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HomeMy WebLinkAbout1997-03-20 Council Packet - Work SessionKenai City Council Work Session March 20, 1997 City Manager Search SIX REMAINING CANDIDATES BEING CONSIDERED FOR POSITION OF KENAI CITY MANAGER: JIM C. ALLAN, NORTH BEND, OREGON HUGH R. BEVAN, HOMER, ALASKA DAVID A. DENGEL, VALDEZ, ALASKA STEPHEN MC ALPINE, ANCHORAGE, ALASKA DENNIS R. SPARKS, HOPEWELL, VIRGINIA RICHARD D. WIDMER, ESTES PARK, COLORADO 2 0 0 / 2 4) c cc � � Q >� r. I I75 � a i i I I � r r I I I I } rµ.. j IT Cd E- 0 it Cam' to o ca i - �g na I I w w t7 V 'c7 x x y Q) a 2 U I H" x i L7 � I m - 4 Ak I I I 4 im I3 > a n iw cc -' I co m v 2 Z, Q m�w : \ . qk � . cOr ; � 2 '� Ik 10 , a ■ a a as �9 7 Mayor and City Council October 29, 1996 Page 3 EVALUATION OF RESUMES I. Resume Presentation 0 +1 A. Neatness B. Organization C. Spelling AN D. Grammar If overall score is negative, then application should be rejected. Score II. Written Communication Skills -1 0 +1 A. Were discussions well organized and easy to follow? B. Was presentation brief and to the point? If overall score is negative, then application should be rejected. Score III. Perceptions of Character -1 0 +1 A. Evaluation of newspaper articles. B. Discussion of issues of controversy. If overall score is negative, then application should be rejected. Score Mayor and City Council October 29, 1996 Page 4 IV. Evaluation of Essay Question -3 0 +3 Content A. Agreement with views on Council/Mayor form of government. B. Agreement with responsibilities of Manager to Council. C. Agreement with responsibilities of Council to Manager. If overall score is negative, then application should be rejected. Score V. Discussion of Strengths and -3 0 +3 Weaknesses A. Does this applicant appear candid? B. Do this applicant's strengths appear to fit our needs? C. Are the applicant's weaknesses "livable?" If overall score is negative, then application should be rejected. Score Mayor and City Council October 29, 1996 Page 5 VI. Employment -5 0 +5 A. Progressive responsible management experience. B. Broad managerial, administrative and supervisory responsibilities. C. Background in dealing with commissions and community organization groups. D. Background in preparing and administering budgets. E. Experiences in commercial and industrial development activities. F. Intergovernmental experiences in Alaska. G. Experience in dealing with Alaska legislature processes. H. Tenure - Stability as related to "A" above. If overall score is negative, then application should be rejected. Score TOTAL OVERALL SCORE PAR/kh C:\DOCS\CMSEARCH\SCORING.MEM WORK SESSION NOTICE The Kenai City Council will meet in a WORK SESSION on THURSDAY, MARCH 2O,1997. The work session will be held in the KENAI CITY COUNCIL CHAMBERS and will begin at 7:00 P.M. The topic to be discussed is: CITY MANAGER SEARCH The public is invited to attend and participate. Carol L. Freas City Clerk Publish: 3/18/97 Community Calendar: 3/19 and 20/97 06/27/1992 06:05 4594531 CITY OF OAKLAND PAGE 01 TO: CITY OF KENAI ATTN: KIM HOWARD 210 FIDALGO AVENUE, SUITE 200 KENAI, �LASKA 99611-7794 FROM: JIM C. ALLAN C()( 2190 HAMILTON AVENUE(5k(/)W NORTH BEND, OR 97459 /I_p RE: CITY MANAGER'S SEARCH PROCESS FAX NUMBER: (907) 283-3014 COMMENTS: i R. EC 4:VE.Z) CITY ADMIN ^F "E:, ,,' TO ENSURE TIMELY ARRIVAL OF REQUIRED INFORMATION, I AM SENDING THE ATTACHED 4 PAGES ELETRONICALLY. A HARD COPY OF THE SAME HAS BEEN SENT THROUGH THE U.S. POSTAL SERVICE. I APPRECIATE THE OPPORTUNITY TO BE CONSIDERED IN THE CITY OF KENAI'S MANAGER SEARCH PROCESS AND HOPE TO HEAR FROM YOU IN THE NEAR FUTURE. IF YOU NEED TO CONTACT ME BY PHONE, MY NUMBER IS (541) 756-0152. THANKS. 06/27/1992 06:05 4594531 CITY OF OAKLAND PAGE 02 CITY OF KENAI JIM C. ALLAN 1. DISCUSS YOUR AREA OF STRENGTHS AND WEAKNESS AS A MANAGER. If you were to ask those with whom I have worked what my strengths and weakness are, they would say the following: As a city manager he is excellent in local government as an administrator and leader who gets the job done and leads by example. Because performance is the best politics, his performance goes beyond patching potholes, resurfacing streets, and maintaining parks and water and sewer facilities. He looks at things as systems and develops system solutions, e.g. transportations systems, employee systems, airport systems, collection and distribution systems, etc. He looks past the needs of a single constituent and towards the needs of the entire community. His traits may be summed as follows: STRENGTHS. Leadership skills. He is effective as a leader and able to motivate others, to cause positive change, to make good decisions, to create and communicate a vision, to recognize and seize opportunities, to praise others, to direct projects and individuals on the team. Managerial skills: He sets goals and objectives, sees the big picture, solves problems, handles details, plans projects, analyzes and gets involved, finds resources, works with others well, obtains maximum productivity, gains cooperation, implements changes, plans work flow well, mediates staff conflicts, delegates, and thinks globally. Organizational skills: He structures events well, is very capable at coordinating people and events, organizing and tracking projects, setting time lines and benchmarks, forecasting, developing alternatives, and determining priorities. * Communication skills: He is a good public speaker, trainer, teacher, quite adroit at exchanging ideas, using probing questions to determine needs, finding and developing ideas, as well as persuading and negotiating with others, using humor to overcome difficult situations, and presenting reports to the public, government officials, and industrial and commercial leaders. Interpersonal skills: He is suited to counseling, conducting negotiations, listening, being empathetic, building rapport, dealing with conflict resolution, and helping to share ideas, to mediate, and to bring people together. 06/27/1992 06:05 4594531 CITY OF OAKLAND PAGE 03 JIM C. ALLAN WEAKNESS. At times he has to be reminded that one should not use the concept "assume" to often. It is something he learned first while an officer in the U.S. Army, i.e., if one uses "assume" inappropriately, one will "make an ass out of you and me". For that reason he uses contingency management concepts of delegating, collaborating, coordinating, and directing depending on the situation and persons involved. 2.DISCUSS YOUR PHILOSOPHY OF THE ROLE OF CITY MANAGER AND COUNCIL IN THE COUNCIL-MANAGER FORM OF GOVERNMENT. MANAGER. The manager should strengthen the council's policy making capabilities by helping to propose goals and objectives to guide decisions, ensuring that goals and objectives related to decisions are addressed in the budget and operation processes, relieving the council of routine city business as much as possible, keeping in touch with individual council members and keeping them well informed, providing orientation to new council members, and aiding the council in evaluating city operations and staff. COUNCIL. The council should define its role and purpose and spend its time accordingly. This should mean that the council emphasizes the accomplishment of the city mission and broad policy making to ensure that the goals of the city are being advanced - both city wide and in neighborhoods. The council should provide insight and interest to hold down tax rates and have a broad concern in defining the city performance standards. It should look to the manager and staff for ways to enhance efficient and effective organizational performance. The council should encourage full managerial participation in policy making and extensive discretion in implementation. This means that the council should do less detailed policy making, i.e. discouraging picking over isolated details of administration. 06/27/.992 06:05 4594531 CITY OF OAKLAND PAGE 04 CITY OF KENAI „8� 4 it 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7335 FAX SM-233.3014 1�II�t IM CONSENT TO RELEASE. OF IINIFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, credit history, personal and professional background and activities, including, but not limited to, a search of any criminal records I might have- 1 agree to release from all liability or responsibility all persons, companies. corporations, or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. (print) G' - 44,1.. DATE: 30 d4k) '? STATE OF _Or-e ) ) ss. Co u r� OLLTT ) On this Q day of tA 01,, 199:Z before me personally appeared C. A. Do to , known to be the person whose name is subscribed on the foregoing Consent to Release of Infor marion, and acknowledged that he/she executed the same as his/her free will and deed. ~-��7 - co;.,.o Notary Public in and for Stekk o rke.cn. My CommissionExpires; CITY OF KENAI ►► Gd CCfZZ4rJ4 4" It 210 FIDALGO AVE., SLITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 Ci>� 'IIIII December 17. 1996 Jim C. Allan 2190 Hamilton Avenue North Bend. OR 97459 This letter is to acknowledge receipt of the resume you submitted for the position of City Manager. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a finalist. you may want to request more detailed information for your review and consideration. It is requested that you provide the following additional information, by January 30, 1997, as a supplement to your resume. Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. Enclosed is a waiver for your signature authorizing background investigation and reference checks. 2. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council - Manager form of government. Include a discussion of what you believe are the Manager's responsibilities to Council, as well as the Council's responsibilities to the Manager. Note: All information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, Kim Howard Administrative Assistant Enclosures q J IM C..ULA.N 2190 Hamilton Avenue North Bend. Oregon 97459 (541) 756-0152 Nov. 1, 1996 Kim Howard Administrative Assistant 210 Fidalgo Ave. #200 Kenai, AK 99611-7794 RE: CITY MANAGER'S POSITION Dear Sir: I am submitting my application for the position of City Manager in answer to your notice in the ICMA Newsletter. While City Manager in the cities of Duchesne and Delta. Utah, Toledo and North Bend. Oregon. I have acquired a broad spectrum of municipal management experience. Each community has provided exposure to most of the pressing problems facing cities today in dealing with growth, insufficient revenues, a greater demand for services, a desire for economic development, and the need to update aging infrastructures. To cope with these and other municipal issues, I am able to offer 20 years of management and leadership experience within organizations as large as 200 employees and address the intricacies of budgeting, financial services, purchasing, personnel operations and supervision, physical plant operations, and economic development. -- My management philosophy emphasizes team management in which there is focus on goals and performance standards. I stress accountability and have achieved success in improving group output and increased standards of performance. -- While chief finance and budget officer I have provided cities with new approaches to finance management by instituting objective budgeting. programs for evaluation, prebudget study documents, formulating multi- year budget policies, and department head budget accountability. I am also able to perform financial reporting, accounting, cash management, investments, payroll, and utility billing, debt service, risk management, and budget process control. -- I have worked with business and citizen committees, including planning commissions, chamber of commerces, industrial commissions, and state and county commissions, in developing plans for economic development. This includes assisting in the formulation of zoning regulations and annexation policies, anticipating infrastructure support. negotiating city -business partnership projects, identifying new industries, and promoting the city. I believe my talents and experience would be a benefit to the City of Kenai, and I would appreciate an opportunity for an interview. Please contact me at the above address. L `A C. City Manager CAREER OBJECTIVE: EDUCATION: M.P.A. M.A. B.A. JIM C. ALLAN 2190 Hamilton Avenue North Bend. Oregon 97459 Home: (541) 756-0152 To officiate in urban management providing responsible, euieient, and effective municipal government that betters community services and enhances the quality of life. Graduate School of Management. Brigham Young University. Provo. Utah. 1982. Graduate School, Brigham Young University, Provo, Utah. 1980 (Candidate). Brigham Young University, Provo, Utah. 1974. AWARDS: Dean's Scholar: Graduate School, BYU Phi Kappa Phi recipient, BYU Chapter EXPERIENCE: URBAN MANAGEMENT City of North Bend, Oregon Position: City Manager Tenure: April 1991 to January 1996 Large Oregon Coast Communitv with full services Salary with vehicle allowance - $60.358 The City of North Bend is located on the Pacific Coast midway between San Francisco, California and Seattle, Washington. As part of a tri-city port, Oregon's second largest, North Bend, Coos Bay and Charleston provide a wide range of manufacturing including precision tools, handcrafted mvrtlewood products, plastics and fishing vessels. The Bav Area, as it is locally called, has attracted cottage industries, entrepreneurs, artists, and heavy industrial enterprises. The City of North Bend, with its Ponv Village Mall, is the retail center for the area serving a resident population of 65.000. The Bay Area provides cultural, medical and professional centers for the entire southern coast of Oregon with some 80.000 residents. As City Manager, I and my staff have aggressively pursued various projects to improve the service levels within the city, better the quality of life for the community, and promote the economy and investment for industry. Providing industrial incentives through the North Bend enterprise zone, as well as the airport's foreign trade zone, the city continues to work with the Bay Area Economics Development Council, a multi -jurisdictional group of public and private businesses. to promote the city's Airport Business Park and Airport Industrial Park, which encompass some 100 acres of land. Economic efforts have also taken center stage .with the recent establishment of the North Bend Urban Renewal District to promote the core downtown business district and its waterfront properties. The city's budget for all funds totals S 11.5 million per year and provides funding for some 104 emplovees, which are supplemental in their taskings by some 90 volunteers. The city has eight departments which are: Administration, Recorder, Finance, Public Safety, Public Works, Parks and Grounds. Promotions and Recreation, and Library Services. The Public Safety Department includes the Police Division with 18 officers and 7 dispatchers and the Fire Division with 7 fire engineers and 45 volunteer fire fighters that operate from three fire stations. The Public Works Department consists of the Engineering and Planning Division, Waste Water Treatment Division. Building Maintenance Division, and Airport Operations Division. RESPONSIBILITIES -- Officiate as Chief Administrative Officer of the city, directing and coordinating the city's eight departments with their 15 divisions. -- Supervise the ci�y's personnel system and coordinate personnel actions through the department heads. -- Appoint and remove department heads and other supervisors as needed by ,establishing job descriptions. salary schedules and standards of performance, e.g.: * Recorder * Director of Promotions and Recreation * Director of Public Safety * Director of Aquatics Facility * Deputy Fire Chief -- Establish and administer policies and procedures and incorporate into addendurrs that permit flexibility and innovation, e.g.: * Personnel Manual * Pavement Management Plan * Emergency Management -- Negotiate labor contracts with the city's three labor groups represented by the Teamsters and the Fire Union. -- Officiate as the city's chief financial and budget officer, and purchasing agent, responsible for the General Fund's 17 functional areas, two Enterprise funds, 12 Special Funds, four Capitol Project Funds, and four Debt Service Funds. -- Supervise the preparation of bimonthly City Council regular meetings and work sessions, and Council special meetings, such as joint meetings with the City of Coos Bay, as well as planning and Zoning Cocmnission meetings. -- Supervise the preparation of the Council's 10 subcommittee agendas. -- Oversee the grant writing responsibilities of the citv, as well as other financial aid and instruments, e.g.: * Refinancing sewer bonds, S3.28 million - New Sewer Treatment Plant * Federal Aviation Administration Grant S450,000 - Airport lighting and signing project * Federal Highway Enhancement Grant $180,000 - Highway 101 gateways and landscaping project General Obligation Bond $480,000 - Community Center project ' Community Development Block Grant $460,000 - New Senior Center project -- Coordinate Economic Development Program and facilitate private and coventures into community. * North Bend Urban Renewal District S12 million * Coquille Economic Development Cooperations -'lire Mill Casino (total proposal) $50.0 million * Business Incubator Facility - Airport Business Park $490,000 MAJOR PROJECTS I ACCOMPLISHMENTS Air Service -- Created a promotions and advocacy team -- Made presentations to American Airlines' Wings West, Horizon Air, Advantage Air, and Morris Air for southbound air service to San Francisco or San Jose, California. -- Continued dialogue with Horizon Air for expanded air service to Portland, Oregon, e.g., seven flights per day, and seek inauguration of Donner Aircraft Service. 2. Community Center -- Established and completed purchase and renovation of Community Center. -- Set up procedures to operate the center including hiring staff. -- Established rate policies for Center operations. 2 3. Volunteer Program -- Formalized a volunteer Program to include hiring of volunteer coordinatcr and establishing a volunteer procedures manual. ` 4. Cable TV -- Work with Joint Cable -IV Committee and Bay Area Public Access Committee to establish effective cable programming within the Bav Area. -- Facilitated the iiaison between the City of Coos Bav and Falcon Cable Co. 5. Downtown Plan / Mall Area Development -- Develop and maintain effective dialogue with the Urban Renewal Citizen Advisory Committee, various civic groups and individual businesses in the downtown area. -- Seek major retailer. e.g., K-dart. Costco, Factory Outlet, to occupy 10 to 12 acre parcel of land adjacent to mall and to build 110.000 square foot store that would be included in the Urban Renewal District. 6. Senior Center -- Assisted in Senior Center site selection, grant acquisition, and input into the design and layout. -- Worked with senior's Governing bodv to develop, facilitate and provide parking at the center. 7. City Hall -- Provided direction in getting the design for the City Hall renovation started and finalized. -- Completed phase I and phase II of the five phases at a cost of $435,000. -- Continued to execute phased renovation through non -taxed dollars and non-bonding financing with each phase scheduled every other year. 8. Fire Rating -- Established and executed a program for the city's fire department to have an ISO rating inspection. -- Improved the fire rating of the city from a class IV to a class III. 9. Transportation -- Opened discussions with City of Coos Bay and acquired concurrence for establishment of a major arterial between the two cities. -- Acquired Federal Aid Urban Funds to make major improvements to arterial streets within the city. -- Took lead role in establishing and directing the Bav Area Transportation Study which focuses on the 20 year effectiveness and efficiencv of Bav Area intermodal transportation- i.e., rail, air, motor vehicle, marine, et al. 10. Finance & Funding -- Obtained voter approval for General Obligation Bond of some $480,000 for the creation of the city's Community Center. ' -- Refunded S1.89 million of the city's water bonds and $950,000 of the library bonds, saving S112,000 of cumulative debt service requirements. -- Acquired voter approval for a change in the city's tax base so that the city could organize a new department to include recreation and aquatics facilities, operations and staffing. 11. Organizational Development -- Streamlined staff communication through decision/information papers, fact sheets, and talking papers. -- Established city-wide staff meetings, department training sessions, all city employee talk and recognition sessions. -- Promoted Drucker's management by walking around_ -- Promoted innovation in personnel management, staff counseling, citizen input on complaints, project creation and review, budget presentation records, management, etc. -- Established two new departments of Promotions and Recreation and Public Safety with appropriate staffing. 12. PUBLIC WORKS -- Finished the construction of a new $6.5 million waste water treatment plant that can process 6.5 MGD standard flows and 9.3 MGD peak flows. -- Implemented an annual street pavement management program to maintain and upgrade some 60 miles of collector and arterial streets. 3 BOARD AND ORGANIZATION PARTICIPATION -- Ex-Officio Board of Directors member, Bay Area Chamber of Commerce. serving a population of some 35,000 (1991-1996). -- Ex-Officio member to the Coos Bay / North Bend Water Board (1991-1996). -- Member of the Bay Area Chamber of Commerce Economic Development Committee (1991-1996). -- Member of Chamber of Commerce's Governme.it Affairs Committee (1991-1996). -- Chairman of Bav area Transportation Study Management Team, consisting of Oregon Department of Transportation, Coos Couniv, i_:L, of Coos Bav, Citv of North Bend. and Oregon International Port of Coos Bay. -- Board member of the Bay Area Bay Backers (1992-1995). -- Member of the International Rotary Club (1991-1996). -- Board of Director, Oregon City Managers Association (1994-present). -- Full member. International City Managers Association (1988-present). -- Ex-Officio member of the Coos Bay / North Bend Promotions Committee (1991-1996). -- Ex-Officio member of Bay Area Joint Cable TV Committee (1991-1996). -- Ex-Officio member of the Bay Area Public Access TV Committee (1992-1996). -- Board member of the Oregon Coast Zone Management Association (1994-1996) which represents entire Oregon Coast. -- Member. State of Oregon's Intergovernmental Policy Coordination Committee for Highway 101 (1992- 1994). URBAN INtaNAGENIENT City of Toledo, Oregon Position: City Manager Tenure: July 1988 to April 1991 Medium size, Oregon coast full service city The City of Toledo is the industrial center of Lincoln County in which the main industry centers around Georgia Pacific Corporation. Other generic industries are lumbering, fishing, boat construction, manufacturing and electronics. At one time Georgia Pacific Corporation operated two of its divisions in Toledo --the paper products mill and a plywood factory. With the closure of the plywood facilities in 1984, a significant economic void was created in both the city and county. As City Manager I was responsible for developing a coordinated economic development plan and to upgrade the City's infrastructure and to make the city more attractive to outside developers, investors and industrial prospects. The approach taken was one in which many organizations joined hands in a combined effort, and one in which the city staff succeeded in leading the way in joint development concepts, in obtaining and developing property for two industrial parks totalling 46 acres, in establishing an enterprise zone, in obtaining Oregon State and Federal grants. in annexing industrial property, and in working with local businesses on economic development. The city's budget averaged S6.5 million during the period and required 86 employees providing municipal services in public safety for police and fire protection, building inspection and code enforcement, public parks and recreation. which entailed some 10 parks, one swimming pool, a regional baseball and football field, planning and zoning services, a regional water treatment facility which, in addition to city residents, supplies treated water to some five thousand county residents in a water district ten miles distant, a sewage treatment and collection system consisting of lift stations, street maintenance and drainage, and administrative services. 