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2005-11-10 Council Packet - Work Session - Manager
Kenai City Council Work Se~~ion November 10, 2005 City Manager Search KENAI CITY COUNCIL WORK SESSION NOVEMBER .1-2, o-0015 9:00 A.M. KENAI CITY COUNCIL CHAMBERS MAYOR PAT PORTER, PRESIDING NOTES Council Members Present: Council Members Absent: Staff Present: Pat Porter, Mike Boyle, Bob Molloy, Cliff Massie, Rick Ross and Linda Swarner Joe Moore City Clerk Carol Freas, City Attorney Cary Graves, and Acting City Manager Chuck Kopp Mayor Porter called the work session to order at 9'00 a.m. After reviewing the applicant resumes on their personal time and prior to the work session, the members determined they would each pass a list of their personal top five choices of the 18 applicants to Porter. Porter prepared a list and determined there were actually six applicants, i.e. John Alder, Rick Koch, Michael Miller, Dennis Packer Ron Singel, and David Thompson. Council reviewed each of the six applicants, noting what appealed to them from the information available. From that, council determined to continue in the process with reference checks on the following: Koch, Miller, Packer, Singel, and Thompson. Acting City Manager Kopp reported he would check references and secondary sources, then provide a detailed report to council, probably after the first council meeting in December. At that time, it was suggested council could narrow the applicants to two or three, bringing those chosen applicants to Kenai for interviews. Work Session with Legislators' Council briefly discussed a common date to meet with area legislators regarding the City's Capital Improvement List. It was learned most would be available on Monday, November 28, 2005. The work session ended at approximately 10'00 a.m. Notes prepared by: Carol L. Freas~ ~ity ~'lerk oVEb cour c . ..,. -6- R M COU N. CZL WORK SESSZON SATURDAY, NOVEMBER 10~ 2005 9:00 A.M. KE NAI CITY COUNCIL CHAMBERS CI'TY MANAGER SEARCH "Vi//aye a Past, B;O' w; h a Fu ure 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 KENAI, ALASKA Mayor and Council members FROM' Charles M. Kopp, Acting City Manager DATE' August 12, 2005 SUBJECT: City Manager Resume Evaluation Please find attached a draft resume evaluation and score sheet. Six (6) areas of evaluation are discussed below. The final overall resume score will give Council a good indicator of the probability of success the applicant will experience as Manager for the City of Kenai. Note: This does not take the place of a good background investigation and interview. Discussion on Resume Evaluation and Scoring Sections I & II - Resume Presentation; Written Communication Skills The applicants should be showing you their best effort. Look at the overall appearance. Do you want to read it? Is the layout professional? Is the length appropriate? Is it relevant? Is it easy to get a picture of the applicant's qualifications? If your impression is negative, the applicant should be rejected. Sections III, IV, & V- Perceptions of Character; Essay Evaluation; Strengths & Weaknesses The applicants are telling you who they are as a manager from a practical and philosophical standpoint. Newspaper and professional articles commenting on their managerial work, combined with answers to essay questions, will give you an impression of how they would fit here in Kenai. If this impression is negative, or you have basic disagreements, do not consider the applicant any further. Section VI- Employment Employment history allows you to evaluate probability of success based on past experience. The best applicant is the one who fits our specific need. When evaluating a person's employment history, consider how past accomplishments will contribute to future successes as Manager for the City of Kenai. This section is rated the heaviest, in that management experience is critical. It is an assessment of the ability to perform the daily operations of the job. Page 1 of 4 Following resume evaluation and scoring, Council will want to decide on the background investigation and interview process, select semi-finalists, and then employ more in depth processes to arrive at a final selection of candidate(s) for job interview here in Kenai. I look forward to heating from Council conceming the traits they are looking for in the City Manager. These would include personality, relationship skills with individuals and groups, management of city operations and interactions with Council. The background investigation and interview processes will help Council determine whether applicants possess the desired traits. Page 2 of 4 EVALUATION OF RESUMES I. Resume Presentation -1 0 +1 , A. Neatness B. Organization , C. Spelling 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 IV. Evaluation of Essay Question Content -3 0 +3 A. Agreement with views on Council/Manager 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 Page 3 of 4 EVALUATION OF RESUMES V. Discussion of Strengths and Weaknesses -3 0 +3 A. Does this applicant appear candid? ' 13. 13o this applicant's stmnghts appear to fit our needs? C. Are the applicant's weaknesses "liveable?" If overall score is negative, then application should be rejected. Score IV. Employment -5 0 +5 A. Progressive responsible manacjement 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. t5. Experiences in commercial and industrial development activities. ,, F. Intergovernmental experience in Alaska. G. Experience in dealing with Alaska legislature ' processes. H. ~enure- Stability as related to "A" above. If overall score is negative, then application should be rejected. Score Total Overall Score ,, Page 4 of 4 !~i Rick i~ii Jerry ii ~ Michael ~i Holly i!~ tili Dennis ~!George Robert Mike Douglas E. U. D. O. M, Combs 1296 Murl's Lake Drive Conklin P.O. Box 44 Dombroski P.O. Box 5061 Golnar 112 South 7th Street Jankowski 466 Portland Ave. Koch 310 East Eagle Ave. Medina P.O. Box 633 Miller N 10399 Lakeside Road Norwood 47630 Douglas Lane Packer P.O. Box 326 Popp 810 Set Net Drive Sabados 9549 South Bellmore Lane Singei 3815 N. Inspiration Loop Strahl 327 Tomaquag Rd., P.O. Box 783 Thompson 12 Municipal Drive Viles 1238 Bouchard Ave. Weeks 3107 Hiawatha Drive Weatherford TX Oakesdale WA Willowick OH Livingston MT Rollinsford NH Palmer AK Hoonah AK Tergo WI Kenai AK Barrow AK Kenai AK Highlands Ranch CO Wasilla AK Ashaway RI Lumberton NJ Janesville WI Loveland CO 96085 99158 44095 59O47 03869 99645 99829 54888 99611 99732 99611 80126 99654 02804 08048 53546 80538 John William Alder P.O. Box 61469 Fairbanks,, Alaska 99706-1469 907.452.6571 September 14, 2005 Klm Howard, Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611-7794 RECEivE __ --CITY OF KENAI -- ADMINISTRATION RE: City Manager Recruitment Dear Ms. Howard: Please find enclosed my Resume, four reference letters, a list of additional references and an introductory cover letter addressed to Mayor Pat Porter and the City Council for their consideration for the City Manager position. My qualifications for this position include extensive public administration experience in both local and State government. I have 20+ years of administrative/management experience. At this point in my career in public service, I am looking for a position that will provide me with new challenges and a positive opportunity for continued professional growth. Additionally, I am interested in a community that will provide the oppommity for a long term commitment. I look forward to hearing fi'om you and/or City of Kenai officials at your earliest convenience. Sincerely, William Alder Enclosures: Resume Reference Letters Introductory Cover Letter John William Alder P.O. Box 61469 Fairbanks, Alaska 99706-1469 907.452.6571 September 14, 2005 Pat Porter, Mayor City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611 Dear Mayor Porter & City Council members: Please find enclosed my Resume, four reference letters, and a list of additional references for your consideration for the position of City Manager. My qualifications for this position include extensive public administration experience in both local and State government. I have 20+ years of administrative/management experience. Local government experience- Includes city & borough management, capital projects planning and development, financial management and budgeting, personnel supervision, and coordination with Federal and State agencies. Prior experience working as a Local Government Specialist for the State of Alaska Department of Community and Regional Affairs for 7.5 years in the Fairbanks Regional Office has provided me with a working knowledge of various statutes, regulations and policies as well as an understanding of issues and concerns affecting local governments. Most recently, I served as the Borough Manager for the Bristol Bay Borough in Naknek, Alaska under a one year contract. In addition to my local government experience, I also have non-profit agency administrative/management experience, having worked as Executive Director of the Nome Community Center, Inc., a non- profit social services agency. I am confident my previous employment in municipal management, experience working in State government, and educational background give me the skills and insight to meet the challenges of this position. I would welcome the opportunity to become a member of the City ofKenai's management team, and provide the administrative leadership to meet the City of Kenai's needs. I look forward to heating fi'om you at your earliest convenience. Sincerely, Enclosures: Resume Reference Letters John William Alder P.O. Box 61469 · Fairbanks, Alaska 99706-1469 (907) 452-6571 RESUME EMPLOYMENT HISTORY 10/2003 - 10/2004 Bristol Bay Borough, Naknek, Alaska BOROUGH MANAGER: Respomible for providing for the proper administration of all Borough affairs and carrying out all duties necessary to administer the day-to-day affairs of the Borough. Responsibilities include: serve as the Chief Administrative Officer of the Borough government and coordinate the activities of all Borough departments through each department head or supervisor; oversee and ensure the enforcement of all applicable State laws and Borough ordinances; prepare and submit the annual budget and capital program to the Assembly and execute the budget and capital program in accordance with appropriations ordinance adopted by the Assembly; serve as personnel officer of the Borough and administer the Borough personnel system; act as intergovernmental liaison with Federal and State agencies; negotiate & administer contracts and grants; exercise custody over all real and personal property of the Borough. Bristol Bay Borough is a second class borough incorporated pursuant to Alaska Statutes; the Borough services the communities of Naknek, South Naknek and King Salmon; primary public services proVided by the Borough include Police, Fire & EMS, Sewer, Cemetery, Roads & Facilities Maintenance, Port, Planning & Zoning, Parks, Pool, Libraries and Health Clinic. 4/2000 - 12/2002 Town of Palisade, Palisade, Colorado TOWN ADMINISTRATOR: Responsible for can'ying out all duties necessary to administer the day-to-day affairs of the Town. Responsibilities include: serve as the chief administrative officer of the Town government and coordinate the functions of all Town departments through each department head or supervisor;, oversee and ensure the enforcement of all applicable state laws and Town ordinances; act as the Budget Officer by preparing and submitting for the Board of Trustees to review, an annual Town budget, also responsible for the administration of the Town Budget and the submittal of financial reports as may be requested by the Board of Trustees; function as the Personnel Officer and administer the Town personnel code; have authority to negotiate and administer contracts and leases; function as the Purchasing Agent by overseeing and approving major purchases of goods and services; attend all regular and special meetings of the Board of Trustees and other meetings as may be required; responsible for the engineering and architectural standards for the construction and maintenance of all Town facilities and the maintenance of all Town equipment; act as staff support to various Town Board committees, commissions and other boards as may be required by ordinance or the Board of Trustees; Maintain good public relations with community organizations, businesses and the general public; when applicable, pursue, write and administer grants as may be required by the Board of Trustees; act as intergovernmental liaison with state offices, John William Alder Page 2 EMPLOYMENT HISTORY county offices, other municipalities, special districts and other official entities. Town of Palisade is a full service Statutory Town incorporated pursuant to Colorado law; primary public services provided by the Town include water/sewer/refuse services, streets, parks, cemetery & facility maintenance, police and fire protection, planning & zoning, and community recreation. 3/97 -12/98 City of St. George, St. George Island, Alaska CITY ADMINISTRATOR: Responsible for providing professional administrative advice to the Mayor and City Council; implementing Council policies; and performing day to day administration of the City government. Major assignments include: responsible for all operations and facilities of the City through budgetary controls; allocation of resources, contract administration and coordination among City employees to achieve Council goals. RePresenting the Mayor and/or the City Council in private sector, governmental and political forums on issues of concern to the City. Designing and implementing effective employee development programs to enhance productivity and job satisfaction whenever possible. St. George is a full service second class municipality; primary public services provided by the City include electric utility, water/sewer/refuse services, roads and facility maintenance, airport maintenance, public safety and a harbor. 1/89 - 7/96 State of Alaska Department of Community & Regional Affairs, Fairbanks, Alaska LOCAL GOVERNMENT SPECIALIST: Perform a variety of services in the field of public administration for Alaska local government jurisdictions including, but not limited to providing advice and technical assistance to municipalities and communities in Interior and Northern Alaska on administrative, fiscal and legal matters involving powers which may be exercised by a local government unit; conducting or participating in public heatings, seminars or group workshops examining subjects of contemporary interest in the field of local government; researching and presenting findings and reports on topics of public concern; coordinating intergovernmental programs and providing direct management assistance to community and representative bodies. Develop training materials for use at seminars in the field; provide training for community leaders through on-site visits and workshops; working independently on specialized assignments; and independently providing information concerning Alaska Statutes to local governments, communities, regional organizations, State and Federal agencies and citizens. As a Local Government Specialist hired under the FOSTER program (Financial Outreach Services to Enhance Recovery) my duties included providing financial management and accounting assistance to local governments and communities. The goal of the FOSTER Program was to increase the financial management capabilities of communities in Rural Alaska. A major department project that I was involved with was the development of a Model Financial Recordkeeping System for small communities. I was a co-author of this system. 4/88 - 1/89 City ofEmmonak, Emmonak, Alaska CITY MANAGER: Responsible for the overall management of city affairs under the direction of the governing body for the City of Emmonak, including the following duties: John William Alder EMPLOYMENT HISTORY Page 3 Appoint, suspend, and remove municipal employees and administrative officials; supervise the enforcement of municipal law and carry out directives; prepare and submit an annual budget and capital improvement program for consideration and execute the budget and capital improvement program adopted; make monthly financial reports and other reports on municipal finances and operations; exercise custody over all real and personal property of the municipality except the property of the school district; serve as personnel officer, unless authorized to appoint a personnel officer. 12/85 - 2/88 City of Scammon Bay, Scammon Bay, Alaska CITY MANAGER: Responsible for the overall management of city affairs under the direction of the governing body for the City of Scammon Bay, including the following duties: Appoint, suspend, and remove municipal employees and administrative officials; supervise the enforcement of municipal law and carry out directives; prepare and submit an annual budget and capital improvement program for consideration and execute the budget and capital improvement program adopted; make monthly financial reports and other reports on municipal finances and operations; exercise custody over all real and personal property of the municipality except the property of the school district; serve as personnel officer, unless authorized to appoint a personnel officer. 8/80 - 2/84 Nome Community Center, Inc., Nome, Alaska EXECUTIVE DIRECTOR: Responsible for providing administrative leadership for a multi'service community social services agency. Agency programs included Community Recreation, Youth Services and Teen Center, and Senior Citizens Center. Specific responsibilities included preparation and administration of agency budget, including identification of new funding sources and writing grant proposals; employment and supervision of agency staff; recommending new or revised policies to the Board of Directors on current programs and operations and representing the agency in community activities and coalitions. 3/78 - 8/80 City of Bethel, Bethel, Alaska DIRECTOR OF PARKS AND RECREATION: Responsible for the general administration, development and direction of a comprehensive recreation program serving the residents of the City of Bethel, a ntral Alaskan community. Specific responsibilities included preparation of the annual budget proposal; maintaining control over expenditures; preparing grant applications for Federal, State, and other recreation programs; administering joint facility-use agreements for recreation programs in school facilities; hiring and dismissal of departmen~ staff; and giving direction and guidance to department staff through staff meetings and training sessions. 1/77 - 2/78 Nome Community Center, Inc., Nome, Alaska ASSISTANT RECREATION DIRECTOR: Responsible for developing and implementing a community-wide recreation program for the residents of the City of John William Alder P, age 4 EMPLOYMENT HISTORY Nome, a rural Alaskan community. Specific responsibilities included development, organization and implementation of the recreation programs; hiring, training and supervising recreation staff and seasonal employees; assisting in preparation of the Recreation Department budget; and direct leadership and supervision of recreation programs. EDUCATIONAL BACKGROUND Bachelor of Science Degree in Recreation Administration With a Minor in Physical Education - December 10, 1974 Graduate of the Executive Development Program for Recreation & Park Professionals "Graduate Seminar in Strategic Planning" sponsored by the University of Georgia College of Business Administration, the Institute for Community and Area Development, the Georgia Center for Continuing Education and the National Recreation and Park Association, February 1986. Graduate of the Executive Development Program for Recreation & Park Professionals Two (2) year management/executive development program sponsored by the University of Georgia College of Business Administration, the Institute for Community and Area Development, the Georgia Center for Continuing Education and the National Recreation and Park Association- February, 1982. University of Oregon - Graduate School - Eugene, Oregon Completed 39 credits toward a 45 credit Master of Science degree in Recreation and Park Management-1975 to 1976, Eastern Michigan University- Ypsilanti, Michigan Graduated with a B.S. Degree in Recreation Administration - 8/71 to 12/74. PROFESSIONAL AFFILIATIONS/AWARDS Member of the Alaska Municipal Manager Association (AMMA), 1986 - 1989 and 1996-1998, and 2003-2004. Professional member of the National Recreation and Park Association (NRPA) 1976-1990. Member of the Alaska Recreation and Park Association (ARPA) 1977-1990. President in 1981-1982 Past President in 1982-1983 President Elect in 1980-1981 ARPA repreSentative to the NRPA Pacific Northwest Regional Council in 1979- 1982. Committee Chairperson for the following Association Committees: Constitution & By-laws Committee, 1982-83 and 1978-79; Membership & Recruitment Committee, 1982-83. Recipient of the Alaska Recreation and Park Association's "Young Professional Award" in 1979 for outstanding service, contributions and dedication to the Parks and Recreation field in Alaska by a Profess ional under thc age of 30. John William Alder Page 5 REFERENCES Ms. Brenda Johnson, Past-President Nome Community Center, Inc. P.O. Box 924 Nome, Alaska 99762 (907) 443- 5592 Mr. Larry Lujan, Former Mayor City of Emmonak P.O. Box 8 Emmonak, Alaska 99581 (907) 949-1415 Mr. Patrick Poland Former Director (State of Alaska) Division of Community & Business Development Department of Community & Economic Development 9502 Dinaaka Circle Eagle River, Alaska 99577 (907) 694-2805 Mr. Dean W. Smith, Former Mayor Town of Palisade 724 Monument View Drive Grand Junction, Colorado 81505 (970) 263-4140 (home) (970) 216-0122 (cell) Mr. Nathan Toots, Former Mayor City of' Scammon Bay 9398 Momingside Loop #A Anchorage, Alaska 99515 (907) 277-3322 (work) (907) 349-2698 (home) Senator Lyman Hoffman Former City Manager City of Bethel P.O. Box 689 Bethel, Alaska 99559 Chuck Eggener, P.E. CE2 Engineers P.O. Box 232946 Anchorage, Alaska 99523 (907) 349-1010 P.O. Box ]89 NAKNEK, ALASKA 99633 www. theborough.com LETTER OF RECOMMENDATION TELEPHONE (907) 246-4224 FAX (907) 246-6633 October 15, 2004 To Whom It May Concem: John William Alder has served diligently as the Borough Manager of the Bristol Bay Borough for the past year. I was extremely pleased with John's performance in managing the affairs of the Borough. He conducted himself in a highly professional and ethical manner, bringing integrity and equitableness to his position. He earned the respect of the Borough Department Heads due in large part to his effective management style and capable supervision. His dealings with the public were always handled in a professional and punctual manner. His technical knowledge and understanding of local government issues and his ability to interact with other governmental agencies in an effective manner is a commendable asset. John has been responsible for numerous accomplishments including a School Renovation Project that included a roof replacement and heating system digital controls upgrade. Both phases of the project were completed under budget enabling the Borough to utilize remaining funds for a future school capital project. Overseeing a $3.3 million Lake Camp Road Project that entailed upgrading and improving a 10.5 mile road leading to the Katmai National Park. Securing a Federal Bureau of Primary Health Care (BPHC) Grant for the continued funding of our Camai Health Clinic and guiding the Borough through a health-care provider transition. Working with the U.S. Coast Guard (USCG] through proper channels, John was able to have the Port of Bristol Bay removed from a list of facilities that would have required a Security Plan and security improvements costing the Borough several hundred thousand dollars. John initiated the negotiation process with the U.S. Air Force on two Borough projects, one involved developing a Memorandum of Understanding for maintaining a road across Air Force property and the second involved developing a waste-water treatment contract for the King Salmon Air Force Base. Despite his hectic schedule, John always took time to brief me on issues. I am extremely appreciative of John's service to the Borough and am honored to recommend him for employment. '~-'~".I~.ic~ S. Swain, Sr. tvlayor !7.5 E. 3r.:/ St., P.O. Box 128 To OF PALISADE 464-5602 Palisade, Colorado 81526-0128 LETTER OF RECOMMENDATION December 11, 2002 To Whom It May Concern: John W. Alder has served diligemly as the Town Administrator for the Town of Palisade for three years. It has been my pleasure to have John managing the affairs of the town. He handled himself in a professional manner, bringing honesty and fairness to his position. dI-Iis..eapable.supervision earned him the respect of the Town Departmem Heads. His emmgs witla citizens were always handled in a prompt and professional manner. John has been responsible for many accomplishmems including the construction of a large pavilion, a "fishing is fun" bridge and dock at the lake and public restrooms at our River Bend Park along the Colorado River; the completion of our First Street project which included a complete rebuild of water lines, sewer lines, irrigation systems, storm sewers, paving and sidewalks; and an extensive additional sidewalk project. I made daily visits to Town HaH and John always was courteous and took the time to brief me on issues. I am extremely grateful to John for his service and am proud to recommend him for employmem. Sincerely, Mayor CITY OF SCAMMON BAY P..,O.'