity of public sector administrative experience and extensive user group interaction at the county, state, and local levels has broadened my perspective on how government should work effectively in serving the ever increasing and changing demands in the provision of public services. Is it time, perhaps. for a Florida professional with more broad?based government experience to manage the challenges Marco Island has before it? This proactive action would allow for a completely objective evaluation of the organization and its expenditures with no ties to the existing structure or current practices. While I was highly rated in all my evaluations including the most recent "perfect score" {and received a standing ovation from the elected of?cials and citizens assembled} my career now takes me to a coastal community offering greater opportunity and challenge, indeed a place where I can utilize all of my extensive public sector experience in one place. The selection of your next City Manager is one of the most important decisions that you will make as a collective body of policy matters. You may aslt, why would I choose to compete for this City Manager position? it has always been my intention to return to a gulf coast community and view the Marco Island City Manager position singulady presents that extremely attractive career capstone opportunity for me. In short, given the extent and diversity of my experience and education, I am confident that I can matte an immediate and lasting contribution to the citizens and elected of?cials in Marco Island. It is also extremely important to note that as an ICMA Credentialed Manager I adhere to 12 Ethical Tenants by which I am bound and my ethics, honesty, integrity and the transparent way in which I conduct my professional responsibilities will always remain above reproach. I trust I have thoroughly outlined the professional characteristics and extensive broad? based experience that you would all, collectively, feel are ideal for the next Marco Island City Manager. I welcome the opportunity to explore this important selection with you at your earliest convenience. Sincerely, lav. serves Dr. Lee A. Nibloclt, ICMA-CM Attachments Dr. LEE A. Marco Island City Manager - candidate 11?43 NW 17th Lane Gainesville, FL 32605 Phone: [352} 342?35513ch {352} 505?5234th - Email: An energetic, innovative and challenge-driven professional public sector manager. Tested and proven, in part, by successfully navigating local governments through the depths of the recent prolonged recession by providing sound team-developed recommendations to elected policy makers. Subsequent policy implementation seamlessly integrated through a facilitated organizational team approach. PRDUEN AND DEMONSTRATEQ AREAS DF - Energetic, driven and con?dent professional - with decades of progressively responsible local govemment managerial experience. a- Strong business and ?nancial expertise - focused on directing the provision of fiscally responsible government services to be cost?effective and citizenrcustomer driven. Found ways to increase funding for public safety and roads maintenance. - Strategic and progressive thinking - demonstrated. through operational efficiency, focused policy recommendations advocated at strategic planning sessions based on service delivery improvements and return on investment {RD-ll. Creating a customer service driven organization that practices continuous improvement - departments seamlessly working together to create an immediate and cost effective response to citizen needs- introduce business plan development based on the Commissioner's adopted strategic vision. Conduct regular citizen surveys and Citizen?s academies. Focus on training delivery options for staff. a Mirror community needs through program development and budgeting. - Constantly evolve areaawide support for diversi?cation of the economic base - focusing on a balance between resource and property protection while meeting the needs of the business community and new business development- - Emphasize importance of quality of life initiatives - constantly seeking the ideal balance between economic development interests and protecting our natural resources and quality of life. utilizing community interaction opportunities- In short do not lose what people came here seeking but leverage it for a better future. - Professionally interact and faithfully represent the Countleity with community groups and other elected of?cials - host regular strategic issue meetings with all elected of?cials, speak regularly before civic groups, participate in regular onevon-one or group meetingsl?working luncheons with various City and County Managers and convey and advocate the legislative priorities to State legislators and Congressional leaders. - Conduct all activities of the Countyl?ity Manager?s of?ce with high ethical standards and transparency; always displaying honesty, competency and fairness - maintaining the {Credentialed Manager} status and strictly adhering to the twelve ethical tenants incumbent upon all professional managers. Dr. Lee A. Niblock, ICMA-CM PRDFEBSIDNAL EXPERIENCE COUNTY MANAGER - Alachua County. FL November EH14 to September 201? Serve under the direction of the Board of County Commissioners in accordance with Florida Statute Section 125.?0, as the county?s chief administrative of?cer, set tentative millage rate and proposed county-wide budget, capital improvement plan, budget forecasting, management and analysis, conduct all union negotiations, cany out all decisions, policies, ordinances