4 RESPONSIBILITIES -- Officiate as Chief Executive Officer of the city directing and coordinating the city's 10 departments. -- Exercise control over the city's personnel system by directing staff to supervise the city's 86 employees. -- Appoint and remove department heads by establishing qualification standards and procedures to appoint and evaluate. e.g.: * Treasurer * Director of Treatment PIants and Operations * Fire Chief * Director of Economic Development -- Establish personnel peiicies and procedures commensurate with negotiated labor contracts. -- Negotiate labor agreements with bargaining units for classified/general and public safety employees. -- Act as city's chief financial and budget officer, responsible for the preparation of the general, enterprise, special and capital budgets. -- Supervise the preparation of the city council meetings, work sessions, and special meetings, as well as planning and zoning commission meetings. -- Preparation and administration of administrative policies and rules, e.g.: * Budget Manual * Preventive Maintenance System * Personnel Manual * Street Status System * Policies and Procedures Manual * Hazmat System -- Overall responsibility for grants. loans, bond acquisitions. and administration, e.g.: * General Obligation Bond $ 800,000 * Community Development Block Grant $1,200,000 * Oregon State Lottery Grant -Public Works $ 650,000 -- Coordinating Economic Development Program and facilitate private and co -ventures into community, e.g.: * Toledo Industrial Park $1.6 million * James Industrial Park $1.2 million * Downtown Redevelopment under consideration * Toledo Water Front Development $1.0 million MAJOR PROJECTS Economic Development * Toledo Industrial Project $1.6 million * James Industrial Park $1.2 million * Toledo Water Front Development $1.0 million -- Labor Relations * Establish initial labor contracts with police and fire employees AFSCME union membership. general employees -- Capital Projects * Waste Water Inflow and Infiltration Project $1.2 million * Water Treatment Plant Project $500,000 * Water Project: Major Feederlines Upgrade $1.0 million -- Letdslative-Annexations * High School Annexation * James Industrial Park -- Crime Prevention * Active Anti -Drug Program (Special undercover team) -- Solid Waste Management * Closure of bale fill site and planning of new site and construction $8.0 million County Fair Ground Project * Fair Ground Site Selection Study; site acquisition and development 6� BOARD AND ORGA_`IZ;TION PARTICIPATION -- Chairman of Board of Directors. Lincoln County Solid Waste Consortium (1990-1991) -- Board of Directors. Lincoln County Solid Waste Consortium (1988-1990) - Vice -President and Board of Directors. City of Toledo Chamber of Cosnmerce (1989-1990; 1990- 1991) -- Chairman and Board of Directors. Yaquina Bay Economic ri2velopment Consortium (1988-1990) - Board of Directors. Court Appointed Special Advocate (CAST'.) Program for battered and neglected children (1989-1991) -- Board of Directors. Yaquina Bay Economic Foundation (1990-1991) -- YBEF Ad Hoc Committee, Marine and Fishery Development (1990-1991) -- Board of Directors. FRIDAYS (1988-1991) -- Lincoln Countv, Budget Committee for Solid Waste -- Co -Chairman, Toledo City Summer Festival (1989) -- Oregon Coast City :Managers Group (1988-1991) -- Oregon City Managers Association (1988-present) -- Full member. Intema:ional Citv Managers Association (1988-present) City of Delta, Utah. Medium size, full service city. Position: City Manager Tenure: October 1983 to June 1988 The Citv of Delta was a "boom community" -hich experienced rapid growth- tripling in size over a five year period, as a result of construction on Los Angeles Power and Water's 6 billion dollar, four unit, coal tired power generators of the Intermountain Power Project. It was also a community which, after the Project completion and exit of some 3000 construction workers and contractors, had to prepare for controlled downsizing. As City Manager I was responsible for anticipating the affects of growth and downsizing and managing the capital improvements and necessary infrastructure changes. Consequently, the latter necessitated updating and expanding the city's infrastructure, management systems, and physical plant operations. Tye management approach focused on being progressive and using the latest ideas in snaking improvements and anticipating future needs. With an average budget of $5.0 million and 78 employees, the city provided municipal services ranging from police and fire protection, airport management and operations, solid waste, water and waste water operations, engineering and building inspection. drainage, street maintenance, to administrative services. RESPONSIBILITIES -- Directed and coordinated the administration of city government and its 15 departments. -- Exercised control over the City's personnel system by supervising its 78 employees. -- Appointed and removed department heads and established standards, qualifications, and procedures for appointment and dismissal of all city employees, e.g.: * Treasurer * Deputy Recorder * Chief of Police * Assistant Public Works Director * Head librarian * Parks & Recreation Director -- Acted as the City's Chief financial and budget officer, responsible for the preparation of an annual 5.0 million dollar budget. -- Supervised the preparation of city council meetings and planning and zoning commission. -- Prepared and implemented various policies, plans and programs, e.g.: * Budget Manual * Polices and Procedures Manual * Purchasing Manuai * Zoning Ordinance * Personnel Manuai * Other Resolutions and Ordinances - Responsible for grants. loan applications and setting up the administrative procedures for these: * Community Impact Board Loan: 1.3 million dollars • Community Impact Board Grant: 285,000 dollars * Community Development Block Grants: 110,000 dollars ' Intermountain Power Agency Grant: 6.5 million dollars -- Responsible for coordinating and establishing special improvement and service districts. e.g.: • SID 83-1: 120,000 dollars • SSD 86-1: Fire Department Special Services District MAJOR PROJECTS Capital Proiects. The following capital projects were undertaken and completed while City Manager: -- Water Improvement Project Phases II and III Capital Cost: $800,000 -- Sewer Improvement Project Phases II and III Capital Cost: $1,000,000 -- Street Improvement Project Arterial Streets Capital Cost: $1,700,000 -- Open Drain Enclosure Project Close Open Drains within city Capital Cost: $350,000 -- Municipal Building Project New Civic Center Capital Cost: S 1.000.000 -- Delta City Regional Park New Recreation Facilities Capital Cost: $2,600,000 -- Delta City Firehouse Expansion Project Refurbish and Add -on Capital Cost: $78,000 -- Delta City Airport Project Resurface Runways Capital Cost: $348,000 ACCOMPLISHMENTS -- Revised budget preparation process along objective budgeting concepts -- Revised personnel policies, pay and classification plan. -- Established annual employee performance evaluation system including provision for merit pay advancement. -- Modernized data processing capabilities and changed financial and utility billing process. -- Initiated a utility account system that brings delinquent accounts current. -- Updated Investment policies resulting in same day investment of utility bill collections. -- Completed a S 1.8m upgrade and expansion project of water and waste water facilities. -- Initiated and completed a S 1.7m rebuild project of arterial streets. -- Initiated and completed a 5350,000 drainage project. -- Involved in establishing fiscal impact analysis to examine cost of growth and a way to mitigate its impact. -- Participated and assisted Delta Area Chamber of Commerce, Millard County Industrial Commission and Millard County in economic and industrial development. -- Provided successful downsizing of city operations and services and reduction of city personnel staffing by some 49 percent. 7 BOARD AND ORGAINIZATION PARTICIPATION - Utah League of Cities and Towns' general member. -- Utah League of Cities and Towns' Constitutional Revision Committee Task Force. -- Ex Officio member of Delta Area Chamber of Commerce. -- Utah League of Cities and Towns' State and Local Affairs Committee. -- Utah League of Cities and Towns' Legislative Support Group. Duschesne City, Utah. Small size full service citv. Position: City Manager Tenure: October 1982 to October 1983 Duschesne City provided a unique opportunity in managing scarce resources and still making the community a better place to live. As a small community of 2,500 populace, it was suffering from recession as prices on crude oil fell and the need for oil shale dwindled. In addition, the citv had to meet new infrastructure demands to support the influx of activity from the Bureau of Land Management. which located its headquarters there while engaged in building dams as part of the Central Utah Project. Consequently, the city had to accommodate a significant transient population and meet its own needs with little revenue support or grant funds. I was responsible for initiating and implementing modern management systems and upgrading the operations. RESPONSIBILITIES -- Supervised the administration of municipal operations and its departments. -- Directed the City's personnel system of 33 full-time and 20 seasonal employees. -- Acted as chief financial and budget officer. -- Assisted in directing emergency plans during 1983 flooding and acquiring FEMA funds. -- Established better fiscal operations procedures. -- Established a recreational facility Roosevelt City, Utah. Population: 5,500 Position: Intern in full service city Tenure: 1981 RESPONSIBILIITES -- Wrote policies and procedures manual. -- Conducted personnel audit and developed benefits plan. -- Helped develop budget format and prepare the 1982 fiscal year budget of 5 million dollars -- Assisted City Manager at the State Capitol with various projects. PART TIME URBAN MANAGEMENT Utah Navajo Development Council, Blanding, Utah Position: Personnel Consultant (part-time) Tenure: 1982 RESPONSIBILITIES -- Conducted a classification study of all employees within UNDC. -- Established a new classification plan and grade allocation system -- Created a new salary schedule and benefits plan. -- Rewrote all job descriptions after conducting a job evaluation. -- Wrote new policies concerning leave, merit and step increases, and recruiting. 8 Salt Lake City Corporation. SLC, Utah Position: Financial Consultant to City Administrator and Budget Office (Education Related) Tenure: 1982 RESPONSIBILMES , -- Conducted a fiscal study and made recommendations to the Budget Office concerning the financial condition of the city. -- Identified trends in revenues, expenditures, operating position, debt structure, unfunded liabilities, condition of capital plant, and community needs and resources. -- Used ICNIA Financial Trend Monitoring System. INTERGOVERNMENTAL RELATIONS Wurzburg, Germany Position: Deputy Director Civil -Military Republic of Germany Tenure: 1974-1978 RESPONSIBILITIES Affairs, County of Lower Franconia, Federal - Supervision: * Responsible for the supervision of two political staff sections consisting of thirty personnel. -- Contacts: * Maintained contact with high-ranking officials within the city government of Wurzburg, County of Lower Franconia, and State of Bavaria. * Coordinated joint U.S. Army and Bundeswehr operations. * Worked with the general staff of the 12th Panzer Division and H Germany Corps. * Met with commissioners of Lower Franconia and officials from the Federal Border Police and Customs Officer. -- Tasks: * Developed host nation support for 25,000 U.S. Army personnel and their dependents in the country. * Developed training programs for U.S. Army officers to act as liaison to German military officials. * Helped develop joint operation plans and programs. EDUCATION Institution of Public Management, Brigham Young University, Provo, Utah. Position: Teaching Assistant Tenure: 1982 RESPONSIBILITIES -- Taught collective bargaining in public sector: * Preparation for bargaining, impasse resolution, case studies. -- Taught manpower planning in public sector: * The planning process, estimating short-, intermediate-, and long-range manpower needs. -- Taught equal opportunity and affirmative action planning: * Case studies and analysis. 9 REFERENCES Craig Cooper Tel: (801) 379-6201 of of Police Box 1849 io, UT 84603 Karen Gerttula Tel: (503) 336-2532 City Councilor 258 S.E. Cedar Toledo, OR 97391 Lee Golder Tel. (541) 756-4184 City Councilor 2541 Sheridan Ave. North Bend, OR 97459 Wes Hare Tel: (503) 962-1302 City Manager P.O. Box 670 La Grande, OR 97850 Langley F. (Mac) McSwain Tel: (541) 269-0618 -Swain and Woods, Architects Teakwood u_,s Bay, OR 97420 Jim Ruggeri Tel: (503) 336-2247 City Attorney P.O. Box 220 Toledo. OR 97391 Rob Schwab Tel: (541) 267-3128 General Manager, Coos Bay -North Bend Water Board 2305 Ocean Boulevard Coos Bay, OR 97420 Crystal Shoji Tel: (541) 269-0215 Executive Director, Bav Area Chamber of Commerce 50 E. Central Coos Bay, OR 97420 Dick Townsend Tel: (503) 452-0338 Ftecutive Director ;on League of Cities and Towns, Local Government Center i Court Street N.E. Portland. OR 97227 Dr. Gary Cornia Tel: (801) 378-4501 Assistant Dean Marriott Graduate School of Management 730 N. Eldon Tanner Buildin¢ Provo, UT 84602-3113 Bill Grile Tel: (541) 269-1181 City Manager 500 Central Coos Bay, OR 97420 Kathy Kerins Tel: (541) 267-1800 District Manager, Pacific Power & Light Co. 300 Anderson Street Coos Bay, OR 97420 John Richards Tel: (541) 267-2300 Business Development Center Southwestern Oregon Community College 340 Central Street Coos Bay, OR 97420 Allan Rambaugh Tel: (541) 267-7678 General Manager, International Port of Coos Bay P.O. Box 1215 Coos Bay, OR 97420 Dan Schaefer Tel: (503) 588-2251 Local Government Personnel Institute 680 State Street, Suite 680. P.O. Box 908 Salem, OR 97308 Dr. Kim Thompson Tel: (541) 269-4423 Director of Curriculum, Education Service District 1350 Teakwood Coos Bay, OR 97420 Mark A. Usselman Tel: (541) 269-9121 District Manager, Oregon Department of Transportation 1155 S. 5th Street Coos Bay, OR 97420 William Wagner Tel: (503) 757-6851 Executive Director, Oregon District 4 Council of Government 408 S.W. Nionros 10 Corvallis, Oregon 97333 EDUCATIONAL TRAINING (Con't) MUNICIPAL MANAGEMENT MINI -COURSES ICMA Conference Courses: *Expanding Investment Guidance *Fiscal and Budgetary Policy Guidelines *Entrepreneurial Management Roger Dawson Seminar: Power of Negotiation University of Utah Annual Asphalt Paving Seminar *Surface Recycling *Patching and Crack Sealing *Handling and Storage of Asphalts *Western States' Rutting Study Utah League of Cities and Towns Seminar *Tax Reform Act of 1986 University of Utah Annual Asphalt Paving Seminar *Engineering and Design *Selection of Most Appropriate Maintenance Techniques *Evaluation of Asphalt Aging in Hotmix Plants *Mix Designs as Related to Pavement Performance Arthur Young and Associates *Privitation Planning and Implementation Utah Department of Transportation - Aeronautical Division *Airport Improvement Planning and Assistance Utah State Department of Economic Development `Capital Improvement Planning Process *Small Cities Financial Management National Development Council - Division of Economic Development *Economic Development 101 Professional Police Officer's Executive Course *FBI: Criminal Investigation Procedures *BYU: Effective Personnel Evaluation System U.S. Department of Housing and Urban Development *Community Planning and Development *Fair Housing and Equal Opportunity *Loan Management *Property Disposition Ward Corporation *Managing People Franklin Institute *Personnel Productivity 11 State of Utah Comprehensive Emergency Management *Seminar Charles Hobbs Corporation *Insight on Time Management MILITARY EDUCATION Command and General Staff College 6232d USARF School *Instructor Training Course USAEUR EEO School *Employee Equal Opportunity Course Seventh U.S. Army Training School *Commander's Training Course Ft. Leavenworth, KS 1983-1986 MMS EXT: Salt Lake City, UT Salt Lake City, UT 1980 Bremen. FRG 1976 Bremen, FRG 1976 Federal Republic of Germany Civil -Military Affairs School Hammelburg, FRG 1975 *Joint NATO Civil -Military Affairs and Operations Course EXTRA CURRICULAR ACTIVITIES -- LTC and Chief of Force Development and Modernization, DCSRM. 96th Army Command, Fort Douglas. Utah (last position). -- International Rotary Club PERSONAL INFORMATION Health: excellent Rum 4 miles in 45 minutes Married: 2 children Height:67 Weight: 198 lbs. 12 January 24. 1997 City of Kenai 210 Fidalgo Ave.. Suite 200 Kenai. Ak 99611-7794 Attn: Kim Howard. Administrative Assistant Re: City Manager Position Dear Kim:. RECEIVED CITYADMIN. OF KENAI Please supplement my application packet with the enclosed letter of recommendation from Speaker of the House, Gail Phillips. Sincerely, ugh R. Bevan. P.E. 278 E. Bayview Ave. Homer, Ak 99603 907-235-3170 (work) hbevanC tialaskamet Alaska State Legislature Official Business Fax: (907) 465-3472 January 21, 1997 Speaker of the House of Representatives To Whom It May Concern: Re: Recommendation for Hugh Bevan State Capitol Juneau. AK 99801-1182 (907) 465-3720 (907)465-2689 It is my pleasure to recommend Hugh Bevan to you. I have known and worked with Hugh for a number of years since his employment with the City of Homer in 1987. Hugh possesses outstanding leadership and management capabilities that will serve him and his employers well. Under his capable direction, our City completed a $20 million wastewater treatment facility, a new airport terminal, the Spit Road project and a marina upgrade project. Hugh is active member of the Homer's civic community. He is a member and past president of the Rotary Club; he served as Homer's representative for the United Way from 1992 to 1995; he was a board member of Hospice in 1996, and currently serves on the South Peninsula Hospital strategic planning committee. I am confident Hugh would be an excellent addition to any organization that values intelligence, leadership, and an effective personnel management style. Sincerely, 4GaPhillips SPEAKER OF HOUSE GP:ps -y7 ::0 ''0 AM '.OMER ?L?� 'AO?:�� FAX BYO, 907 ^35 p, _°F"0" . CITY OF HOMER h � u 1440y PUBLIC WORKS TELEPHONE (907) 235.3170 3575 HEATH STREET HOMER, AK 99603 TELECOPIER (907) 235.3145 FACSIMILE COVER SHEET CITY OF HOMER DEPARTMENT OF PUBLIC WORKS FAX # (907) 235-3 145 ADDRESSEE. ATTENTION: aa FAX #: y0%� Z 8✓ 3 - a/ FROM: DATE: SUBJECT: TOTAL # OF PAGES: IF YOU DO NOT RECEIVE ALL PAGES, PLEASE CALL IMMEDIATELY DEPARTMENT OF PUBLIC WORKS (907) 235-31 70 HOMER, ALASKA ,9 I",);el, �— z7— 1 ,v,�z'Z z-so /. RECEIVED January 6, 1997 CITY ADMIN. OF KENAI City of Kenai 210 Fidalgo Ave., Suite 200 Kenai, Ak 99611-7794 Attn: Kim Howard. Administrative Assistant Re: City Manager Position Ladies and Gentlemen: Pursuant to your letter to me of December 17, 1996 I am enclosing additional information regarding my employment and personal history. I am presenting this material to you with the understanding that it may become public information. I have broken this response into four categories that address in detail your specific requests. I have included performance evaluations that span the past five years. If I can clarify or expand on this information, please call me at 907-235-3170, a daytime phone. Sinc ely, ugh R. Bevan, P.E. 278 E. Bayview Ave. Homer, Ak 99603 907-235-3170 (work) hbevanCa tialaska.net CITY OF KENAI 11 Oil Ooajadal 4 41421" It 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 b:&d u�noon IIII�I CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment. credit history, personal and professional background and activities, including, but not limited to. a search of any criminal records I might have. I agree to release from all liability or responsibility all persons, companies. corporations, or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. By:�hi� (print) �yh ��eyG �✓ DATE: /7/0 9G STATE OF _ ) ss. On this day of 1w 7 I( ( Iri 199 T , before me personally appeared i<' i3'v(i i -) , known to me'to be the person whose name is subscribed on the foregoing Consent to Release of Information, and acknowledged that he/she executed the same as his/her free will and deed. Notary Public in and for My Commission Expires: Response to 12/17/96 letter Page 1 of 3 Item 1 Discuss any incidents of public controversy Hugh R. Bevan January f, 1997 By luck or circumstance I have not been involved in any negative public issues and I am confident that your background check will confirm this statement. However, I will discuss two issues that have occurred during my tenure in Homer. 1990 - The "Deep Shaft" Project In 1990, when my predecessor left the state. I inherited a large City construction project that was in trouble. The contractor had lost two key people (one by murder and one by stroke). The project was under financial distress, it was behind schedule and it was embroiled in a five party legal dispute. A seven -figure delay claim was submitted by the contractor. Over an 18 month period we were able to complete the project. The City Council displayed exceptional leadership in the face of intense public and media pressure. The litigation was resolved through mediation, at which I was the City's representative. I worked closely with Representative Don Young and Senator Ted Stevens to acquire a special appropriation from the 102nd Congress that completely paid the delay claim Most of my efforts in this area were completed on my own time. 1993 - The "Wood Grid Retaining Wall" Project In 1993 another City department head elected to construct a fairly sophisticated retaining structure using City personnel. The people involved did not follow the engineered design and the project failed. The department head and the City Manager lost their jobs over this issue. Even though I had made several written warnings to the City Manager as to the likelihood of such a failure, the City Council felt that I was not aggressive enough in my objections to the means and methods that were used on the project. Item 2 Submit copies of newspaper articles that reference my performance It has not been my practice to collect newspaper articles that discussed my performance. However, I am pleased to give you two media references: Hal Spence, lead reporter "Homer News" 907-235-7767 Joe Gallager, reporter "KBBI Public Radio" 907-235-7721 Response to 12/17/96 letter Page 2 of 3 Item 3 Discuss your areas of strengths and weakness as a manager Hugh R. Bevan January 6. 1997 I believe that my basic strengths he in experience, work ethic, communication skills and people skills. I will discuss each item briefly. a. Experience: I have found that engineering provides an excellent background for the manager in a decision making role. For over 20 years I have worked in positions of responsibility, positions that involved regular decisions that involved large sums of money. Most decisions of this nature are made after consulting with a spectrum of people. The role of the manager is to acquire the information and opinions of the various players and then make the correct decision. I believe that this skill is acquired through experience. b. Work Ethic: I believe that leadership -by -example is most effective. I do not expect my people to work harder or care more about the company mission than I do myself. However, this attitude has to be balanced with an understanding that all people in the organization have lives outside of the workplace. When both lives (work and personal) are acknowledged, the organization will operate at optimum morale. c. Communication Skills: In the position of City Manager, the ability communicate effectively transcends the usual "speak well, write well" criteria. In order to be effective as a manager one must be able to interpret a wide range of data and present it in a manner that is understood by the Council and by the public. This is one of my strongest management skills. The second major skill in this area is the ability to help the other person or the public understand which decision is the best and why they will benefit from it. d. People skills: It is my belief that people skills are founded on the ability to listen. to what the other person has to say while remembering that each person is the absolute expert on him or herself. In my experience as a Public Works Director and as an Acting City Manager I have found that most irate persons have a great need to be heard by a person of authority, and after they have vented their frustrations, they may hold the key to the solution of their own problem. I believe that one of my biggest strengths is also my biggest weakness and that is my inherent belief in the ability of the people in my organization. As an example: in the past I have extended the probationary period for a new employee rather than let him/her go, with the hope that I could "bring him/her around". In some cases this technique has been effective, but in others it has resulted in a delay in finding the right person for the job. Response to 12/17/96 letter Page 3 of 3 Hugh R. Bevan January 6. 