-Bo.x 9.0 Scammon Bay, Alaska 99662 / (907) 558-5529 TO ~{OM IT MAY CONCERN- John William Alder has been employed by the City of Scammon Bay since 'December 3, 1985 as City Manager. · During his employment with the City, Mr. Alder has demon- Strated outstanding work habits. In the performance of his work assignments., he has proven to be 'extremely conscien- tious and meticulous. Mr. Alder's unending dedication and commitment to his job responsibilities as well as his exemplary professionalism are highly commendable assets and proved to be beneficial to our organization. John's ethical and moral conduct is above r~proach. His ability to. get along with and deal effectively with the public is excellent. During Mr. Alder's tenure as City Manager, many projects were successfully undertaken-and' completed. Highlights of these projects are- 1) The City's Gymnasium was completed within 2 months on the job despite prior construction problems and project cost overruns. 2) A new (HUD) Housing Project was completed in our community. The total project was 78 single family units - $5.7 million in three communities. Scammon Bay's portion of the projec~ was 38 units at $2.7 million. Mr. Alder was extremely instrumental in the coordination process and in working with the Regional Housing Authority in making this project a reality for our community. 3) Mr. Alder's coordinating efforts, with the Electrical Utility Cooperative (AVEC), were instrumental in securing 2 new generator Units for our community's Electrical Plant, and also for the conversion from an underground Elec- tric System to Overhead Electric System. · Letter of Recommendation re John William Alder Page 2 4) A Mew Sanitary Landfill/Dumpsite was completed for our community. Mr. Alder's involvement with this project was from developmemt"stage through completion. Mr. Alder's coordinating efforts for this project involved working wSth the 'State of Ala'ska Department of Environmental Conservation' and the U.S. Public Health Service. (PHS). 5) New Community Health Clinic. Mr. Alder was responsible for securing funding for this project as well as overseeing the constructi'on of the project. Mr. Ald~r's technical knowledge and understanding of local government issues combined with his excellent managerial and personal skills would be an asset to any organization. Sincerely, ~a~than D Mayor NDT / dms a BRENDA E. JOHNSON P.O. BOX 924 NOME, ALASKA 99762 ph. (907) 443-5761 July 9, 1996 To Whom it May Concern: John William Alder was employed as Executive director of the Nome Community Center, Inc. from August 1, 1980 through February, 1984. During John's employment with the Nome Community Center, I sewed as the President of Board of Directors for the agency. Mr. Alder demonstrated outstanding work habits throughout his employment with our agency and completed all work assignments in a conscientious and meticulous manner. John's strong points are his management and leadership ability, his people oriented skills in dealing with the public, his board of directors, agency employees and outside organizations; and his technical skills in financial management, grant writing, ms~~g facilities, and ~tional administration. Other strengths are his ability to resolve personnel conflicts and his ability to work effectively in a cross-cultural environment. Some of the highlights of the many projects successfully undertaken at the Nome Community Center under John's leadership are: 1) The Senior Citizen's program was expanded, due in a large part to the additional grant funding he was able to secure. A new Senior Citizens Center was built which involved coordinating the efforts of the local Senior Citizens Advisory Board and advocating on their behalf. 2) Expansion of the Community Recreation Progrmn was achieved. Additional funding was sought and obtained to expand community recreation activities to offer a more comprehensive recreation program to the residents of Nome.'fhis Component of the agency's mission involved subcontracting recreation services to the City of Nome, which involved preparing and presenting an annual budget to the Nome City Council. 3) The financial record keeping systems was upgraded and improved as evidenced by the clean audits and annual reports given to the Board of Directors. John proved to be a very reliable administrator with a strong work ethic and stan~d of values. He kept me fully informed at all times on agency matters. I would highly recommend him. His management skills and experience would be an asset to any organization. I can be reached at (907) 443-5761 ff there are any questions about my recommendation. Sincerely, John William Alder P.O. Box 61469 Fairbanks, Alaska 99706-1469 907.452.6571 October 26, 2005 Kim Howard, Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai. Alaska 99611-7794 RE: City Manager Recruitment: Supplemental Information Dear Ms. Howard: - ' IVED CITY OF ~ Thank you for your letter dated September 21, 2005. Per your request, please find enclosed my responses to the City Manager recruitment Supplemental Questions. I have also enclosed my signed and notarized "Consent to Release of Information" form. Should additional information be needed, please contact me. I look forward to hearing from you and/or CitY of Kenai officials at your earliest convenience. Sincerely, Jt0an William Alder Enclosures: As Stated. John William Alder P.O. Box 61469 Fairbanks, Alaska 99706-1469 907.452.6571 Ci.ty of Kenai Supplemental Questions 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. During my career in public administration, I can not think of any incidents or issues that I would consider a public controversy. However, if during the course of the City of Kenai's background investigation of my past an issue should arise that the Mayor or City Council would like to further discuss with me, I would be open to discussing any concerns they may have during my "in person" interview for the position of City Manager. Please find enclosed with this document, my signed and notarized "Consent to Release of Information" form. 2) Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. My strengths as a Manager include my "open door" management style, my ability to facilitate and coordinate projects including capital projects planning & development,. financial management & budgeting skills, personnel supervision and coordination with Federal and State agencies. I maintain an "open door" management style. However, I am a fh'm believer in following the chain of command and protocol. Another component of my management and leadership style is being a "good communicator." I strive to keep issues as simple and in lay person terms as possible. A third component of my management and leadership style is being a "hands on" administrator/manager. I am not afraid to jump in feet first, roll up my sleeves and get my hands dirty. However, I strongly believe in not micro-managing my department heads. A fourth component is if I don't know something, I take it on as a personal and professional challenge and I will research, pursue, and find the answer. Additional elements of my management and leadership style include: a) Commitment to the job: I take pride in the work I do and I have a policy of doing whatever it takes to get the job done, including working long hours when necessary. b) Code of Ethics: I maintain a high standard of ethics and have a strong work ethic. As a professional manager, I am a f'ama believer in leading by example and this means that my conduct must be maintained at a level beyond reproach. c) Ability to work with diverse groups of people, d) Promoting the concept of "teamwork". John William Alder P.O. Box 61469 Fairbanks, Alaska 99706-1469 907.452.6571 City of Kenai SuPplemental Ouestions (cont'd) Page two My weakness, if you consider it a weakness is my tendency to be a "workaholic". I approach my job as a professional by giving 110% at all times. Whatever it takes to get the job done is a motto that I follow, even if it requires working late hours and weekends. Reference letters that I have sent along with my Resume, will attest to my performance as a municipal manager. 3) 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. ' The role of the City Manager is that of the CEO/CAO of the organization and as such is responsible for managing the City in the most efficient and effective way possible to achieve the policy directives of the governing body, the City Council. The City Council's role is that of the local Legislative body and as the elected policy makers it is their responsibility to establish the public policy direction they want the City to proceed in. The City Council establishes the public policy direction for the City and the City Manager sees to it that the established public policy direction is camed out through the effective coordination of department heads and efficient use of resources available. The City Manager's key responsibility to the City Council is to keep them updated and informed of issues and concerns that may affect their public policy making ability. The City Council's key responsibility to the Manager is to set clear and concise public policy statements, so that the Manager can effectively coordinate and deploy the City's resources both human and financial to efficiently achieve the public policy gOals of the Council. The City Council also needs to clearly understand that it is not their role to micro-manage the daily operations of the City. It is the City Council's responsibility to establish public policy and it is the City Manager's responsibility to manage the day-to- day operations of the City to achieve the public policy directives established by the Council. KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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. (print) DATE: STATE OF: 4-lot %/Co.. On this ~,g day of tr3¢_-~.r~Jg.e c-, 2005, before me personally appeared .'73-o1~ rq b._),'11 (aa.~ /~ [d~t'- , 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 //-~/~ 7,'~'~ My Commission Expires' 57-,,7.~- ~',7 September 15, 2005 Kim Howard Assistant to the City Manager City of Kenai 210 Fidalgo Avenue Kenai, AK 99611-7794 RECEIVED Subject: City Manager Application Dear Ms. Howard: As we discussed very briefly, I am applying for the job of City Manager for the City of Kenai. The detailed resume requested (attached) describes the duties and responsibilities I've had in my military and civilian careers. I recognize from my research that Kenai is a very desireable city in which to work and live, doubtlessly creating some stiff competition for this job. Below are some qualities that will allow me to exceed the City's expectations as City Manager: Strong fiscal background and business management skills Excellent managerial and people skills with a Master's degree in Management Strong leadership skills and maturity of judgment Positive communications skills with Mayor and City Council, City Staff and community (frequemly requested speaker for national purchasing organizations) Heavy maintenance, supply and inventory management experience Proven record as an innovator My experience lies not only in the realm of public purchasing. In 15 years of public emity service and actual experience, I've developed in-depth abilities in practically all phases of public entity management including budget, infrastructure, economic development, environmental issues and many other facets of municipal operations. Additionally, I am a graduate of "Leadership Corpus Christi". This program selects well-qualified candidates and traim them in municipal management and strengthem leadership skills. I have the necessary experience, qualifications, energy and desire to serve the City of Kenai as your City Manager. I am available for interview in person or via teleconference, as you desire. Roben Combs Robert Combs 1296 M url's Lake Drive Weatherford, TX 76085 (817) 5940894 / (817)-229-7810 sidecar74@aol.com Obiective: City Manager, Kenai, Alaska Summary of Qualifications: Extensive military and civilian experience in business, maintenance, supply, purchasing, inventory management and leadership. Work Experience: February 1999 to present: Purchasing Division Mana..eer: City of Fort. Worth, TX. Responsible for partially decentralized purchasing for a medium metropolitan city. Annual expenditures are approximately $300,000,000. Supervise staff of 13. 1997-1998: Purchasing Director, Corpus Clwisfi Independent School District: Responsible tbr all purchasing operations for a school district with 75 campuses. Prepared reports for personal presentation to Board of Trustees. 1993-1997: Purchasing Administrative Officer, Corpus Christi Independent School District: Supervised buyer staff and managed two warehouse operations with inventory value of $750K each. Managed all administrative functions for the purchasing director. 1991-1993: County Pm'chasing Agent, Nueces County, TX. Supervised purchasing staff, hands-on buyer duties, responsible for all County purclmsing operations. 1990-1991- Field Engineer, Proiect Manager. Inspected and repaired bulk material handling equipment, conducted inside sales of parts and services, project manager ($.5 million) equipment replacement. 1990: Management Instructor, Community College. 1988: Realtor, real estate math instructor. 1987: De~)uty Director for Supply, Corpus CIn'isfi Army Depot. Supervised four Division Chiefs in production planning, purchasing, storage, inventory, distribution and property accountability ($52 million) for helicopter overhaul program. 1986: Chief. General Supply Division: Corpus Christi Army Depot. Managed 230 employees in warehouse operations (receiving, storage, packing, distribution). Fiscal responsibility for $52 million inventory. Supervised members of two unions. 1984-1985: Faculty Member, US Air Force War College. Developed and taught, various military subjects to United States Air Force and Allied Forces officers. 1983-1984: Aviation Company Comm~der. Leadership of 250 soldiers, responsible for company aircraft and supply support of 452 military aircraft throughout Southern Europe. 1982-1983i Executive Officer, Aviation Maintenance Battalion. Second in command of 600 soldiers prodding maintenance and supply support for aircrati in the Southern European Theater. 1980-1982: Suatf Logistician, Field Artillery Brigade. Supervised brigade staff reSponsible for supply, transportation and maintenance of artillery weapons. NATO ammunition officer (nudear), supervised three dining facilities, operated clothing issue store, supervised third-country national unionized civilians in base support operations. 1978-1980: Logistics Office.r., Directorate for Supply, Corpus Christi Army Depot. Formulated and managed depot logistics support policies tbr the helicopter overhaul progr/un, worldwide shipment and foreign military, sales. 1975-1976: Flight Trainhig Staff' Otticer. Formulated training plans and policies for tile Army advanced flight Iraining center. 1974-1975: Flight commander, Helicopter Instructor Pilot. Supervised 20 insu'uctor pilots training US and Allied flight students. 1973: .Mrcraft Maintenance Otticer/.Test. Pilot. Responsible lbr supply, maintenance. and distribution management of helicopters and trucks in an aviation battalion (600 persolmel). 1972: Special Protect Otticer, motorcycle scout platoon. Conceived, tested and validated a combat motorcycle scout, technique not used since WWII. 1971- Motor Vehicle Maintenance Officer. Responsible for supply and maintenance of trucks and other equipment in an Army avialion company. 1970-1971- Helicopter Instructor Pilot, SafeW Training Officer. Instructed baSic flight and 'safety tectmiques to US and Allied student pilots. Conducted flight proficiency testing. 1969-1970: Helicopter Pilot, Aircraft Commander, Fire Team Leader. Conducted combat helicopter combat operations in Republic of South Viet Nam. 1966-1967: Music Teacher, Salesman. Instructed beginning guitar and sold musical items in retail store and music school. 1964-1965: Cook, Construction Crewman. Education: Master of Arts, Management Bachelor of Applied Science, Business (Aviation Management) U.S. Army Industrial Depot Operations (Distinguished Graduate) US Army Command and General Staff College US Air Force Academic Instructor Course Leadership Corpus Christi, Class XXVI, 1996-1997 (Municipal leadership development program) Awards/Recognition: Deans List and selection for Gamma Beta Phi American Logistics Association, academic honors Silver Star, Purple Heart (2), Meritorious Service Medal (2) Air Medal (23), Vietnamese Cross of Gallantry w/Palm, Master Army Aviator badge Community Participation: Founder, member, Mootown Rockers (City of Fort Worth employee band) Mentor, J.P. Elder Middle School (Fort. Worth School District) Church staff musician, 11 years Soccer, T-ball, baseball, basketball youth coach Mentor, Teen Leadership, Corpus Christi, TX October 25, 2005 City of Kenai 210 Fidalgo Avenue, Suite 200 Kenai, Alaska 99611-7794 Attention: Ms. Kim Howard, Assistant to the City Manager -- ~-~ I II · II __REcE,VED. / .... (.~rv 0,' KENAI ! A O M 11'.,". 1 STP, AT!O N Dear Ms. Howard: I am pleased to submit the requiremems you requested in your letter of October 1, 2005. Enclosed please find the discussion concerning any public incidents, discussion of the roles and responsibilities of the Mayor and Council and those of the City Manager, and recent performance evaluations. The additional information you've provided me to enhance my knowledge and understanding of the City of Kenai is gxearly appreciated and I thank you. Also appreciated is the oppommity to compete at the next level for the job of City Manager. I am confident in my ability to contribute to the prosperity, success and growth of your outstanding city. I will await further contact from you regarding this exciting oppommity. Sincerely, Robert Combs 1. There are no incidems of any type that would appear in a background investigation. The last incident that might merit mention was a traffic violation (speeding) around 1990. Please note that while on active duty in the United States Army, I held a secret security clearance. I am entirely open to a thorough background investigation. 2. Among my personal strengths, I include honesty, integrity, loyalty, strong leadership, and excellent managerial and organizational skills. Honesty, integrity and loyalty speak for themselves and are characteristics I exemplify in my personal and professional life. These are matters of character. Leadership, managerial and organizational skills are strong traits I've acquired through study and experience. The three are separable but when combined with maturity and excellent judgment, form a cohesive nucleus of abilities that provide outstanding performance in all situations. Additional strengths that merit mention are follow-up and follow-through attention, exceptionally calm under pressure, and vision to predict the effects of actions and their measurable results. Creative approaches to problem solving and efficiency improvements are laudable, and lastly, I am at my best when called upon in an emergency. If I were to pinpoint a weakness that is both professional and personal, I'd cite naivet6. I have been fairly accused of being naive in the past and having been made aware, striven to correct it. In working to overcome this flaw, I have acquired additional patience and the ability to seek and accurately discern the troth in opposing sides of stories. I consciously work at replacing naivet6 with wisdom and good judgment. 