and motions made by the Board thoroughly and ef?ciently, draft a recommended county annual operating budget for the board, recruitment, hiring, discipline, terminations, comprehensive communityr'sociai services, growth management, engineering, transportation, public safety, public works, information technology and informational systems, economic development, county extension services, parks and recreation, strategic and operational planning, facilities management, provide oversight of preparation of Board agendas, prepare Board workshops, provide liaison function with other local officials and governments, coordinate policy formulation with state and federal legislative delegation, agencies and community groups and assist county commissioners in resolving constituent issues. County Manager Achievements: - Balanced three consecutive budgets whiie lowering taxes, all while maintaining or increasing public service delivery and providing much needed employee raises. - Reorganized the County-wide department and of?ce organization and directed development of department business plans, benchmarked to better support the Board's overall vision for the County. Emphasize staff development and retention. - Became one of only 22 counties nationally to receive the coveted ICMA Certi?cate of Excellence in Performance Management Award three years in a row- - Developed Millennial recruitment program, implemented mental health first?aid training for all employees and an enhanced Diversity and Inclusion program. - Implemented a regular user fee review and brought focus to the Board?s Legislative Program for better emphasis, understanding and funding support- I Earned the respect of the County Commissioners, area city leaders and community advocates as a trusted advisor and developed a desired ?can do? team attitude among department directors and administration while breaking down existing operational silos and inef?ciencies which served to improve team morale. - Developed and continue to maintain a strong, collaborative working relationship with all incorporated communities? elected of?cials and their senior leadership team members along with regional and state agency leadership. - Regularly received exceptionally high performance evaluations and in the most recent (January, a Board voted perfect evaluation followed by a standing ovation by all in attendance. - Developed new road resurfacing standards to stretch limited road funding resources while simultaneously increasing General Fund support by mitt. per year. - Worked collaboratively with University of FL on community initiatives and IFAS (Coop. Extension) programming for youth development and community education. Dr. Lee A. Nib-lock, CDUNTY ADMINISTRATOR Marion Ceunty. FL February 2009 to November 2014 Serve under the direction of the Board of County Commissioners in accordance with Florida Statute Section as the county?s chief executive officer, responsible for the day?to-day operations of the county and to carry out all decisions, policies, ordinances, and motions made by the Board thoroughly and ef?ciently, drafting a recommended county annual operating budget for the board. capital improvement plan, responsible budget forecasting, management and analysis, all union negotiations, recruitment, hiring. discipline, terminations, other human resource functions, growth services, engineering, transportation, public safety. public works, information technology and informational systems, economic development, county extension services, parks and recreation, libraries. strategic and operational planning, facilities management, creation of the state and federal legislation and funding requests, provide oversight of preparation of Board agendas, prepare Board for workshops, provide liaison function with other local officials and governments, state and federal delegation and agencies, community groups and assist county commissioners in resolving constituent issues. County Administrator Achievements: - Balanced seven consecutive budgets without raising taxes or recoding to burdensome excessive increases in fees and charges, all while maintaining or increasing service delivery. Property values had dropped 33% during this time period and the County budget was reduced by Recurring budget reductions to the General Fund exceed - Reorganized the County?wide department and office organization, focusing on increased efficient and effective service deiivery while constantly reviewing opportunities for greater economies involving collaborative efforts and private sector involvement. - Directed development of department business pians and strategic plans with benchmarking and FTE components to support the Boards overall vision for the County and increase staff involvement in service delivery initiatives. - Worked closely with the private sector and existing job facilitation organizations to unify efforts and provide ?one voice? for economic development projects- These close collaborative efforts resulted in FedEx building a mega distribution center. - Developed close. respectful working relationships with state legislators to the point where a former Speaker of the House described lvlaricn County?s interactions with the legislature as ?the best in the state." These efforts created funding support. I Earned the respect of the County Commissioners, city leaders and community advocates as a trusted advisor and developed a desired ?can do? team attitude among department directors and administration white improving employee morale. - Developed