1997 Item 4 Discuss your philosophy of a City Manager and a Council in the Council/Manager form of government. Discuss the resp3nr ibilities of the two parties. One of the inherent weaknesses of our City government system puts the Manager and the Council under constant stress. This weakness consists of the tremendous scope of work that the modem city performs. When we think about it, no private corporation in America would consider offering the diverse scope of services that we offer as a City. We are spread between law enforcement, drinking water, street maintenance, senior services, marine services, recreational services, animal control, etc. The shear variety of problems that come with such a wide service base places pressure upon the leadership to make decisions without the optimum amount of information or expertise. Each year the Council and Manager prepare a budget that is usually an aggressive plan of how we will utilize our City employees to achieve three main goals: 1. maintain the day to day services that the public desires, 2. prepare and plan for the known changes expected in the near future, and 3. to deal with the unexpected. If the Council and Manager can agree on items 1 and 2, then the problem becomes one of dealing with the unexpected. I believe that it is the Manager's duty to actively pursue items 1 and 2, which are the blueprints laid out by the Council. I believe it is the Council's duty to let the Manager run the City government and to review his/her progress based upon results. I believe that many Managers and Councils could reduce their workloads and improve the success of their decisions by effective delegation to the various commissions, boards and ad hoc committees. The collective experience of the community can be brought to bear on a particular problem in this manner. I further believe, that as the voice of the electorate, the Council is charged with determining what services the public desires in the future. If the Council can keep their eyes pointed toward the future while leaving the Manager in charge of the present, the relationship has potential for success. It is incumbent upon both parties to develop the Manager/Council relationship so that they can deal effectively with the unexpected. The success of this decision making "master mind" will have a major financial impact on the City during the Manager's tenure with the City of Kenai. DEPARTMENT 'aihli(- Torks TODAY'S DATE 7-15-96 ANNUAL PERFORMANCE APPRAISAL EMPLOYEE'S NAME: Hazh Bevan TITLE: Public Works Director APPRAISER'S NAME: Patti Whal in TITLE: City Manager APPRAISAL PERIOD: From 7-21-95 to 7-21-96 month/year month/year APPRAISAL ACTION This section defines the action to be taken as a result of the appraisal by the employee's supervisor. ACTION TO BE TAKEN: Advance to 25-I. Personnel/Date Department Head Date City Manager/Date RATING SHEET 1. QUALITY OF WORK: Evaluate freedom from errors; the thoroughness of the work performed. 1 2 3 5 5 = employee's tasks are alweys error free 3 = employee's tasks occasionally contain errors 1 = employee constantly makes errors Comments:Hugh's work is extremely accurate although he expresses concern that recent cut -backs resulting in increased workload causes him concern for more errors in his work product. ,.^c ex :Ant :0 wnicI diiac li itii; ere Li! 1 24. employeo 3.ways meets ceadlines and aLways'comotetes all assigned work 3 = employee .isually meets dead Lines and usually comoletes a L L assigned work 1 = employee seldom meets deadlines and rarely completes all assigned work commentsTTtilizastimp very a-Ffye y. 3. KNOWLEDGE OF WORK: Evaluate degree of knowledge of work prcr..edures and operations. 1 2 3 4 5 = employee excells in knowLedga of operations 3 = employee usually has sufficient knowledge of operations and work procedures 1 = employee's level of job knowledge is inadequate Comments: 4. ATTITUDE TOWARD WORK: Evaluate willingness and desire to perform duties of the position. 1 2 3 4 E) 5 = employee always exhibits interest in duties 3 = employee usually exhibits interest in duties 1 = employee seldom exhibits interest in duties Comment-1 s• 5. ABILITY TO WORK WITH OTHERS: Evaluate degree of cooperation exhibited toward others. 1 2 3 4 '} 5 5 = employee takes leadership role in group tasks, 's able to elicit respect from co—workers 3 = employee works with others in group tasks 1 = employee hinders group activities by inability to work with others Comments: Rig i z rnvPnent-q_ T have received positive conments on the change from staff as well as councilmembers. 6. ATTENDANCE: Evaluate record of attendance on the job — absences or tardiness. 1 2 3 4 5 = employee has a perfect attendance record 3 = employee is usually on time and usually has acceptable excuse for absence or tardiness 1 = employee is habitually tardy or absent and -ereLy has a reasonable or acceptable excuse Comments: i I. SAFETY PERFORMANCE: Evaluate ability to maintain and practice safety stanaards or procedures. 1 2 3 4 5 = employee is extremely conscious of own safety and safety of others; looks for methods to improve safety of the work place 3 = employee is usually careful in the work place 1 = employee rarely bothers with safety measures; has often endenbered own person or others Comments: Dept of Public Works continues to hold the highest standard of safety performance in the City. 8. PUBLIC RELATIONS ABILITY: Evaluate effectiveness in relating to the general public, as required by the position. 1 2 3 n 5 5 = employee is always friendly and courteous; has always maintained e helpful attitude and never gets involved in arguments with the public 3 = employee is usually friendly and courteous; usually maintains a helpful attitude and seldom argues with the members of the public 1 = employee is seldom friendly or courteous; has often argued with the public and seldom maintains a friendly or helpful attitude Comments: Maintains composure in tense situations. Balances providing Service helpfulness. etc. with professional authority and assertiveness. 9. WORK/PERSONAL HABITS: Evaluate personal habits such as cleanliness or tidiness of work area and the employee's personal appearance. .t 1 2 3 4 5 5 = -employee's work area is always clean, a d their personal appearance is unusually nest and proper 3 = employee's work area is usually clean, and the personal spearance is acceptable 1 = employee's work area is typically untidy and disorganized and their personal appearance is not aceptable for the position's image Comments: dl xynyG �-tn-ry = rnf cc; nna.1 _ 10. ABILITv TO SUPERVISE: Evaluate effectiveness in utilizing subordinates and ability to further their development. 1 2 3 4 5 5 = utilizes subordinates exceptionally L; stimulates high degree of self —development 3 = utilizes subordinates effectively; encourages and helps them improve their performance 1 = makes poor use of subordinates; provides Little or no help for their development Comments: TRAINING/EDUCATION RECOMMENDED OR REQUESTED APPRAISER'S RECOMMENDATION: At emplovee's reauest. EMPLOYEE'S REQUEST: OVERALL PERFORMANCE APPRAISAL Each of the previous components of the annual performance appraisal do not necessarily have equal importance for the position. This overall appraisal t a k a a into account the importance of each component in relation to the job requirements and the dutisa of the position. LOW BELOW AVERAGE ABOVE HIGH AVERAGE AVERAGE APPRAISER'S COMMENTS: Righ rr)ntJnnP,-; to =ayi rip the City of Homer excellent •.liiiiiii - • �u.III I•I I I I I I IN III I I I•- � I Lu. I - i,. !'ll• •- •• - nnted in the City annger's capacity during her absence and performed extremely well_ handling matters efficiently and professionally. APPRAISER'S RECOMMENDATIONS: Your efforts are appreciated. Keep up the APPRAISER'S SIGNATURE: DATE: EMPLOYEE'S RESPONSE/COMMENTS: EMPLOYEE'S SIGNATURE DEPARTHENT %�1����i" TOOAY'S DATE / ANNUAL PERFORMANCE APPRAISAL EHPLOYEEIS HANE: %/%`' ���'/, �� TITLE: APPRAISERIS NAME: TITLE: APPRAISAL PERIOD: From % Z to 7` Z/• S nth/year month/year APPRAISAL ACTION This section defines the acticn to be taken as a reault of the appraisal by the esployea's supervisor. ACTION TO BE TAKEN:G�l/,Jc' apartoant mesa/ asa GWY Hanager/oats RATINQ MET �• OYALITY OF WOM Evalusts frsedo■ from errors; the thoroughness of the work pmrtorsaa . 2 3 a a�ployee's tasks are always error from 3 nployse's tasks aceaslonslly contain errors ap/oymm/conetaatly sakes errors YYs:eientmt _�! [.!�i'.ji'S//'t_�'�� ��/li� ��/�'��r'� 1���:� �j� /'�/C��✓l�f � • �' �"' ' IF imItKS =vs lusts the volume ■arwc cIty# re met. Droaucac ano extant to whi i 2 3 A ..S 5 employes allays costs deadlines and elwave cemolstas all e2619ned work ' esptoyea usually costs dasdtinas and usually caaatatas al sssignea work ssploy" eatdo■ casts daadtinos and rerst can Y alataa ell ",signed Cork Canaan to : -4:L /t ;i c,; ///J/� �r ��'� . �, � �i �'l c t/ 1, �'• � �C"� � � ?l 3. [EOrLED BE OF rORKs Evelusto degree of kno wtadga of operations. z procedures and Z 3 �-& . a6 S • e.ptoYee sxcells in knowledge of operations 9 • a.oloYee usually has autficlent kno•lsdga procedures of operations and work • e.ptoYe818 lavat at Jab know/edge is inadequate Co.mants:�C=j/� 4. ATTITUDE TOrAW range Evaluate wiltingnmss and chairs to position. psrtors duties of the e • "Plcyss always exhibits interest in duties A • otiploYee ususllY exhibits interest in duties 1 • =pLayes astdoa exhibits Internet in duties Comments -5 z e�, 4 tz k! --ne. S. ABILITY TD rang rrnt MER88 Eval others . uate degree of cooperetton s:hibltad toward ! Z 3 A.'s S S ■ s.ptoYse takes leadership role in group tasks, fro■ cc -workers elicit is able to respect • "Ptoyee work■ with others in group tasks 1 • aIMployso hinders group activities by iasbitity to work with others e• A17E11DAitiEe Evaluate record of attsndsnoo an the Job — absences or tardiness. ! Z A 4 0 • aaPtoyes has a parteet attendance record 3 ■ a.plcyes is usually an time and usuatty has OF tardiness sccaptaels excuse for absenas 1 . a.PtoYoe is habitually tardy or absent and rarely has a ressonable or soeeptaa►bla excuse • r Pro dures11;AMCEs Evaluate ability to maintain ane prec a is sefaty ataneares or Procedures. _ 1 2 3 4 O S S emptoyee is extremely conscious of own eater for a*thoes to improve safety of the cork y and safety of others• 3 s ace •Malay*• 1s usually careful in the work' place . lOOk� esptoyee rarely y �asures•, Person or others bothers with safethas often endangered own Cowen is t /> > :/'.•��� . � �`" �-��=�'T Ste, :�.,� Pnsuc RELATIONS ABILITY, public9 as required by the posiitio�ua to offset lv111 eness in rotating to the general 1 Z 3 4•� S S ' eMploy*a is always friendly and courteous# has strays main helpful attitude anc never Qsts involved in arqueants with the maintainan a I' employee to ee I e usua l l y trim with end courteous# usual l y maintains a halpfu t attituoe erte aetdaa ar public ' employee is asldom friendly the ■esomrs of the public public and asldos maintains ayfriendlyror helpful sat attitoften ude with the CommentatJ%'�%C D. •OR[/PERECUL. NAIMI Evatuste person Of work area and the employee's at habits such as otaanlinmss or tidiness personal a ppearencs. 1 Z 3 4 d ' employee's (i) work area 1e slws s ctes Ynumually nest and proper y n. and their persona/ appearance is ' employer's work ere• s 1s usuall t acceptable y caen . and the personal spearanco is 1 ematoy*e's work area is typically untidy and r- personal appearance is not aeaptab/a for Ltie '*Qanized and their poaition•s image Comments# !- . ,/ �:%j►S �� _ L c.�, a /%F',%'/c'i�?t'/, 18• ABILITY TO 8UPER11I8E: Evaluate effectiveness in utl llzlnq subordinates and ability to further their development. 1 2 ' 3 4�5�) S Q ' Yttllzse subordinates salf�ev*lopemnt ssceptlonally wet vel ; stisulatsa high degree at ' 3 ' utllisse subordinstas effecsl their Wformenee y; encourages and helps them improve t makes poor use of subordinates development ; provides llttla or no help for their Coementat TRAIMIMG/EDUCATION RECONNENDEO OR REQUESTED APPRAISER'S RECOMMENDATION r � / EMPLOYEE'S -QUEST; OVERALL PERFORMANCE APPRAISAL Each of the previous components of the annual net naoessarily have equal importance for thPerformance apprslssl do aPPrsteal takes into eoaount the to Position. This overall relation to the Job requireaenta end the duties of the of h eaapon•nt in position. LOW BELOW AVERAGE APPRAISERtS COMMENTS1 APPRAISER, . 9 RECOMMENDATIOMSS APPRAISERIS 818HATURES AVERAGE ABOVE AVERAGE i DATE t 11 EMPLOYEE'S REBPOHSE/COMMEHTS9 Zee /�• � /J v� /'p J/ �..iz � Cry o� /!v /PCi� �e�✓ O q- 6- 9.7. ENPtOY£E'S SIGNATURE �j �i / OA TE; JC3 G 0 DEPARTMENT Pt, I i (t )Qn A TODAY IS DATE 'g•',t- 9' ANNUAL PERFORNANCE APPRAISAL EMPLOYEE I'S NAME: TITLE: of ma _ _� • APPRAISERIS NAME: C cf. S Lj MWce TITLE; APPRAISAL PERIOD: From / / Q / to month/year month/year APPRAISAL ACTION This section defines the action to be taken as a result of the appraisal by the employee's supervisor. ACTION TO' BE TAKEN • S�!.. - - = llT� .,, V-4 a.. _y �� yd' �A (Z!4 1?Is1. lg/ Personnel/Date Department Head Date City Manager/Date RATING SHEET 1. QUALITY OF WORK: Evaluate freedom from errors; the thorougnness of the work performed. 1 2 3 n 5 5 employee's tasks are always arroR from 3 = employse's tasks occasionally contain errors 1 = employes constantly makes errors Al a 2. QUANTITY OF -ARK:=vetuate the volume of wo. produced and extent to wnicn� deaalines are mat. 1 2 3 4 L'_ employee elweys meets deadlines and always completes all assigned work 3 = employee usually meets deadlines and usually completes ell assigned work i = amplayse seldom meets deadlines and rarely completes all assigned work Comments: 3. KNOWLEDGE OF WORK: Evaluate degree of knowledge of work procedures and operations. 1 2 3 O 5 5 = employee excelLs in knowledge of operations 3 = employee usually has sufficient knowledge of operations and work procedures 1 = employee's level of Job knowledge is inadequate Comments: AVVM1 Dew. - - 4. ATTITUDE TOWARD WORK: Evaluate willingness and desire to perform duties of the position. 1 2 3 4 5 = employee always exhibits interest in duties 3 = employes usually exhibits interest in duties 1 = employee saldom exhibits interest in duties Comments: �uta � *-& �,�,i .a? v A, IN � Y /A.Q A. 5. ABILITY TO WORK WITH OTHERS: Evaluate degree of cooperation exhibited toward others. 1 2 3 4 5 = employee takes leadership role in group tasks, is able to elicit respect from cc —workers 3 = sIMployse works with others in group tasks 1 = amplayee hinders group activities by inability to work with others • Comments: • • S. ATTENOAME: Evaluate record of attendance an the Job — absences or tardiness. 1 2 3 4 5 = employes has a perfect attendance record 3 = sIMployse is usually on time and usually has accaptable excuse for absence or tardiness 1 = employee is habitually tardy or absent and rarely has a reasonable or accaptable excuse Comment:: 7. SAFETY PERFORMANCE: Evaluate ability to maintain and practice safety stanceras or procedures. i 2 3 4 (P 5 5 = employee is extremely conscious of own safety and safety of others; looks for methoos to improve safety of the work puce 3 = employee is usually careful in the work place 1 = employee rarely bothers with safety measures; has often endangered own person or others Comments: .0� OCAM.1 �•fi __-i��. l�i __w !, �,r•.� •� 'f'�. w S. PUBLIC RELATIONS ABILITY: Evaluate effectiveness in relating to the general public, as required by the position. i 2 3 4 O 5 = employee is always friendly and courteous; has always maintained s helpful attitude and never gets involved in arguments with the public 3 = employee is usually friendly and courteous; usually maintains a helpful attitude and seldom argues with the members of the public = seployee is seldom friendly or courteous; has often argued with the public and seldom maintains a friendly or helpful attitude i r, 9. NOR[/PERSONAL NABITSt Evaluate personal habits such as cleanliness or tidiness of work araiti.and. the employee's personal appearance. i 2 3, 4 Q 5 = employee's work area is s/ways cleanand their personal appearance is .unusually, nest and proper '3 = aIMployee's work area is usually clean, and the personal apearence is acceptable = employee's work area is typically untidy end d- -rganized and their personal appearance is not adaptable for the positions image Comments t UWA Q1A& , 4 4264MM,ia t 10. ABILITY TO SUPERVISE: Evaluate effectiveness in utilizing subordinates and ability to further their development. 1- 2 3 4© 5 5 = utilizes subordinates exceptionally wall; stimulates high degree of self-davalopment 3 = utilizes subordinates effectively; encourages and helps them improve their performance i = makes poor use of subordinates; provides Little or no help for their development Comments • _ �� � ��i��Id TRAINING/EDUCATION RECOMMENDED OR REQUESTED APPRAISER'S RECOMMENDATION: I*Ltw 1.. _ _ Z dldW AAA,, er EMPLOYEE'S REQUEST: OVERALL PERFORMANCE APPRAISAL Each of the previous components of the annual performance appraisal do not necessarily have equal importance for the position. This overall appraisal takes into account the importance of each component in relation to the job requirements and the duties of the position. LOW BELOW AVERAGE ABOVE 9 HIGH AVERAGE _ AVERAGE Ads • w�: � / x� � 1 APPRAISER'S. RECOMMENDATIONS: APPRAISER'S SIGNATURE: TE• S/aim�g� EMPLOYEE'S RESPONSE/CO,MMENTS: EMPLOYEE'S SIGNATURE OEPARTMENT 1ge131-/C TODAY ,S DATE I- /,L/-�j/ ANNUAL PERFORMANCE APPRAISAL EMPLOYEES NAME: TITLE: �/lOJL=C% �i✓G/�lE�—� APPRAISER'S NAME: �c,y� F 0, oc ge&J 4- TITLE: � -r-VR .0 Gd APPRAISAL PERIOD; Froa ,Z OT'kj to / g/ ■on /year ■ant /year APPRAISAL ACTION This section defines the action to be taken es a employees supervisor. result of the appraisal by the ACTION TO BE TAKEN: Personnel Date ZV'6-/� Department Hesd eta City Manager/oats �• QUALITY OF WORK: performed. 3 = 1 = RATING suEET Evaluate freedom tran errors; the thoroughness of the work i P 3 4 O smptoyse's tasks are always error tree employee's tasks occasionally contain errors employee constantly makes errors Comments: I/ 2• QUANTITY OF k A: Evaluate the vafume of work deadlines are met, produced and extent to which 1 2 3 4 0 3 = 5 = employee always meets deadlines and always completes all assigned work = amp/oyes usually seats deadlines and usually completes alemployeel assigned work seldom ■sets deadlines and rarely completes all assignigned Bork Comments: (,(J�(j fjj i�s Q/e��I.� . � n v , 44 h 3• KNOWLE0GE OF WORK: Evaluate degree of knowledge of work operations. procedures and 1 2 3 4 U 5 = 3 employee exeells in knowledge of operations = empProcedloyee usually has sufficient knowledge of operations and work ures 1 = amPloyee's level of Job knowLedas is in.a......._ • ��I•:uut MWAR0 WORK= Evaluate willingness position. and desire to perform duties of the 1 2 3 4 O 5 6 = 3 employes always exhibits interest in duties = employes usually exhibits interest in duties 1 = emPLL'Oyea seldom exhibits interest in duties Comments: ICI A et -A""_ -. .� . . 5• ABI LZTY TO CORK WITH OTHERS: others Evaluate degree of cooperation exhibited toward . 1 2 3 4 5 = employee takes Leadershi roe ea —workers P role in group tasks, is able to elicit respect 3 = eePloyas works with others in group tasks 1 = employee hinders group activities by inability to work with others Comments: C S well rr+ r- l-•� s' ATTENDANCE: Evaluate record of attendance on the Job — absences or tardiness. 1 2 3 (�p 7'--- 5 5 = employes has a perfect attendance record 3 = employes is uaually on time and usually has acceptable excuse for absence or tardinssc 1 = employee is habitual! acceptable excuse y tardy or absent and rarely has a reasonable or Comments: Z;$" / 74.6 . h s e-" (�iVf C i y✓P �}y/1 I / T J 7. SAFETY PERFORMANCE; Evetuate ability to maintain and or procedures. practice safety Standards 1 2 3 4 5 = employee is sxtramaty conscious of own safety and safety of others; looks for methods to improve safety of the work place 3 = employes is usually csrsful in the work place employes rarely et bothers with eat• person or OthersY measures, has often endangered own Comments: . Pvi ct'✓ � aG 8• PUBLIC RELATIONS ABILITY: Evatuate effectiveness in ralatin public, as required by the position. g to the general t 2 3 4 O help 5 = employes is always friandly and courteous; has aLWeys Maintained a ful attitude end never gets involved in arguments with the 3 employee is usuetlY friendly and courteous; usually maintains a halpfut attitude and saldo■ argues with the members of the public = ssployea is "LOGIN friendly or courteous; Public public and ssldo■ maintains a friendly or heLpfulsat it!�Qaergued with the Commentst 00, of g• WORK/PERSONAL HABITS cy@8's a personal habits such as Of work area and the amptpersonal appearance. cleanliness or tidiness 1 2 3 4 5 = nU`@uallY es's work area unuivais alwclean, and their personal appearance is n 3 = smpLoyes'seat and proper ays Work area is ususll clean and Lhs acceptable Y personal apearance is employee's Work ores is t personat appsarancs is not ac�ttableytorttAe end d• organized and their P position s taage COMaantst E Gor it i�. ABILITY TO SUPERVISE: Evelusts effectiveness in utilizing subordinates end ability to further their developasnt. 1 2 3 4 S = utilizes subordinates sxcaptionstLy wsll; self—devatopment stimulates high degree of 3 = utilizes subordinates effscstvsl their performance Y; encourages and helps then improve i a sakes poor use of subordinates devalopsent 3 provides little or no help for their Comments: %�i.n�vn � ¢ � llirse c i/sQa --- J, �< TRAINING/EDUCATION RECOMMENDED OR REaUESTED APPRAISER'S RECOMMENDATION:_ . EMPLOYEE'S RECUEST; 1A,4��.G1P /YlP.ar iil o �r OVERALL PERFORMANCE APPRAISAL Each of the previous components of the annual performance not necessarily have equal importance for the position. eppreisel do appraisal takes into acc.ount the importance of each coaponoin verall This relation to the job requirements and the duties of the position. LOW BELOW AVERAGE AVERAGE ABOVE HIGH AVERAGE APPRAISER'S COMMENTS; APPRAISER'S RECOMMENDATIONS; DATE • /—/y 9/ EMPLOYEE'S RESPONSE/COMMENTSS �jGj� EMPLOYEE'S SIGNATURE_J�`�v�J� DATE; December 17, 1996 Hugh R. Bevan 278 E. Bayview Avenue Homer, AK 99603 CITY OF KENAI ►► Oil ears 4 4&&4,a ►► 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 ~ TELEPHONE 907-283-7535 FAX 907-283-3014 orftyq *tea I I is 1 1"2 This letter is to acknowledge receipt of the resume you submitted for the position of City Manager. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a finalist. you may want to request more detailed information for your review and consideration. It is requested that you provide the following additional information, by January 30. 1997, as a supplement to your resume. 1. Submit a discussion of anv incidents or issues of public controversy that a background investigation could reveai. Enclosed is a waiver for your signature authorizing background investigation and reference checks. 2. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council - Manager form of government. Include a discussion of what you believe are the Manager's responsibilities to Councii. as well as the Council's responsibilities to the Manager. Note: All information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, x� Kim Howard Administrative Assistant Enclosures �16 December 2. 