3. Roles and responsibilities of the Mayor and City Council: The Mayor and Council must provide plans, procedures and policies to the City through the City Manager. Additionally, they must establish goals and visions that reach through and beyond their tenure. While exercising effective leadership and management for current year operations, the Mayor and Council must think years into the future, considering quality of life, public safety, planned growth (both fiscal and physical) and ensure the ability to fund current and future plans. As it is the responsibility of the manager, The Mayor and Council must be open 'and clearly communicative in all matters. I personally believe that it isn't sufficient for the governing body to simply set forth the plans, procedures and policies, but should also communicate the rationale of why a specific plan, procedure or policy is to be enacted. In advancing any agenda, the buy-in of citizens and city must be obtained to provide certainty of achievement. Again, as a personal belief, I feel the individual members of the governing body must consider not only the needs of their district eonstituems, but also the greater good of all citizens of the community. While recognizing the desires of district voters, .the Mayor and Council must have the courage to envision and act upon the needs of the entire city. 4. The roles and responsibilities of a city manager are many. First and foremost, the manager must execute the plans, procedures and policies of the Mayor and City Council. He or she must earn their m~ and confidence first, in order to accomplish the above. The manager must assure absolute clarity and excellence in communications with the Mayor and City Council. Clarity and excellence in communications must work both ways. That clarity is in mm, translated into directives and policy to the city staff. Conversely, the manager must be clear in communicating all matters to the MayOr and City Council. Additionally, the city manager must fully understand the Mayor and City Council's vision, plans and goals in order to implement them. The city manager must lead without coercion, with the earned mast and confidence of the city staff, while assuring guidance and desired outcomes are clearly communicated to the staff. The manager's leadership and organizational skills must produce effective and measurable results when implementing the plans, procedures and policies of the Mayor and Council. Exemplification of high standards must be a hallmark of the manager. Leading by example, making quality, a habit and delivering desired results on time are means of inspiring others to achieve the same. When orchestrating, directing and measuring results, interpersonal skills are of utmost value. Attaining acceptance from the staff where policy and procedure are concerned is also vital. It is the role of the manager to assure that staff believes the required effort to create the results desired by the Mayor and Council is well spent and worthwhile. As the trusted liaison of the governing body, the manager must personify the desires of the elected leadership at all times. KENAI, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX' 907-283-3014 vvww.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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. ..,7 (print) ~O~e~"U ff~t3,(oS DATE' STATE OF .,~0 On this dom./os ' the foregoing Consent to Release of Information, and acknowledged that he/she executed the ) day of 0~ ,2005, before me personally appeared , known to me to ~e the person whose name is subscribed on same as his/her free will and deed. No'~ar~ P~lic in and for ~ x,w My Commission Expires:_ Ot::l-~- o<8' v~IYV~VllV October 27, 20(k; City of Kenai 2 I0 Fidalgo Ave hue Kenai, AK 99611-7794 Attn: Ms. Kim l loward, Assistant to the City Manager Dear Ms. Howa~'d: Per our email e:~ change of October 26, I am sending via facsimile, the performance appraisals I omi ~cd from my applicant additional information package. I apologize if thj~ has caused any inconvenience. If you have any ,luestions, please don't hesitate to contact me. Sincerely, Robert Combs Performance Criteria Scoring Sheet ' Fox,or T~t!~ ' Mid Ye® d~u~ual Part II- A: How the employed d )L-s the job I. Customer Scrvico/Cusrome~ Relations 2. Job Knowledge and Skiils 3. SafeLy Compliauce 4. Team Work/Co-Worker R~: atious 5. Commtmicarion 6. Work Habiu 7. Initiative g. 'Quality of Work 9. Volum~ of Work Part II - B: Criteria for sup~ rvisor L_¢_, ] 10. 11. 12. Management and Sup~rvisio n Planning nad Organizing Decision-Making Part III: Employee Results/.& ecomplishments (Objectiw,, Projects, Tas:~ s) 1. KRA/Objective 1 2. KRA/Objective 2 3. KRA/Objecdve 2t 4. KRMObjcctive 4 5. KRA/Obj~¢tive 5 6. KRA~Objective 6 Score. (Total/No. of KRdM Objective:; Performance Score 'Part II-A Part I[-B Part ltl Overall t'erf orman ce Rating · ' DeP:trErn/~ ~"'loy~neev~j?eviL. s~er: l ~at my si~amre ~ca~s o~y ~ I have h~ ~e oppon~iF ~o tevi~ ~ c~ple~d m~g, ~d ~at my supervisor has ~sc~ssed i'wi~ me. My s~amre ~o~ not me~ ~at I neccsz~y a~e~ wi~ ~e apprafffl. I ~d~~d ~ I may appeal my mdng (~ual t~y) wf~ my Dcp~ent Head by pro~d~ ~i~cn fnfoma~on a~res~g specie ~~ of disagreement wi~ ~ work/ng'd~ ys ~er r~c~i~ng my r~vfcw. I ~o ~d~d ~at I ~y me the "co~en~" se~oa off ~ fo~ to m~ any co~cuu I wffh con ;~g ~fs ~pprais~. I ~d~s~d ~t my commits a~ded ~cr I zi~ ~is fo~ Will be mvi~ed wi~ me bofore ~e app~al is ~ ~zed. (A~tion& pages may b~ a~che&) 0 Cluett for Dcpcrrtment I-Icad ~ evicw (/lnnual Only) Employee Comment~: , Supervisor Comments: . Director/Assistant Director Manager Comments: , _ ,, , · Original to: Human Resouri es Copy to: Departmen~i~ion Copy to: Employee · Im[:rovement Needed (2) n~cd; rather than listcning to ~,; customer, p~sscs on incom p[~tc information ro the c'~ ~mcr- · Is ct rt and robotic in rcspc: din~ to cust:or tel · Frc:j ~cntly rc£=rs custor tcr'$ quest, ions to Competent Excellent (4) , Assumes owncrship of probl~m and helps resOIvo thc problcm · St,.'zys involved wi~ r. ha issue until it is resolved ,Ant. icipa, t~s customer 'needs and follows up as nccdcd · M~cs customcr feel important and appreciamd , Makes appr. opfiatc referrals md mnima~ conta~ :o ensure needs about service r~nder~ · C0mmcnts: (Include specific cxz:m.~ ics 9f how r.h~ ~n~lgycc a.9,hieved a p-m':icular pcr~rmance r~]ng.) .... " · ' l'~g: Mid-Ycar ( ) Atmual (~) a~y of thc kaowlcdgc or skills necessary to complete routin~ tasks required for thi~ position · R~quir~s frcqtmnt correctioa m~d close supervisory attention ovemcnt Needed O) (2) Docs not dcrnonstrar~ · Slow to loam now work mcthoc's · Error nuas nccd impro ~ .'m~n: Competent Ex~ellent O) · D~momtr~t~s thc knowledge and skills ncccs, s~ to complete work ~ss./gnm~u · Ac-'~mp~hcs work obje~ves · Works indcpcndcntly · Umicrstands how job function/its fl~e overel/ go~iz end objcctivcs of thc Dcpertment · Stays curr~t on relevant policies, procedures and (4) , Displays continu~ grow~ ~d development o f job knowledge · Utilizes knowledge ~d ~lls in ~e~ oa~er no~ work rou~e ~mce k~owl~ge md work ~~n~ Outstanding · (.~) . ~ Transfers knowledge ·nd skills to new duties with little difl:ic~ · Facilimt~ development and impl~~ion of n~v processes and procedures _ guideI/nc~ Commcnt~;_(Incluclc sp¢cmc ex~,np-~' ~ of how thc emp!~yee a~.hicvr, d, particular petfOrm~c, rating.) /,w . Raring: MkI-Yea~ ( ) Annual (~) lr, Im a rovemenr Needed , Competent (:~) · Consistently ab/d~ by all safcty proccdures knowledge md skills n¢c~sn.,-y to complete work n~signments safely Excellent (4) · Contributes/dens to makc thc workplace, s~cr · Promotes safe~ among work ~'oup Outstanding · Dcrno~ez personal rcsponsibilit7 for saf~, of self. of others and ot the organizuQon implementation of new s~c~ skills and requires * Suys currcnt on safety sa&fy procedures ¢los~ supervisory procedures and ~uidelines . , attend on · Amertds,af, t7 training [ · [ · to enhance skills to work [ [ ~ in a sate environmcnt__ I I Coff~cnu: ?ncl, ud,e speeific.,exam:; cs of,how .th. cr~t. ployee acbi~¥¢d a,,panicul= p. erforrnancc rating.) . P, zdng: Mid-Ye~ ( ) annu~ ( ) Unacceptable Performance , Ru~¢ or offensive · Dcmon~mtcs behavior that is dcs~ctivc to este~ e F~ls to ~k for wb= ~pprop~mc · Crcat~ dissunsion · Works aga~c t~m~ · F~ls to a~d In:pr)vement Needed · (2) · LacL ~f concern for · probler ~s or nccd-~ of others · Imp~J icnt with o~cn · Mak,-~ others uncomt~nable when they seek h: or her assist, nc: (un-pl:~ o~chablc) or when seeking others' es,dmncc · Doest ~ rcs~ond apprbl: r,ncdy when .dealing with problcms hcYshe ~ onsid=rs trivial · Mah:: minima[ conrril:t tions to u:am goals · Critic:~ 1 of dfom of ott~rs · Fre. qt. ntly [.'Es to aRc-nd t: cctings · Competent .Excellent Outstanding · $cnsifivc to ~e needs of oth~s · M~unins seff-¢stcem of o~hcrs · Actiwly lhtcn$ ensure nccurau~ undcrstanding of o~hers' n::~ · M~kes earnest att~nnpt to meet others' · Responds w/th e. mpar.~y · COOl:CraZes witlt t~arn m~mbcrs in achieving goals ·Makcs edYort to be at mccfings on time and is prepared . · Develops rapport and musy with ~e. am m~rtbcrs · Promotes harmony · Values tb~ contributions ofothcrs (4) · Maintains others' self cstccm under stress · Responds with empathy · Pro~e in responding to the needs of others ·Makcs appropriar~ ref~rnh and ma/nT~ns contact ~ cruurc ncc~ are met · Kzmliz= and meets ~e , needs of team members outs. idc of thc work ~roup · Shnrcs and facilitates · information cxchen~e · Works to help ochers ~ undersumding of problems and issues · Rcccive~ praise'and unsolickcd compliments .from customers regarding service rended or team performance · Works to build and show value of ali team members · Actively resolves conflict · Anticipates and acts on re:un needs , · Actively soUdts and gncour~e$ others to part/c~p~ · Imp~rcs cnthu~ among t~atrt mcmben · Buff& md fosters hamtoMous working ' r~lmionsMps among ~ Commcnu: (Includc specific example s of how fl!e mnploycc achieved a pm~cular pcrfommn.ce r~ M/d-Y=( ) nnn~($) 4 Unacceptable Performance (1) · Fa/is to lismn and shar~ £nforma:ion Md feedback · Mu~ be given same information repeatedly · Blocks · Wri=en eo~unications requke extensive revimon co~cction Iml)-ovement Needed (2) * Shat :-~ information on a .. Reqt ir= frequent explm mion o~ ~om ~tion given ~or received , F~h to regul=ly intbm o~h~s , Fail:: to linen, sh~c hffomu ~fion ~d pro,de fe~db~ ~ k consistently , Wrier :n unclear no~ well orgY; :~ ~d con~ ~ynl~ ~ ~or~ Competent · Lisr~.ns and sMms information and provides feedback · Eff¢~vely columunicat=~ messages communications are dc~r, well organized, and of g ramm~ica, spdling, a~.d syntax error~ · Dis.~eminutcs information to o~rs who may be afl'coted or have a need to know · Provides ial'ormation in a ~kncly rammer Excellent (4) · Open and ac¢~ss~Ie for discussing aud problem solving · Anficipa~ nccd to share/nformat/on · Asks insightful qu~:/ons to e~l~ncc communicaion and ' undcrslm~d/ng · Written comm~i¢~io~ reflect ~ppropriate $~1¢ and tone for recipient, · Min/mal revision of documents wrimn for others . Outstnnding · Actively por~ucs and ~ncourag~ o~hcr~ to discuss issu=s opmfly · Main,,ains ¢ompo~r; vid cl~r clinking in difficult simation~ · Vers~li~ in writing md ¢onununic,~rion styl~ Comments: (Inc. lud~ specific ex~mpl, :s of how the employ, ce aclficvcd a p.m'ticulsr performance raring.) . .. Rating: Mid-Year ( ) Annual (/~) · Unacceptable Impr) vement Needed Performe'nee (0 (2) · Takes a significant * Takes ' note amount of unschcduled~ tmschcch dcd, non- non-emergency time off cm~rg~ :y ~e off ' · En~:g=s ~ non-work · Schcdc l~ ~mo off , roland pur~ui~ ~ work wi~out ~ onside~on of · Spends ~im~ dis~c:ing flnpact o t work oth~ fzom fl~eir work , F~ t: 9P~C ~e of · Frequently ~Is ~o work fiz~: accept ~si~d · Shir~ · c~onsibili~ at rc~o~ibili~ies fim~ · F~qu~ntly late to work * Fails to follow ~ugh · Brcnchc~ con~d~nfi~i~ on · ~t~ tc, ~ork ~d ~ils to nog~ ~.l'e~isor Competent ]1 ............ Excellent _.* l~._,co§nizcs?e. 1· Schcdul,s gme offwith important: of bcing at i workload in mind/canc~L~ work. =al.I/mits ! lime ofl'wh~ nec*-.~ary / _u.n_!c_h~cdu!ed.timc. off to ! work~ o-~mc when *. Opfinfize$ usc of work [ · Encour~gcs others ~ , Accepr~ rcspons~ility I · Maximizes use o£work · Follows through on [ · Asks for additional ~ssignmon~ until ] responsibility completed [ · P~uctu~ in r~porting :o [ ?.. ! · Provides rc?sonmble [ . · Ont-~mndin~ (~). · Defers t~e offreques'~ to neck, ptefcr~mccs of o~r~ , Mainmin.~ mxcourages pro~o~s ~d ~0~ m~ involving confiden~iW · T~= on ~tioug ~onm~i~ ~out bSng ~d · M~i~ ~ of work ~me ~d helps o~m m do so · Mid-Year ( ) Amnu.l (~) 1-, UO u I :~_--. -Performance I . Competent -'-- ¢Io$¢ supc .rvi.~ion to [ sups' 'isor on work ~s~ ~ot i, ~ompl~tcd ~ prog- as . _. [ ~i~a~ve '[ · Fre~ ae~y w~= for [ com;t.~ ~i~e.~ or [ for~t workto get doric ] ~' F~I, I~ m~= dc~sions [ · Fa/I~ t~ update supc-'isor on work prog', ~"s · Free ucntly fails to meet auairt: blc deadlines · Freq ucnfly w~ for dirge u un ~om o~ for ~ work to get doric appmpd~ to wo~ l~vcl · F~li ~o m~: dc~sions appml riat~ to wor~ l~vcl EzceHent (~) (~) · Works inclepend~ntly · Proactiv~Iy takes on ' and compilers dLffict!l, t as~~u ~signmen~s on ~m¢ · Establishes priorid~ · Prucecd$ ~vithout based on needs of u~ prumpfing to keep on~cif work group buey · Makcm good suggestions · Co~sinenc{y completes r~garding improving work work iua timely manner flow · Makes decisions · Antic{pates nc~iou~ needed to g~ ~job douc · M~kem exma r..ffon on work .:usigumen:s without prompt. Lug Outstanding (~) · Set. ks ncw and rcsponsfbiliti~ · talh upon a v=.ie~y o~ resources to expedite completion of tasks · L,~itialcs thc developme= of or procedures tlmt ¢z~hance the delivery of dcpm'm~cnt services :es of how th~ eruploy~ achieved a partij:ular p~formance ratin~). Rulin~: Mid. Ye~ ( ) Annual ('~) Imp -)vement Needed Unacceptable { Imp- Perf~rma ace * _Poor qualit~ of work [ , Inc~ · La~ ne~m~ og i wor~ a~c~c~ _ ! * Co~npi~tcd product .0~1 work p~u~ [ do,.not m~ e~abii~ed J I rcqu~tcd __ _ Competent · Incoa ~ ~ ork _ _ J · C. bcc{ s work but oRcn J · , isses (,fro. rs J , Often Jacks u~atnes/or J 'l ,pear ~ tcc __ J , ::)ccas ??ally work J , oduce i is not work J · Cbccl s work but oEccn misses (rrors · Often Jacks u~ames/of appear~tce · Occas ooally work ptoduc.~ t is not work r~lu~ e d O) · Work is o£ acceptable qualit7 · Checks ~d c~ccrs o~ work · Work produced ~ work r~~ wi~ m~~ n~b~ ore,rs Excellent [ Oubttanding : Takes thc iui:i=ivc to J , Produces work with no im_prov¢.produc~ [ =ors and r~quiring no · F.,xccccts accepted ] r~v{siou · Produc~s required { a model ~b oihers in the work, anticipates .[ organizalion que~ious and issues . J ' ~c~t!n.g ~0 tab work ~dJ ' provid~ information ] . · ¢o~a~zl¥ ~roducos J workr~co~niz~ ~s l~igh J quality by supervisors J ~d others____ J ~d others Comments: (Include specific ~ample ~ of how the ~anploycc achieved a particular per£ormancc rafln~.) · · :: Mid-Year ( ) Annuul · 6 · Of:~:. I faih to respond chm~f i ~g workload Competent t Excellent (~) · Regularly produces cstablishcd stand=d of work · rCegul,,u.Iy rcrpouds to changing workload · Regularly exceeds thc ;.v:ablished stand~d of work · Rcgul~ly au~cipate.s md responds m ~m~gmg Outstanding · · Produces al: exc~tion~lly higher level than job stauchtrds · Volumc serves as model for others in the ,rganiz=ion (~) · Does not evah:a{c employees · Engages in behaviors which ~'e iuscnsitive ~¢I offensive ze membcrs of ' e~ni~aci~gendcr ~up · * Disre~ ~c feelings and con~ibutious o~ · ~ncou~s ~oup ~icts ~d Impr, wement Nccded , · Does; tot cv~uatc employ, =s in a timely · F~I$ t: embli~ mcca ~lo p~o~cc d~c~s ~u~gs ~th · Negati ~c to--all ~ork force divcrsi[i · I~on~ conflict ·Show:; favon~m · ~~r ~s s~w work b~yond r :=onablc limi~ Isolaul seif md work ~oup ~: m o~m . Respon ts in a negative or def~ vc ma~ m qumioas ~d feedba~ Competent ExcelJcnt .0) · Evaluates cmploye~s ~wicc a yeak · Establi:hcs measurable p~o~mcc stmidards · Expl~dis~s~ ratings wi~ in~vidu~ mploye~ · Providcs ongoMg, conserve ~d l~cly fccdb~ck ~ me wor~hce · R~olves group conflict · Pro,dc: a clear sc~e of dire:rich for ~ work ~oup . . · ~ploycea ~e h~Id accoun~lc for goals "big pi~e" · Appro~ablc wi~ pmbk~co~~ (4) · Id~dfies stren~s and we'~cs~cs, develops action plan for employee improv~nmt · Set. ks custom,rs' input on employcc s~'vicc and qunlit~ of work · Worlu to enh~cc diversity of r.~ work sroup ·Fostcrs a positivc work enviroma~t ; Shares credit and g?~cs rcco.rnition to staff · Works towara "win- win" conOict rcsolution · AnticiPatCS and prcpares for pmble, ms bcfore thcy amc · Aaivcly develops cmploy=cs · Continually scck$ improve lead~ip skills Outstanding · De~clop~ s~teg/cs to in~lu~n~ ~nd guide employee toward the ~comPli~~ o( go~s . * Hol~ s~ ~d ~mploy~ ~coun~le for n~~in~ k~ r~lt ~ec~vcly ~e ~o tgcn~ ~d ~~s of~l cmpioy~s rc~dl~s of culmr% g~nd~, race and 0~ differ~s - Wo~s h~onio~ly ~ accomplish ~up obj~caves ' . R~~s ~ consol o~ ac~o~ in ~ ~c of g~din~ , Build~ pog~v~ work , fellowships md n~o~s ~onF prof~sion~ ~soci~io~ ou~ide ~e Ci~ Rating: Mid-Year ( ) Annual (3) · 7 Unaccepmblo Performa~co · Work group is o£:~n idle · W~mt~ time * Unable ~o respond ~ ~ores budget cons~a~ , Ofxen in calm disorg~l~d appraacI~ to I= l,rovemeat Needed (2) · Nc ;ease ofpriorides · Re:,aiwly miss;s ¢$tal: ]ished deadlines · Di,,,(,rgmized approach to g: ap objectives · Fail,: to establish mad ol,jcctives for work group; · W¢~ k group appears Competent Excellent (4) · Results of pip'ming and oraaniza~on are obvious to or. hers · Idcndfms md ~ficjpams priorities * ~e~[ve ~ ~nova~ve ~ improv~g produ~ty , Able to p~a~vely m~e r~o~cs in Outstandiug · Innovative usc of re.sourc~ is recognized by others · Work group is proactive ~ seeking productivity improv~mem~ · Contact source ofn~w ideas and positi~;e ch~g¢ work corffu: ed and ifleffec~ivc work groups amicipaion of change * Fai: to dclcgate work ' · EIYcctively uses i ~ while still ' to od', rs [ resources to manage I [ original obj~dvgs ] * Consb~fl¥ i~ccks to , ., :__:. .~. .... [ impmvo productivity [ ! Rafinu: Mid-Ye:~ ( ) Annual ~ , * · Solves n~w problems Un a cceptn b le Impr ~vement Needed C o mpeten t Excellent Performance (1) (2) (3) · Decisions ~trc often * Some :imcs makes * Weighs primary . Usually mak~ corrc~ wrong becaus~ of poor iaapprcpriat¢ decisions variables a~l makes dccidons on complex judgment aid la~k of bccaule of poor sound judgem~ts problems /nl'ormafion inform: don or lack of * Facilirat~ and * Rarely avoids mak/ng a · -Rep~a~dl¥ £nHs to judgm; ~t encour~ =ta/fprobl~ dcddon whcn nc=d~d rcspond ~vhcn decisions * Sore.: imos fidis m solvin!~ * Con,istently ug=s sound should be m~d¢ respond when do¢idons * Solicits ~ feedbar~ judgra~ · Do~s no£ allow szalY~o should l~c made and tnpu~ m decision · Empowers stuff to solve problems * Consi ~ntly ignores makin§ expand responsibilities ·Fuiis to acccp~ any sr~f h~l: ut in probl~n . Gives siaff authority, and to ~olvc pcoblcnu responsibility for actions solvinf: when making thc accotmtab~, and . Shares r~sponsibfli~ for final &,:idon resources to ,~ccomplish others' mistakes and · Blame s or~rs for goals assists in corr~Kng errors mistah~-, · Ac~s promptly, whc~ · Insightful as to · Mak¢i decisions b~ed appropria~ consequences resulting on what is "popular" with · Accel~.S r~.spoasibility from decisions work g',mp and does not bla~z · ~mpl, i ~-iz~ quick ~xcs othors for decision rathe- ~i ~ ~n long ;erin solutiotu (In¢lud: spe~li~ ~xampl:: o£how ~hc · p. ard_%u~ p~qorma~¢e ra~'r~.) · Mia.¥¢~. ( ) Annual (~/) _ iml m Outmnding , (:5) · · Makes corrcct decisions even on ¢omplic~ed problems · Con:~i~ .temly gad~m ti~ appropriam information to make de.dsions · Frequmlly assists others in problem solving · Given staff opportunities to problem solve and the authority to mak~ dgi,,dons · XNSTRUCTION:; FOR USZNG THE CZTY OF FORT WORTH PERFORMANCE APPRAZSAL FORM This form Is used for three put poses- [) for the ped'ormance planning discussion at the start of the year; 2) for the mid-year assessment hail'way through the year~ 3) For the final performance appraisal at the end of the year, The in- st:ructions for each participan:: are below= Appraiser Resp, lsibilitles Before the Meeting: 1. Review the city's mission stal; rnent or vision and val. ues and your own work unit's (,r department's business plan. 2. Read the individual's job des(:~ iption. Think about the goals and objectives the pets= n needs to achieve in the upcoming appraisal period. 3. Identify the job competencies, key job responsibilities and goals that you expect the individual to demon- strate or achieve in performin ~ the job over the next year. 4. Review the organizational and lob competencies and determine whether any of thelr represent development needs. 5. Determine what you consider t> be fully successful performance in each area. During the Meeting: 6. ~ Give the employee e copy of It is form and ask him or :: her to take the meeting notes. !7.. Discuss and c~ome to agreemel tt with the individual on · the most Impodant competem,' es, key Job responsibili- .t.ie..s, .a.nd. gqals.. . · 8. Discuss and come to agreemellt on the employee's individual growth plan. Employee Responsibilities. B .afore the Meeting: , 1. Review the city's mission statement, your own work unit's or department's business plan, and your job description. 2. Determine your key job responsibilities aaa the competencle$ required for success. 3. Review the organizational and job competencies and determine whether any of them represent development needs. 4. Identify ~he most important goals and individual growlh plans you feel you should accomplish in the upcoming appraisal pe- riod. 5. Think about what you consider to be fully successful perform- ance in each area. During the Meeting: 8. Discuss and come to agreement with your manager on the most important competencies, critical job responsibilities, and goals. 7. Discuss and come to agreement on your individual growth plan. 8. Make full notes on a copy of this performance appraisal form. 9. Sign the bottom of this instruction ,heat to confirm understand- ing of performance expectations. · 10. Make a copy of this form with your notes for your manager. · -Keep the orlglnal for yourself. I! ~' ~ev!aw the original list of coml~ atencies, critical job-responsibili~i'es, and I 1, Review your-personal ~e'r~ormance over th-e year. _.. Ii 2..P. repare a. prelim!nary assassin .~nt of the employee's performance over I against ihs d~velopmen~p~a,: ....... ~ ............. II ll a~e.appr..aisa. l~e.ri.°d', .......................... I,.Pmpare'listofyouraccomplishments'nd Il ~. ~(?ew me ma~wouars list ot a( comp, samaras ano acnmvements and I achievements and send it to your appraiser. self-appraisal ' I!. '_'"" ""_ .... , i 4. Write a self. appraiSal ~sing; b~an~'-~,~)~;;;theil !1 Prepare your final assessment,,l'the employee's performance. I for : .......... ' .......... "' ...... II ~ 5. Wr!te !he off]cial performance a ppralsal using a blank copy of the ap- 1 5. Consider any revisions needed to your critical Job II praisal form. ' ] responsibilities:,-~a]SL-~-Og~a~~,;,i'i~'~,; il ~ 6. Review the appraisal with your :,upervisor. !_ :,,a,,.'-:";. .......... Il 7. Determine any revisions need~,i to employee's critical job responsibilities, 1 6. Prepare for the performance review meeting. ~! 'g. oa. ls, competencles, and devei )pment plans for the next appraisal ps- i - . !1rio . - ! '11 understand the performance expectaUons (i.e., competencles, criU _cai job responsibilities, and goals) established In conjunction with my man~0er for the p,.qdod beginnin I ./O / I / O/.,. and ending ~ / ]O1 ~.~ .................. ___, Da_~,,2 ~ Employee Slgn~ I:ure · · Key .