and continue to maintain a strong, collaborative working relationships with all incorporated communities? elected officials and their senior leadership team members along with regional and state agency leadership. - Constructed four new libraries including the state's first Goid LEED certified library. Expanded computer lab and genealogy research for patrons. - Constructed jail expansion and courthouse addition, both compieted on time and under budget. Dr. Lee A. Niblock, Marion County, FL January 2003 to February EMS CCIMMUNITY RESDURCES EUREAU CHIEF {Assistant County Administrator} Served as the first Community Resources Bureau Chief and as a member of the county executive administration senior leadership team providing direct oversight and guidance to the following departments: Parks and Recreation, Libraries, County Extension Service. Veteran?s Service, Community Service and Animal Service {including animal control}. Also managed the County's federal and state legislative programs- Achievements: Participated in the formulation of policy decisions regarding departments and programs within the Bureau of assignment and County?wide. Conducted regular meetings with the various department directors to discuss status of projects. programs, plans, resolve problems and related issues affecting the Bureau including state and federal legislative priorities. intergovernmental relationships and community initiatives. Directly responsible for the preparation. review and administration of yearly and long-range operational budget plans to ensure optimum ef?ciency and effective use of the various revenueslfunds under directed supervision- Provided on-the-job training; evaluating job performance; recommending selection of new staff members, promotions. status changes. and discipline; and planning and scheduling worl-i operations. Promulgated local ordinances, resolutions, policies and procedures to achieve desired governance consistent with the culture of our communities and businesses. Worked tirelessly with FElle on hurricane mitigation and reimbursement- urthered the Board?s proactive commitment to strategic planning and budgeting rather than resorting to a reactive response- STATE GF FLORIDA. KEY BISEAYNE ?ctober 1993 to January 2003 MANAGER - IEP. DIVISION OF RECREATIDN AND PARKS Extremely challenging and highly visible management position involving extensive worlt restoring, rebuilding {post Hurricane Andrew} and progressively managing Florida's most popular urban beach park, hosting nearly one million visitors annually- Manager Achievements: Detailed operational policies and position description responsibilities to assist staff in personal development and motivation. while increasing productivity. Facilitated grass roots state lobbying effort to deter non?compatible uses of public lands. Substantial involvement in urban setting based Ecosystem Management initiatives and implemented genetic integrity principles in all natural restoration activities- lvlernber of the Miami-Dada County Convention and Visitor Bureau's Economic al z'l- Dr. Lee A. Niblock, Development Administration (EDA) funded Tourism Development Committee; sole representative of Committee. in Montreal ancI Toronto. Canada. on tourism mission. Developed interpretive programs and public relations initiatives based on preserving, interpreting and restoring our natural and cultural resources. Administered large private concession contracts. invotving two waterfront restaurants and associated eco?tourism opportunities. Negotiated and hosted numerous feature?length movie and television commercial ?lming projects- Partnered with local schools in mentoring initiatives. outdoor education classroom activities and university internship programs. Restored to operational status Florida's oldest lighthouse- implemented best management practices for beach and coastline operation earning top ten status as one of America's best beaches- PROFESSIONAL DRGANIZATIDN MEMBERSHIPS, CERTIFICATIONS, LICENSES and AWARDS Credentialed Member. International Citleounty Manager AssociationUCMA?CM). Professional Member. American Society for Public Administration Professional Member. Florida Cityi'County Managers Association Professional Member. National Association of County Administrators Chamber and Economic Partnership (CEP) Charter Board member. Rotary Club member. Assistant District Governor and President for over 25 1years. National Society for Park Resources (NSPR). President from Former Certi?ed State Sworn Lavvr Enforcement Dt?cer [Conservation Df?cerl- Leadership DcalaJMarion County Class August 2004 - April 2005. State Certi?ed Archeological Monitor- Leadership C-calal'lvlarion County Stan Davis Community Leader of the Year Award. 2013- ?v'eterans Helping ?v'eterans Continuing Support Award. 21313- The Trust for Public Land Leadership Award. 2003- Community Association Manager inactive status}- Water ?tit Wastewater Piant Cperator Licenses (inactive status}- Private Pilot {inactive status}. Elr Dr. [cc A. Niblock, EDUCATIDN Nova Southeastern University - Fort Lauderdale, Florida. Doctorate in Public Administration Dissertation topic - ?The Demographics of Jot: Satisfaction: A Fiortda Puoiic Agency Study? University of Iowa - Iowa City, iowa- Master of Arts Degree Major: Recreation and Public Administration. University of Wisconsin- Plattevillei Wisconsin- Bachelor of Science Degree Major: Geograohvi?esource Planning. Minors Environmental Studies and Field Biology. REFERENCES Numerous professional and community references are available.