1996 City o: Kenai 210 't'idalgo Ave., Suite 200 Kenai, Ak 99611-7794 Attn: Kim Howard, Administrative Assistant Re: City Manager Position Ladies and Gentlemen: RECEIVz= CITY ADM IN. CE'KENAI I am pleased to present my resume to you for your consideration. I feel that my 20+ years of engineering and management experience in Alaska are a good fit for your City Manager needs. As Director of Public Works and City Engineer for the City of Homer I have experienced a wide array of engineering projects including water and wastewater treatment. roads, buildings, and port facilities. However, it is the long term operation and preservation of these assets that presents the biggest challenge in these times of declining State revenues. As Acting City Manager for the past two years, I have gained an appreciation of the relationships between the public, the council and the various City departments. For a municipal organization to operate efficiently, each of these groups needs an understanding of the others' strengths and limitations. This may be one of the primary responsibilities of a City Manager. I am enclosing a copy of my recent Performance Appraisal as well as several letters of recommendation and a reference list. Please call me at 907-235-3170 (work) if I can provide additional information. My City Manager is aware of this application. I am looking forward to meeting with you in person and discussing our mutual goals and objectives. Sinc eelyy,, rlF ugh R. Bevan, P.E. 278 E. Bayview Ave. Homer, Ak 99603 907-235-3170 (work) hbevan(cptialaska. net 9esume of 287 E. Bayview Ave. Homer, Alaska 99603 ,zgh R. Bevan P.E. 907-235-3170 (work) age 1 of 3 907-235-7980 (home) SiYK-MRY OF QUALIFICATIONS A Registered Professional Engineer with 20 years of experience in contract administration, planning, design, surveying, civil construction, and facilities management. Expertise in managing and supervising personnel, developing budgets, and creating a highly motivated work force. Extensive experience in simultaneous management of multiple projects. EMPLOYMENT HISTORY Jan/91 to DIRECTOR OF PUBLIC WORKS Present City of Homer, Alaska Supervised the engineering, construction, and facilities operations for all public infrastructure owned by the City of Homer, Alaska. Developed and managed capital and operations budgets. Coordinated development activities by Federal, State and private entities. Successfully attained a special $2 million grant for the City of Homer from the 102nd Congress of the United States. Successfully negotiated the binding mediation of a complex, multi -million dollar legal dispute. Supervised a multifaceted work force of professional and technical employees. (22 permanent personnel) Acting City Manager 1995 to present during Manager's absences. Aug/87 to CITY ENGINEER Jan/91 City of Homer, Alaska Authored and evaluated Request for Proposals. Negotiated contracts, change orders, and professional service agreements. Managed civil design and construction contracts. Approved designs by other professionals. Simultaneously scheduled and managed up to 20 projects and supervised up to seven inspectors and other professional engineers. Completed over $25 million in construction within 1.5 of original cost estimates. '.esume of : Hugh R. Bevan, P.E. age 2 of Apr/86 to CONSULTING ENGINEER Aug/87 Bevan Engineering Anchorage, Iaska Prepared cost estimates and designz. Supervised construction for clients. Presented technical seminars to non -engineers. organized the State of Alaska, Department of Mining, Coal Mine Reclamation Program. Mar/85 to PROJECT ENGINEER Apr/86 VEI Consultants Anchorage, Alaska Managed construction contracts. Designed road, water, and sewer projects for the Municipality of Anchorage LRSA Program. Performed computer subdivision :resigns. Apr/84 to PROJECT ENGINEER Nov/84 MB Contract__g, Inc. Anchorage, Alaska Contractor project engineer on three Federal Aid highway construction projects totaling $16 million. Projects included 10 miles of hard rock highway grading and three bridges. Supervised field engineering. Apr/82 to PROJECT ENGI?LEER Nov/83 VEI Consultants Valdez, Alaska Managed construction contracts including roads, underground utilities, and a cast -in -place bridge. Initiated the use of computers within the company. Designed road, water, and sewer projects. Sept/74 to ASSISTANT PROJECT ENGINEER Nov/81 Alaska Dept. of Transportation Valdez, ;�_Iaska Organized and directed field operations and surveying on $100 million in Federal aid highway projects, including 80 miles of grading, paving and seven bridges. Supervised up to 17 field personnel. May/71 to SURVEY PARTY CHIEF Sept/74 U.S. Forest _ervice Petersburg, Alaska Supervised -esign survey crews working from remote field camps in Southeastern Alaska. Received Federal award for superior performance esume of Hugh R. Bevan, P.E. Sae 3 of 1996 1996 1995 1994 1994 1993 3 CEU 1992 1 CEU 1992 3 CEUs 1991 credits 1990 2 credits 1989 4 credits 1988 1987 1986 EDUCATION Roadway design for bikes and pedestrians Seminar in contaminated soil remediation Leadership seminar Seminar in employment law Seminar in capital budgeting Seminars in construction and ROW law Seminars in seismic risk, EPA lead & copper rule Seminars in environmental law, labor law, and construction Managerial Accounting Course, Univ of Alaska, Homer branch Human Relations Course, Univ of Alaska, Homer branch Two computer courses, Univ of Alaska, Homer branch Registered Professional Engineer # 9394 E, State of Montana Registered # NCEE 7718 Registered Civil Engineer # CE 07225, State of Alaska Sept/85 to Graduate Studies, Univ. of Alaska, Anchorage: Engineering Dec/86 Management. 20 credits 1978 B.S., Geological Engineering, University of Idaho, 1978 PUBLIC SERVICE & AFFILIATIONS 986 to present Member, National Society of Professional Engineers 1987 to present Member, National Institute of Engineering Ethics 1989 to 1990 Board of Directors, Kachemak Bay State Park 1991 to 1994 Board of Directors, Kachemak Bay Rotary Club 1992,1993,1995 City of Homer representative, United Way 1993/1994 President Homer/Kachemak Bay Rotary Club 1996 House Management Committee - Homer Elks Club 1996 Board of Directors - Hospice of Homer 1996 Strategic Planning Committee - Community Hospital AW s f + '� I • • . .... , ...... 0 H a �. 3LFvAN r��:,��.• CE 7225 .` s a�rf ' ••'' '" DEPARTMENT Deihl i c, Works TODAY'S DATE 7-15-96 ANNUAL PERFORMANCE APPRAISAL EMPLOYEE'S NAME: Huch Bevan TITLE: Public Forks Director APPRAISER'S NAME: Pitti Whalin TITLE: City Manager APPRAISAL PERIOD: From 7-21-95 to 7-21-96 month/year month/year APPRAISAL ACTION This section defines the action to be taken as a result of the appraisal by the employee's supervisor. ACTION TO BE TAKEN: Advance to 25-I. Personnel/Date Department Head Date City Manager/Date RATING SHEET 1. QUALITY OF WORK: Eveluete freedom from errors; the thoroughness of the work performed. 1 2 3 G) 5 5 = employee's tasks are always error free 3 = employee's tasks occasionally contain errors 1 = employee constantly makes errors Comments: H gh's work is extremely accurate although he expresses concern that recent cut -backs resulting in increased workload causes him concern for more errors in his work product. QUANTITY OF WORK: Evaluate the volume of work produced and extent to which deadlines are met. 1 2 3 4 5 5 = employee always meets deadlines and alway completes all assigned work 3 = employee usually meets dead Lines and usually completes at assigned work 1 = employee seldom meets deadlines and rarely completes all assigned work comments: TTti 1 i Yes time very effectively. 3. KNOWLEDGE OF WORK: Evaluate degree of knowledge of work procedures and operations. 1 2 3 4 5 = employee excalls in knowledge of operations 3 = employee usuaLLy has sufficient knowledge of operations and work procedures 1 = employee's level of job knowledge is inadequate Comments: 4. ATTITUDE TOWARD WORK: Evaluate willingness and desire to perforor duties of the position. 1 2 3 4 O 5 = employee always exhibits interest in duties 3 = employee usually exhibits interest in duties 1 = employee seldom exhibits interest in duties Comment-1 s• 5. ABILITY TO WORK WITH OTHERS: Evaluate degree of cocoeration exhibited toward others. 1 2 3 4 5 5 = employee takes leadership role in group tasks, is able to elicit respect from cc —workers 3 = employee works with others in group tasks 1 = employed hinders group activities by inability to work with others Comments: Rig J=rnv(nmP_nta T have received positive comments on the C'. tinge frm staff as Tell as counciingnbers. 6. ATTENDANCE: Evaluate record of attendance on the job — absences or tardiness. 1 2 3 4 O 5 = employee has a perfect attendance record 3 = employee is usually on time and usually has acceptable excuse for absence or tardiness 1 = employee is habitually tardy or absent and rarely has a reasonable or acceptable excuse Comments: 7. SAFETY PERFORMANCE: Evaiusts..ability to maintain and practice safety standnrds or procedures. 1 2 3 4 Cfe 5 = employee is extremely conscious of own y and safety of others; looks for methods to improve safety of the work place 3 = employee is usually careful in the work place 1 = employee rarely bothers with safety measures; has often :ndangered own person or others Comments: Dept of public Works continues to hold '.ha highest standard of safety performance in the City. 8. PUBLIC RELATIONS ABILITY: Evaluate effectiveness in relating to the general public, as required by the position. 1 2 3 n 5 5 = employee is always friendly and courteous; has always maintained a halpful attitude and never gets involved in arguments with the public 3 = employee is usually friendly and courteous; usually maintains a helpful attitude and seldom argues with the members of the public 1 = employee is seldom friendly or courteous; has often argued with the public and seldom maintains a friendly or helpful attitude Comments: Maintains conmsure in tense situations. Balances providing seM,,ice helpfulness etc. with professional authority and assertiveness. 9. WORK/PERSONAL HABITS: Evaluate personal habits such as cleanliness or tidiness of work area and the employee's personal appearance. 1 2 3 4 5 5 = -employee's work area is always clean, a d their personal appearance is unusually neat and proper 3 = employee's work area is usually clean, and the personal spearance is acceptable 1 = employee's work area is typically untidy and disorganized and their personal appearance is not acaptable for the position's image Comments: Al wVgvp= =nfPSSinnal 10. ABILITv TO SUPERVISE: Evaluate effectiveness in utilizing subordinates and ability to further their development. 1 2 3 4 5 5 = utilizes subordinates exceptionally l; stimulates high degree of self —development 3 = utilizes subordinates effectively; encourages and helps them improve their performance 1 = makes poor use of subordinates; provides little or no help for their development Comments: TRAINING/EDUCATION RECOMMENDED OR REQUESTED APPRAISER'S RECOMMENDATION; At (--mlovee's request. EMPLOYEE'S REQUEST: OVERALL PERFORMANCE APPRAISAL Each of the previous components of the annual performance appraisal do not necessarily have equal importance for the position. This overall appraiaal takes into account the importance of each component in relation to the job requirements and the duties of the position. LOW BELOW AVERAGE ABOVE HIGH AVERAGE AVERAGE APPRAISER'S COMMENTS: RIgh rnntimips to nrnvide the City of Homer excellent antPd in tip City ManngprIs ca an city cbiring her absence and performed extremely well handling matters efficiently and professionally. ' APPRAISER'SRECOMMENDATIONS: Your efforts are appreciated. Keep up the APPRAISER'S SIGNATURE: A!= DATE: EMPLOYEE�'SJ RESPONSE/COMMENTS: EMPLOYEE'S SIGNATURE "°1 IP � v � 9e a 5wP/ April 21, 1994 CITY OF HOMER CITY HALL TELEPHONE (907) 235-8121 491 EAST PIONEER AVENUE HO; 7ER. AK 99603-7645 TELECOPIER (907) 235-3140 TO WHOM IT MAY CONCERN: Hugh Bevan has been an employee of the City of Homer since 1987 when he was hired as Project Engineer for the City's Public Works Department. In 1991, he was promoted to Director of Public Works. Mr. Bevan is a forthright individual who is a real asset to the City of Homer. He has always been a "team" player and has greatly improved the morale of the Public Works Department during his tenure as Director. Mr. Bevan has never hesitated to put in long hours to accomplish the many facets of his job, including overseeing the City's capital project construction/management, a comprehensive maintenance program, Homer's Accelerated Road program and water/sewer utilities. During this period some of the projects he has accomplished are Homer's new 20 million dollar wastewater treatment facility, a 2 million dollar design/construction upgrade to the Homer Harbor marina, and a new Homer Airport Terminal. I would recommend Mr. Bevan without reservation for any job he felt capable of performing. Sincerely, CITY OF HOMER V�7 Patti J. alin, Interim City Manager R.W. BECK AND ASSOCIATES Place, Suite 300 ■ 800 North Magnolia Avenue ■ Orlando. Florida 3 803- 386,; P.O. Box 6817 ■ Orlando. Florida 32S53-6817 Telephone 1407) 422-4911 • Fax t407) 648-)�382 EF-0000-AE-GA April 21, 1994 3023 To Whom It May Concern, SUBJECT: Letter of Recommendation Hugh R. Bevan, P. E. Please allow this letter to introduce Mr. Hugh R. Bevan, P.E. Mr. Bevan is currently employed as the Director of Public Works for the City of Homer, Alaska. In 1987, while serving in the same position, I hired Mr. Bevan as the City's Project Engineer. He served as the Project Engineer until my departure from the City in January of 1991. Upon my departure, I recommended Hugh to take my place as Director of Public Works. During my association with Hugh, he performed all aspects of engineering and construction management on all of the City's capital improvement projects, as well as assisting the Public Works Department in operations and maintenance of water and sewer treatment plants, roads, buildings, port and harbor operations, and infrastructure. His knowledge and professional expertise in each of these areas is exceptional and of the highest professional standards. Hugh exhibits a common sense approach to the resolution of the daily problems faced by a Public Works Director. He exhibits excellent judgement in dealing with contractors, the public, other City officials, and his fellow employees. In addition to his role as the Project Engineer, Hugh was considered a friend and mentor by all other City employees. His tireless effort and diligence in working with other City Departments resulted in his earning the respect of all the City's Directors. His patience in dealing with inexperienced personnel is immeasurable. Perhaps the traits which distinguish Hugh from most other public officials are his professional integrity and concern for his fellow employees and citizens of the community. I have seen him on numerous occasions devote considerable personnel time to assist employees and citizens with problems that were of the utmost concern to them. Tustin. IX a &)Jton...AA • t_olumbus. NE ■ Denver. CO ■ Indianarxm%. i.N • '.tinnctr-ui \... L..J L. TV . lI_L...Al 1:1 , M-.._... , 7 . I -. - I .-, Letter of Recommendation Hugh R. Bevan, P.E. - 2 - April 21, 1994 I-lugh's detailed practical experience and high professional standards, combined with a sense for accomplishment, stand him out among all others. Personally and professionally, I hold Hugh in the highest regards. I am sure that Hugh will continue to be a valuable asset to any organization which employs him. Very truly yours, R. W. BECK AND ASSOCIATES o Michael G. Hobbs Director Construction Management Services MGH:pal R•F)PAAK'.AIRFVAN WPF CITY OF HOMER CITY HALL TELEPHONE (907) 235-8121 491 EAST PIONEER AVENUE HOMER, AK 90603-7624 TELECOPIER (907) 235-3140 April 1, 1992 To Whom It May Concern: Hugh R. Bevan has been employed by the City of Homer beginning August 1987. Hugh was hired as the Project Engineer and served as Acting Director of Public Works in January 1991. In March 1991 he was promoted to Public Works Director. Mr. Bevan has exceeded all expectations in his job performance as Public Works Director. He has provided effective leadership and utilized management skills that have resulted in an efficient department with the highest morale of any department in the City. Hugh has demonstrated an ability to manage many priorities at one time without sacrificing quality work from those he supervises. He has also proven to be a team player and has been a valuable contributer toward City goals. I would recommend Mr. Bevan without reservation for any position he feels capable of performing. Sincerely, C. ckhammer Ci Manager CES/slh u i August 22, 1991 PD '; Ali 2 21991 City of Homer City Hall i 491 E. Pioneer Drive Homer, Alaska 99603 Attention: Hugh Bevan_ J. Reference: Homer Main Treatment Facility $3 Ser:244-616 Subject: City of-Hcmer Waste Water Treatment Plant Plant Dedication and Open Emma Dear Huqh: We have received your invitation to the official Dedication of the plant on August 23, 1991. Unfortunately, because of prior commitments, neither Larry Buss nor myself will be able to attend. At this time we would like to commend the City of Romer and yourself for the professional administration of this contract. In any project of this magnitude, complexity, and duration, many problems and on -site conflicts arise. Your attitude of seeking solutions to these problems was instrumental in the successful completion of this project. We feel the combined effort of the owner, engineer, and contractor have provided a high quality project that will service the city of Homer effectively for years. Alaska Mechanical appreciated the opportunity to work with you and your people on this project and will look forward to bidding any future work the City of Isomer may have. Vary Truly Yours, AlaskniL Inc. Rog Sires President cc: C.E. Swackhammer, City Manager ALASKA MECHANICAL INC. MAIL - P.O. BOX 203649. ANCHORAGE. ALASKA 995.20 ■ PhON • !987, 3<9-85C2 ■ FAX (=7; 34ro-.3.4 ,WAIN OFFICE • 8540 01MOND "D" C1RCLc..: "i C;aCFAGc. ALASKA 995 ! 5 Refererence List of : Hugh R. Bea an, P.E. Page IofI 1. Gordon Tans, Esq. City Attornev - Homer. Alaska Perkins Coie 1029 W. Third Ave. Suite 300 Anchorage, Ak 99501-1970 907-279-8561 2. Mike Daugherty Director of Public Safety - retired City of Homer, Alaska 1486 West Hill Road Homer, Alaska 99603 907-235-8983 John Hoyt Vice President, Branch Manager National Bank of Alaska 203 W . Pioneer Ave. Homer, Alaska 99603 907-235-8151 4. Joe Buckley, CPA Zitzmann & Buckley, P.C. 1020 East Road Homer, Alaska 99603 907-235-6711 287 E. Bayview Ave. Homer, Alaska 99603 907-235-3170 (work) 907-235-7980 (home) Cji ADM1 ;. l.T .f 1_...�.i DAVID A. DENGEL P.O. Box 2747•Valdez, Alaska 99686.907-835-5059 January 10, 1997 Ms. Kim Howard Administrative Assistant City of Kenai 210 Fidalgo Avenue, Suite 200 Kenai, Alaska 99611-7794 Dear Ms. Howard: I am enclosing a discussion of the additional information you requested in regards to the City Manager position for the City of Kenai. If the City Council has further questions please do not hesitate to contact me. Sincerely, David Deng" Additional information for David A. Dengel STRENGTHS AND WEAKNESSES AS A MANAGER One of my greatest strengths as L manager is the ability to see the larger picture of what the organization is attempting to accomplish. A city is a complex business with a mix of normal governmental functions i.e. police, fire, planning and social services. It is also is made up of enterprise business such as sewer and water, and boat harbors. I am able to balance these various functions of local government. I am able to motivate employees to perform at a high level through setting a high standard for myself and leading by example. My goal is to provide an environment for employees where they can perform their jobs effectively and efficiently. This is accomplished by providing the resources and support that are needed to accomplish the tasks. PHILOSOPHY ON THE ROLES OF A CITY MANAGER AND THE CITY COUNCIL As local government has become more complex, the City Manager has become more. The Manager brings professional judgement and professionalism to the organization. The Manager provides the day- to-day administration for the successful operation of the organization. The Manager also represents the city before the public and various organizations and legislative bodies. The City Council is similar to the board of directors of a company, providing the general policy direction that the city needs to take. The Manager then implements and directs the policies set by the Council. The Manager has a role in the policy setting by the Council. The person uses their professional judgement in providing recommendations to the City Council as to the setting of these policies. The primary responsibility of the Manager to the Council is to be honest and sincere. In communicating with the Council, the Manager must recognize that the City Council sets policy and direction for the City. The Manager implements this policy and direction. The Manager must communicate with all Council members to understand the direction the community wants to go realizing that each Council member represents a different constituency. In turn, the Council needs to be honest with the Manager. The Council needs to provide clear direction so that implementation of these policies is accomplished effectively and efficiently. CITY OF KENAI it Od 0,CZj24:-&1 4 4" rr 210 FI[)1.LGO AVE., SUITE 200 KENAI, ALASKA 99611.7794 TELEPHONE 907-283-7535 FAX 907-283-3014 CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, credit history. personal and professional background and activities. including, but not limited to. a search of any criminal records I might have. I agree to release from all liability or responsibility all persons, companies. corporations, or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. By: cw tc►N� QiY�d d (print) 1 a i DATE: I- t o -g? STATE OF ss. On this 10A day of K . , 199_L, before me personally appeared . known tol me to be the person whose name is subscribed on the fore ing Consent to Release of Information. and acknowledged that he/she executed the same as his/her free will and deed. iry Public in and for Commission Expires: J VALDEZ CHAMBER OF COM:'VIERCE January 4, 1996 Mr. Dave Dengel, Assistant City Manager P. 0. Box 307 Valdez, AK 99686 Dear Dave rt�`� The -"-success of any organization, company or government is demonstrated by the willingness of it's members to step forward and provide leadership during unusual times. You truly exemplified dedication and leadership during your tenure as interim city manager. One of the most stressful times for a community are those requiring leadership change. The Chamber would like to extend to you our congratulations and thanks for a task carried out so professionally under trying times. You are certainly a credit to our community. You should take pride in a job so well done. Sincerely, J an Stewart President cc: Phil Hubbard, City Manager VALDEZ CHAMBER OF COMMERCE May 2, 1996 RE:, Reference Dave Dengel As President of the Valdez Chamber of Commerce I had the not only the pleasure but the honor of working with Dave on many city projects and areas of development. The expertise exhibited by Dave has been a key in the successful economic planning for our future. He has the ability to be visionary ensuring any implementation had the resources to grow to meet the needs for the next century and beyond. Dave's awareness of the need for ongoing education and current training heightens his ability to see all sides of issues and the impact on the businesses having to meet the ramifications of changes. During his tenure as interim city manager his leadership skills kept the city government on a path with minimal impact during an extremely strenuous time. He has a unique ability to quickly assess any situation, determine the best action while garnering the support and buy in from all the related parties. Any company or firm selecting Dave as a member of their team has not only chosen an extremely qualified professional but has also added a resource that truly has added value. I would have no reservations recommending Dave for any position of his choice. Sincerely, /Jean Stewart resident Vernon (Rick) L Collins P.O. Box 596, Valdez, AK 99686 Telephone (907) 835-5857 August 17, 1993 Mr. Doug Griffin Valdez City Manager P.O. Box 307 Valdez, Ak 99686 Dear Doug: As I leave Valdez, I would like to commend Dave Dengel for his excellent leadership and professional support promoting community planning and development. He has been an ardent advocate for business opportunities in our great city and at the same time carefully balancing environmental restraints and protection requirements. Dave has always been available to discuss issues, concerns and work closely with businesses, organizations and individuals to develop and implement appropriate resolutions. In my previous position as the Alyeska Valdez Marine Terminal Executive Manager, I also had many opportunities to work with Dave during his recent tenure as Chairperson of the Regional Citizen Advisory Council Terminal Operations and Environment Monitoring Committee. Dave's commitment to this very worthwhile committee work was extraordinary. He, along with so many other volunteers, are making the RCAC programs effective, productive and extremely beneficial to our community and the entire Prince William Sound region. Please pass on my sincere appreciation to Dave for doing his difficult jobs so very well. Dave is the kind of government leader we can count on and he has proven that time and time again. Sincerely, Rick Collins vpLDE2 �AEMORANDUM Dave Dengel, Director TO: Community De lopment DATE: FROM: Doug Griffi ity Manager SUBJECT: February 18, ?b THE 1993 Reassignment of Building Inspector As of today, the Building Inspector position presently occupied by Mr. Vern Ellwein will be placed under your supervision and control. Over the last several days we have discussed the various reasons why I believe this is the best way to resolve problems that have come to light in the building inspection area. For the record, let me reiterate that, in general, I believe your experience and management style is a resource the City can better utilize if you are given this new responsibility. There are further details that need to be worked out regarding clerical support for the building function, involvement of the Engineering Department and Fire Department in the inspection and plan review process, and reassignment of other tasks to other departments to give you the necessary time to devote to reorganizing the City's building inspection system and to working with Mr. Ellwein to better define his role and responsibilities. I pledge to work with you on these details in a way that provides you with the greatest degree of support possible. I have scheduled one day next week in Valdez to work with Mr. Bill Dann and Mr. Doug Johnson to resolve as many of these details as possible. I appreciate your willingness to accept this very visible and often controversial responsibility. cc: Mayor John Harris Valdez City Councilmembers Bill Wilcox, City Engineer Vern Ellwein, Building Inspector, Community Development P.O. BOX 307 • VALDEZ. ALASKA 99686 TELEPHONE (907) 835-4313 • TELECOPIER (907) 