~ob Respon'sibiliUes represen' the major components ol' an Individual's ~[ot3. They are strair..hfforwarcl statements of the mosl: important responsibilitios or accountabtll~ies of a position. They dcscrlbc what the Job-holder is expected to do. Key ;lob Responsibllitles are be;': statod In simple vert3/noun t'orma~: assess paUents, assure er-a~ors, develop marke~lno plans., sell shoes, etc. Few Jobs have more ~han a half-dozen Key Job Responsibllll:les. Zf you come up with more, you're probably Iisi:lng minor tasks and cluUes Cha~ are performea in order ~o accomplish a key re- sponslbiliW. l:n the follawlng section, list the most Importan~ responsibili- ties or critical accountabiill~es for tills posit!on. For each respons/biliLy, describe the employee's performance and assess the overall quaiiLy of performance. Use eddil~onal sheets if necessary. Responsibility Appraiser Comments: ~~c,'l ,~ ~~~~1(. l_Employee Comments: Responsibility Appraiser Comments: Responsibil~ 3; Respons/bllR]( 4; ,. Appraiser Comments= Employee Comments: PART 2: WHAT ARE MY PRO3ECTS AND GOALS? Goals and major projecl:s repre.,:,;nt those elements thai: go be- yond the core responsibllil:les th; ~ might: be Included in an Indi- vidual's Job descrlpl:ion. Goals ar~ otCen visionary and long-term; they represenl: more than just t;~.~ thlngs Iisi:ed In a job descrtp- Uon. Many people in an organizaUon i~lso take on special projecl~ or assignments over the course ,:-' a year in addfl:ien I:o their specific Job description duUes. This part provides for the as- sessment and recogniHon of these' con~butions. The employee and the manaoer will use the following section 1= identify and assess the Individual's major projects and goals during the upcoming appraisal period. Unlike key ;lob i'espon.sl- btlitle$, goals and major projects change frequently during the year. Ete sure to upc~ate this section regularly. Anticipated outcomos an.d Expe~ed Completion R~ul~ achieved: -- · Anticipated outcomes and me asures: - b,~, - ' ~. =xpe~ed Com~etion Date; _~~ Resuli~ achieved: ~.~,,,_4/_~.,,~.~ ,.4, :~.;~; -ZO.V',~'~,' V ;,~;~. '¥,~ ~ ', , ~"~ ~'"'~;'~ ~/' '~; .... ~'E "~ Anticipa~d and Expe~ed Completion Date: __~. Employee comments: 5TA'rl/S: ~NOZ Itdrl~d .011 rick CI Ahead 0 Behind El .~inde.-._-_~ Appraiser comments: Employee comments: 5?.Tusl Q Not starlmd CI Ahead Appraiser comments: Employee'comments:' ' ~.~, ~o'~y ,~c~,,,~,,~ ~A~S~ O Nee s~d O 0n hek D Ahead ~ Buhlfld ~ Akndaned Zn addildon to the organizational ,: ~mpemncles expected of all city employees listed in Part 4, Lh,:re will be other job-specific competenctes critical to success In a particular employee's Dosi- lion. Use the master list ol~ comp{: 'encles found In the Partici- pant's Manual and Reference Gui,3 .. Lo IdenLify these compel:en- cle$ and the descrtpUons o1' ideal f erformance. In addition, some City of Fort Worth departrnent~ or I'acllltles have Identified addlrJonal specific job-rela~ed competencles emloloyees tn ~ha~ unit are exDected to demonstrate. Tf this is the case, enter the competency name and the description Ideal performance ancl Indicate whether i~ represents a devel- opment need for the Individual. · ~'"~,~'~~.~ ;"':~E ,ill '~-q' -~ a '~ I~'''~ , Ap pr ai ~i~r-~n m c n I:s: C:OHHrJ~T~'AHo'uI:SC:USSZON OF PEI~_.F_~_R~ANCEZN SUPPORT OF C~]Y 0.F. Ira_ pK, T WOrn 3OB-SP_EC:tl~C Employee comments: PAR'r 4: WHAT DOES THE CTrY OF FORT WORTH EXPECT OF HE? I All employees of the City of -'orr Worth are expected to demonstrate excellence in s(ven areas, whotever their specific Jab may be. Zn the Initial performance pJanntr his/lief manager will Jointly rev'~ Competencles listed below and ti' ~a.,, ............... c;, ,.,, ~,,:,/,~;,. ..,.;.~.,...~,.,, Communication J _Customer [ Knows his/her Focus ! pectations of I: Diversity / I :Interpersonal Accountability Ethics / Integrity Learning and Continuous Tmpmvement , Presenl:s ldoa~; and conci.~ely, Keeps superv: tinn with othe-, Knows his/her pectations of t spec. Activel) Deals effectivei Always al: ease with feeling. Does r status or posit:~ ~::,:,:<¢..:..:::::-:~;.<.~:~ ~ Accepts person Doesn'~ ongag~ protection purr), errors or probh.~ _ i Respects and r.q In decision-ma k quonces. Preset promises; mee~ be considered :1 all. meeting, the employee and each of the Organizational d~scripl:ions of ideal per[or- monte. They will Jointly identify the various elements of each competency U~at are tt~e most critical for success in the em- ployee's job,' as well as any parts of the description that do not apply. Ar the time of the performance review, both the em- ployee and the manager should use the following five-point scale :o describe how often U~e Individual performed a~ an Ideal level fn each competency area: I PERFORMANCE I i:~;~,~ ~~:~.,~,~,_,,., ~.. ~..,. ,,.~.~.~'. SUPERVISOR - USE WH~'I'E ROW ~:~,,;~,~'~.;~'_~,,~,~'~,,~.:.~,~.:,,,:~ .,:/(-,,.~ ~.' . : [~ ,' ~ ' ~.~, ',~' ',~ ~?ectively .~n ~oEmal and info.al st~uaUons, conveys ~houghts cleaHy i ~ J I[ I er and co-workers info.ad. Shares ~mplate an~ accu~te lnforma- Messag~ have ~he desired a~e~. _:_ '~~~~<r~; ~-a~,.ii:~~,~[~i':~>~i~',~}~i customers and ~n de~ribe th.ir expect,ohs. Hoet~ ,,, of the ex-l- f I o~ In~rnal and oxt~rnal customer. Gains ~s~me~ ~st and re- / _ - .......... " ......... ![(~ ~~'~'~'~ ~~~,~'~'~:~'~~1 w]th a diverse wo~force. Trea,, all people wl~ dlgn,~ and m,pect. ~ ¢/'-' --S/ ~able; never rode. Accepts nega~ve feedba~ as a way to learn. ~ ~oplo at all levels. Aware of and sensitive to what other people are et ~eli~[e th~ o~Inlons .or work of o~er people, regardless of ~eir ,n. ~a~ m get mong with. ~~~~~?~~~! - ......... -~ ..... - ..... ~~ - ...... I',,~~: ,.~b'~~ ~:. ~.~..,.~....~f,~., ,~.:.~ .,,,.,, ..~,~... ~. ~.~>.,....., ._ ......... I ...... ..., .... ........... .,,. msponsiblll~ for the quali~ and timeline, or his or her work. T i in behavior designed to justin and document decisions for self- .-"~' ~ses. Acknowledges and corrects mistakes. Doesn't make excuses for ,,,. -.r..~ ...-,~.., , ..... ., ,,, ' Results Focus / Achievement Orientation · '~OHHI~N'I:S AND DZ;CU$S:~ON ~F- PF..qFC~ ,~ANCE ZN SUPPORT OF Crrf OF FORT WORTH ORGAN.rZATZONAL COHPETENC:ZES: A-'pPraiser-c~mm ent~: ~ ' Can explain the mission ot' both his or her own work unit, other units, and how riley ' ' work together to meel: organizational obJecUves. Actively acqulms new skills and competenctos, kelps others with tools and approaches to solve problems and Im- prove processes, Treats a negative experience as a leamfng opportunity. Seeks In- -arts or -o1~formatl.o.n .and I, tetts from many places. Looks for belier ways to perform routine !~'.:'~'~ P ] · P,'g~/. ~.'~~, ___J _ , . ., --- Sets high goals a~d achieves_ them. Pays aL~mntlon to his or her own performance and works to I.~?~?. ~k_. fo~ r--d~ack on ~.r~r~anc. ~.d ma~eS-er~~''~,-i~: I prove. Acts as 1: he/she~elleves thaC his/her acl~ons make a real difference In meet- lng the needs o: clients, customers, and fellow employees. Gels tl~e job done, A consistent top pe aintains confidentiality. Avoids rumor, gosslp' and sub~ecUve opinions Ing. Admil~ mistakes in s~lte of the potential for negative conse- ~s unpleasant or disagreeable facts In an appropriate manner. Keeps goals and deadlines. Avoids sil:ua~o~ and a.~.qo~iaUons that could ~appropriate. Honest in all dealings. A good role model. Trusted by PART 5: WHAT DZD Z DO BEST? In Cl~e fol[owing gaction, I];r. C ~e Individual's three most important achievements during the appraisal period that directly supporl: [he Ciht of Fort Wor:l:'s strategic plan, mission statement, business plan, or vision and values. OVERALL PERFORMANCE APPRAISAL.' Unsatisfactory £: Meeds Improvement ~Good Solid Pefforman ii i ' IIIiii D Distinguished [Use'additional page~ if neculiry] Date: _ _ . . _ ...... PART 6: WHAT'S MY ZNDZVZDUAL GROWTH PLAN Employee Only 1. Wha~ n.ew sldll$/knowl,:dge will l need to develop In order to be fully successful in l:his job? 2~ What position or role d3 ! want to hold by the end of the next 36 months? What new skills/knowl..dge will ! need to develop in order to be considered for this position or role? ' Employee Goals: Supervisor Only: 4. Wllat do you need froth, me to further your development? To enhance your performance? · Challenging Work Assignments. ~or E~ployee Development: (For example, ~ecial pmjec~ Jnl~uo a~ignmen~ ment~ri~) Technical (job specific) Trainin~,, (For example, on-the-job or Sp=cific Courses/Seminars Plentorlng Opportunl~ies : fort Worth Employees' Universii:i ; Course offerings: Manager's Signature: Ernployee'$ Signature: FINANCE DEPARTMENT_ MANAGERIAL COMPETENCrES · The competencic~ listed below are critical to success for a re.romper in the Finite Department. 'l'h,: frequency of "Ideal Performance" is rated on a 5-point scale from "Sometimes" (1) to "Always" (5). Compc.tencj~ Ideal Performance lp : support fa. But tary coo expertise, intluenc~ and persuasion. Generates excitement, enthusiasm, and commitment to the group'~ mission. Actively resolves conflicts and demonstrates offective conflict management skins. L/nks mission / vis/on / values to ~veryday work. Sc~s the potential in people, oppm~nities and events. Willh~g ~o change or abandon current practices and programs when necessary. Takes appropriate risks to improve performance, try somefifing new, or reach a challenging goal. Communicates clear and dhmandlng expectations. riveting -' what motivates each su ate and uses that k Subordinates and th~ individual and the org~iza£ion. Understands how to make use of different Others peoples' strengths and interests. Provides regular feedback on results achieved. Reviews with subordinates and others how flmy went about achieving results. Discriminates between high and Iow performers in distributing discretionary rewards. Provides recognition fi'eely to those who have earned it. Publicly FJuilqia-'a'~'-" cradi~ those who have well. a f,.~lin grog on the team. Promotes a good morale and cooperation among team members. Assures joint ownorship of goal setting, group co~mnkments, work activities, schedules and group accomplishments. Lets people manag,, finish and are responsible for their work assignments. Makes sure that the practical needs of the team are me[ Preteen and promotes thc with outsiders. on Maid good s. ~:'s all av making decisions. Seek~ oilier people'~ input and advice. Can describe . factors that were comidered h~ mak/ng a decision and the/r relative importance, Understands tho impact of' decisions on co-workers and other organizat/ona] units, Can make decisions based on l/m/ted inform ' , cm?cctly. {ce. ks splufmns 'ntnhle to ... atton Applies pol/c/cs ,' · · -, aCCer--- ali bility/ Adapts eas~? to changing conditions and work res' on- "' Flexibility d~lt'erent alternatives to re h, ,~ ....... ., .... P s.~bfl~txes. Able to see ac,,. ~,.~,, =ua. rromptly switches strategies or tactics if th~ curt'cut ones are not working. Works comfortably wifl~ people of widely differing .~yles, temperaments, and preferences, Deals maturely wifl~ anger, fi'ustration and disappointment. Bounces back quickly from problem.~ and fi'ustrations. . NegOtiating ~ind - Qu-i~[~Ty~Y[Ce trust of when ~o be Bargaining diplomatic and acrs accordingly. Focuses on issues, not people, even when personally attacked. Idontifies both points of agreement and dlsagreem,nt with others. Seeks "win-win" solutions and can explain tim "win" provided to all parties. Can clearly stat~ th~ view of otlmrs even if he/she doesn't agree. ,Accurately predicts what others will say or do in different simation~. Focuses on '-~suus and interesti and not on r positions fix de,ding with others. ~ ' ' ~'i~ ~gurmg out rags ~e processes necessary to get Management tone. Organizes activities to produce an efficient worhflow. Maximizes . ~cceptance of ideas and proposals tl~rough careful plam~ing and solid staging. )cyclops new approaches and procedures that other~ decide to use. Organizes .eople and activ/tie~ skillfully. Skilled at process measurement and makes sum ..... .____~.t ?.at on-.go/ag me,ash ~rc/men. t happens. Sirnplffies complex process?._.:____ '..FORT ~'ORTH ROBERT COMBS PURCHASING MANAGER pH~_ANCE DEPARTMENT , URCHASING DIVISION CITY OF FORT WORTH 1000 THROCI(MORTON STREET · FORT WORTH, TEXAS 76102 817-392-8357. FAX 817-392-8440 r°bert-combs~fortworthgov, org September 16, 2005 Kim Howard Assistant to the City Manager City of Kenai 210 Fidalgo Ave. Kenai, AK 99611-7794 Mike Conklin P.O. Box 44 Oakesdale, WA 99158 Phone: (509) 285-4034 ..rnJk.'. e~cougs.net RE ;EtVc,.." Please accept this letter and the accompanying resume as application for the position of City Manager. I am applying for this position because I have reached a pinnacle of success in the commodity trade and seek a new, challenging oppommity. My career experience is an excellent match for your city. Here are a few examples why: Cool under pressure: Trading commodities requires lighming fast decisions based on analysis of market conditions that change by the minute. This is no career for cowboys. You are managing r~s/c I am an expert at risk management. It's lonely at the top: As ~c CEO of a $45 million corporation, I serve many masters. My Board of Directors, customers and employees look to mc for leadership. My ability to address the wide spccmnn of concerns from thc seemingly benign to thc genuine corporate threat comes from a solid experience of working with and for people. Count the pennies and the dollars take care of themselves: $45 million flow over my desk every year. It is my experience that big ticket items get their share of scrutiny while the "nickel and dime" items get their fair share of abuse. I pay attention to the detnil. When in doubt, use your head: It's so easy to fall victim to "paralysis by analysis". Sometimes you just have to use common sense. We pay big money for sophisticated tools and even more sophisticated people. It surprises me how often people will disregard what they know the answer to be. I'm not afraid to arrive at my own conclusions. It's the people, stupid: You don't treat people like tools. You don't treat them like dogs. You don't treat them like idiots. You treat them like human beings. I would like to meet you and those involved in thc selection. Please contact me at your convenience if the feeling is mutual. ffvlikc Conklin OBJECTIVE Michael R. Conklin PO Box 44 Oakesdale, Washington 99158 (509) 285-4034, mike cougs.net To obtain an administrative position in Alaska where I could put my experience, education and interpersonal skills to use resulting in mutual benefits for all concerned. EDUCATION Bachelor of Science-Business Administration/Marketing, University of Oregon, Eugene, Oregon 1986. Associate of Science-Business Agriculture, Blue Mountain Community College, Pendleton, Oregon 1983. Studies emphasized business administration, management, marketing, agriculture and computer science. EXPERIENCE General Manager/CEO, Cooperative Agricultural Producers, Inc., Rosalia, WA July 1998 - Present First CEO for $45 million cooperative bom of a merger between three successful grain/legume cooperatives. In August of 1998, CoAg acquired Northwest Pea & Bean, the nation's second largest processor of legumes. My job has been to successfully meld these four companies, their 800'members, communities and employees into one. I directly oversee six division managers who in mm supervise the remainder of the sixty full time employees for this member owned concern. CoAg serves it's members with warehousing, advanc~ marketing tools, feed production, seed, petroleum, trucking and legume marketing and processing. In addition to successfully coordinating the differem cultures of four companies and 15 communities, my mission has been to identify and exploit profitable niche oppommities in our industry. Some examples include private seed developmem, recognition as the PNW's premier malt barley supplier, positioning the company for supplying in demand specialty crops and turning negative marketing developmems imo profitable ventures for the company such as the current shift from bulk export commodities to specialty grains. CoAg is a rare example of success in an industry plagued by the effects ofglobalized agriCUlture. Net margins of less than 2% are the norm in this business. The fine line between success and failure requires diligence, excellent management skills, diplomacy and subordinate development. · Assistant Ge. nerai Manager,.Marketing .Manager Odessa Union' Warehouse Co-op, Odessa, Washington. April 1988- December 1991, January 1994 - June 1998 ' Marketing: Responsibilities included int~ion'of grain market trends and marketing commodities accordingly for a farmer owned cooperative with annual sales of over $30 million. Supervised all marketing activities for the company including those in 3 branch offices located throughout Eastern Washington State. Also arranged, coordinated, supervised and expedited all traffic (rail, truck and barge)' for over 30 separate storage locations with a combined capacity of over 12 million bushels spread throughout over a 4,000 square mile marketing area. Advised members on the marketing and market timing of their crops, implemented and operated a marketing pool program where producers pooled commodities, leaving marketing responsibilities to me in order for them to minimize risk in highly volatil, grain markets. Utilize futures and options for price optimization and protection. Administration: Acting manager when situation dictated. Duties also included working closely with employees, manager and an 11-member board of directors. Consulted with, advised and acted upon the policies set by the board of directors to ensure the continued self reliance and profitability of the Co-op. Communication: Provided invaluable grower services such as interact based World Wide Web page, grower newsletter and educational seminars. Branch Manager, Country Hedging, Inc., St. Paul, Minnesota. July 1995 - Presem Registered with Commodity Futures Trading Commission (CFTC) and National Futures Association (NFA) via Series 3 license. Also licensed to operate branch office for any Futures Commodity Merchant (Series 30 license). Solicit and advise farmers for futures and options business for CHI (a Cenex- Harvest States subsidiary) for use in hedging and grower price optimization. General Manager, Maul Farmers' Cooperative Exchange, Wailuku, Maul, Hawaii January 1992 - January 1994 Administration: Handled sales and grower relations while responsible for all aspects of administration for a fresh fruit & vegetable marketing cooperative. Including, but not limited to, staffing, staff evaluation, wage recommendations, budget development, administration and analysis, short and long term strategic planning, customer and public relations, credit and collections and accountability to 7 member board of directors. Sales and Logistics: Assisted in all aspects of marketing and transportation including market evaluation, retailing, product promotion, arrangement and monitoring of air, truck, inter island barge and trans-Pacific ocean freight. Worked closely with farmer/members and buyers to coordinate planting, harvest and demand rates. Merchant, United Grain Corporation, Portland Oregon. April 1987- April 1988. Grain Trader: Member of a profitable five man marketing team whose activities cemered around the trading and exporting of large volumes of grain (upwards of 100,000,000 bushel annually). Statistics: Maintained statistics vital to marketing and company operations such as daily grain and futures position, risk exposure, company, regional, national and global export statiffics. Global Marketing: Educated in the basics of the agricultural commodity markets from producer to final user. Worked closely with pit brokers at major national grain exchanges and with members of - . Japanese and other international trading companies gaining'much insight into the importer point of view. Management Trainee, Fred Meyer Retail Stores, Portland, Oregon, June 1986-April 1987. chain. Retail: Worked and trained in several areas of retail trade in a large regional department store Farmint~, Ione, Oregon, Intermittent employment during teen and young adult years. Agricultural Practice: Worked with my father all of my growing years on a 2,000 acre wheat and cattle farm in Eastern Oregon. Involved in all phases of crop production from seed bed preparation to harvest. OTHER EXPERIENCE Treasurer for Cooperative Agricultural Producers, Inc. Board of Directors, 1998-Present - Officer of the Board of Directors for a farmer owned cooperative. - Secretary~reasurer for Maui Farmers Cooperative Exchange, 1992-1994 -Officer of the Board of Directors for a farmer owned cooperative. Assistant Secretary/Treasurer for Odessa Union Warehouse CO-op Board of Directors, 1991, 1994-1998 -O~cer of the Board of Directors for a farmer owned cooperative. Trustee, Pacific Northwest Grain & Feed Association Health & Welfare Trust, 1997-1999 -Member of 5 person board of trustees that oversees and governs activities for private health insurance program utilized by over 50 member firms, their employees and families. Educational & Informational Public Speaker & Writer -Often sought by organizations such as schools, grower associations and local press as featured speaker/writer on marketing, agribusiness and cooperative related topics. President, Odessa (Washington) Golf Club, Men's League, 1991. Committee Member United States of America Dry Pea & Lentil Council 1998-Presem Serve(d) on several boards and committees for national pulse marketing and promotion association. Member, Pacific Northwest Grain & Feed Association Washington State Legislative Committee, 1990-91, Membership Committee, 1991-92, Arbitration Committee, 1990-91, Convention Committee, 1990-91, Grades Task Force Committee, 1989-90, 1994-95, Country Elevator Council, 1994-95, 1997-98, 2000-01 (Chair), 2001-02 (Chair) and the Transportation Committee, 1994-95. -Committees that facilitated the efficient operation of the association for the benefit for all members of the association. Member of the Board of Directors Pacific Northwest Grain & Feed Association, Portland, OR 2003-Present- Regional trade association. Men~er, Maui County Farm Bureau, 1992-93. -Organization committed to protection and improvemem of agricultural industry throughout county, state and nation (member of Hawaii State Farm Bureau and National Farm Bureau via affiliation). President, Palouse Rail Shippers Association, Colfax, WA 2003-Presem Sunday School Teacher, Christ Lutheran Church, Odessa, WA 1994-95 -For 4th and 5th grade class. Also participated as regular song leader for children on Sundays. ,o Member of the Board of Directors,, Cemral Ferry Terminal Association, Pomeroy, WA 1998- Presem- Local barge sub-terminal association. HOSTS Remedial Reading Tutor, P.C. Jantz Elementary School, Odessa, WA 1994-95 Treasurer, Christ Lutheran Church, Odessa, WA 1996-1998 Member Guild of American Luthiers and Association of Stringed Instruments Artisans Musical instrument making guilds. Presideng Palouse-Bio, L.L.C., Spokane, WA 2005-Present Bio-mass fuel production company. INTERESTS -Lutherie (guitar making), reading, cinema, music, writing, cooking, computers and last but far from least, activities with my wife of 16 years, Marlee and my sons Michael (13), Zachary (11) and Joseph' (6). · .o . Kim Howard City of Kenai, Alaska 210 Fidalgo Avenue Kenai, AK 99611-7794 Attn Kim Howard: Michael R. Conklin P.O. Box 44 Oakesdale, WA 99158 October 17, 2005 OCT 2 I I CITY OF KENAI ADMINi.q'FP,A, TION Per your request, please find enclosed an executed "Consent to Release of Information", a "In Response to Request of Additional Information by the City of Kenai" document and a copy of my most recent performance evaluation. I noted that although the Consent form mentions the investigation of references, I have found no instance of a request for references, furnished by me, in the packet you sent or the initial ad I responded to (Anchorage Daily News). Since I have not been asked, I will not forward those until requested by you. In the time since I responded to the ad, my e-mail address has changed. Should you need to contact me via e-mail, please direct inquiries to mconk~oakesdale.net. Thank you for your consideration. Please do not hesitate to contact me if I may be of further assistance. Mike Conklin P.S. Your name does not reflect gender, so please forgive my abrupt salutations. In Response to Request of Additional Information by the Ci~ of Kenai Michael R. Conklin, Applicant October 17, 2005 In response to item #1'Background I have no criminal record nor have I been involved in any public controversies. About 25 years ago when I was 19 or 20, I was in a single vehicle auto accident that resulted in my arrest for DUI. However, I was not tried or convicted and was subsequently released due to insufficient evidence of intoxication. In response to item #2: Strengths and Weaknesses My weaknesses would probably be best characterized as not knowing when to get out and press the flesh with employees and customers. I often get too involved with day to day operations and self-talk. I find it difficult to make time for these important items. The result is that I will be portrayed as an "elitist" or resident of the "ivory tower". However, when I do make the time, I find that it is completely worthwhile. I feel one of my employees recently put it best when she commented "Gee, Mike. I start feeling bad about the company until you come around and explain what is going on. Then all the bad feelings evaporate. You need to get out more often!" It is a communication channel that needs to be kept open at all times, but I do struggle with it. It is a professional goal of mine to be more successful here. My strengths as a manager revolve around using common sense, having a knack for hiring good employees and doing what has to be done, no matter how distasteful. I see people who make careers generating "How to Manage" tomes and charging top dollar for seminars. Many of my colleagues eat this stuff up. I tend to avoid these "experts". Why.9 I'm not superman nor do I consider myself a know-it-all. There is always something to learn, however, I think it boils down to this: Managing people is not brain surgery. Those who try to make it that difficult usually end up alienating their colleagues, their employees and their customers (constituency) or all three. Managing people begins with being yourself. Most people can spot a phony a mile away and once you are labeled as one, your credibility vanishes. We've been learning how to interact with people since we were small children. Those lessons, I find, work remarkably well in the field of management. These are the lessons I take to work' Don't be a bully. Don't lie. Stand up for yourself and those unfairly persecuted. Share. Let other's speak when it's their turn. If you are the leader, set a good example. I have an excellent track record when it comes to hiring personnel. I fill positions from within and from the outside depending on the qualifications of the applicants and the demands of the job. I will give a slight tilt to those who are applying from within as I feel it important to show employees that opportunities are available to anyone who applies him/herself. If you support an environment that says "dead-end", then you will get just the right type of employee to fulfill that kind of prophesy. Conversely, when it becomes apparent that the employee is not compatible with the mission and requirements of the company, I will do what needs to be done. It is imperative that all alternative avenues of improving the employee be explored before resorting to demotion or termination, but if it needs to be then I will make it happen. As simple and basic as it sounds, I note many people in positions similar to mine do not have the intestinal fortitude to perform such acts and as a result, the company/organization suffers. (I have enclosed my most recent performance evaluation) In response to item #3' Role of City Manager and Council The Council-Manager form of government is virtually identical to the Board-CEO form of company governance I've been employed under nearly my entire career. The simple articulation of the relationship goes like this' The Council dictates policy and the City Manager implements that policy while managing the day to day operations of the city. Specifically, the Council supervises one employee - the City Manager. The Council communicates concerns of the constituency to the City Manager, provides legislative direction, sets City policy and monitors its execution by City staff. The Council approves major spending and monitors finances to assure the constituency that fiscal responsibility is being observed. The Council also evaluates the performance of the City Manager. The City Manager has the responsibility to address the above regularly and with clarity. The City Manger has the duty to bring all news, bad as well as good, to the attention of the Council. Surprise is a dirty word. The Manager is the one who makes things happen. The Council needs to respect the boundaries established between Council and Management and the Manager needs to respect the policies dictated by Council. Most importantly, it is imperative that a strong Manager is not allowed to walk over the Council and turn the Council into a robber stamp and a strong Council mustn't be allowed to "manage" the city. My current board of directors and I often debate the issues. Sometimes, quite heatedly. However, I wouldn't have it any other way. I have been shown the errors of my thinking on more than one occasion and I believe I've enlightened my board on other occasions. Together, we form a healthy, dynamic governance team and that results in well thought out decisions. CONFIDENTIAL GUIDE FOP. REVIEWING PERFORMANCE OF GENERAL MANAGER COOPERATIVE AGRICULTURAL PRODUCERS, INC Employee Name: Mike Conklin Reviewing Period' 2003-2004 Job Title' General Manager Reviewing Supervisor: Board of Directors Department: Administration TABLE OF CONTENTS Policy Statement ............. Objectives of the Performance Appraisal .............................. 4 Responsibilities of Board of Directors .......................... . ....... 4 Position Description of General Manager ............................. 5 Performance Appraisal Procedures & Calendar ......................... 8 Evaluation Form ................................................. 10 POLICY STATEMENT An annual performance appraisal program for the general manager has been established as a policy in Cooperative Agricultural Producers, Inc. (CO-AG) by action of the Board of Directors. The objective of this policy is to enhance the effectiveness of CO-AG by strengthening the working relationship of the Board with the general manager through a system of regular feedback on progress toward mutual objectives. The process for evaluation of the general manager's performance will be based on mutually agreed to objectives with the Board, periodic progress reports, and a formal annual appraisal. The general manager will informally discuss with the Board his respective performance objectives/business plans from the standpoint of progress and possible need for modification, on a regular basis during Board meetings in an atmosphere of open exchange. Consensus should be reached in these meetings on any revision to the year's objectives/business plans. The final performance appraisal session will communicate the Board's consensus on the general manager's performance. OBJECTIVES OF THE PERFORMANCE APPRAISAL I o To assist the Board and general manager in establishing the priorities to be placed on the general manager's position. ,, To reach, in an orderly manner, conclusions as to the "effectiveness" of the general manager in achieving the objectives and priorities established. ,, To communicate to the general manager the conclusions arrived at by the Board and thereby provide an answer to the question, "How am I doing?" o To provide counsel and direction for the general manager and to receive a report from the general manager on the status of the company's priorities. 5. Administer the general manager's salary. RESPONSIBILITIES OF BOARD OF DIRECTORS . The full Board is responsible for conducting a performance evaluation of the general manager's performance over the last fiscal year. . A majority of the directors must complete the company's performance appraisal form for the general manager. 3. Directors should exercise objectivity in completing the appraisal form. o The Overall Performance Summary Evaluation will become part of the Board's files. POSITION DESCRIPTION OF GENERAL MANAGER Job Purpose & Mission Manages and directs operati°nai and administrative activities in an effort to optimize profitability, warehousing and marketing services, personnel development and patronage. Implements policies and specific plans established by the board. Executes and/or oversees the buy/sell functions of the firm. Has total responsibility for the protection and safekeeping of all equipment, machinery, products, records, staff and profitability. This includes: · Meeting CO-AG's goals and objectives as defined and agreed to by the Board · Providing leadership and direction to the management team and staff of CO-AG Communicating and representing CO-AG in the grower, business, political, and regulatory communities RESPONSIBILITIES AND DUTIES A. Board of Directors Making recommendations to the board for changes in policy or operations of the company. , Assisting the board in executing its legal obligations. . Facilitating the board's annual insurance review. . Attend all board meetings and assist in scheduling, arranging, and developing the board meeting agenda. . Report status of Co-AG's annual operating/business plan. a. o Maintain open communications with the board and regularly report on matters of importance including communications with company stakeholder groups (i.e., bankers, professional service providers, suppliers, vendors, customers). , Provide regular reports of industry conditions and trends as appropriate. o Manages other projects or performs other duties as assigned by the Board. Products Assures the proper receipt, storage, rotation and shipment of products and inventories so as to minimize waste, spoilage and/or client/customer dissatisfaction. , Assures that products are properly identified, graded and stored so that quality products are delivered to customers. C. Fiscal , Prepares annual capital and operating budgets for Board approval. Do . Provides monthly financial and income statements for Board review. . Provides monthly report of financial condition and status of inventory levels, collateral report, accounts receivable aging, and key financial performance indicators (i.e., financial ratios, gross margins, working capital) as appropriate or when requested by board. . Secures loans for operating and capital expenditures as required. o Grants and/or extends credit within established parameters. Personnel Determine staffing requirements. . Establishes policies and procedures to assure that employees are treated fairly, equitably and consistently. , Administers wages/salaries and benefits on a fair, equitable and competitive basis so as to attract and retain "high performance" people. Eo Fo . Assures the training and cross training of employees to enhance individual development and company productivity. o Assures the development and updating evaluation of individual employee performance. of job descriptions and the o . Takes appropriate action to enhance or improve employee productivity. Communicates frequently with employees on status of company to foster optimal individual and team performance. Planning . Analyzes short and long term supply and demand conditions and makes recommendations for expansion or contractions of facilities, equipment, and personnel to meet market needs. . Formulates and executes objectives, plans and budgets for the cooperative. ao Short range planning Long range planning . Establishes priorities, develops strategies, and allocates resources, both human and financial. Public and Member Relations . Represents CO-AG in the community, trade associations, and with regional cooperatives. , Develop collaborative working relationships with other cooperatives to the extent possible and mutually beneficial. . Provides grower education programs. . Keep members informed on the affairs and status of the company including planning and facilitating member information meetings. 6 o Promote open communications, equitable treatment, strong working relationships between staff and grower members. Ensure company farm visits to grower members and company contact with top 20 percent of CO-AG's members on a regular or as needed basis. o Establish and maintain good working relationships with providers of professional and related services to the company. O. Marketing Ensure company contact with domestic and export buyers and suppliers in order to establish fair market prices for grain, feed, seed, petroleum, peas and lentils, retail supplies or other products handled or sold. 2. Develop and offer marketing tools to growers such as pools and minimum price contracts including education programs on how to use these tools. 3. Assures that sales and marketing plans are developed and executed consistent with achieving CO-AG's business goals. o Ensure company contact with top 20 percent of CO-AG's customers on a regular or as needed basis Ho Regulatory . Assures that operations are conducted within the laws established by state and federal agencies. Operations . Oversees total company operations. , . Establishes controls and standards of performance that will measure the progress towards the objectives and plans of the company. Maintain facilities in good working condition and appearance. , Regularly visits satellite offices. SUPERVISORY RESPONSIBILITY Reports directly to the Board of Directors. Assignments are broadly outlined and performance is evaluated on overall results achieved. Has ample choice of methods to be used. Supervises department managers and the total employee group. Decisions generally not reviewed by higher authority. Has frequent contact with directors, vendors, grain traders, bankers, providers of professional services, and government agencies. JOB QUALIFICATIONS Extensive knowledge of the grain industry along with 10 years of management experience. degree or equivalent desirable. Must reside in trade area. College PERFORMANCE APPRAISAL PROCEDURES AND CALENDAR 1. In July, the auditor presents its report to the board. 2. In September, the board chairman and vice chairman meet to discuss and finalize the general manager's salary and performance appraisal procedures. 3. In October, in executive session, a written and oral presentation is presented to the full board by the general manager of his views of the prior year's performance. This includes addressing each area in his performance evaluation form. He reviews business goals, core competencies & accountabilities, and his key responsibilities. He also reviews other priorities and problems that may have occurred during the previous fiscal year. A question and answer period provides the Board opportunity to receive additional information needed for the evaluation process and to clarify points of interest in the general manager's presentation. The Board discusses performance and critical company issues in detail. 4. In October, coincident with the general manager's report, his written report and performance evaluation form is distributed to the board. They are asked to complete the evaluation form following the President's report and turn it in to the chairman at the end of the board meeting. 5. In November, the board chairman and vice chairman summarize board member responses on the evaluation forms into a total for each item including comments. The Board then meets and reviews the summarized items and reaches a consensus on Overall Performance and a Salary Adjustment action. Results of the performance appraisal are confidential and are not shared beyond the Board and general manager. The chairman and vice chairman report to the general manager the Overall Performance £¥aluation Summary and salary change to be implemented, if any. 6. In December, the general manager and management team also begin preparations for the February board strategic planning session. 7. In March, the management team is convened by the general manager to begin building a detailed company business plan and budget for the next fiscal year by division. 8. in April, division plans and budgets are rolled up to the company plan and budget with specific financial performance targets which will become the President's and CEO's business goals. 9. In May, a preliminary company business plan and budget is presented by the general manager to the Board of Directors. The board provides input and suggests revisions as appropriate. If the budget is acceptable to the Board of Directors, the budget is approved. If the budget is not acceptable, the general manager takes the boards suggestions back to the management team for the purpose of revising the budget. 10. In June, the revised budget (if any) is approved by the Board of Directors. The plan's key financial performance targets then become the general manager's business goals. c O-AG\g m g rperfrev081603 These goals become part of his performance appraisal process that takes place the following years. C O-AG\g m g rperfrev081603 CO-AG GENERAL MANAGER PERFORMANCE APPRAISAL FORM 2004 Performance Evaluation This performance Evaluation form has three (3) Sections Ao Business Goals (Numerical) Core Competencies & Accountabilities Key Responsibilities Section A' Business Goals Please indicate your rating' 3 - Exceeded Goal; 2 - Met Goal; 1 - Fell Short of Goal Business Goals - Numerical Goal 1: CoBank covenants met or exceeded? (WC · $1.5mm, Stockholder Equity > $6.5mm, LTD/Patrons Equity <.4:1) Results: 2003 2004 WC $2.425mm $2.404mm SHE $8.044mm $8.029mm L TD/PE .09:1 .076:1 Comments: Circle Rating ( 3, 2, 1 ) Goal 2 · Discounts received less than or equal to discounts levied? Results Dkg FM TW Purchase 2.1¢ 0.2¢ 1.0¢ Sale 2.0¢ 0.2¢ 0.6¢ 0.5¢ advantage to Co-Ag Comments: Goal 3 · Local return on sales (Operation Margin/Total Sales) 1-3% is typical range. Results: 2003 2004 3.14% 1.21% Total 3.3¢ 2.8¢ Circle Rating ( 3, 2, 1 ) Circle Rating ( 3, 2, 1 ) Comments: Goal 4 Current ratio (Current Assets/Current Liabilities) 1.2 to 1.5 is Typical range Results 2003 2004 1.395:1 1.45:1 Comments: Circle Rating ( 3, 2, 1 ) C O-AG\g m g rperfrev081603 10 ..=.=,.. Business Goals- Numerical , Goal 5 Labor Income Ratio (personnel expenses/gross revenue).4:1 to .5'1i Circle Rating ( 3, 2, 1 ) Results: 2003 2004 · 4335:1 .4846:1 Comments: Goal 6 Circle Rating ( 3, 2, 1 ) Results' Comments: Goal 7 Results: ICircle Rating ( 3, 2, 1 ) Comments' Goal 8 Circle Rating ( 3, 2, 1 ) Results: Comments: Goal 9 Results ,, Circle Rating ( 3, 2, 1 ) Comments' CO-AG\g m g rperfrev081603 11 Performance in each area is measured by one of three possible performance ratings. These should be used as a guideline for assigning a performance rating in each section and overall. 3- Consistently Exceeds Performance consistently exceeds expected results 2- Fully Successful Performance consistently meets expected results 1 - Needs development Performance consistently fall short of expected results · Core ComDetencies & Accountabilities Planning/Problem Solving' Critical Competencies- Distinguish trends and predict impact on goals Plan and implement operational strategies for the department Circle Rating ( 3, 2, 1) · · Set objectives and develop plans for accomplishing them · Analyze possible differences, identify problem areas, and provide solutions · Make recommendations based on prior knowledge and experience · Manage Multiple projects within the department/company simultaneously Comments: Does very well identifying problems and putting together a plan of attack; we have been very distracted by putting out fires or developing new systems and have not looked at our internal controls and company efficiencies. Leade rs hi piS u pervis io n/Relatio ns hips: Critical Competencies- Circle Rating ( 3, 2, 1) Review and follow through on activities, assignments, and reports of subordinates Follow through on own activities, assignments, and reports Meet specific CO-AG goals and objectives for own area of responsibility Communicate CO-AG goals and objectives to subordinates and manage their assignments to meet them Define subordinate responsibilities and work assignments Appraise subordinate performance, provide constructive guidance for improvement and development Comments: Mike is always willing to give the credit to who deserves it; delegates very well; need to communicate goals and objectives to lower level subordinates more; good management team and company resp.