835-2992 Eli Ile for 22-E 1TY OF r)EZ EMPLOYEE EVALUATION PROGRAM RFORMANCE EVALUATION FOR D_'yid A. DenQel CURBSNT STEP 72-D AEOIATE SUPERVISOR (EVALUATOR) CIT z "TANAGER ALUATION PERIOD FROM January 1, 1994 TO DUTIES b RESPONSIBILMES FOR CICNMR= MVELCR= DIR7C1C?R ASSISTANT CITY :MANAGER TIME IN CURRENT J08 January 1, 1995 Prepare and coordinate the preparation of long term projects including carprehensive land use plan, Coastal Management Plan, Economic Development Plan, and, Port Plan. Administer zoning and subdivision section; act as City land officer, determine leases, sales, entitlements, selections; enforce land use and zoning ordinances. Reom need and prepare contract/grant applications for City. Serve as City's demographer. Attend public meetings concerned with planning or land use issues. Represent the City Manager at meetings when requested. Assist City Manager with special projects when requested. Coordinate intergoverromtal activities and facilitate transfer of information from various state and federal agencies and the mmnicipal goverra, , ; coordinate envirorvmtal permit requests with federal and state Provide liaison and assistance to City Planning and Zoning Commission. Perform duties in a manner which reflects positively on the municipality and promotes maxizm n productivity among city staff and civic groups. EVALUATION PUP. ?OS D REG. b Mp. G SP?CIAL I I t Yi I I ' I I I I l � ' I I I I I 1 I I I t ( I I 1 (it more wave re0yrte0 It1N:N a0dItIOnel page, REOUIRED FOR -UNSATISFACTORY GROWTH PLANS EXPLANADO S RECOMMENDED FOR "MEETS TOTAL REQUIEMENTS" AND SATISFACTORY PROGRESS" RATINGS DUTY N PERFORMANCE ACTIVITY TRAINING OR EXPERIENCE PLAN MEASUREMENT AND COMPLETION DATE COMMENTS EXPLANATIONS REOUIRED FOR "NOT CURRENT JOB REOUIREMENT" AND "OUTSTANDING PERFORMANCE" RATINGS DUTY N PERFORMANCE ACTIVITY COMMENTS S Assist City Manager with special projects when Dave takes on special projects and serves as Acting City Manager with great energy and dedication. He handles requested. these responsibilities despite a heavy work load. 6 Coordinate intergovern- Mr. Dengel has developed an excellent working relation - mental activities and facilitate the transfer ships with State and Federal agencies he works with re ularly. He has a good understanding on how to work of information... with these agencies for the best advantage of the City. 8 Perform duties in a manner which reflects positively on the municipality and promotes maximum produc- Dave serves in a regulatory position that by its nature draws a great deal of flak. Through it all his integ- rity, strong work ethic, and productivity make him a fine example of what a public official should be. tivity... EMPLOYEE COMMENTS ARE ADDITIONAL PAGES ATTACHED? YES HOW MANY? 1 AEC&M64DAT'ON C PAY -STEP ADVANCEMENT APPROVED C PAY STEP ADVANCEMENT DENIED I O SKIP -STEP ADVANCEMENT •r SIGNATURE 17{ I 6 7 GS Y I MA / DATE � - -7_ 5s- -; 1:: - t .R VI ER' TUR DATE EVALUATION DAVID A. DENGEL January 1, 1994 to January 1, 1995 Mr. Dengel has addressed many difficult issues this past year ... Permit Modification N for Valdez Floating Dock, dealing with land and lease problems, and working to improve the operation of the building permit and inspection process ... to name a few. Dave.has also started the coordination process for environmental compliance for the City of Valdez. He has taken on this new assignment despite a heavy workload. He has also done a great job of developing the Richardson Highway Industrial Park to make City land, in a useable and developable state, available for sale to local businesses. The quantity and quality of Dave's work remains high. He has been very good at taking on difficult projects and making them work. On top of his work as the Community Development Director he serves as Assistant City Manager and Acting City Manager in my absence. He has done very well in this capacity as well. ELIGIzLE FOR STEP rf OF OEZ EMPLOYEE EVALUATION PROGRAM FORMANCE EVALUATION FOR - David A. Dense l _ CURRENT STEP 1)0-F EDIATE SUPERVISOR (EVALUATOR) CITY MANAGER TIME IN CURRENT J013 LUATION PERIOD FROM February 1, 1992 TO February 1, 1993 EVALUATION PUr?-0e_ REG. 6 MO. G SP=CIAL DUTIES b RESPONSIBILITIES FOR: CCMMU ITV DWELOPM= DIF=R Prepare and coordinate the preparation of long tern I r projects including cagrehensive land use plan, Coastal 1 Management Plan, Economic Development Plan, and Port Plan. 1 �� � I I I Administer zoning and subdivision section; act as City i I land officer, deteanine leases, sales, entitlements, t 4� selections; enforce land use and zoning ordinances. I f I Recommend and prepare contract/grant applications for I City. Serve as City's demographer. I I 1 xI I I I I I I Attend public meetings concerned with planning or land use issues. Represent the City .Manager at meetings when requested. Assist City Manager with special projects when requested. j I Coordinate intergovenzIenta.1 activities and facilitate the I transfer of information from various state and federal agencies and the municipal government; coordinate �— I envirornental permit requests with federal and state l ' agencies I Provide liaison and assistance to City Planning and Zoning j Commission. I I Perform duties in a manner which reflects positively on ! the municipality and prorates maximum productivity aiming L I v city staff and civic groups. I ! I ! Mange City airport terminal and airport hanRars(cakf'. I I I; 1 Of MOM W: .0 7QYMW 4111&CH We9t OM&I 2f4%91 EXPLANATIo w REQUIRED FOR ~UNSATISFACTORY PERFORMANCE- RATINGS GROWTH PLANS E)(PLANATIONS RECOMMENOED FOR "MEETS TOTAL REQUIREMENTS' AND "SATISFACTORY PROGREW RATINGS DITTY s PERFORMANCE ACTIVITY TRAINING OR EXPERIENCE PLAN MEASUREMENT AND COMPLETION OR r1E COMMENTS EXPUANATIONB REQUIRED FOR "NOT CURRENT JOB REQUIREMENT` AND "OUTSTANDING PERFORMANCE" RATINGS DUTY A PERFORMANCE ACTIVITY COMMENTS 2. ..act as City land officer, determine leases, sales, entitlements, selections This is a difficult area that Mr. Dengel handles well. The work he and his staff perform is appreciated. The land records continue to imvrove. 4. Attend Rublic meetings.. Mr. Dengel represents the City very well at public meets 8. Perform duties ... which reflect positively Dave is recognized as a diligent and caring -professional by most people that work with him or follow the efforts of the efty. EMPLOYEE COMMENTS ARE ADDITIONAL PAGES ATTACHED? HOW MANY? RECOMMENDATION O PAY STEP ADVANCEMENT APPROVED c PAY STEP ADVANCEMENT DENIED C SKIP -STEP ADVANCEMENT SIGNATURES EM r 'S Va"Tu , w E­ • V1 ElkA u DATE Dave Dengel - Evaluation Prior written comments made in earlier evaluations still remain in effect for Mr. Dengel. The comments were positive remarks regarding Mr. Dengel's management of gravel and land leases, improved documentation and recordkeeping in the Community Development Department, improvements in the City's data processing capabilities,a nd leadership on the Terminal Operations and Environmental Monitoring committee of the Prince William Sound Regional Citizens Advisory Council. Dave continues as a valuable advisor and has continued to improve City services provided by the Community Development Department. His department and the Planning and zoning Commission have addressed some difficult issues head on, like employee housing in commercial areas and conditional use permitting for the new PetroStar refinery. Mr. Dengel has done particularly good work in the frustrating and sometimes perverse task the City has been confronted with in working with the PetroStar Valdez Refinery project. Dave has been forthright, responsive, and helpful to PetroStar even when this good service was not returned in kind. Mr. Dengel has handled the particularly delicate and intricate intergovernmental negotiations with the U.S. Corps of Engineers, which resulted in the City receiving a vital permit modification for its floating dock and moved PetroStar closer to its separate permit modification. Mr. Dengel also assisted in sale of City land to PetroStar to construct a tank farm on Mineral Creek Loop Road and properly looked after the public's interest in providing a conditional use permit for the construction of the refinery on Dayville Road. These are only a few key examples of results Mr. Dengel produces for the City of Valdez. Dave is unmatched in output among my department leaders and has the versatility to take on various assignments and produce good results. Dave gets frustrated that others do not produce at the same level and I understand his annoyance. I truly appreciate Dave's efforts and have confidence in his judgment. These qualities allow me to place Mr. Dengel in the role of Acting City Manager when I am out of town, which is quite useful to me. I have recognized Dave's contributions in the past with monetary bonuses and will prepare a memorandum separately to award him a similar bonus in this instance. Elig_ a for Step "J" - 02/01/93 � 1TY OF "it O EZ EMPLOYEE EVALUATION PROGRAM 'ERFORMANCE EVALUATION FOR MMEDIATE SUPERVISOR (EVALUATOR) David A. Dengel CITY MANAGER -VALUATION PERIOD FROM February 1, 1991 TO CURRENT STEP 20-F TIME IN Ct;RRENT JOB February 1, 1992 EVALUATICN PU==mac= C' REG. 6 MO. C SF_CIAL DUTIES b RESPONSIBILITIES FOR +` U Y ti CCNMINITY DEVEZGPM= DIR=R �� ;- y Prepare and coordinate the preparation of long teen I projects including camprenensive land use plan, Coastal I I I Management Plan, Eccnanic Develo=eent Plan, and Port Plan. I I I � t Administer zoning and subdivision section; act as City I ' land officer, determine leases, sales, entitlements, 1 Z selections; enforce land use and zoning ordinances. I I Recommend and prepare ccntract/grant applications for 1 City. Serve as City's demographer. 3 ��- I I I 1 I Attend public meetings concerned with planning or land use issues. Represent t'm City Manager at meetings i I 4 when requested. I I I I Assist City Manager with special projects when requested. I I 5 Perform as Acting City Manager I I Coordinate intergovernmental activities and facilitate the I transfer of information fran various state and federal 1 5 agencies and the municipal fit; coordinate environmental permit requests with federal and state i I agencies. I I Provide liaison and assistance to City Planning and Zoning j I T Camnission . and City Transportation Commission. �_I X I t I Perform duties in a manner which reflects positively an I the municipality and pramtes maxuman productivity wmg 8 city staff and civic groups.—�—� ( t ' Manage City airport gent nal and airport hangars. ( I (It MW4 some MOWfW attac" a00ltional Oagel - RATINGS GROWTH PLANS EXPLANATIONS RECOMMENDED FOR MEETS TOTAL A FORwcuabi-m- ..,..�..� _-- _ DUTY N PERFORMANCE ACTPATY - --� ..-•••-•. • TRAINING OR EXPERIENCE PLAN ••• .. � � SFAC I DRY PNOGRESS- RATINGS MEASUREMENT AND COMPLETION DATE COMMENTS EXPLANATIONS REQUIRED FOR .'NOT CURRENT J013 REOUIREMENr AND -OUTSTANDING PERFORMANCE" RATINGS DUTY N PERFORMANCE ACTIVITY COMMENTS 2 Act as City Land Officer Mr. Dengel has continued to make good progress in manag- ing City leases and land in a most systematic way. 4 Attend public meetings Dave has a lot of meetings and does a good job repre- senting the City at these sessions. 8 Reflects positively on Mr. Dengel has performed very well and has demonstrated the municipality how valuable a competent, hard-working Community Development Director can be. EMPLOYEE COMMENTS ARE ADDITIONAL PAGES ATTACHED? Yes HOW MANY? 1 RECOMMENDATIONC: PAY STEP ADVANCEMENT APPROVED C PAY STEP ADVANCEMENT DENIED C SKIP -STEP ADVANCEMENT SIGNATU ES p DATE '1/Q// -T — YEE' I NATUR N / ATE REVIEWER'S 34ftATUN OATE DAVE DENGEL - r-VALUATION The lengthy comments that were made as part of Mr. Dengel's first evaluation are still applicable in their general tone. Dave has continued to do an excellent overall job for the City of Valdez. By way of update, Mr. Dengel has completed the local portion of the Area Meriting Special Attention for the Duck Flats under the Coastal Zone Management Program. He worked very well with the consultant and government officials at all levels involved in that project. The gravel management program has also been completed. Planning maps, records, and documents are being brought into better order, but remains a work in progress. Mr. Dengel has greatly assisted me in bringing an upgrade to the City's data processing system and continues to chair that effort. Mr. Dengel also serves on a committee of the Regional citizens Advisory Council for Prince William Sound. He represents the City very well in this capacity. Generally, Mr. Dengel serves as Acting City Manager in my absence and does a fine job in this role as well. Oveaall, the Community Development Department is functioning very well, and I attribute much of its success to Mr. Dengel. EL BLE FOR STEP "F" CITY OF .,' OEZ EMPLOYEE EVALUATION PROGRAM 'ERFORMANCE EVALUATION FOR David A. Dengel CURRENT STEP 20-E MMEDIATE SUPERVISOR (EVALUATOR) CITY MANAGER TIME IN CURRENT JOB ,VALUATION PERI00 FROM February 1, 1990 TO February 1, 1991 EVALUATION PUR=Oc_ D REG. 6 M0. G SFECIAL 0 DEITIES b RESPONSIBILITIES FOR T � COMMUNITY DIR>;X,ZOR. Prepare and coordinate the preparation of loxiq team projects including comprehensive land use plan, Coastal 1 Management Plan, Economic Development Plan, and Port Plan. + I r + I Administer zoning and subdivision section; act as City land officer, determine leases, sales, entitlements, t Z selections; enforce land use and zoning ordinances. I r I ReoanTend and prepare contract/grant applications for City. Serve as City's demographer, I I 3 ( Iv r l I I I I I Attend public meetings concerned with Planning or land use issues. Represent the City Manager at meetings I I I q when requested. I 1 � i i Assist City Manager with special projects when requested. 5 I v r , 1 i I I Coordinate intergovex=ental activities and facilitate the transfer of information from various state and federal I I 6 agencies and the mmicipal government; coordinate en 'viroramental permit requests with federal and state ( agencies. I 1 i Provide liaison and assistance to City Planning and Zoning � 1 7. Commission. + I � t I Perform duties in a manner which reflects positively on i 8 the mamicipality and promotes maxiMan productivity am�g I city staff and civic groups. ""�-- 1 I '' 1 I ( Manaae City airrrrt pf nwn aoaca required attach 40011.0nal oagm RED GROWTH PLANS EXPLANATIONS RECOIMMENDED FOR ' MEETS TOOTALE EOUI EMENTS"AND "SATISFACTORY PROGRESS" RATINGS DUTY PERFORMANCE ACTIVITY TRAINING OR EXPERIENCE PLAN MEASUREMENT AND COMPLETION DATE COMMENTS EXPLANATIONS REQUIRED FOR "NOT CURRENT JOB REOUIREMENT' AND "OUTSTANDING PERFORMANCE" RATINGS DUTY N PERFORMANCE ACTIVITY COMMENTS EMPLOYEE COMMENTS ARE ADDITIONAL PAGES ATTACHED? Yes HOW MANY? RECOMMENDATION Z PAY STEP ADVANCEMENT APPROVED C PAY STEP ADVANCEMENT DENIED C SKIP -STEP ADVANCEMENT SIGNATURES 3-11.?/ a V I Lx.,*,.j r .� 1I_=1I E EE'SSIGNATURE DATE REVIEWER'S SIGNATURE SATE David A. Dengel - EVALUATION GENERAL COMMENTS As the scoring indicates on the first sheet, I believe Mr. Dengel has done an outstanding job overall as the Community Development Director. Dave has brought much needed energy, enthusiasm, and direction to the City planning effort. I am particularly pleased with the work Mr. Dengel has done to sort out the City's leases and bring order to this long neglected area. We have not gotten everything totally squared away, but Dave has provided the push to at least get the lease situation in reasonably good shape. This was no small effort. Mr. Dengel also lead the City's effort to finish our municipal land selections. He worked well with a select group and the Planning and Zoning Commission to get this project completed by the October 1, 1990 deadline. He has also worked well with a consultant to address gravel management. That project is very close to completion. Dave took a very aggressive approach toward establishing the City's population for State funding and was successful in getting a very favorable population determination for Valdez. With the number of balls Mr. Dengel has in the air (AMSA, gravel management, Comprehensive Plan, residential expansion, etc.), he has had to attend numerous evening meetings numbering as many as four in a single week. This comes with making things happen and I appreciate Dave's dedication with minimal complaining. I feel very comfortable when Mr. Dengel represents me on behalf of the City; I always know he will protect the City's interests. I believe Dave has made great strides in restoring credibility to the Community Development Department and by association the City as a whole. Mr. Dengel takes a diligent, no nonsense approach to solving the numerous challenges that fact his department. Dave is honest and straight forward in all his dealings. Mr. Dengel has become an important part of my management team as we try to turn public sentiment around regarding the efficiency and effectiveness of the City Administration and the credible leadership it can provide. I am disappointed at delays in getting the Comprehensive Plan and process on track. I hope to use the process to force the City Council to set clearer goals and policies regarding community development. Dave has worked to keep the consultant for this project on some semblance of a schedule. Dave will become even more effective as he gains knowledge of the community. I believe Mr. Dengel has a bright future in Valdez as he attacks and resolves the issues and projects confronting his department. CITY 4F KENAI It Od Capi� oi 4&d= rr 210 FiDALGOO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 _ FAX 907-283-3014 ({VA"I 'III'I David A. Dengel P.O. Box 2747 Valdez. AK 99686 This letter is to acknowiedee receipt of the resume you submitted for the position of City 'vfanaeer. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a finalist. you may «,ant to request more detaiied information for your review and consideration. It is requested that you provide the following additional information, by January 30. 1997. as a supplement to your resume. Submit a discussion of any incidents or issues of public controversv that a background investigation could reveal. Enclosed is a waiver for your signature authorizing background investigation and reference checks. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. 3. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council - Manager form of government. Include a discussion of what you believe are the Manager's responsibilities to Council, as well as the Council's responsibilities to the Manager. Note: All information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, Kim Howard Administrative Assistant Enclosures y� David A. Dengel P.O. Office Box 2747, Valdez, Alaska 99686 December 3, 1996 Ms. Kim Howard Administrative Assistant City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611 Dear Ms. Howard: ^!'.,��r� I will appreciate it if the Kenai City Council will consider this letter and attached resume as application for the position of City Manager for the City of Kenai. I have extensive Alaskan local government experience. I have served in positions of responsibility with the Cities of Valdez, Cordova, and Yakutat, Alaska and Enumclaw, Washington. These experiences have provided me with the skills necessary to interact effectively with elected officials, the public and employees. I. am presently the Assistant City Manager for the City of Valdez. In this position I am responsible economic development, long and short range planning, building department, management of the city's land and buildings and supervisory oversight to the Public Works Department. I will appreciate the opportunity to discuss my qualifications with the City Council their convenience. Thank you for you consideration. Sincerely, �A-_ David D ngel DAVID A. DENGEL P.O. BOX 2747 VALDEZ, ALASKA 99E86 Hm. (907) 835-5059 Wk. (107) 835-4313 Senior -level public manager witli leadership skills necessary to motivate employees to perform their jobs effectively and efficiently, developed written and oral communication skills, budget preparation experience, understanding of public policy and legislative process at all levels of government. Proven ability to develop consensus with customers of programs to improve quality of services delivered. Proven ability in managing service delivery programs, managerial and supervisory experience. Strong organization skills and project management. PROFESSIONAL EXPERIENCE CITY OF VALDEZ, ALASKA 1990-1996 A full service home -rule municipality located at the terminus of the 800-mile Trans -Alaska Pipeline System. Assistant City Manager Serve on the senior management team for the City with a $25 million budget and 90 employees and manage the Community Development Department. Assist the City Manager with administrative matters such as development of the City Council's strategic plan, budget preparation, personal and customer relations. Represent the city before legislative committees, public groups, industry and other organizations. Provide supervisory oversight to the Public Works Department which includes streets, solid waste, sewer, water, building maintenance, engineering, and capital improvements. Serve as staff to the Planning and Zoning Commission, provide recommendations on land use issues and comprehensive plan development. Serve as staff to various Ad Hoc committee's appointed by the Mayor. Highlights of tenure to date: • Served as Interim City Manager in 1995 prepared annual budget meeting 8% reduction requested by City Council, initiated an employee buy out program and prepared five year fiscal plan; • Successfully addressed concerns of customers of the city's building permit process to reorganize the way permits and services are delivered; • Developed program to collect and dispose of household hazardous wastes and coordinate compliance of environmental regulations by City; • Developed and implemented program to dispose of City owned real estate. Resume of David A. Dengel Page 2 CITY OF ENUMCLAW, WASHINGTON 1988-1990 A full -service city located 40 miles east of Seattle, Washington. Director of Community Development Served as first Director of the Community Development Department. -- • Organized engineering, planning, capital improvements planning, and code enforcement functions. • Assisted community leaders develop growth management policies. Advised community leaders on the King County -Enumclaw Plateau community plan. CITY OF CORDOVA, ALASKA 1984-1988 A home -rule municipality located in Prince William Sound Director of Public Works & Planning • Organized the street and building maintenance section, the water and waste water utility and the community planning functions into single full service public works and planning department; • Managed department with an operating budget of $1.5 million; • Managed capital improvement program with an annual budget of $1.0 million. Projects included construction of solid waste baler, sewer and water extensions, dock construction and building remodels; • Successfully secured grants from State of Alaska and the U.S. Economic Development Administration for a public dock, and a major sanitary sewer rehabilitation project. CITY OF YAKUTAT, ALASKA 1982-1984 A full service home -rule municipality located on the Gulf of Alaska. City Planner Administered the city's land use regulations and the coastal management program. Responsible for current and long range planning. Provided the Planning and Zoning commission with staff support. • Updated the city's comprehensive development plan; • Served as the city's representative on the U. S. Forest Service's Situk River Management Planning Team. EDUCATION M.S. Rural, Town and Regional Planning, 1986, University of Montana B.S. Resource Management, 1976, University of Wisconsin at Stevens Point ASSOCIATIONS American Institute of Certified Planners Certified Building Inspector (ICBO) Board of Directors, Prince William Sound Economic Development Council Alaska Planning Association - Alaska Regional Vice President Member Public Advisory Group to the Exxon Valdez Trustee Council American Planning Association Member - National Eagle Scout Association Member - Rotary International PERSONAL Born in Sparta, Wisconsin, November 4, 1954 Excellent health Married to Leila with two children, Barton and Camrin REFERENCES References will be provided upon request STEPHEN WALPME P.O. BOX 241874 ANCHORAGE, AK 99524 t RECc3VED (907)277-5542 January 27, 1997 CITY ADMIN. OF KENAI Kim Howard Administrative Assistant City of Kenai Kenai, AK 99611-7794 Re: City Manager Position Dear Ms. Howard: Please let this letter serve as my response to your letter of December 17, 1996. Your request for additional information will be answered in the order presented. 