~cted. Communication. Circle Rating( 3, 2, 1) Critical Competencies: · Organize ideas and communicate oral messages effectively · Maintain relationships with key and poter~tial (~ustomers to support new and on-going business services · Provide clear direction and positive feedback to colleagues and/or subordinates regarding work performance · Accept and give constructive feedback Comments- The PR with patrons is an area that can be worked on; would like to see more ] on ] visits with members; does good job regarding work performance of employees; Did very well on self-evaluation; communicate; communicate; communicate! Teamwork. Circle Rating ( 3, 2, 1 ) · Resolve conflict and negotiate solutions with team members · Develop alternatives to improve performance within a team environment · Anticipate and develop knowledge and skills required for lateral · Assignments, promotions, and future company needs Comments- Puts people in the right spot, for them to gain knowledge & skills for the future. Send people to seminars, etc.; need to look for people for future company needs; management can be distant from troops in the field at times. Tech n ical/I n d ustry Circle Rating ( 3, 2, 1 ) · Critical Competencies- · Represent the company to others · Develop strategies, plans, and goals to promote competitive advantage Comments i feel the peers in the industry hold Mike in high regard; does a good job representing company & promoting it; our information system is not fully understood by our employees who input information. Job/Department Specific Circle Rating( 3, 2, 1) · Critical Competencies · Grain industry terminology · Grain handling and processing federal regulations · CO-AG strategic and operational goals Comments' Profitable year = accomplishing goals; very knowledgeable in all of above; the process of long-range planning is still in the process of being refined. CO-AG\gmg rperfrev081603 Please refer to KeY Responsibilities in Position Circle Rating ( 3, 2, 1 ) Description on Page 5 Comments: Every thing is 3 except for monthly financial & income statements & that is a 1; very well in all items- just would like to see more 1 on 1 with members; ! know its hard to find time; work on training and cross training employees needs improvement. Branch office personnel are underutilized much of the time. Information system and personnel is not adequate and needs improvement Your Overall Assessment of all Performance Elements Circle Rating ( 3, 2, 1 ) Comments' Overall ! think he is an excellent manager & we should tell him that more often (except for the meeting when we are discussing salary); No surprises for board members; no surprised for CEO (controller); Doing a good job; still some areas to work on - seeing farmers rates so on; does a great job; overall keep it up. CERTIFICATION This evaluation of performance was reviewed and discussed by the Board Chairman and Vice Chairman with the general manager. The controller is authorized to make the following general manager position compensation adjustment. Geri aimanager ~-/~r~ ~hairman ' Date C O-AG\g mg rperfrev081603 KENAI. ALASKA e a Pas a ?u ure' 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX: 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 b~forma and voluntarily consent to all its provisions and contents. By' _ STATE OF /f--)A DATE: /'~//_~,/0,~, ,'. · q,: .7.~o~ . · ",.~ WAS~,'¢ On this /~day of ~, ~005 before me personally appeared thc foregoing Consenl/o ~e/ease o//n/orma/ion, and acknowledged that he/she executed the same as his/her free will and deed. Notary P ~'or LU~- My Commission Expires' Kim Howard From,: Mike Conklin [mconk@oakesdale.net] Sent: Saturday, October 29, 2005 11:27 AM To: Klm Howard Subject: RE: City Manager Vacancy- Referances for Mike Conklin References.doc ..... Original Message ..... From: Kim Howard [maiito:khoward~ci.kenai.ak.us] Sent: Monday, October 24, 2005 12:19 PM To: mconk~oakesdale, net Subject: City Manager Vacancy Dear Mr. Conklin, We are in receipt of your Consent to Release of Information and responses to our request fOr additional information. Please provide personal and professional references. Thank you, Kim Howard, Assistant to the City Manager CITY OF KENAI References for z 5'chael R. ConMin Dr. Harvey A. Meier President Harvey A. Meier Company Consultants to CEO's and Boards of Directors 9 South Washington, Suite 512 The Hutton Building Spokane, Washington 99201-3 709 Telephone: (509) 458-3210 Fax: (509) 458-3216 Donald K. Franklin Partner Miller Nash LLP Attorneys at Law 4400 Two Union Square 601 Union Street Seattle, Washington 98101-2352 Telephone: (206) 622-8484 Fax: (206) 622-7485 Scott A. Yates Reporter Capital Press West Coast Agricultural Weekly c/o Press Publishing Co. 1400 Broadway St. NE Salem, OR 97303 Telephone: (509) 838-0956 Fax: (509) 838-2561 DOUGLAS E. DOMBROSKI P.O.B August 30, 2005 City, of Kenai Atto: Kim Howard, Asst. to City Manager 210 Fidalgo Avenue Kenai, AK 99611-7794 Dear Ms. Howard, This letter is being sent to express my interest in the position of City. Manager for the City of Kenai. As my enclosed resume indicates, my background includes 30 vears of sermce to the public in yawing capacities, with sigmficanr experience m: Executive management that includes positive leadership, complex decision-making, strategic planning, fiscal responsibility,, budgeting, and human resources including labor relations. Public safety, including law enforcement, fire response, emergency medical response, and homeland security. Citizen empowerrnent, education, and axvareness. In addition to the above skills, I can also offer the City: Expertise in dealing xvith government agencies at all levels. Experience as an Acting City. Manager. A strong commitment to the stable groxvth of Kenai that preserves the natural beauty, and small-town charm. An understanding of tourism issues and the need to capitalize on Kenai's tourism opportumties. A dedication to excellence and mtegrit3,. My dedication to public service in unparalleled, and the city of Kenai xvould provide the oppormmty for me to share my skills and knowledge for the betterment of the commumty and its citizens. I look forward to scheduling an interview where xve can discuss the needs of Kenai and how mv extensive experience can meet those needs. Sincerely, Enclosure P.O. BOX 5061 · \VILLO\VICK. OH 44095 (7ELL 216-956-6553 · PAGER/MESSAGES 216-690-8917 E-MAIL: DEDOMBROSKI~'YAHOO.COM DOUGLAS E. DOMBROSKI OBIECTIVE To obtain a position as ci~ manager of an Alaskan commumtv xvhere a strong track record of human resource management, budgeting, leadership, and communication is needed. SUMMARY OF QUALIFICATIONS Over 30 years of public service xvith proven senior-level experience in executive decision-ma-king, policy direction, strategic planning, financial and personnel management, communication, and leadership. Extensive Imowledge of pubLic safcty. Experience as an Acting City Manager. Committed to the highest levels of professional and personal integrit?? and excellence. PROFESSIONAL EXPERIENCE Jun 2003 - Present Cuyahoga Community. College, Cleveland, Ohio Commander, Department q/'Public Safqy and Program Manager, Public ~afb~y Institute, La2v Enfbn'ement Division · Manage police operations for three college campuses, 15 satellite campuses, and txvo corporate college training facilities. · Manage four public safety training academies, Homeland Security. Institute, police and fire agility, programs, and advanced traimng programs. · Supervise over 100 Public Safety, employees comprised ofumon and non-umon personnel and approx. 100 non-union employees in the Public Safet3' Institute. Prepare and manage annual Public Safe~, budgets of approx. $3 million and Public Safety Institute budgets of approx. $1.75 million. · Extensive labor relations management including contract negotiations. · Organized multi-jurisdictional homeland security, simulation exercise. · Committee member for the Leadership Institute and Global Business Management Institute. Mar 1999 - Present Eastlake Police Department, Eastlake, Ohio Police Officer/Po[ygraph gx'aminer (part-time) Conduct pre-employment and criminal-specific polygraph examinations. · Assist in criminal investigations. · Serve as departmental training coordinator. Oct 1998- Jun 2003 Myers University,, Cleveland, Ohio Director/Assodate Professo'r, Criminal Justice Administration Program and Director of Campus Safqy · Supervised safety staff and teaching faculty.. · Developed security/safety procedures. · Prepared and managed departmental budgets. · Monitored security, surveillance, access, and fire systems. · Prepared federal reports in compliance with the Jeanne Clear3,` Act. · Developed curriculums for Criminal Justice Certificate, Associate, Bachelor, and Master's degree programs as well as Cemficate and Bachelor degree programs in Emergency Management and Homeland Security. Sep i986 - Present W. Wm. Schrmdt & Assoc./Am. Forensic Info. Systems, Willowick, Ohio Consuitant/ Po[ygraph Examiner " · Expertise evaluation/review of potential employees for client compames for internal theft/loss prevention through polygraph testing and different technical processes. · Instruct management personnel in the art of interviexving, theft prevention, and various techniques for controlling inventory loss. -' · Conduct pre-employment and cnm~al-specific examinations for law enforcement agencies. Feb 1994- May 1997 Woodmere Police Department, \Voodmere, Ohio Police Officer · Conducted general patrol/investigations for criminal offenses and pre-emplo,vment backgrounds. Jan 1994 - Apr 1996 Marymount Hospital/United Security Mgrnt. Svcs., Garfield Heights, Ohio Secu.qO, Manager · Developed/implemented operating procedures for approx. 25 contract staff employees. · Conducted internal security and safety audits. · Conducted training for security, emergency response for fzre and haz-mat incidents. · Prepared operational budget f~)r Security. Department. Jan 1991 - May 1993 Powell Police Department, Powell, Ohio Po/ice Officer · Conducted general patrol and investigation of complaints. Jan 1984 - Sep 1986 Chief of Police/Director of Public Saf qy Port Aransas Police Department, Port Aransas, Texas Served as Acting City, Manager. ' Developed/implemented operating procedures and budgets for the police, fire, emergency medical services, and emergency management divisions. · Developed multi-functional crime prevention program targeting acm4ties toxvard senior citizens, numerous tourists, businesses, expensive real estate, and drug education. · Created beach patrol officer program that utilized Sam Houston Universitv criminal justice students which attained national recognition. ' [] Produced various emergency management programs conforming to federal and state guidelines. · Conducted numerous simulated emergency situations to develop and maintain personnel expertise in the event of a crisis. · Conducted criminal investigations, fire inspections, and fire suppression. Jun 1983 - Dec 1983 Richland County Sheriff's Department, Mansfield, Ohio Captain/Patrol Commander Supervised patrol staff regarding daily enforcement activities. · Implemented training programs. · Supervised/conducted on-site evidence gathering/investigations. · Coordinated emergency management program. Douglas E.. I)ombroski I>a,.~ 2 o f 4 Dec 1978 -Jun 1983 United States Marshal Service, Department of Justice, Cleveland, Ohio Deputy U.S. Marshal · Conducted investigations to successfully trace and apprehend wanted criminals. · Provided protection for government officials. · Transported prisoners. · Served warrants and writs issued bv federal courts. EDUCATION · Ph.D. Student, Applied Management Decision Systems, Walden University. MinneapoLis, MN. · M.B.A., Management, Lake Erie College, Pamesville, OH · B.S., Magna Cum Laude, Public Administration/Management (Double Major), Myers University, Cleveland, OH · ..-k.A.S., Police Administration, Lakeland College, Mentor, OH PROFESSIONAL MEMBERSHIPS · ~Iember, Ohio Patrolmen's Benevolent AssoCiation · Member, Fraternal Order of Police - Lodge #124 · Member, National Tactical Officers Association · Member, American Society for Law Enforcement Training · Member, Ohio Chiefs of Police Association · Member, American College of Forensic Examiners Institute · Member, Academy of Criminal Justice Science · Member, International Campus Law Enforcement Association · blember, Ohio Crime Prevention Association · Member, Ohio School Resource Officer Association · Member, International Association of Chiefs of Police · Member, American Societ3, for Indusmal Security · Member, Greater Cleveland Crime Clinic · Member, FBI InfraGard · Past President, Ohio Council of Criminal Justice Education · Past Vice President, Ohio Campus Law Enforcement Association · Past Member, Association of Certified Fraud Investigators · Past Member, Association of International Crime Analysts · Past Member, Society for Human Resource Management CERTIFICATIONS · Ohio Certified Peace Officer · Ohio Certified Professional Firefighter · Ohio Certified Emergency Medical Technician · Certified Polygrapher · Ohio Licensed Fire Safety Inspector · Certified Train the Trainer for HazMat/Weapons of Mass Destruction/Personal Protection Equipment for First Responder Awareness · Certified Train the Trainer for Response to Weapons of Mass Destruction Incident Awareness · Certified Trainer for Terrorism Awareness and Prevention (TAP) Program for Citizens · Certification in Homeland Security- Level III Douglas E. Dombroski Page 3 o f 4 ADDITION~-LL PROFESSIONAL TtL-XlNING · · · · · · · · · · · 1 · · · · · l · · · · · · Ohio Basic Certified Police Training Texas Basic Certified Police Training Ohio Professional Fire Fighter Course Certified Polygrapher Ohio Police Instructor Emergency Medical Technician Training Ohio LEADS Operator School Resource Officer Training Handling Mentally Ill Individuals Ohio Criminal Code DEA Investigation Procedures Arrest Procedures Update Interrogations and Line-Up Arson Investigation Civil Liabili~ and Human Relations Anti-Terrorism Training Investigative Photography Radar Operation Update M-16 Special Weapons and Tactics Current Legal Issues Update Tear Gas and Chemical Weapons Training Case Preparation- Texas Prosecutor's Council U.S. Army Criminal Investigations Course Humcane Preparedness Seminar Accident Investigation- Basic Shelter Management Workshop Defensive Driving Emergency Manager Workshop Radar Certification School Identi-Kit School Legal Liability, Course Disaster Preparedness/Hurricane Analysis Child Sexual Abuse - Sexploitation Police Liability Controls Seminar Advanced Emergency Management Basic SIdlls Hospital Crime Prevention Crime Prevention Marketing/Evaluation Investigations of Bombs and Explosives Crimes Emergency Vehicle Operator's Course Patient Assessment in Head and Chest Trauma Recognition/Identification of Hazardous Materials Auto Defib Tra/ning Crime Scene and Drivers Tra/ning Update Forensic Crime Scene Analysis Douglas E.. I)omb.roski · Psychological Criminal Profiling · Cyber Crimes · Community, Policing Problem Solving · DUI. DUS & FRA Issues and Laws of Arrest · Court Testimony · Stops. Field Interrogation and Racial Proffl/ng · Critical Incident Stress Management Digmtar3' Protection · Security Surveying · Homicide and Death Investigation · IACP Technology Institute · F,-L, Firearms for Police Page 4 of 4 DOUGLAS E. DOMBROSKI P.O. Box 5061 · \Villowick, OH 44095 · 216-956-6553 · dedombros'ki~yahoo.com September 20, 2005 Ciw of Kenai Attn: I~rn Hoxvard, Asst. to City Manager 210 Fidalgo Avenue Kenai, AK 99611-7794 Dear Ms. H oxvard, As requested, I am enclosing the additional resume reformation. Finding a city, manager that is a "good fit" with the commumty is an important task, and I am confident that my experience and knowledge make me xvell-suited for the position. I look forxvard to scheduling an interview where xve can further discuss how I will be an asset to the City of Kenai. Sincerely, ../...--/' ,/ ... ' ~ ,/t'" ,_ Douglas E. Dombroski Enclosure ge me Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. To the best of my knowledge, a background investigation xvill reveal no incidents or issues of public controversy. ... Discuss your areas of strengths and weaknesses as a manager. After working in public service for more than 30 years, the experience and education I have obtained have allowed me to grow professionally arid develop my abilities as an effective leader and manager. Some of my many strengths include: the ability to effectively analyze complex situations and provide xvorkable solutions that result in positive outcomes; the ability to develop strong public and private partnerships to best utilize available resources; the abili~ to commumcate effectively with employees, commum~ leaders, citizens, and external organiza~ons including all levels of government; the ability to effectively resolve personnel issues including labor relations; and the abili~ to effectively manage multimil!ion dollar budgets. As a manager, I recognize that I have xvhat can be considered a xveakness in being overly sympathetic to the impact of decisions on individuals. Sometimes the "individual" is overshadowed in the implementation of public policy. Discuss your philosophy of the roles ora City Manager and a Council in the Council. Manager form o£government. Inchtde a discussion of what you believe are the Manager's responsibilities to Council, as mell as the Council's responsibilities to the Manager. Local government operations have become increasingly complex over the years. The Council- Manager form of government is suited for such a complexi~, but must b~ poised to adapt to the changing needs of each communi~. The most basic description of roles is such that the elected officials, Council, are the leaders and policy makers who establish a x/sion for their commumty. In mm, the manager, with a shared vision, is responsible for executing those policy decisions, making sure all residents are being equitably served throughout the community in a fiscally responsible manner. In order for a city manager to be effective, it is important for Council and the city manager to develop a "teamwork" relationship based on mutual trust and respect. Council should rely on that trust in support of the city manager as he or she effectively manages day-to-day operations of the city. In return, the city manager must recognize that Council members have been elected by commumty citizens in order to represent the community's best interests. As such, the city manager should provide Council with additional information, clarification, and/or Dombmski- ~4dditional Resume Information recommendations as needed in support of Council's endeavors. The cit3' manager is also responsible for providing admimstram-e leadership and management of daily city. operations, xvhich allows Council to focus their time and energy on broader issues affecting the commumty. An understanding of roles xvill alloxv a successful partnership to evolve, x~4th the entire commumty benefitting as a result. It is also my belief that the office of cit3' manager should remain objective and open-minded in all activities utilizing the highest level of ethics and mtegnty. In fulfillment of that objective, I believe in adhering to the International City/County Management Association's Code of Ethics. Excellence in local government should be the number one goal for every, cit3, manager. Dombmski - Additional Resume Information KENAI, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 (pr in t ) ~~* t9 ~ ~¢-J" ~. Z~,9 ,,.~X~~ STATE OF On this 7,. 0 day of 51.-¢-~-~,,.~httL,_ 2005, before me personally appeared ~'i)o u0-c,45 i~,~bi~ sir..-t , known ~[o 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~ubli~' in andafor t~*, My Commission Expires: ~t- ~.l--c q September 6, 2005 Kim Howard, Assistant to City Manager City of Kenai --2_210 Fidalgo Ave. 99611-7794 Dear Klm: R ECEIV[ - i3 zuu t t [ am interested in being considered for the position of City Manager of Kenai, AK. I have over 20 years of experience in local government. Over 17 years experience as the chief administrator in small western cities, nearly 3 years as Assistant Director of the Wyoming Association of Municipalities. My resume is enclosed. I think my experience closely tracks what you are loola'ngfor. I have also enclosed a supplement giving more detail on City of Livingston challenges and accomplishments. I have been the City Manager of Livingston, Montana for nearly 10 years. We have been experiencing robust economic growth and a housing boom, which promises to expand this community dramatically. The community has been faced with rapid change, high expectations for services and coordinated planning between the City and Park County. Major current issues: Developing an off-grade railroad crossing, Completion of an Industrial Tax Increment Financing District and negotiating bonds to support a 1.6 mile extension of water and sewer to printingforless.com corporate campus and associated light industrial park $2.5 million; Coordinating bonds and grants for water and sewer transmission and plant improvements totaling about $4.0 million; Coordinating cost and control of solid waste disposal with the County; Human relations involving collective bargaining contract negotiations with 3 employee bargaining units - Fire, Police and Public Works; Employee assistance and counseling; Repair and replacement of deteriorated infrastructure; Planning - including a multi agency Transportation Coordinating Committee, City-County inter-local agreement for development and subdivision review, Coordinating City and County planning efforts to better respond to rapid growth, Urban Design Plan implementation, pursuing development of a City and surrounding area Trails and Greenways Master Plan; Operating in a fiscally constrained environment involving legislatively imposed municipal revenue caps, reductions in taxable values as the result of legislatively granted tax breaks, and limited tax diversity depending on property taxation with no municipally shared sales or lodging tax, in spite of a statewide effort to promote tourism and visitation. A list of references is enclosed. More are available upon request. Thankyouforyour consideration. Steve Golnar, 112 South 7th Street Livingston, MT 59047 e-mail address: s. ~, olnar~bresnan, net Home phone 406-222-9670 cell phone: 406-223-5013 STEVEN BENNETT GOLNAR 112 South Seventh Street, Livingston, MT 59047, Home' (406)222-9670; Cell' (406)223-5013 e-mail: s.~olnar~bresnan.net Objective T_o apply my multiple competencies in Community and Governmental Affairs to add value toward dealing wi~ complex issues in public sector community management or private sector external public affairs. Professional Exp.erience CITY MANAGER (Livingston, Montana) August 1995 to July 2005 The City of Livingston (population 7,500 with an area and tourist population of near 20,000 in peak season) is the original gateway community to Yellowstone National Park with a 5 person elected City Commission and 6 key department heads, employs 85 fulltime employees or 120 full and part-time employees This community had adopted the Commission-Manager form of government approximately 6 years before my arrival and not had a City Manager for more than 2 years. General Fund reserves were at a dangerously low level of about $250,000. The FY2005-06 budget totals $15,700,340. The General Fund Budget totals $2,700,000 in expenditures and the General Fund cash balance totaled $850,000 in June 2005. Services provided include: 24 hour a day full time Fire/Ambulance and Police, Regional Ambulance and Dispatctg911 service, Planning, Historic Preservation, Municipal Court, Finance and Administration and Public Works including: Water, Sewer, Storm Drainage, Solid Waste Collection, Streets, Cemetery, Parks and Recreation, and a fairly autonomous City-County Library. The City also maintains an Economic Development revolving fund and contracts with a local economic development organization for help. Recently an Urban Renewal Authority and tax increment financing district were created to assist in coordination with downtown infrastructure replacement, the repair and enhancement of downtown vaulted sidewalks, and streetscapes to inspire private re-investment. (Salary: Starting $50,000/year,-present $66,932 plus benefits) NOTABLE RESPONSIBILITIES: Chief Operating Officer; Chief Budget Officer; Advocate for the City on State and Federal issues; Set City Commission Agendas; Prepare & coordinate City-County coordinating meeting agendas; Personnel Officer, Lead negotiator and grievance appeal hearing officer for collective bargaining agreements and disputes; Primary Media relations contact and coordinator for the City; Sister Cities Program staff liaison and host 1995- 2005; Chairman- Livingston Area Transportation Coordinating Committee (1996 to 2005). KEY ACCOMPLISMENTS' (for more see separate "Livingston Current Issues/Notable Accomplishments"). · Brought stability, continuity, consistency and professionalism to the position of City Manager and the operations of the City, · Assisted the community in developing a vision that would allow for physical infrastructure improvements while maintaining the character, authenticity and uniqueness of this historic 1889 railroad/tourist town; plans for traffic, trails and greenways and floodplain issues are also being addressed. · Assisted in facilitating infrastructure planning, scheduling and financing to assist in the relocation of Pfintingforless.com corporate headquarters and the establishment of a light industrial/office park. · Lead negotiations and lobbying at local, state and federal levels · Improved budget situation, and supported systematic investment in infi'astnaemre replacement, and broadened revenue bases for Ambulance, Communications/911 Department, Library and Recreation. · Encouraged redevelopment, reuse and re-investment into key historic structures, · Facilitated City-County coordination and collaboration with other panners to achieve common goals. V EN BENNETT GOLNAR CITY ADMINISTRATOR (Kemmerer, Wyoming)Februarv 1988-Aug 1995 This City (population 3020) employed 49 full-time in 1988. It was a modem Westem "boom town" which had grown from approximately 3000 to 6000 in population with infrastructure developed for 10,000 because of the construction of a major gas plant in South Western Wyoming. The boom ended in 1987 when the second phase of this project was cancelled. When I let~ the City employed 31 full-time, 8 part- time and 20 seasonal people. Located next to Diamondville (population 846) and Frontier (population '50_), Kemmerer was the regional service center for recreation;~tirport, water and wastewater. The FY91-92 budget totaled $4.7M, with a $2.9M operating budget. FY94-95 budget totaled $3.1M. Major issues included: pursuing strategies to share the burden of providing broadened regional services and supporting and maintaining an expanded infrastructure with a drastically reduced user and tax base; long-term parks and recreation operations funding; employee unionization; long-term capital planning and funding; development through cultural~istoric revitalization, recreational development, housing rehabilitation; and zoning/comprehensive planning update. (Salary: Starting 39,600/year to $44,098/year plus benefits) NOTABLE PROJECTS / ACCOMPLISHMENTS. Initiated a parks and recreation district funded annually through a mill levy assessed by the school district generating $100,000 +/Yr operating assistance to the City (cumulatively $520,000 +) Implemented an automated garbage collection system resulting in personnel savings and a cleaner city Lead Water/Wastewater Joint Powers Board negotiations, with $1.3M cash and $13M asset transfer Notable Capital projects include: $1.3M Dam Rehabilitation; $60,000 outdoor swimming pool and bathhouse reconstruction; $250,000 street and airport taxiway reconstruction; $50,000 rehabilitation of museum and visitors center; $570,000 airport nmway widening; $610,000 street and underground utility project; and a youth fishing pond, interpretive nature trail and riverside trail development on 47+ donated acres; $308,000 golf course & baseball field irrigation system replacement. Responded to an employee vote to unionize and was instrumental in developing the Kemmerer Labor Management Relations Ordinance; performed a lead role in negotiations of first contract and contract administration. (The first general municipal collective bargaining ordinance in Wyoming; the first municipal contract negotiated with the United Mine Worker of America.) Initiated comprehensive plan update and creation of housing/downtown development program. Rate intervention/telephone modernization testimony yielded digital switch and fiber optic guarantee. The Kemmerer Business Corridor Improvement Community Development Plan. ASSISTANT DIRECTOR (Wyoming Assoc. of Municipalities, Cheyenne WY) June 1985-Feb1988 WAM, a non-profit organization, represents the interests of cities and towns in Wyoming. The board of directors consisted of 23 elected officials or professional managers from across the state. A leanly staffed operation with an annual operating budget of $300,000, WAM relied heavily on committees and volunteer assistance. Its major activities included stabilizing the municipal revenue base, economic development and maintaining municipal service levels .and the integrity of Home Rule authority for cities. (Salary: Starting $24,000/year to $26,900/year plus benefits.) NOTABLE PROJECTS / ACCOMPLISHMENTS: · Prepared the budget and assisted in the preparation of board materials; Provided technical assistance involving responses to over 600 inquiries per year; researched and developed the annual Budget Preparation Handbook for cities and towns and other special reports; Compiled, edited and published monthly and quarterly statewide municipal newsletters; Lead planning, coordination and execution of annual convention involving over 400 officials and 35 exhibitor Liaison for various statewide groups dealing with economic development; 1990 census review process; and state and municipal clerks and treasurers association. Significant national level training received in lobbying, and working with National League of Cities and International City Managers Association. STEVEN BENNETT GOLNAR ASSISTANT TO THE PRESIDENT (Zoological Society, Philadelphia, PA) May 1984- Feb. 1985 While attending graduate school, I worked for Mr. William V. Donaldson, President of the Zoological Society of Philadelphia and former City Manager of Scottsdale, AZ, Tacoma, WA and Cincinnati, OH. I also served as his Teacher's Assistant for the Fels graduate class, "Managing Cities". With an operating b~dget of $8.5M, 180 full-time and 300 part-time employees, the Zoo was a full service private organization facing the challenges of declining traditional user base. (Salary: Starting $600/month to $600- no benefits.) NOTABLE PROJECTS / ACCOMPLISHMENTS' Created a monitoring system for tracking city assisted capital improvement projects; · Screened and negotiated employment details for director of a new economic development group; · Identified and pursued capital financing alternatives; · Enhanced visitor relations through employee training and involvement. ADMINISTRATIVE ASSISTANT TOWN MANAGER (Rangely, CO) July 1982-December 1983 Assisted Mr. Donald Peach in managing the Colorado Town of Rangely (population 2700) which faced the uncertainties of an energy based economy. The annual operating budget was $1.5 M; capital projects totaled $2.5M. (Salary: Starting $18,000/year to $19,000/year plus benefits.) NOTABLE PROJECTS / ACCOMPLISHMENTS' Directed airport improvement committee efforts resulting in $1.4M funding; Initiated development of county-wide commercial revolving loan fund; · Negotiated easements and coordinated housing relocation for water system expansion project; Prepared community profile and report assessing economic impacts of oil well service and drilling. TOWN PLANNER/ACTING ADMINISTRATOR (Dinosaur, CO) July 1982-March 1983 The Town of Dinosaur experienced a short-term population boom of 230% (population 313 to over 1000) due to the development of a nearby coal mine, a 400 megawatt power plant, and a 37.5 mile electric railroad connecting them. I was the town's first administrative staff person, served on a half-time basis, began as planning intern the first three months and continued as Planner/Administrator for remaining five months. NOTABLE PROJECTS / ACCOMPLISHMENTS' · Introduced council to written agendas and a more formal approach to government; · Reorganized planning and zoning commission, rewrote zoning ordinance; · Evaluated law enforcement needs, personnel requirements and salary needs resulting in a $20,000 industry grant; · Wrote and received grant for a full-time planner/administrator at $30,000 salary. Additional Experience · Program Assistant, Philadelphia Business Cooperation Office (Philad¢lphia, PA, Jan.-May ~985) · Research Associate, National Institute for Socioeconomic Research (Boulder, CO, Jan.-May 1982) Econ. Dev. Specialists/Programmer, Rural Communities Institute-RCI (Gunnison, CO, Jan. 1981- Jan. 1982) · Econ. Development Technician, Farmington Industrial Dev. Service (Farmington, NM, June- Sept. ~9SO) · Project Director, The Gunnison Price Index, (Kellogg Grant), RCI (Gunnison, CO, Jan. 1979-Mar. 9ao) STEVEN BENNETT GOLNAR 1980 1980-1981 1985 1992 2OO2 2005 Education B.A. Economics and Mathematics; Western State College- Gunnison, Colorado 20 hours towards Master in Social Science- Economic/Community Development Western State College- Gunnison & University of Colorado- Denver (Vista Volunteer) Masters of Government Administration (MGA)- City Management emphasis Fels Center of Government- University of pennsylvania Rocky Mountain Program for Senior Executives in State and Local Government (Durango, CO), Center for Improvement of Public Management- University of Colorado Denver LEADS Program Graduate - Leadership Development Institute (Big Sky, MT) - University of Virginia Graduate- The Dale Carnegie Course, Bozeman, MT Professional Organizations & Activities International City Managers Association - Montana City and County Managers Association - Resolutions/Legislative Committee- Montana League of Cities (MLCT) Member Health Insurance Task Force (MLCT/MT Municipal Ins. Auth.) Park County Economic Development Committee - Rotary Club - · Greater Open Space City Managers Association - '""HUman Relations Committee, Wyo. Association of Municipalities (WAM)- Utility Franchise and Regulation Service Advisory Committee (WAM) - Goals Committee, (WAM) - Wyoming Economic Development Association 1986 to 1995, Board of Directors 1988-1990 Economic Developers Council of Colorado 1981- 1983 Nominating Committee 1982 full-member 20 years plus 2001 to 2005 1999- 2OO5 2003-2OO4 1995 to 2002 1995 to present Board member 2001 1988 to present 1993 to 1995 1992 to 1995 1989 to 1995 Honors Western Interstate Council for Higher Education (WICHE) intern, Fan~ington Industrial Development. Service & City of Farmington 1980 Fels Scholar, Fels Government Center, University of Pennsylvania- 1984- 1985 Honorary Member- Wyoming Association of Municipal Clerks and Treasurers - 1986 References Available upon request. Current Issues/Notable Accomplishments- Livingston, MT Steve Golnar (9/6/2005) Maior current issues. Developing an off-grade railroad crossing, Completion of an Industrial Tax Increment Financing District and negotiating bonds to support a 1.6 mile extension of water and sewer to printingforless.com corporate campus and associated light industrial park $2.5 million; Coordinating bonds and grants for water and sewer transmission and plant improvements totaling about $4.0 million; Coordinating cost and control of solid waste disposar'with the County; Human relations involving collective bargaining contract negotiations with 3 employee bargaining units - Fire, Police and Public Works; Employee assistance and counseling; Repair and replacement of deteriorated infi'asm.tcture; Planning - including a multi agency Transportation Coordinating Committee, City-County inter-local agreement for development and subdivision review, Coordinating City and County planning efforts to better respond to rapid growth, Urban Design Plan implementation, pursuing development of a City and surrounding area Trails and Greenways Master Plan; Operating in a fiscally constrained environment involving legislatively imposed municipal revenue caps, reductions in taxable values as the result of legislatively granted tax breaks, and limited tax diversity depending on property taxation with no municipally shared sales or lodging tax, in spite of a statewide effort to promote tourism and visitation. NOTABLE PROJECTS/ACCOMPLISHMENTS (ljvingston~ MT)' COMMUNITY PLANNING AND VISION: Livingston Area Transportation Plan · Livingston Urban Design and Infrastructure replacement Plan developed and adopted 1997- 2003. · Flood Plain Planning and coordination with other jurisdictions · Downtown Urban Renewal study and adoption of an Urban Renewal Plan and District · Coordination with County on fringe development, utilities, annexation, subdivision, gateways, etc. ECONOMIC DEVELOPMENT: · $400,000 Community Development Block Grant to assist with Job Training and working capital for Printin glo rl ess. c o m. · Assisted in facilitating infrastructure planning, scheduling and financing to assist in the relocation of Printingforless.com corporate headquarters and the establishment of a light industrial/office park. · Coordinated with Economic Development Corporation in funding strategies and review of applications and recommended use of Economic Development Revolving Loan Funds (Including Montana Boat Builders, a soit~vare company, a quick lube shop, specialty butcher and wine stores, and a gun manufacturing operation). INFRASTRUCTURE: · Consistently supported funding and implementation of long term infi'astmcture (water, sewer, storm drain, streetlight) replacement program. SAMPLE FEDERAL & STATE LEGISLATIVE APPROPRIATIONS AND GRANT REQUESTS · Lead negotiations and lobbying at local, state and federal levels for multi-agency fimding, technical assistance, and in-kind assistance for $807,000 (matched 50% by the Corps of En~ecrs · and $100,000 State Dept. of Natural Resources grant) to evaluate flood protection alternatives fi'om the Yellowstone River for property in the Livingston area; · Corps of Engineers public works assistance in sewer line and plant improvements totaling $2.6 million and a pending request of $180,000 for a feasibility Study for an off-grade rail road crossing (an engineer has been selected and local matching funding assembled); Current Issues/Notable Accomplishments- Livingston, MT Steve Goinar (9/6/2005) - 2 Coordinated successful preparation of Land and Water Conservation Fund application totaling $50,000 and coordinated with community groups who oversaw construction of Pompey's Playground and a skate board park in 2000 to 2003; . Dept of Trans. Pavement Management Grant $480,000 implemented in 2005; · Secured funding for Area Transportation Plan--2'000 and Urban Design Plan 2002. CITY LEAD LOBBYIST FOR 2005 STATE LEGISLATURE' · Pursued raising the resort tax eligible city population cap to 8,500 (from 5,500) to a Senate-House conference committee where it failed 3-2. Testified on behalf of impact fees for general powers governments. Supported legislation allowing: Film Industry tax incentives, Main Street Program creation, and sidewalk maintenance district changes expanding City authority. INTERGOVERNMENTAL COOPERATION: Helped Library Board to develop City-County Library stares which guaranteed operating funding from the County in addition to already committed City levies; Staffed City -County task Force which resulted in revised Communications Center Organization, oversight and funding 1999 through 2002; Orchestrated effort to revised taxpayer subsidy of Ambulance Services from $97,000 a year to $270,000 per year involving existing City and County funding and an increase in the County-wide mill levy from about 3 mills to 9.19 mills. (Effective March 10, 2004); Coordinated agendas for regular City County joint meetings; Worked to develop a state health insurance pool to assist employees with spiraling costs in 2004; Lead negotiator in settlement of a Solid waste disposal dispute with County ($600,000) in 1996. COLLABORATIVE PROJECTS: · Community Transportation Enhancement Projects-a bicycle/pedestrian path ($220,000); partner on a historic Train Depot Restoration (over $900,000) and Landscaping Improvements at a prominent Interstate interchange ($100,000); · Support staff and contract manager for Mayor's Landing by the Yellowstone abandoned landfill clean-up & Fleshman Creek clean-up and Trout Habitat Rehabilitation Projects 2002 & 2003; Assisted with Downtown Urban Renewal study and adoption of an urban renewal plan and district 12/2003, Assisted with board orientation and start-up, worked with MSU School of Design to develop more detailed designs in 2005; City/County/School District/Tennis Association court resurfacing project 2005. FLOOD PLAIN: Co- Incident Commander of a 7 day, 24 hour-a-day 1996 multi-agency disaster response to flooding of the Yellowstone River;. · Lead role in project advocacy, securing funding and emergency construction assistance fi'om the US Andy Corps of Engineers to build an emergency flood protection levee in 45 days due to high snow pack and increased flooding threats in 1997 ($500,000); · 1998 Contracted for the installation of rip rap and barbs to secure garbage from an old landfill fi'om eroding into the fiver; Current Issues/Notable Accomplishments- Livingston: 3'IT Steve Golnar (9/6/2005) 3 · 1999 Coordinated with regulatory agencies and opposing local sentiment to secure FEMA assistance and property owner cooperation to remove temporary portions of the levee, install a fiver side path and cap an old landfill ($280,000); · Represented the City on the Governor's Upper Yellowstone River Task Force in 2003. PERSONNEL: · Initiated merit based national selection process for department heads with Fire & Police Chiefs. SPECIAL EVENTS COORDINATION: Olympic Torch Run · ABC News July 4th 2002 Special concert including major acts Like Sheryl Crow, Hank Williams, Jr., & Los Lobos; · Film- movie, commercial, video and game show production/locations; · Bicycle Tours, Runs, Art Walks and Fundraisers. Steve Golnar - Additional Information RE: Kenai, Alaska City Manager Position Page 1 October 24, 2005 ---_-. Kim Howard Assistant to the City Manager 210 Fidaigo Avenue . ' Kenai, AK 99611-7794 CITY OF KENAI ADMINISTRATION Enclosed are responses to your additional questions that the City requested as a supplemem to my resume. If you would like additional information, please let me know. Sincerely, ~ Steve~G~n~' ~ 112 Suth 7th Stree Livingston, MT 59047 Attachments- Questions #1 through #3. Steve Golnar - Additional Information RE' Kenai, Alaska City Manager Position Page 2 le 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. (A copy of a signed and notarized "consent to release information form" is enclosed-:) Although many of the actions that I have taken as City Manager working under the direction of the City Commission have resulted in some public controversy, I am not aware of any incidents that I need to address separately that would be revealed as areas of concern in a background investigation and reference check. Steve Golnar - Additional Information RE: Kenai, Alaska City Manager Position Page 3 2. Discuss your areas of strengths and weaknesses as a manager. Copies of performance evaluations may be submitted as part of this discussion. Strengths Strong Leadership Qualities, Visionary Technical Competency Appropriate Experience Ability to work hard Broker/Facilitator Skills Decision Making Public/Community Relations Excellent Communications -verbal and written Even tempered Multi-tasker Political Sensitivity Weaknesses (Areas to Work on) Unfamiliarity with Alaska network Would like to continually improve upon - Delegation - Motivation -Teamwork Acquire ICMA Credentialed Manager stares Work on keeping my communications concise Need help to keep multiple tasks organized & accessible My typing skills need to be improved. Summary on Management Style-- Some of those who work for me have felt that I unnecessarily extended discussion on issues relating to budgetary matters or programs, when the answer was evidem -"we have no money." Others have thanked me for thinking "outside of the box" and "expanding the pie", particularly when we are discussing City services provided for multiple entity benefit, like dispatch, ambulance service, and recreational programs. Its my job to create an environment which stretches the imaginations of those who I work with to constantly consider how we can better work together as a team, as a unit, to achieve the long term vision of the City's overarching goals with limited resources. Those who work for me enjoy a great deal of empowerment and independence. New ideas and proposals must be reviewed at the Department Head "team" level so as to limit confusion, bring new information and perspectives, and reduce resistance to change. I will present proposals to the governing body generally in tentative form to allow for discussion prior to formal consideration. I make a point to thank people for their contributions, and recognize their achievements. My managemem style is visionary, collaborative and facilitative; it involves meshing long- term perspectives and overarching goals-of the governing body with multiple perspectives and teamwork. Goals and directions need to be understood and owned by those who are pursuing and implementing them. The work to accomplish steps along the way needs to be defined, shared and delegated in order for it to get done. I would expect to be visible and actively involved in the community working closely and effectively with the City Council and the City staff. Areas I will need to Work on --- I will need to familiarize myself with the Alaska network of contacts relating to city management. wish to continually improve on working with and through people, particularly in the areas of delegation, motivation and teamwork. I wish to pursue the "credentialed manager" certification through ICMA and am in the process of undertaking a self-assessment to target areas for future study. I need to be mindful of keeping my communications concise. I also need to ensure that help is present and available to assist me in keeping multiple tasks organized and information accessible. Steve Golnar - Additional Information RE: Kenai, Alaska City Manager Position Page 4 Discuss your philosophy of the roles of the 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. In the Council-Manager Form of Government the City Manager is hired to help the City Council. achieve its desired goals and vision. The City Council members are elected representative stewards of the public trust to focus on big picture issues like policy, legislation, appropriation, and oversight of management performance. The Manager administers City operations through the staff and the budget, and works for and with the Council, staff and public to establish a realistic course for the future. A relationship involving trust and respect for the basic roles and responsibilities of the City Manager, the City Council members and staff needs to be maintained. Communications need to be open, consistent, and honest. Clear lines of authority need to be understood. The City Council hires the Manager and periodically evaluates performance as a group. In order for the goveming body to have an informed perspective, it must understand continuing and emerging issues. The Manager must help the governing body understand staff goals, regulatory requirements, and continuing and emerging needs and commitments and balance these with the resources available. The governing body then develops informed policy, by voting on their desired vision, goals and priorities. The City Council makes decisions and establishes direction at open, advertised meetings where a quorum of the body is in attendance and a majority votes in favor of the direction and/or decision. The City Council should not give individual direction to the City Manager or the employees of the City, but rather confine their efforts to majority policy direction and decisions communicated to the City Manager. The Mayor or their delegate serves as the ceremonial spokesperson for the City and chairs the council meetings. The Manager and the City staff serve as the eyes and ears and implementation instrument for the City Council. The Manager seeks to accomplish the elected body's vision, goals, and priorities through the City staff and other resources. The Manager is the chief personnel and budget officer and responsible for implementing City ordinances and state and Federal Law. The position is ultimately responsible for employee relations, negotiations, hiring, discipline and discharge. The Manager develops the agenda and prepares policy recommendations and is responsible for managing and directing staff to accomplish the business of the City taking into consideration the City adopted policies and applicable laws. The Manager generally serves as the official spokesman for City related policies, issues and directives. The Governing Body must clearly establish statements of organizational vision, goals and priorities and systematically revise these to reflect its current long-term thinking. The governing body must focus on majority decisions and not the opinions of the minority. They must consider how well their desires have been defined, supported by resources and implemented in order to realistically evaluate performance. When preparing for the performance evaluation of the Manager, organizational performance should be looked at holistically including: stares on strategic goals; budgeted resources and expenditures; and subsequently identified special projects, initiatives or tasks. There may be a temptation to combine a review of goals with the Manager's evaluation, this involves more than the Manager's performance and should be done through separate strategic goal setting sessions. KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us · _ CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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)~ STATE OF On this '~q~--, day of otk. ge~. , 2005, before me personally appeared ,5'1-e,,.