1. Enclosed you will find a signed authorization to allow a background investigation. Over the past nineteen years there have been a number of incidents in which I have been involved which could easily be described as controversial. In fact, as a public official and as a private attorney, I can think of very few of my decisions or actions which were not at least subject to some disagreement or second guessing. Each budget that I worked on was challenged by someone and every project that I supported had its detractors. If I supported an initiative by the oil industry, it usually met with the opposition of the environmental community, if it was a decision to aid the commercial fisheries, there was a challenge made by the sport fishing interests; and if I supported the expenditure of funds in one community, it sometimes resulted in the inability to fund a worthy project in another community. I will have to say, that with the benefit of twenty-twenty hindsight, I find myself criticizing some of my earlier positions. However, none of the controversy ever resulted in criminal investigation, recall efforts or impeachment proceedings. 2. There exist literally scores of articles and editorials from every newspaper in Alaska (and a few from the lower 48) which discuss my performance, conduct and other details of my humble existence. I have never made it a point to clip or retain any of these articles, although I believe that my mother-in-law may have saved some. Those that criticized my performance were articles with which I disagreed, and therefore dismissed; those that lauded my performance were usually exaggerated, and I did not consider rereading them to be healthy. 3. As a manager I have always strived to work closely with the professionals and staff who x a charged with the performance of their various duties. I have always believed that t�e respect that a manager does or does not enjoy is that which is earned. In that regard, I have never had an employee resign under adverse circumstances. Even wl.en I have had to terminate an employee for cause it has been done with the mutual understanding that it was in the best interest of all concerned. At the same time, I firmly believe in accountability, whether it be my own or that of others under my supervision. Essentially, the success or failure of job performance rests with the manager. I tend to be a bit of a perfectionist and am accused (most often by my wife) of being a workaholic. Expecting the same from those with whom I work has been an area that I constantly strive to control. On the other hand, much of my professional career has involved the implementation of policy decisions with which I do not always agree. Both as lieutenant governor and as an attorney I have recognized that I am sometimes called upon to advocate the determination of other people who in turn are accountable for their decisions. I view one of my strengths as being able to perform both effectively and cheerfully in this context. I consider myself to be a very social person and am comfortable in exercising the necessary diplomacy to insure that my job performance reflects well upon the elected officials for whom I would work. I do not mire myself in pride of authorship and am a firm believer in the notion that giving credit to someone else will go a long way to achieving success and getting the job done. I have never been fired from a job, but have been twice defeated in elections. In that regard, I guess you could say that I have been laid off while they were still hiring. 4. I view the role of a city manager in a council/manager form of government as being that of a chief executive officer working for an elected board of directors. I am of the belief that the manager must always strive to implement the policy directives of the council even if that means substituting their decisions for those that I might have made given the same information. I personally do not believe that a manager should be given a contract because a bona fide working relationship can only exist as long as the council and the manager are comfortable that the council is making proper decisions and that the manager is carrying them out effectively. The manager and council must work from a position of full disclosure. Clearly defining policy directives insures that the manager understands that which is expected of him; and providing all of the necessary information to the council insures that they have the ability to accurately evaluate the manager's performance. Because the council is made of elected officials, accountable to the public, I believe that individual members of the council have a right to expect that the manager's performance will place them in the highest public regard. While no one expects any individual member of the council to micromanage the operations of th.- city, I believe that the public rightfully demands that the council have a full understanOing of the affairs of the community, and that it is the responsibility of the manager to insure that the members of the council have that information available to them. When council members disagree with management decisions, it is my belief that they are not only exercising their right to do so, but their responsibility as members of the city's governing board. I believe that the manager bears the ultimate responsibility to coordinate the work of the various departments of the city and to report those efforts fairly and accurately to the members of the council. If I can be of any further assistance or provide additional information, please do not hesitate to inquire. Very truly yours, ti Stephen McAlpine CITY OF KENAI n & Capital 4 ri(&j n 210 FIDALGO AVF., S'JITE 200 KENAI, ALASKA'99611-7794 TELEPHONE 907-283-7535 FAX 907-283-3014 b9W w4AWnoaW 'III�1 ,992 CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment. credit history. personal and professional background and activities, including, but not limited to. a search of any criminal records I might have. I agree to release from all liability or responsibility all persons, companies. corporations. or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. By: .�Zf ='4' 0 t (print) STT'P.iEN A. McALPINE DATE: 1 / 21 / 9 7 STATE OF ALASKA ) ) ss. THIRD JUDICIAL DISTRICT ) On this 21 st day of JANUARY , 1997 , before me personally appeared S T EPTirN A. McALPINE , known to me to be the person whose name is subscribed on the foregoing Consent to Release of Information, d acknowledged at he/she executed the same as his/her freewill and deed. i /i No Public in and or ALA KA 00TgRr My Commission Espt es: 3. 2 S• 19 E' op A�Q. CITY OF KENAI it Od eap-ZW 4 4&&4a n 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907.283-7535 FAX 907-283-3014 an 1III'I December 17. 1996 Stephen McAlpine 601 West Fifth Avenue. Suite 400 Anchorage, AK 99501 This letter is to acknowledge receipt of the resume you submitted for the position of City Manager. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a finalist. you may want to request more detailed information for your review and consideration. It is requested that you provide the following additional information, by January 30, 1997, as a supplement to your resume. 1. Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. Enclosed is a waiver for your signature authorizing background investigation and reference checks. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. Discuss vour areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council - Manager form of government. Include a discussion of what you believe are the Manager's responsibilities to Council. as well as the Council's responsibilities to the Manager. Note: All information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, Kim Howard Administrative Assistant Enclosures Law Offices of M 6tephen McAlpine, 601 Vest Fifth Avenue, buite 400 i'elephone (907) 277-5542 Anchorage, Alaska 99501 December 10, i 996 Kim Howard Administrative Assistant City of Kenai 210 Fidalgo Avenue, Suite 200 Kenai, Alaska 99611-7794 Dear Kim: Facsimile (907) 272-5542 RECEIVED DEti CITY ADMIN. OF KENAI Please accept this letter and the attached resume as my application for the position of city manager of the City of Kenai. As a former mayor and city councilman of the City of Valdez, I am familiar with the role of a city manager and am cognizant of the relationship between that individual and elected officials of the city. I view the city manager as an executive officer charged with carrying out the policies of the city as set forth by the city council. In my capacities as a mayor and councilman, as well as that of Lt. Governor, I have extensive experience in budgeting and personnel management. I am familiar with Title Twenty -Nine and worked actively with the Alaska Municipal League during its drafting and later, as Lt. Governor, for it's passage. I believe that I have a good working relationship with the Alaska Legislature as well as with other state and municipal leaders throughout the State of Alaska. I am familiar with the advancements and achievements of the City of Kenai over the past many years and have had the opportunity to work with many of your elected and appointed officials in the past. I would consider it an honor to again work with you in the years to come. Very Truly Yours, c Stephen McAlpine Stephen McAlpine P.O. Box 243874 Anchorage, Alaska 99524 (907) 276-8814 EDUCATION University of Puget Sound Juris Doctorate University of Washington Bachelor of Arts, History/Political Science EMPLOYMENT 1991-Present 1991 1982-1990 1977-1982 CURRENT PRACTICE Law Offices of Stephen McAlpine Jermain, Dunnagan & Owens, P.C. State of Alaska, Lieutenant Governor Ginotti & McAlpine, P.C. The Law Office of Stephen McAlpine is a sole practice involving myself and a paralegal. I have extensive experience in criminal and civil litigation, in both the state and federal courts, although my primary practice is civil in nature. I have represented commercial, government and organizational clients, as weil as individuals. POSITIONS HELD 1995 Alaska Special Olympics Board of Directors 1993-1994 Anchorage Symphony Board of Directors 1992-1995 Enstar Natural Gas Board of Director 1992-1995 Arctic Power Board of Directors Chairman, 1992-1994 1991-1992 Commonwealth North Board of Directors 1987-1990 Westrends Chairman, 1988-1990 1984-1990 Council of State Governments Western Legislative Conference Executive Committee 1986-1990 1982-1990 National Conference of Secretaries of State 1982-1990 National Conference of Lieutenant Governors Chairman, 1988-1989 1982-1990 Lieutenant Governor, State of Alaska 1980-1982 Mayor, City of Valdez, Alaska 1979-1982 Director, Alaska Municipal League 1979-1982 City Council, City of Valdez, Alaska CITATIONS Outstanding Young Alaskan, 1982; Toll Fellow, 1988 MEMBERSHIPS Alaska Native Brotherhood; American Legion; Alaska Bar Association; Anchorage Bar Association; Valdez Bar Association, Past President; National Association of School Attorneys; American Bar Association; Alaska Academy of Trial Lawyers; Association of Trial Lawyers of America MILITARY USAR, Honorable Discharge, 2/71 REFERENCES Governor Jay Hammond General Delivery Lake Clark, Alaska Governor Bill Sheffield Anchorage, AK Governor Steve Cowper 705 W. 6th Avenue Anchorage, AK 99501 Governor Walter J. Hickel 1905 Loussac Drive Anchorage, AK 99517 Mayor Dave Cobb Box 1858 Valdez, AK 99686 Mayor Dennis Egan 3156 Pioneer Juneau, AK 99801 Mayor Jim Hayes Fairbanks, AK Judge Hal Brown Superior Court Judge Kenai, AK Representative Ramona Bames P.O. Box 103382 Anchorage, AK 99510 Note: Additional references available upon request. RECEIVE' Dennis R. Sparks 2308 Jackson Street CITY ADMIN. OF KENAi Hopewell, VA 23860 January 3, 1996 Kim Howard Administrative Assistant CITY OF KENAI 210 Fidalgo Ave., Suite 200 Kenai, Alaska 99611-7794 Re: CM Supplemental Questionnaire Dear M. Howard: Thank you for your interest in my qualifications for the position of City Manager. I am excited about the opportunity and am very interested in becoming your next City Manager. I have visited Alaska three times (Fairbanks, Anchorage, Kodiak, and Dillingham), and am impressed with the independence and stamina of the people. I would enjoy being a part of your community and helping the Council serve the citizens in a professional manner that will benefit all. My response to the City Manager's Supplemental Questionnaire questions that you posed is enclosed. I would appreciate an opportunity for an interview, and look forward to hearing from you. Thank you. Sincerer, Dennis R. Sparks enc. Dennis R. Sparks 0t 1.a 11 'II'1 FIXI1 I 1 : . 1. Submit a discussion c. any incidents or issues of public controversy that a background investigation could reveal. Enclosed is a waiver for your signature authorizing background investigation and reference checks. The signed background investigation waiver is enclosed as you requested. Twelve years ago (1984) after turning down a job as City Manager of Garden City, MI, the council members took turns over a weekend calling me and asking me to come to their city as City Manager. As a private citizen, I reluctantly agreed to visit their city on the condition that if I saw anything I didn't like then I would return home to Bristol, VA. They agreed. Upon arriving, the Mayor and Council members did not keep their promise to pay for my lodging and told me pay it myself. Then, that weekend night, at dinner the Mayor told me the first thing he wanted me to do was to fire the police chief because he gave his son a ticket. I thought that was unethical, and returned home after only 4 hours. I was not paid any salary, and paid for the airfare myself. 2. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. Enclosed is a copy of a full page article recognizing me for my efforts in organizing and establishing Virginia's first interagency Emergency Medical Services Response Team. Reference: Virginia State government's "Personnel Communique". 3. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. Enclosed is a copy of my most current performance evaluation completed by the State of Virginia. My strengths are in the areas of organizational development, personnel, finance, economic development, and public relations. I have streamlined the budgetary systems in two counties; and reorganized the personnel structure in one county that resulted in improved delivery of quality services with no tax increase. I have written personnel manuals, compensation plans, Affirmative Action plans, and evaluation policies. I have been successful in obtaining economic development prospects, and over a six year period worked with nine companies that created and retained over 580 jobs. In one year alone, we authorized the issuance of over $45 million in industrial revenue bonds. I work hard to overcome weaknesses when I discover them. I have learned to delegate work to others, empower them, help them when they need it, and help them to develop their skills. I have attended numerous short courses and seminars on computer applications for governmental functions, and have sharpened my skills in governmental applications. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council -Manager form of government. Include a discussion of what you believe are the manager's responsibilities to Council, as well as the Council's responsibilities to the Manager. I believe the role of the Council is to set direction, pass legislation, and adopt policies and resolutions to guide the city employees in accomplishing the goals and objectives of Council. The City Manager fosters teamwork among the employees to accomplish the direction, goals, and objectives of Council. He is a leader, coach, resource, and friend to the city employees. He should be a person of high integrity, a good listener, and always accessible to the public, the council, and the employees. He keeps the Council informed and remains non -political. He is a good communicator, and shares the same information with all members of Council. Thank you for your consideration. I am anxious to hear from you, and would welcome an opportunity for an interview at your convenience. Sincerely, Dennis R. Sparks CITY OF KENAI It c9d .,1,- 4 ���d�t� It 210 FIDALGO AVE.. SUM' 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 F!.X 907-283-3014 CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, credit history, personal and professional background and activities, including, but not limited to. a search of any criminal records I might have. I agree to release from all liability or responsibility all persons, companies, corporations, or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. By. — (print) Dennis R. Sparks DATE: Dec. 27, 1997 STATE OFyi rgi ni a ) ss. On this 27th day of December , 1996 , before me personally appeared Dennis R. Sparks , known to me to be the person whose name is subscribed on the foregoing Consent to Release of Information, and acknowledged that he/she executed the same as his/her free will and deed. Notary PublKin and for Virginia My CommisYiion Expires: / /- oZV4�) COMMONWEALTH OF VIRGINIA PERFORMANCE PLANNING AND EVALUATION STRICTLY CONFIDENTIAL Employee Name (Last, First, Middle) Social Security Number Position Number Sparks, Dennis R. 230-52-0694 00039 Class Title Agency CodelName Fiscal Officer 701 Virginia Department of Corrections Sub Division EEO Code Performance Evaluation Effective Date Accounts Payable A November 1, 1996 Check here if this is a re-evaluation due to employee receiving an overall performance level of "DOES NOT MEET MINIMUM -EXPECTATIONS." An Equal Opportunity Employer Commonwealth of Virginia PERFORMANCE PLAN Page 2 A. Job Elements Elements describe major functions and/or objectives of the employee's job. All employees must be rated on 2 to 7 job elements. In addtfon, ail supervisory employees must be rated on performance management. ,fob elements should be listed in order of their importance beattl&w with Me most important element PERFORMANCE MANAGEMENT The extent to which the supervisor/manager effectively manages the performance evaluation process. 1. Problem solving and supervjsion 2. Manage Capital Outlay fiscal functions. 3. Liaison duties with financial managers and others 4. Assist the AIP Manager with policy writing. S. Other B. EXPECTATIONS Expectations are statements of the acceptable level of performance for the job elements. They shou!d be as specific as possible. Measures or quality (accuracy, neatness, thoroughness, appropriatenes ). quantity, and timeliness should be included where appropriate, but numerical measures are not requiked. Expectations must be established for each job element. Completes assigned performance evaluations by established deadline date and with proper documentation. Addresses performance issues as they occur within reasonable time frames for resolution. Identifies & resolves problems, making independent decisions, to enable the Capital Outlay unit to meet the 95% annual compliance provisions of the Prompt Pay Act. Supervises a professional staff of an Accountant and Fiscal Technician that: make disbursements for all DOC capital outlay construction projects through VPBA and CARS transactions; reconciliations; verification of bank transactions; inmate payroll functions; and coordination with VPBA for bond funded expenditures. Manages and oversees capital outlay fiscal operations which include: A/P disbursements via CARS and VPBA, ensuring 95% compliance with the Prompt Pay Act, reconciliation of internal records with CARS and monthly bank statements for VPBA projects; maintaining a Control Sheet for Maintenance Reserve Cost Codes Accounts; reviewing restricted payroll records; and ensuring that accurate reimbursement requests are sent to VPBA for the payroll clearing account. Perform liaison duties with financial managers and other DOC staff to facilitate compliance with state laws and regulations, and that the goals and objectives of DOC accounts payable functions are properly performed as they pertain to capital outlay. Liaison duties also extend to working with external parties, such as representatives of DOA, Treasury, APA, VPBA, vendors, and others. Assist the Accounts Payable Manager with writing financial policies and training manuals as necessary. Release batches for payment and perform other duties as necessary (e.g. financial policy writing, training manualstprocedures, etc.) C. PERFORMANCE FACTORS ^o=cnweai h of Virginia PERFORMANCE PLAN Pacre 3 The performance factors listed below desenbe general characteristics of performance which may affect an employee's overall performance, or the performance of a particular Job Element. Performance Factors should be considered In determining the employee's "Expectations" (Section B), "Rating" (Section G), and "Overall Performance Level" (Section J). They also should be referenced In the "Evaluation of Expectations" (Section F) and/or the "Overall Performance Comments" (Section i). Performance Factors Should be discussed with the employee at the becinnino of the performance cycle. INTERPERSONAL RELATIONS - The extent to which the employee establishes effective working reladonships when dealing with supervisors, co-workers, clients, and/or customers. COMMUNICATIONS - The extent to which the employee effectively expresses ideas orally or In wilting as required to perform the job. ATTENDANCE/PUNCTUALITY - The extent to which attendance and/or punctuality support performance at the expected level. SAFETY - The extent to which the employee follows established safety practices or corrects unsafe work practices on the job. PLANNING/ANALYTICAL SKILLS/DECiSION MAKING - The extent to which the employee demonstrates the skills to analyze and solve problems. This refers to the gathering of information, anticipation of problems, Investigation of the validly of information, weighing of consequences, and soundness of decisions. D. DEVELOPMENTAL PLAN AND SUGGESTIONS Address how the employee can enhance performance and include suggestions for training. This section should be completed and discussed with the employee at the beginning of the performance cycle. E. REVIEW OF PERFORMANCE PLAN Sign below to indicate that the expectations for the employee's performance, performance factors, and developmental plan have been reviewed. Employee's Name (Print) Employee';; Signature SSN# Supervisor's Name (Print) Reviewer's Name (Print) Date NOTE: CHANGES TO PERFORMANCE EXPECTATIONS THAT OCCUR DURING THE PERFORMANCE CYCLE SHOULD BE INITIALED BY THE EMPLOYEE, SUPERVISOR, AND REVIEWER. Commonwealth of Virginia PERFORMANCE PIsAN Page 4 F. EVALUATION OF EXPECTATIONS G. PA TING r, descriptive explanation of actual performance )f the Job Element is For each Job Element check the rating which required for each rating of "Does Not Meet Exp9ctation, " "Fair But Needs reflects the employee's actual performance. Improvement.' and 'Exceptional.' 7` a explanation also maY address issues related to the Performance Factors explained in Section C which have affected the individual Job Elements. d /4,4Glvljt/ ��,� 61 _ EXCEPTIONAL _ EXCEEDS EXPECTATION MEETS EXPECTATION FAIR BUT NEEDS IMPROVEMENT DOES NOT MEET EXPECTATION L�A,4 _EXCEPTIONAL EXCEEDS EXPECTATION MEETS EXPECTATION 411�� •*��- FAIR BUT NEEDS IMPROVEMENT l syrc� — — DOES NOT MEET EXPECTATION 2. ` . S cr �ft� 9 ?, 3�`+ 7/,�, EXCEPTIONAL N !� G • J�4o MEETS EXPECTATION FAIR BUT NEEDS IMPROVEMENT 7�,k�` _ DOES NOT MEET EXPECTATION Zf uri 444 �-a = EXCEPTIONAL EXCEEDS EXPECTATION ey %� �ik,.....i-2 ,��sL�' f�Y MEETS EXPECTATION � a�,iv� �u,� y — FAIR BUT NEEDS IMPROVEMENT DOES NOT MEET EXPECTATION 4. ,Q —EXCEPTIONAL EXCEEDS EXPECTATION /! 4MEETS EXPECTATION BUT NEEDS IMPROVEMENT l,Gr FAIR DOES NOT MEET EXPECTATION 5 _ EXCEPTIONAL EXCEEDS EXPECTATION MEETS EXPECTATION _ FAIR BUT NEEDS IMPROVEMENT DOES NOT MEET EXPECTATION 6 _ EXCEPTIONAL _ EXCEEDS EXPECTATION _ MEETS EXPECTATION _ FAIR BUT NEEDS IMPROVEMENT DOES NOT MEET EXPECTATION 7 — EXCEPTIONAL _ EXCEEDS EXPECTATION _ MEETS EXPECTATION _ FAIR BUT NEEDS IMPROVEMENT DOES NOT MEET EXPECTATION Commonwealth of Virginia PERFORMANCE PLAN H. FACTORS BEYOND THE EMPLOYEE'S CONTROL WHICH AFFECTED PERFORMANCE I. OVERALL PERFORMANCE COMMENTS Page 5 Summarize overall performance. include significant improvements or declines in performance. Comments regarding the effect that Performance Factors (Section C) have had on overall performance also should be included in this section. o�.e�`r►"`� �,,!'M �.. .�lt�bc' �?-r.. ��`C Gtsl�tLc/ �Lri.i �J Z ",!!5, U-u.�,� � ,�.. ;zt z J. OVERALL PERFORAZANCE LEVEL Consider the total position description, Evaluation of Expectations, Performance Factors, and Overall Performance Comments. Then select the statement which best describes the. overall performance level. NOTE. IF EMPLOYEE RECEIVES A RATING BELOW "MEETS EXPECTATIONS" FOR ANY JOB ELEMENT, HE OR SHE IS INELIGIBLE TO RECEIVE AN OVERALL PERFORMANCE LEVEL OF "EXCEPTIONAL." Data Entry Kev X EXCEPTIONAL (Performance consistently is exceptional) E ,� EXCEEDS EXPECTATIONS (Performance oven exceeds expectations) M _ MEETS EXPECTATIONS (Performance fully meets expectations) F _ FAIR BUT NEEDS IMPROVEMENT (Performance needs improvement to fully meet expectations of position.) D _ DOES NOT MEET MiNIMUM EXPECTATIONS (Needs immediate im,'rovement. Employee will be re- evaluated in three months. If overall performance does not reach the level of Fair But Needs Improvement' or higher, the employee will be separated from this position.) Supervisors Name (Print) IG Reviewer's Name (Print) 225-9n-sn70 iof/il "/f 58so I/- 4-9e-, SSN# Date L EMPLOYEE'S REVIEW I have reviewed this document, discussed the contents with my supervisor, and acknowledge this with my signature. My signature does not necessarily mean that i agree with my supervisor's assessment or my performance. Dennis R. Soarks 230 52 0694 Employee's Name (Print) Employee's Signature SSN# Date SERVING THE H011ETOWN OF B.C. CZECHOWSKI g c � Q HOPEWELL ] E`UN J PRINCE GEORGE Q CHESTER D FORT LEE J COLONIAL HEIGHTS Second challenger announces for Ward 3 council election BY REBECCA ISOM status quo in our city government. It's time to clean up our act, reduce crime, bring jobs back to Dennis R. Sparks, director of finance and Hopewell and stop buying unseen tour boats that administration for the Virginia ' are never delivered We need to Parole Board, has announced that he will run as an indepen- dent candidate for Hopewell City Council. Sparks, a native of Hopewell and a 1960 graduate of Hopewell High, will run for the Ward 3 seat currently occupied by Anthony J. "Tony" Zcvgolis. Frank B. Principe, a student and actor, previously announced his intention to run for the Ward 3 seat as well. Sparks said, "There are several tough issues facing Hopewell that have to be addressed. Hopewell is listed as the 12th highest Virginia city in violent crime. Neighbor- hood crime is on the increase and spend taxpayers' money wisely, and make Hopewell a good, safe place to live." Sparks holds a bachelor's degree in business and law and a master's degree in business administration from Virginia Commonwealth University. He has over 15 years of state and local public administration experience which includes orga- nizational development, budget- ing and planning, code enforce- ment, economic development and public relations. Sparks has also been an advisor to industrial development author- ities and planning commissions and has served on the board of we must act now to stop the vio- directors of a five -county region - lent crime in our city. By cutting mDennis R. Sparks al A. 1 fat from city gove.;tent and set- ting spending priorities, we can more efficiently use resources to fight came. Businesses don't want to locate in a city with high crime. This results in a loss of jobs, tax revenue and economic development." He added, -%e cannot afford to continue the I me tca servtces council. He is an emergency medical technician writh the Hopewell Emergency Crew, a charter member of Powers Memorial Baptist Church and captain of a volunteer emergency services response team serv- ing two states. SERVING THE HONIFTOWN OF HENRY DANIEI- THE H-OP-EWE-LL N.,EWS ,:) HOPEWELL ] E N 0 N :] PRINCE GEORGE Q CHESTER Q FORT LEE 0 COLONIAL HEIGHTS Mood bright at polls • -t P4000"o News T-e -" MW 1 :aM w z Andr<- to. rrvLtok Jnlr li li.irrotr.s ;�•w DiAk� Commentary w� �r \�.• .: Z.: s\."a+l- i;x+`}5i&:•PY �,�' f•M�`GE'n. .1•. L�.�;'. ��•, Sparks Dear Editor. With over 40 years experience in the criminal justice and law enforcement field, I am pleased to give an endorsement without hesi- tation, and my wholehearted rec- ommendation of Dennis R. Sparks for the office of City Council. My career has afforded me expe- rience upon which to base my opinion, with over 20 years with the Norfolk Police Department and having served as executive director of the state Crime Commission from 1973 to 1982, and vice chair- man of the Virginia Parole Board from 1982 until April 1994. Dennis Sparks, whom I've known for the past several years, has a fine reputation and innova- tive ideas in law enforcement and criminal justice, as well as excel- lent proven administrative and managerial abilities and budgetary skills. He works well .%ith people, and always keeps the citizens' needs as first priority. Dennis is approachable, and will listen and respond to your ques- tions. he has the ability to identify problems and formulate solid solu- innovative, honest ness administration degree and has a pleasant personality. He has taught at VCU as an adjunct pro- fessor of marketing; and has over 10 years.in public administration, both as a county administrator and as a management consultant to state and local governments. He is a member of the International City Management Association (ICMA); and is recognized in ICMA's "Who's Who in Local Government Management-" I know :vir. Sparks to be a very civic -minded person. He serves on the Hopewell Emergency Crew and has held such positions of distinc- tion as advisor to two planning commissions and industrial devel- opment authorities; and Boy Scout counselor. Dennis Sparks is a good, honest, family man- You can rely on Den- nis to always tell you the truth, even when it's not exactly what you may plant to hear. He will work to do what's tight for all citi- zens, and has nothing to gain per- sonally. Lewis W. Hurst, vice chairman, �* I Commentary Lam•: Retiree view Dear Editor, I'm not very good at writing a letter like this, but I want every- one to know I talked with Mr. Sparks and I'm voting for him. He will listen to all of us. He cares about retired people with lit- tle income. Please rote for Dennis Sparks Tuesday the Third. Rose S. Luck Sparks best choice Dear Editor, Well, it seems like there are a number of candidates in Ward 3 wanting to represent is on council this year. I have been visited by a couple of the candidates and have read the material on the others. I've made my decision and will vote for the one who w111 best rep- resent all of us and that man is Dennis Sparks. He cares about us and will listen to us. Think about and vote for Dennis this Tuesday. Jean R Joyner A voice for Ward 3 Dear Editor, I have known Dennis Sparks since we were in high school together. With his years of experience in !aw and business administration, Hopewell and City Council will - benefit in the areas where we have been greatly lacking in the past. T 'ice people in Ward 3 will at last have a voice in our city govern - anent, Dennis will listen to his constituents. Patsy G rise Candidate Who understands Dear Editor: Dennis Sparks cares for the citizens of Hopewell and understands their concerns. He will be a councilman of the people; always willing to listen, evaluate, and enact on any ideas presented to him for the benerment of our city. Lou Merica CITY OF KENAI &I eaniW 4 4142,►, 210 FIDALGO AVE., LUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907-283-7535 FAX 907-283.3014 VVIftri *$AMON 'II1'i 1": December 17, 1996 Dermis R. Sparks 2308 Jackson Street Hopewell, VA 23860 This letter is to acknowledge :eceipt of the resume you submitted for the position of City Manager. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a i1nalist. you may want to request more detailed information for your review and consideration. It is mquested that you provide the following additional information, by January 30, 1997, as a supplement to your resume. 1. Submit a discussion of any incidents or issues of public controversy that a background i®asest.gation could reveai. Enclosed is a waiver for your signature authorizing background investigation and reference checks. 2. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. 3. Discuss your areas of strengths and weakness as a manager. Copies of performance eraivations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council- Ntanager form of government. Include a discussion of what you believe are the Manager's responsibilities to Council, as well as the Council's responsibilities to the Manager. Note: A.11 information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, Kim Howard Administrative Assistant Enclosures Dennis R. SparksE�E i�Erj 2308 Jackson Street Hopewell. Virginia 23860 November 4, 1996 CI T `{ ,aO?Altj, - 7 Mr. Kim Howard Administrative Assistant CITY OF KENAI 210 Fidalgo Avenue, #200 Kenai. AK 99611-7794 Re: City Manager's position Dear Mr. Howard: Your consideration of my qualifications for the position of City Manager. which was advertised in the October 28th issue of the ICMA Newsletter, would be most appreciated. My qualifications include an MBA degree and over 15 years of public administration experience. I have experience in municipal management, as a County Administrator; and experience in state agency management. My experience as a County Administrator includes counties with populations ranging from 18,000 to 72,000, including a city of 25,000, in an SMSA area of 250,000. I have supervised up to 12 department heads with 270 employees, prepared state and county budgets up to $30 million, and managed all normal local government functions including administration, public & community relations, economic development, budgeting, financial management, accounting, planning and zoning, code enforcement. landfill. purchasing, personnel. building inspections, parks & recreation. airport. legal services, and other normal municipal services. I am currently Fiscal Officer for a state agency, and would like to return to the challenge of local government administration. My resume and references are enclosed for your consideration. I would appreciate an opportunity for an interview, and look forward to your response. Sincerely, Dennis R. Sparks enc. Dennis R. Sparks 2308 Jackson Street Hopewell, Virginia 23860 (804)458-7393 MBA - Administration & Finance, Virginia Commonwealth LWv., 1976 BS - Business & Law, Virginia Commonwealth Univ., 1974 25 years senior management, 15 years public administration. Organizational development, budgeting, planning, code enforcement. Economic development, finance, personnel, public relations. Director of Finance & Administration - state agency County Administrator - pop. 18,000 to 72,000 Full Member - ICMA Fiscal Officer - State of Virginia, Richmond, VA. 1992 - Present. Fiscal Officer. Department of Corrections. Supervised accounts payable for the construction of 27 new prisons. Analyze statewide prison overtime pay system. Transferred. by legislative action. to the Department of Corrections on July 1, 1995. (CFO) Director - Division of Finance & Administration for the Virginia Parole Board (2/92-7/95). Advised and assisted the Chairman in areas of responsibiliry that include budgeting, accounting, human resources, purchasing, and administrative support functions. Served as the agency's Fiscal and Personnel Officer. Prepared and administered the agency's S2.5 million annual budget using IBM compatible personal computers and on-line mainframe connections to the state system using Microsoft Word, Microsoft Excel. Created and organized. and become Captain of, the state's first interagency Emergency Medical Services Response Team. Supervised accounting, personnel, purchasing, and administrative employees. Seeking career advancement. Mamigement Consulter - Sparks Media, Inc., Bowling Green, VA. 1984 - 1992. (CEO) President & Management Consultant. Provide management consulting services to the public and private sectors. Assisted clients in training employees, complying with government regulations, and building successful organizations. My experience i::ludes public relations, aviation, economic development, streamlining governmental budgets, accoun ;ng and purchasing systems, obtaining federal and state grants, writing policies and procedures, building -.eamwork and organizational development for efficiency and effectiveness. Functional highlights are: Government - Obtained four economic development prospects for Caroline County, VA, as County Administrator during three months in 1985. During 1986. on a six-month consulting project, I obtained federal FEMA funds for the Town of Marlinton. VW'V, to assist in the recovery from a disastrous flood. Developed municipal personnel, procurement, aviation, and business policies. Assisted several school systems with employee training. Training - Wrote and published employee training materials, and a .i OSHA safety training film, with national distribution including federal agencies. Dennis R. Sparks Page Two County Administrator - Washington County, VA. 1981 - 1984. (CAO) Position similar to Cin, Manager or County Ma Lager. Managed this county, as the Chief Appointed Official, for the Board of Supervisors. Popuation 72,000, including a city of 25,000, in an SMA area of 250,000 people, with a growth ra:z� of 27%. Supervised 12 dept. heads with 270 employees. Implemented Board policies, decisions, and ordinances Prepared the annual county budget in excess of $30 million. Very successful in economic development, with over $45 million in revenue bonds issued in a single year. Streamlined the accounting & budgetary systems; established the county's first Central Accounting, Central Purchasing, and Legal Services departments. Wrote & implemented the county's first pay & classification system and performance evaluation system. Full range of local government services, including: accounting; purchasing; legal services; building inspection; planning & zoning; emergency services; parks & recreation; animal control; cannery; personnel; code enforcement; airport; library; water & sewer, economic development: social services, etc. Although not a campaign issue, I was terminated by a one vote margin of a newly elected Board right after elections, with no reason ever given. I was the 14th County Administrator in 17 years for this county. Coun • Administrator - Page County, VA. 1978 - 1980. (CAO) Served as the first County Administrator for this scenic Shenandoah Valley county in the Blue Ridge mountains of Virginia. Population 20,000. Implemented Board policies and prepared the Board's meeting agendas. Supervised six department heads with 100 employees. Organized county administrative operations. Prepared the county's annual budget and managed capital improvements. Served as Personnel Officer. Wrote the first personnel policy. Officially represented the governing body in public and media relations and to the communiry, state legislative committees, and other governmental and corporate officials. Successful in economic development and water and sewer projects for residential and industrial communities. Addressed the Rotary, Ruritan, Kiwanis. Lions. Professional Women's Business, and 4-H Clubs: the Chamber of Commerce: High School government classes. Resigned for career advancement. Advisor - Industrial Development Authority - Page & Washington Counties Advisor - Planning Commission - Page & Washington Counties Director - Lord Fairfax Emergency Medical Services Council - Board of Directors Director - Emergency Services - Page County, VA Airport Commissioner - Virginia Highlands Airport Commission. Emergency Medical Technician (EMT) - National Registry of FMTs & Virginia. Captain - VA Parole Board/Dept. of Corrections - EMS Respons Team. CPR Instructor - Volunteer. American Red Cross and American '4eart Association. Airport Manager & Chief Pilot - Virginia Aviation, Inc., Hopewell, VA. 1968 - 1978. (CEO) Organized and managed this airport and Fixed Base Operation in compliance with FAA & VA regulations. Provided a full range of aviation services, including major and minor maintenance. charter service, flight and ground school aviation training which was V.A. and FAA approved. Developed flight & ground school curricula. Negotiated contracts for services, lease -back agreements, Army ROTC, and special education programs. Chief Pilot and Chief Flight Instructor - FAR Parts 135 & 141 - taught aviation Private, Commercial. instrument. and Seaplane Pilot ratings. Tenant and vendor relations: facilities management; business development. ATP, CFII, ASMELS. THE CITY OF POTTSVILLE, PENNSYLVANIA 401 NORTH CE.\TRE STREET, P.O. BOX 50, POTTSVILLE, PA 17901 OFFICE OF THE CITY ADMINISTRATOR DONALD W. WH1T)!AN City Administrator September 25, 1996 To Mom 1 t !flay Concern: Telephone 717-6284417 FAX 717-628-4222 1 am writing this letter of recoamendation for the benefit of future prospective employers of Mr. Dennis R. Sparks. I have known Dennis for some time and think very highly of his skills and expertise as an administrator in the public sector. He is a proactive, hands on manager uho excels at team building and providing the professional leadership that any local or county government could most certainly benefit from. Dennis also has a strong background in public sector budget and finance issues, htsnan resources management, purchasing, economic development and airport management. His extensive background in public sector management would be an asset to any governmental entity considering his employment. 1 uould welcome the opportunity to expand further on this recommendation and prospective employers of Mr. Dennis R. Sparks are encouraged to contact me. Sincerely, V" Donald W. Whitman City Administrator D%W: ec Bobby W. Sproies 33 Benhams Road Bristol, Virginia 24202 September 2. 1996 TO WHOM IT MAY CONCERN: I would like to recommend Mr. Dennis R. Sparks to you as a highly competent and professional Administrator that is respected by elected officials. employees, and the community. As an elected County Supervisor, I first met her. Sparks in 1981, when we hired him as County Administrator of Washington County, VA. Having served eight years on the Board of Supen-isors, as a very conservative elected official, I learned to place the utmost of trust and confidence in Mr. Sparks' integrity and ability to accomplish any task in a professional. unbiased. and timely manner. Mr. Sparks is a self -motivated gentleman. that is highly competent. effective, efficient, friendly, honest, reliable, and non -partisan. He did more towards the progress of Washington County than the previous six County Administrators combined. Mr. Sparks has excellent organizational and public relations skills, and has expertise in marketing, finance, budgeting, personnel, code enforcement, and overall management. I am constantly amazed at his ability to quickly grasp the merits of a problem, get to the key factors, and to successfully recommend or implement a solution to the problem. He was a tremendous asset to the Board, business leaders, and the citizens of Washington County. Mr. Sparks earned the respect of the elected and appointed county officials, courts. state officials including the Governor, and top level business executives and leaders in the community. I would highly recommend Mr. Sparks to you as a top-level. mature, professional manager with the ability to effectively accomplish goals while creating good will and promoting a positive image for his employer. If you desire further information, I may be reached at my store during the day at (540) 669-2500, or at home at night (540) 669-2392. Respectfully, Bobby W. Sproles COMMONWEALTH of VIRGINIA Department of Corrections P. O. BOX 2 RICHMOND. VIRGINIA 23263261 RON ANGELONE (8(34) 674-3000 DIRECTOR August 27, 1996 To Whom It May Concern: I am pleased to recommend tir. Dennis R. Sparks to you for any executive level management position. Having first met Dennis in 1992, I became impressed with his qualifications. The state legislature transferred Mr. Sparks, and other staff of the Virginia Parole Board, to the Department of Corrections in July 1995. He is a gentleman of high integrity and a competent and respected manager. Mr. Sparks has excellent executive level managerial experience including organizational development, public relations, finance, budgeting, personnel, policy development. and intergovernmental relations. He is a leader and team player, responsive to the citizens' needs, an innovator, skilled at interpersonal relations, and always gets the job done efficiently while making others feel good about it. He is truly a professional public administrator of which any organization can be proud. If you have any questions, please feel free to call me at (804) 674-3372. Yours truly, j i 'am Hill Budget Development Manager COM1 "LONIWEALTH of VIRQINIA Department of Corrections P. o. sox 23� RICHMOND. VIRGINIA 23261 RON ANGELONE (804) 674-3000 DIRECTOR September 4, 1996 To Whom It May Concern: I desire to offer this letter of recommendation regarding Mr. Dennis R. Sparks. It is my belief that Mr. Sparks is a highly professional, competent and respected individual in every aspect of administration and management. It has been my privilege to work closely with Mr. Sparks on a number of occasions. He is a team player who consistently carries out his duties in a manner that exhibits high integrity and competency. Mr. Sparks is a self starter who takes and gives direction well. His elevated level of professionalism and expertise in many different aspects of the business world has earned him a high degree of respect by all individuals in our agency. I can strongly recommend Mr. Sparks to any executive level position requiring an elevated degree of responsibility and professionalism. If you should require additional information regarding this gentleman, do not hesitate to contact me at (804) 674-3344. Sincerely, ; L C. -Sq� Kim C. Scifres Accountant CO10�[?\TiAL�' of VIGINIA Virginia Parole Board 6900 Atmore Drive Ricbmon4 Vfrginia 23225 V/7DD (804) 674-3081 FAX (804) 674-3284 September 24, 1996 To Whom It May Concern: This letter of recommendation is presented in behalf of Dennis R. Sparks. Mr. Sparks and I have been management colleagues with the Virginia Parole Board since February 17, 1992. In our respective capacities we network/interface daily. Mr. Sparks consistently discharges the varied responsibilities of the position of Director of the Division of Administration and Finance with notable managerial skill and ability. He is not only knowledgeable and adept as an executive level administrator but possesses impressive business acumen. While totally professional in his demeanor and deportment, he is friendly and compassionate in interpersonal relations. I strongly recommend :Vir. Sparks for any executive level managerial/administrative position. Very truly yours, ' John W. Wade, Jr. Manager, Parole Proc Unit JWWJr/tjs James P. Litton 15060 Litton Road Abingdon. Virginia 24210 September 5, 1996 TO WHOM IT MAY CONCERN: This is to introduce and recommend Mr. Dennis R. Sparks to you as a highly qualified and professional Manager. I have known Mr. Sparks since 1981, and do not hesitate to recommend him for any position requiring professionalism and a high level of responsibility. Mr. Sparks was the County Administrator from 1981 to 1984, and I was the Chairman of the Washington County Board of Supervisors in Virginia. Mr. Sparks is recognized and respected by elected officials, the business community, and taxpayers, as a competent, congenial, and professional manager. He has unquestionably demonstrated his professional and natural ability to organize and implement the most complex tasks, and to present his recommendations and alternatives in an effective manner, while getting right to the heart of the matter. The Board of Supervisors and I found %1r. Sparks to be a real pleasure to work with. We found that we could rest easy in placing absolute reliance in his discretion and ability to not only accomplish the goals of the Board. but to improve internal operations and to plan for the future. His integrity and honesty are beyond reproach. Mr. Sparks has been the cornerstone and stabilizing factor that we could all count on in times of political, legal, and business uncertainty. He seems to always have the demonstrated ability to diplomatically cross all political, intergovernmental, business, and news media lines and calm down what, at times, seemed to be hopeless situations. He has that rare blend of business and diplomatic competency, logic, and common sense that makes him truly a professional. He takes direction well from the Board, implements Board policy in an effective and timely manner, and is outstanding with organizational and personnel matters. Mr. Sparks did an excellent job of helping the Board reorganize and streamline the county government and in developing more effective and efficient ways of doing business. I truly believe that Mr. Sparks is the best County Administrator that Washington County has ever had, and we've had a lot of them! He lost his job simply by one vote right after county elections, which was political on the part of the newly elected County Supervisors - and was not due to Mr. Sparks' performance. In fact, no reason was ever given. Mr. Sparks would unquestionably be an asset to any employer seeking a top-level manager, and is fortunate enough to recruit him. If you desire any additional information please don't hesitate to call me at home. I can be reached at home after 8:00 p.m., Eastern Time, at (540) 628-3246. Sincerely, J s P. Lt on TOWN OF ESTES PARK January 17, 1997 Kim Howard, Administrative Assistant 210 Fidalgo Avenue, Suite 200 Kenai, Alaska 99611-7794 RECEIVED CITY ADMIN. OF KENAI Dear Ms. Howard: I appreciate the oportunity to submit the enclosed additional information for the City Manager position you requested in your letter of December 18, 1996. Please contact me if you need further information. Sincerely, n ich Widmer Assistant Town Administrator Enclosures SUPPLEMENTAL INFORMATION for Rich Widmer Requested by the CITY OF KENA.I 1. Incidents or issues of public controversy. Where are no incidents or issues of public controversy that a background investigation could reveal. Enclosed is the signed waiver authorizing background investigation and reference checks. 2. Newspaper articles or editorials. See enclosed articles. 3. Strenzt hs and weakness as a manager. My education and experience as a civil engineer with a Master's degiee in Public Administration trained me to analyze problems from a data -based standpoint, yet understand the human factor as well. I have a strong project management background, with excellent communication skills, based upon years of public works experience but also with strong management and human resource skills honed as a department head and assistant town administrator. I have had continuous exposure to. and understand, the pressures of managing a community experiencing higher than average growth rates. My strong utility management experience prepared me to understand and appreciate the importance of proper planning and management of utility finances and facilities in the face of growth. This experience included preparation, adoption, and updating a Master Plan, Financial Plan, and Augmentation Plan for the water utility. I have extensive experience with joint intergovernmental projects involving federal agencies, including the National Park Service, Bureau of Reclamation, and Western Area Power Administration as well as state and local agencies. This experience has included direct negotiations involving construction on federal property, as well as environmental studies. Some would say that my biggest weakness would be that I have not served as a city manager. I would prefer to view this as a strength from the standpoint that I have functioned as a successful department head and assistant, and have direct supervisory experience at a level most managers do not have. This experience has given me an understanding of how the organizational dynamics of a city work at all levels, including the individual worker. I would use this background to ensure good communication between all employees. I think my biggest weakness, if that is what it is, is to trust people just a little too much. I delegate very effectively; however, I have been burned in the past by trusting people to carry out their delegated tasks without enough follow-up to make sure the task was completed on time. That mistake will not be repeated. Most importantly, I bring enthusiasm, and a commitment to organizational excellence that will produce tangible results for all to share. I have enclosed copies of my last two performance evaluations as well as a letter of nomination for Employee of the Year in 1995. 1 4. -City Manager/Council roles. The Council -Manager form of government is, in my opinion, the most effective way to govern a city, especially if both parties understand and appreciate the other's roles and responsibilities. In theory, the roles of City Manager and City Council are clear cut and easy to define: The Council establishes policy, the Manager carries it out. I believe this theory is generally correct. however, in practice, it is not always simple or easy to establish the boundaries between policy and administration. There are times when the lines between each become somewhat blurred. For example, as a manager prepares options for the City Council to consider as new policies, he is in a position to influence future decisions by the content and wording of the options themselves. As he administers programs using existing policies, he may interpret past policies in such a way as to actually change them in some ways. It is the manager's role to be apolitical, yet politically sensitive, and to advise, assist, and work closely with the council in developing policy alternatives. If appropriate, the manager should recommend courses of action. I believe a manager must also be a leader, utilizing vision, passion, consistency, facilitation, and coaching to create commitment. I also believe a manager must be personally accessible and reasonably available to staff, city council, and citizens. He must get out of the office as much as possible to practice "management by walking around" and to keep his finger on the pulse of the community. During my six years serving on the Board of Directors and as Chairman of the Board of the Platte River Power Authority, a joint action power agency owned by the cities of Fort Collins, Loveland, Longmont, and Estes Park, I have functioned as a policymaker. This experience has given me a clear understanding and respect for the difference between policy and administration. The manager is responsible to the council for achieving its goals. It is therefore extremely important for the manager to keep the council informed and updated on all issues. This must be done for all Council members, not just selected ones, and should include regular communication including written updates on a regular basis. Some type of goal -setting process should take place on a regular basis, so the manager understands the council's vision and priorities and can direct the staff appropriately. The manager should ensure that to the best of his ability, the council is not surprised in any public meetings with new issues. The council's responsibilities to the manager include allowing him the freedom to manage the organization effectively. Since the manager's performance is usually judged in large part by how well the organization achieves the goals set by council, the council should not hamstring the manager by attempting to micromanage decisions. Council members should also provide continuous feedback to the manager on how he and the staff are doing in carrying out council's priorities and should not surprise the manager in public with questions and inquiries the manager has not had time to research. The strength of a Council -Manager system lies in each party understanding and respecting the other's role. If that occurs, the system functions both efficiently and effectively, to the overall benefit of the local citizens. 2 CITY OF KENAI 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-T794 TELEPHONE 907.283-7535 FAX 907-283-3014 b:019 r+.ecn IIII�� CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, credit history, personal and professional background and activities, including, but not limited to. a search of any criminal records I might have. I agree to reiease from all liability or responsibility all persons. companies. corporations, or governmental entities providing such information. I have read and understand the above Consent to Release of Information and voluntarily consent to all its provisions and contents. DATE: I STATE OF 1(1lQfAdo ) ss. On this ��day of , 1991, before me personally appeared 1e � GL�rclr»er" . known to me to be the person whose name is subscribed on the foregoing Consent to Release of Information, andackpp*ledged that he/she executed the same as his/her free will and deed. My/Commis Io xpires: yo, 0 ax hike Iding George K Baum and Co. district currently is being by him, Jackson and the iistrict's attorney, but he ended that the board ap- e resolution. at b' intIcIpated be so learned the iii. attorney was re- NOOL BOARD: Paps 12 Voters. say no to low-cost housing 47-vote margin dooms 57-unit complex By TIM ASBURY Estes Park voters shut the door on a $5.7 million low-income apartment complex Tuesday by refusing to endorse the project in a special election. A 47-vote margin decided against town board participation in the Lone Tree project, which had been promoted by town offi- cials as a bargain opportunity with only a 13 percent payout to offset subsidies and grants cover- ing the remaining 97 percent. Daring Tuesday's balloting, 394 voted against town participa- tion in the project while 347 sup- ported the concept. The 741 votes cast represented a 22 percent turnout of the town's 3,401 eligible voters. Developer Tom Brown, who forced the initiative and spear- headed opposition against the project, said Wednesday he was satisfied with the results, but slightly disappointed at the small turnout Brown argued persuasively that government intrusion into the housing market poses an un- wanted obstacle that conflicts the proper role of private developers. Nonetheless, he said he is hopeful that town officials don't interpret the vote by walking away from the issue of low- income housing. Tuesday results Yes 347 47% No 394 53% Total votes Absentee ballots Votes cast Tuesday 741 152 349 Voter turnout....................22% of 3,401 eligible voters Brown said he would like to see the town board, planning staff and Estes Park Planning Commission redirect their ener- gies to address density incentives ^ that would'encourage developers to provide more affordable hous- .ing. Look for Incentives Although he noted the size of the election defeat was hardly a 'mandate," Brown suggested that voters were looking at cost effi- ciencies that weren't met by the high price tag. He said a more workable solu- tion is likely to come from working toward 20-year rent controls, based on tap fee and A defected quartet was the first to hear election results Tuesday following ballot- Ing on town Involvement In the Lone Tree low-income apartment complex- Town Clark Vickie O'Connor reads the resutts to, from permit allowances. Brown also said he doesn't see rejection of Lone Tree as a repu- diation of the need for low-income housing. "We can make this a commu- nity for nothing but the wealthy if we want to, but I really question that," he said. "I think this community wants to be a well-rounded community and a place for our service peo- ple,' he added. "I think it can happen, buttes going to take some effort." 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O A R spy r�.• eR► O •°, a a' q OQ .g y.- „d,' e►,�'1 ,m 0 C6 tO fiiM m G�.G fo b'a.'Oa C1r R r. �R►, O O R R 0 00 C6moo cm IQ &S7 a G. m O w Q- .7 to a go s r.IQ r. g. m fa C/I osos� em �. a.a J 0 i CO) YEAR EMPLOYEE F—��— SUPERVISOR TOWN OF ESTES PARK EMPLOYEE DEVELOPMENT PLAN Vision By the Year 2005, the Town of Estes Park will be the premier mountain resort community in the United States, This vision includes: • Being a caring organization sensitive to the needs of our customers, citizens and employees. • Having an employee team that takes pride in being recognized as a model of innovation and performance. • Providing services which are responsive and reliable at a low cost. Mission The mission of the Town of Estes Park is to plan and provide reliable, low cost, high -value services for our customers, citizens and employees. We take pride enhancing the quality of life in our community by being good stewards of public resources and our natural setting. List specific performance goals that support your department's role in accomplishing the Town's vision and mission. 1. Goal: Plan for accomplishment: M o,,.. 4, . 5 t _ � . 4 Ad 2. Goal: �.�y i s-c (_vo �►-� 5 �6�-��- a �s s Plan for accomplishment: Pl 3. Goal: -� • i Cam.,-- o.--- T1�c�.k ; ,,.. Plan for accomplishment: /,eri4 t 0. ", w; -�L._. ,e.,.r,,, t^..s � •� n-.` �? S �—�-�►,-.--�— —f'-ec..�--5 c.._o� �..��..; , +ems MLJ- U 4-1— Employee initial Supervi or i itial Department Director initial 2& `ice t Z � D to 6ate Date The employee initial does not necessarily mean the employee agrees with all contents of the Development Plan. It indicates the employee has had an oDoortunity to review and discuss the Plnn YEAR EMPLOYEESUPERVISOR SIX SIX MONTH PROGRESS REVIEW s z Lffe, (Date) 2. �x N 3. 1. 2. 3. 3. Empl ee ' itial s�0 Date 5 z& Supervisor initial lam• 4::-- Date OPTIONAL PROGRESS REVIEW Employee initial Date Supervisor initial Date ANNUAL REVIEW Department Director initial Date (Date) Department Director initial (Date) uate C/mot I�mci(r�I��GCYir� �•,,� ""`"�J/ PERFORMANCE REVIEW) Employeei Supervisor I IEmploveei Supervisor 1. JOB KNOWLEDGE / Little instruction on daily work needed Some instruction on daily work needed ❑ ❑ Frequent instruction on daily work needed ❑ I ❑ Comments:Q 2• WORK ETHIC Work frequently completed before required Work completed meets expectations Work frequently not completed wiyen required Comments: o/G29 ❑ ❑ 0/ ❑ ❑ 3. SAFETY/RISK MANAGEMENT Meets job safety requirements Does not meet job safety requirements Comments: to ❑ ❑ 4. DECISION MAKING Exceptionally effective in difficult problem solving Analyzes data with reasonable accuracy Frequently makes poor decisions Comments: ❑ ❑ ❑ ❑ 5. ATTENDANCE/PUNCTUALITY Prompt, dependable Punctuality or attendance needs improvement Comments: ❑ ❑ b. WORK QUALITY Work quality exceeds standards for this job Work quality meets standards for this job Work quality below standards for this job Comments: 7. CUSTOMER RELATIONS & SERVICE Frequently provides superior service ❑ I Makes reasonable effort to meet customer needs ,,/ tad ❑ Frequently provides below staddad service i ❑ ❑ Comments: Z 8. TEAMWORK/COOPERATION Teamwork/cooperation is: exceptional meets standards ❑ ❑ below standards ❑ ❑ Comments: V E"� 4 9. PRIORITY MANAGEMENT Responds to change effectively and appropriately Unable to deal with changing priorities or workloads ❑ ❑ Comments:C� 10. PLANNING AND ORGANIZING Planning and organizing is: exceptional / tug/ generally effective ❑ ❑ generally ineffective Comments: ❑ ❑ 11. BUDGETARY/FISCAL RESPONSIBILITY Exceptional fiscal management Generally meets fiscal guidelines ❑ ❑ Seldom meets fiscal guidelines ❑ ❑ Comments: elp 12. MOTIVATION/INITIATIVE Actively looks for ways to improve job performance L_l ❑ Acts on own initiative to meet work requirements ❑ E Does not demonstrate initiative ❑ ❑ Comments: GCI,�. l l'Q� `iz� _ •.-I lC.tu7 �� Rn '��•-- 5 r c. � ,..� T THIS SECTION TO BE COMPLETED ONLY FOR THOSE EMPLOYEES WHO PERFORM IN A SUPERVISORY CAPACITY Employeei Supervisor 13. SUPERVISORY EFFECTIVENESS Employees exhibit extraordinary goal commitment & productivity ❑ ❑ Employees are aware of and working toward established goals ❑ ❑ Employees frequently fail to a mpiish work group goals ❑ ❑ Comments: 14. STAFF DEVELOPMENT & TRAINING Employee training and coaching is: exceptional ❑ ❑ meets standards ❑ ❑ below standards ❑ ❑ Comments: Employee Comments: IJ Supervisor Signatur Employee Signature Department Director Signature Date / z // L. &(,. Date zz/ !� Date The employee signature does not necessarily mean the employee agrees with all contents of the Performance Review. It indicates the employee has had an opportunity to examine and discuss the Review. TOWN OF ESTES PARK Gary F. Klaphake Town Administrator • = -,�,,;-;.;`�`���.;��t ;� � �,1 =�. DEC 1 2 1995 ADMIN. DLEP, o4: MEMORANDUM October 26, 1995 TO: Honorable Mayor Dan/noels FROM: Gary Klaphake r0`1� Town Administraa or RE: EMPLOYEE OF THE YEAR NOMINATIONS Estes Park, Colorado 80517 I am pleased to nominate Rich Widmer as Employee of the Year for 1995. Mr. Widmer`s list of accomplishments in 1995 include, but are not limited to: 1. Leadership in Quality Improvement (QI). 2. Annexation policy and annexation of High Drive the area. 3. Talmey Drake Community Survey. 4. Establishment of the Estes Park Housing Authority. 5. Platte River Board of Directors. Mr. Widmer is a productive, team -oriented .employee. He is easy to work with and respected by his peers. 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N�� 1 J n Y O s I L o y c o 1 1'n • w i - n• 0• n 1S 2 S o e L I w = L •I L •� C ..� « C a 0 1 ¢ Y C • • 0 0 L we n e n O N CITY OF KENAI „ & eCipi 4,41424, I= 01 210 FIDALGO AVE., SUITE 200 KENAI, ALASKA 99611-7794 TELEPHONE 907.283-7535 FAX 907-283-3014 a. IIIII� December 18. 1996 Rich Widmer 913 Village Green Lane Estes Park, CO 80517 This letter is to acknowledge receipt of the resume you submitted for the position of City Manager. Find enclosed a fact sheet on the City of Kenai and the role of the City Manager. Should you be selected as a finalist. you may want to request more detailed information for your review and consideration. It is requested that you provide the following additional information, by January :0. 1997, as a supplement to your resume. Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. Enclosed is a waiver for your signature authorizing background investigation and reference checks. 2. Submit copies of newspaper articles or editorials from recent years in which your performance or conduct are referenced. 3. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. 4. Discuss your philosophy of the roles of a City Manager and a Council in the Council - Manager form of government. Include a discussion of what you believe are the Manager's responsibilities to Councii. as well as the Council's responsibilities to the Manager. Note: All information submitted in response to the above requests is considered public information and subject to disclosure. Sincerely, Kim Howard Administrative Assistant Enclosures TOWN OF ES T ES PARK i 'Re 4 Q%;-^✓ ._ /_. - 37\ P� `,may.. My: • 61 ���'�, CITY ,AD;M i t•1. vF {E'tiAI November 15, 1996 Kim Howard, Administrative Assistant 210 Fidalgo Avenue, Suite 200 Kenai, Alaska 99611-7794 Dear Ms. Howard: I am pleased to submit my application and resume for the Kenai City Manager position. I have worked successfully in a premier full -service resort community in Colorado for the last eighteen years, and understand the unique qualifications such a job requires. I think my qualifications match your City Manager position description. My management experience in a tourism -based full -service community surrounded by Federal lands that has been seeking to balance the demands of growth while maintaining a high quality of life for its residents has prepared me to appreciate the challenges facing Kenai. I have a broad municipal background complimented by my engineering and public administration experience and education which I believe would be a good match for the City of Kenai. I would appreciate the opportunity to explain my qualifications in detail. Sincerely, Rich Widmer Assistant Town Administrator (4:In * 1111WA2117u 101:7 f City Manager, Kenai, Alaska Personal Data Date of Birth: Height: 10" Married: Children: Health: Address: Telephone December 10, 1944 Weight: 180 lb. 1970; Ann is in retail business Elizabeth, 22; Timothy, 20 Excellent, no physical limitations 913 Village Green Lane Estes Park, CO 80517 (970) 586-4464, ext. 3101 (work) (970) 586-4170 (home) 8/62 - 5 67: Southern Methodist University, Dallas. TX Degree: Bachelor of Science, Civil Engineering 1968 - 1985: Various management and technical courses 9/85 - 5/87: University of Colorado at Denver, Denver, CO Degree: Master of Public Administration Project: Development Impact Fees: The Cost of Growth in Estes Park, CO Honors: Pi Alpha Alpha 11/90 - Present: TOWN OF ESTES PARK, COLORADO, Assistant Town Administrator. Responsible for all personnel management and administration, including training, for 88 employees. Has been responsible for preparation and monitoring of the Town's budget ($7 million General Fund, $22 million Total). Represents the Town as Chairman of the Board of Directors of the Platte River Power Authority and on the Board of Directors of Trapper Mining, Inc., a coal mining company owned by Platte River. Management responsibilities for many special projects, including design and construction of the Estes Park Conference Center, first Housing Authority project, and new fire station. Policy research and analysis, including studies of annexations, advertising/marketing, pay plans and performance evaluation, health insurance, strategic planning/mission statements, and Total Quality Management. Risk Manager for property and worker's compensation insurance. Americans with Disabilities Act Coordinator and cable television administrator. 1/78 - 11/90: TOWN OF ESTES PARK, COLORADO, Director of Public Works, Town Engineer/Plan;ier. Department head position reporting directiv to the Town Administrator. Responsible for the management and operations of the Public Works Department. Included engineering, water, parks, streets, fleet maintenance, burilding inspection, planning, zoning, and public building maintenance. Responsible for all engineering functions of the Town, including review of annexa';on and subdivision plats, new subdivision construction and all construction projects for the Town. Town Planner from 1978 - 1984. Acted as building inspector as needed. 6/73 - 12177: CITY OF ARVADA, COLORADO, Project Engineer. Responsible for design, bidding and construction for water, sewer, street, park, bridge, and trail projects, and for reviewing plans submitted be developers. 6/67 - 6/73: MARTIN MARIETTA CORPORATION, Associate Engineer. Designed ground support equipment for various launch vehicles and facilities. 9/63 - 5/67: AUSTIN BRIDGE CO, TEXAS HIGHWAY DEPARTMENT, TECON CORP. Co-op jobs while attending college, alternating semesters of employment and school. Reading, fishing, boating, waterfowlibird hunting, golf. Registered Professional Engineer and Land Surveyor, Colorado American Public Works Association American Public Power Association Colorado Municipal Management Assistant's Association Rotary (President, Estes Valley Sunrise Rotary 1991 - 1993) Habitat for Humanity Board Member Community Church of the Rockies (Presbyterian), past elder and deacon H. Bemerd (Bernie) Dannels, Mayor, Town of Estes Park, P.O. Box 1200, Estes Park, Colorado, 80517; work (970) 586-3145; home (970) 586-3570. Gary Klaphake, Town Administrator, Town of Estes Park, P.O. Box 1200, Estes Park, Colorado, 80517; (970) 586-5331. Thaine Michie, General Manager, Platte River Power Authority; 2000 E. Horsetooth Road, Fort Collins, Colorado, 80525-2942; (970) 226-4000. Roger Thorp, A.I.A., President, Thorp Associates, P.C., P.O. Box 129, Estes Park, Colorado, 80517; (970) 586-9528. Steve Jackson, Boudreaux & Jackson, CPA's, P.O. Box 2777, Estes Park, Colorado, 80517; (970) 586-5394. City Manager Applicant List Last Name First Name MI City State Experience Education Qualified Detailed info? Allan Jim C. North Bend OR Yes Yes d Barnhart Don Madison NE No Yes Bechtel Vern DuBois PA Yes Yes Bergerson Jason Barrow AK No Yes — Bevan Hugh R. Homer AK Yes Yes r/ Bigelow Clarence A. Eagar AZ Yes Yes vf Bloom Michael J. Arlington VA No Yes Boynton Michael E. Franklin MA No Yes Buller Michael Anchorage AK Yes Yes Vol Burlew Terrance E. Wasilla AK No No Burton Baxter D. Oklahoma Cit OK Yes? Yes 09t%%.l Bysegger Roy D. DuPont WA Yes Yes Cannington Nancy E. Unalakleet AK Yes No 4,de(e/ J S. — vol. Chamberlin David 1. Los Angeles CA Yes Yes d Ciesielski Michael H. Albuquerque NM Yes Yes _ Cluff Dennis W. Roy Utah Yes Yes d Day Paul R. Anchorage AK No No /0d d ed .T S, Dengel David A. Valdez AK Yes Yes r/ Dunn Terry Bowling Gree Ohio Yes Yes d Edes George N. Elko NV Yes Yes d Filip James R. Anchorage AK Yes Yes d Vol Forster, AICP Daniel W. Barrow AK No Yes Gasaway Duane H. Battle Mount NV Yes Yes Ginsburg Rohprt L. Capital Heigh MD No Yes Graham Jim Albion MI No Yes Green Gay^ E. Unalaska AK Yes Yes Gustus William J. Gloucester Mass. Yes? Yes d Thursday, February 06, 199 7 Page 1 of 3 Last Name First Name MI City State Experience Education Qualified Detailed info? Henry, III Augie Anchorage AK No Yes Hixon R. L. Duplicate Duplicate Hixon R. L. Hershey PA No Yes Hoke Owen H. Anchorage AK No Yes Hubbell, II Ralph G. Caruthersville MO Yes Yes Hutka Thomas J. Golden Valle MN Yes Yes d Josan Baldev S. California Cit CA Yes Yes d Kelly William A. Holbrook AZ Yes Yes d Koebertein Val Homer AK Yes Yes Lamb Michael E. Saint Paul Isl AK Yes Yes Landers Geoffrey Littleton CO No Yes Lowry Richard Anchorage AK No Yes Marangella Paul Carpinteria CA Yes Yes �. McAlpine Stephen Anchorage AK Yes Yes d —✓ McFadden Edward R. Monroeville PA Yes Yes Meyers Richard L. Myrtle Point OR Yes Yes Vol d Miller Thomas M. Savannah GA No Yes Mitchell DeLyn G. Ketchikan AK No Yes _ _j Nelson David P. Kennewick WA Yes Yes? Newman John D. West Valley UT Yes Yes O'Brien Lewis Wa Urbana Illinois No Yes Oxman Courtney G. Valdez AK No Yes Patrick James H. New London WI Yes? Yes Pence Michael L. Ocean Shore WA Yes Yes Rezentes Sean A. APO AE No Yes Rivenburg Austin Ames Iowa No Yes Rudd John S. Esterville Iowa Yes Yes Scott Roy Box 147 N.W.T. XO Yes Yes d' Sherman Jack D. Fairbanks AK No Yes _ Thursday, February 06, 1997 Page 2 of 3 Last Name First Name MI City State Experience Education Qualified Detailed n o. Shook Charles Soldotna AK No ? Simpson Todd G. Columbus Ohio No Yes Smith Jeff Anchorage AK Yes? No Smith Robert E. Batesville MS Yes? Yes Sparks Dennis R. Hopewell VA Yes Yes Stein John Wasilla AK Yes Yes Widmer Rich Estes Park CO Yes Yes Williams Darnell L. Midway Alabama No No _ Young Nolan K. Reedsport OR Yes Yes Thursday, February O6,1997 Page 3 of 3 1791- 1991 CITY OF KENAI . W Cgdal o� 74(aAd FAX 210 Fidalgo, Suite 200 fUaai.. Alaska 99611-7794 Phone 907-283-7535 Fax 907-283-3014 — _: Date 3 /Ala 4%9p Number of Pages A;? � �6/�a�•oh ov ir1 WORK SESSION NOTICE The Kenai City Council will meet in a WORK SESSION on THURSDAY, MARCH 2O,1997. The work session will be held in the KENAI CITY COUNCIL CHAMBERS and will begin at 7:00 P.M. The topic to be discussed is: The public is invited to attend and participate. Carol L. Freas City Clerk Publish: 3/18/97 Community Calendar: 3/19 and 20/97