¢ ¢~1 .... ,-- , 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. ~ ~;'"..~2% ¢ ~.~OTAm~i~a f~ the ~ .' '. ~ Resi~i~ at: ~'. SEAL.~v~ Livingston, Montana I ~,~'n; ;~~',s* My Commi~ion Expires: Notary Public in and for ~. My Commission Expires: ,,~ ?.,, z ~, .zoo,ff' Peter M. Jankowski, Esq. 466 Portland Avenue Rollinsford, NH 03869 (603) 742 - 6964, Cell (207) 752-7415 Kim Howard Assistant to City Manager City of Kenai - _210 Fidalgo Avenue Kenia, AK 99611-7794 Dear Ms. Howard Please accept my resume for the position of City Manager. September 3, 2005 REcEiVED CITY OF KENAI ADMINISTRATION I am familiar with coastal Alaska having a family member who resides in mid coastal Alaska. As an established manager, the community of Kenai is an exceptional community for me both professionally and for my family due to its village atmosphere, geographic location and quality of life & community. I am a licensed attorney (NH & ME) with a strong understanding of adminisu~tive, real property development and personnel law and I am a skilled negotiator in collective bargaining. Presently, I am back in the private sector, but truly enjoy and have a desire to return to public service. I have served as town manager in full service communities; in Athol, Massachusetts, a community of 11,299 residents, overseeing + 116 full time and + 12 part time employees organized in four unions, numerous committees with an operating budget of +$10.2 million (not including schools) covering 39.5 square miles and Gray, Maine, a community of +6,800 residents, with a staff of +32 with a municipal non-school operating budget of $3.3 million covering 42 square miles. As a professional municipal manager, I have a sound understanding and overseen all aspects municipal services including: police, fire, public works (highway, water, sewer, cemeteries), parks, library, ail financial & lax collecting/billing offices, health department, animal control, veterans assistance, elderly services (meal & exercise programs), town clerk, general assistance (welfare), economic development & planning, all building/electrical inspectors and property assessing. I am also an ICMA member in good standing. I have solid experience in developing and implementing budgets & f'mancial management, demonstrated by delivering z~ro increased budgets while preserving municipal services and employee morale in uncertain financial times. I am experienced in developing budgets within states that have statutory real property tax caps, as in Massachusetts. I have successfully led economic programs utilizing both Community Development Block Grants & local initiatives such as: Tax Increment Financing projects (TIFs), town gateways, homing renovation, micro-enterprise loans, economic brochure and awning & facade programs. I have initiated & developed working partnership (regionalization) projects & programs with surrounding communities and the business community. In Athol, economic development focuses on developing an industrial park for growth in its manufacturing base while building on the town's position as a regional full-service community by revitalizing the town's downtown retail & commercial sector (awning & facade, housing, lighting & TIF) and lot development (CVS, Cumberland Farms). In Gray, I focused on a community-marketing brochure for prospective businesses, gamway projects and building on the area's recreational & tourism (summer coastal activities and winter skiing) ties. In Milbridge, the local economy focuses on natural resources, mainly fisheries (lobstering, claming, sea urchins), blueberries, pulp timber, and holiday wreaths. I oversaw state grants for the construction of road/wood bridge infrastructure, historic building preservation and sewer improvements. I am an experienced goal oriented, team building administrator and I have successfully led municipal staff in completing many community projects with the ability to be a decisive team leader in resolving varying municipal issues. I have a personal policy to keeping the community's City Council abreast of municipal issues & concerns with a preference of working with a team attitude and I enjoy all aspects and challenges of public administration. · I can bring a strong track record, understanding and experience in delivering municipal services residents expect. I can build strong relationship between the City Council, staff, business leaders and the ¢ommullity's citizens for effectively meeting the community's goals and challenges. I am more than willing to spend the extra time required to educate myself with the intrinsic needs of Kenia and become a trusted member of the community. I love being a municipal manager. There is no other rewarding job like it. Peter M. Jankowski, Esq. 466 Portland Ave, Rollinsford, NH 03869 (603) 742- 6964, Cell (207) 752 - 7415 Lajpmj(~aol.¢om EDUCATION Franklin Pierce Law Center, Concord, NH Juris Doctor, May 1996 University of New Hampshire, Durham, NH B.S. Resource Economics with minor in Political Science, 1989 U.S. Navy Technical Training Center. Electronic Technician's "A' & "C" schools 1982 Bar Admittance State & Federal Courts of New Hampshire 1996 State of Maine 1999 MUN!. CIPAL EXP~.m~.NC~. Town Manager, Town of Kittery, Maine, June 2004 to October 2004 A full service, coastal council-manager community with 9,562 residents and a budget of $8.2 million and 88 FT employees organized in seven unions. Succeeded previous manager of sixteen years of service. Accomplishments: negotiated a renewable five-year PILOT agreement for the privatization of 200 unit military housing complex totaling $1.05 million; Drafted & administered RFP for a centralized municipal-complex telephone system; Reorganized two-person receptionist station into joint reception & office aide; initial implementation of a municipal park management plan. Collateral duties: treasurer, tax collector, procurement officer, personnel direc~r. Town Manager, Town of Athoi, Massachusetts - January 2001 to June 2004 First professional manager for a newly chartered 5-member Selectboard-Manager form of government. A full service community of 11,299 residents covering 39 square miles with a municipal budget of $10,580,000 excluding schools, 106 full time & 12 part time employees, 4 unions and volunteers. Oversee 15 departments, including: Police, Fire, Public Works (roads, water & sewer), Library, Economic Development, Financial Offices, Adminisu-afive and responsible for aH staff hirings & personnel issues. Prepare Town meeting warrant. Coordinated & oversaw annual town report, Successfully developed, presented and implemented three balanced municipal budgets: FY02 >1% and FY03 at 1.2% increases with no service reductions and FY04 (4.65%). Responsible for day-to-day operations, budget oversight (operational & capital), Selectboard liaison to regional governmental agencies & business community. Additionally, I developed a new budget approval process, established a 5 yr. capital plan, initiated & implemented a centralized financial accounting & administrative software system connecting seven offices; successfully negotiated successive & impact union contracts; reorganized the Public Work's water & sewer divisions for cost control and correct an annual operational deficit of $422,000 to breakeven in 2 ½ years; established an CDBG adminisWafive & economic development office with a focus on downtown business/commercial development, infrastructure and housing renovation; revised all municipal fee schedules and reorganized a mad maintenance/paving program. I oversaw three development projects: police station (site selection/acquisition, conceptual design), animal control facility (design & constru~on) and a municipal parking lot (site selection/acquisition, concepnufl design, construction). Drafted mtmicip~ bylaws (ordinances) & policies, Initiated & reorganized municipal services to maintain efficient customer service & access while sustaining an 18% personnel decrease in FY03/FY04. Oversaw eminent domain process for acquisition of real property, Oversaw municipal propel~ auctions. DmRed and oversaw RFPs for goods and services (including professional). Conducted public hearings. Collateral duties: chief procurement officer, personnel director and cable franchise renewal representative. Town Manager, Town of Gray, Maine - March 1998 to January 2001 A chartered 5-member Council-Manager government. A lake region community of 6,800 (+1000 summer) residents, with an area of 42 square miles and mtmicip~ budget of +$3,350,000 excluding schools. Oversaw staff of 30 full time, 11 part time employees and volunteers, including nine department heads. Responsible for all aspects of day to day operations, including: budget development & implementation, citizen inquiries, ordinance & town warrant draffing, personnel, conducting public hearings, purchasing oversight, reestablished a community fair, grant adminis~on & compliance, tax increment financing administration, elections warden and oversaw development of recreation programs.. Major respons~ilities included: development of a 62 acre recreational park, transfer station improvements, streamlining local permit & application process, renovation of a demo. bed historic meeting hall Town representative in negotiations of EPA Superfund site between state, federal and respons~le parties, liaison to charter review commission, initiated the ndoption of a building code initiative, revised personnel policy and nssisted 12 committees & ~. Additionally, served on cable franchise renewal committee, drafted, initiated & implemented two pmgrnms; one for a 50 ~ tree plnntin§ program and n second for conversion of 47 private ways into public rmds/ensements. CoHnteral duties: Treasurer, Tax Collector, Rond Commissioner, Welfare Director, Personnel Director, Chief Procurement Officer and Election (St & Fed) Warden. Town Manager, Town of Milbridge, Maine- February 1997 to March 1998 A coastal & agricultural community of 1304 (+350 summer) residents with a budget of +$550,000 excluding schools. Managed a FT staff of seven. Managed all aspects of municipal operations from fiscal accountability to construction project oversight to liquidating town property. Coordinated and scheduled meetings, tracking revenues and expenses, developed budgets, filing liens, workfare programs, administered two Community Development Block Grants (Small Communities Grant Program) totaling $650,000 ensuring compliance with federal guidelines. Drafted and implemented sram grant for Community Forest Program (passive recreation & trail). Legal aspects involved: labor & employment law, drafting contracts, interpreting Maine statutes governing municipalities and fiscal responsibility, Right to Know and municipal ordinances. Oversaw RFP process and renovation of municipal pier (commercial & recreational). Oversaw small park development w/trails & scenic overlook. Collateral duties: Town Clerk, Economic Director, Treasurer, Tax Collector, Road Commissioner, Election Warden, Welfare Director, Personnel Director, Sewer District Administrator, CDBG Grant Administrator and Acting Police Chief (5 months). Law Clerk, City of Portsmouth, New Hampshire Summer 1995 _. A-ssisted assistant city attorney. Reviewed, researched and dmfl~ standardized professional services contract clauses, updated purchasing manual procedures, drafted building code violations, conducted title/easement research for proposed public walkway, researched and drafted legal memorandums on general municipal legal & ordinance issues. selectman, Town of Rollinsford, New Hampsh~ 1992 - 1993 Co-managed municipal affa~ for a 2,652 member community with a Town budget of $920,000 excluding schools with 12 full & 6 part time employees and volunteers which did not employ a professional administrator. Initiated work fare program, budget development, oversaw planning and construction of solid waste transfer station & accompanying roadway, managed day to day administration of community, coordinated with departments, conducted public hearings, assisted in budget development and addressed citizen issues. Additionally, served on the N. H. Municipal Assoc. Legislative Committee on Municipal Administration dc Finance Management. New Hampshire State Representative 1991 - 1992 Served on the Resources, Recreation and Development Committee. Coordinated legislators, interest groups, lobbyists, and citizens in discussing, negotiating and drafting legislation. Sub-Committee Chairman on Public Access. Successfully introduced & passed legislation, conducted public informational hearings and tracked legislation through legislative process. Budget Committee Member, Town of Roilinsford, New Hampshire 1991 - 1992 Reviewed and formulated municipal and school budgets (elementary), expenditures & revenues totaling $2.7 million. Conducted quarterly financial reviews of all departments. Planning Board Member, Town of Roilinsford, New Hampshire 1990 - 1991 Conducted site plan review, updated zoning by-laws, reviewed subdivisions, coordinated public hearings, administered Board . · .. procedures, oversaw economic and growth planning. ~'~ ........ Trustee of Trust Funds, Town of Rollinsford, New Hampshire 1988 - 1991 ~:~?': · Chairman, 1990 & 1991. Managed three municipal trust funds with assets of $210,000. Responsible for annual reports to state agencies ' ~-'~ .... i& municipal officials, complied with state investment regulations and record maintenance. '~_ United States Navy 1981 - 1986 Electronics Technician Petty Officer Second Class (ES). USS Semmes DDG 18. Honorable Discharge August 1986. Seacoast Cutting & EmbosSing, 1989-1993, 2004- Present Family manufacturing business providing high-pressure die cutting services to local manufacturers. Represent business in existing & new accounts, quality control, inventory control, shipping and production operations & management. Law Office of Peter M. Jankowski, Oct. 1996 to Feb. 1997 General practice. Represented clients in civil issues, including, planning & zoning board issues and landlord-tenant matters. Franklin Pierce Law Center, Legal Clinics. 199~ -1996 Participated in separate clinics: civil and criminal. Represented clients in sta~ district courts in family, landlord-tenant and misdemeanor complaints from initial client intakes, legal research, case presentation to formal plea or settlement agreements.. Generally, conducted ~ interviews, advised on statutory law, drafted libels, stipulations and decrees, negotiated terms with opposing counsel/pro se litigant. Advocated six deferred sentencing hearings, negotiat~ five Class "A" misdemeanor plea ~ents, argued two juvenile review hearings and represented prisoners in two parole revocation hearings. .. Concord District Court Small Claims Mediation Program 1994 -1995 Successfully co-mediated eight settlements in Small Claims Court; Landlord tenant, contact and consumer protection. Completed a 24. hour in-class training program. Explained mediation and court procedures to parties. ASSOCIATIONS ln~onai City Management Association 1999 to Present M~achusetts Municipal ~ Association 200 lto Present Maine Town ami City ~,,,*~s~_ Asso~tkm 1997 to 200, 2004 to Present New Hm~shi~ Bar Amot~im 1996 to Preset, Maine State Bar Association 1999 to 2002 Cumberland County Ivlana~s Association (Maine) 1997 to 2001. Chairmm 2000 Cumberland Coumy (Ma~) Human Services Committee 199~ to 2000 · S~ Corny Le~amve Da~ (au~) ~991-1992 Stratford County Regional Planning Commission (NH), Commissioner 1990-1992 Massachusetts Municipal Personnel Adminism~rs 2002 to 2004 Bomt of Dimeu~ f~ar a 72 mit nmi~ eomp~ 1994-19~ Alhol-Orm~ Joint C3bk Television Advisory _Commil~ 2001- 2004 Gnzy Cable Television Adviso~ Commit~ 1999.. 2000 Town (Rollinsford) Reprmmtative to Advisory Task Force, Concord to NHMA L~ ~ Commit~e 1993 Peter M. Jankowski, Esq. Municipal Seminars & Trainings In,ternati0nal City Manauers Asso,ciation (ICMA) Semipars & Workshops- 2000 to 2004 Essential Management Skills Electronic Government Successful Council-Manager Relations Capital Infrastn~ture Assets Management A Business Approach to Managing Local Gov't Services Manager as Facilitator & Enabler Evaluating Your Role in the Community Negotiating Personnel Issues in Small Communities -- Citizen Engagement Beyond A One Issue Constituency Military (Nav~ Base)/Urban Redevelopment Strategic Fiscal Planning: Guarding the Public Checkbook, Fiscal Crisis Perspectives, Strategic Collective Bargaining Municipal Conventions - .1 .9~.~ 1998~ !999, 2000, 2001~002, 2003~ 2004 Topics: elected official exchange, governing skills, conducting m~tings, solid wast~ options, bench marking, zoning issu~ regionalization, f'mancial planning, E-government, understan~g risk management, strategic planning and various others. State Trainings- 1997,to Present Municipal Tax Liens Topics: all legal steps & aspects of the lien process, from receiving the assessor's tax commitment to foreclosure ofre~ property. Treasurer's & Tax Collector's School Topics: review of the tax assessment process from assessor's commitment, billing, notification, collection and accounting of taxes received. Maine Town & City Managers Workshops (various) Topics: personnel management, employee relations, evaluations, budgeting and expense tracking, road management system and state law governing town manager form of government. Drainage, Drainage & Drainage Topics: introduction to roads, local road departments, problem roads, basic drainage concepts, surface drainage, culverts, subsurface drainage, geotextiles, soil erosion control, wetlands, drainage problems, maintenance for good drainage and worker safety. Governmental Accounting II Topics: fund accounting, encumbrances, budget process, year-end process closings, audit preparation, f'mancial statements, single audit compliance, and footnote/statistical tables. Supervisory Training I & II Topics: management styles, performance evaluations, building a quality team, conflict resolution, work-place harassment, labor law and quality control. Roads & Easements Topics: easement basics, public ways, drafting/reviewing easements, paper streets, advanced easement topics, conservation easements, legal research, easement litigation strategies. Municipal Money Matters Topics: governing state laws, audits, borrowing, investing, billing, fight to know, accounting, annual reports, cash handling practices and fiscal accountability & responsibility. Snow & Ice Removal Topics: ice prevention & de-icing, sand and salt use (mixtures), equipmem and materials. General Assistance (Winter Issues) Topics: state human services & housing authority program updates, fuel assistance, affordable housing, utility co~y programs, and home weatherization. Basic Municipal Budgeting Workshop I & II Topics: preparing a basic budget, budgeting forecasts & projections, budget controls, presenting a budget, sample documents/tools, capital improvement planning, enterprise funding and preparation aids. Peter M. Jankowski, Esq. Municipal Seminars & Trainings Labor Law Workshop & Fair Labor Standards Act Topics: case law review, use of executive session & freedom of access law, designing & adminisuating personnel polices, cause in the public sector, due process and union & binding past practice. Municipal Law Dilemmas _- _ Topics: sexually oriented businesses, zoning & group homes, disaster:preparedness, telecommunication towers regulation, - home rule, tax increment financing, municipal construction contracts and property taxation issues. Roadway Fundamentals for Municipal Officials Topics: roadway designs, drainage, materials, paving, gravel roads, troubleshooting, legal issues, easements, and Waffic control. Current Issues and Trends in Municipal Law Topics: special regulatory issues, election issues (citizen initiated ballots, inspections & recounts), nonconforming structures, variance concerns, paper streets, ADA on zoning, right to know. Land Development Concerns Topics: site location & development, municipal law and use regulatory commission subdivisions, development & zoning issues and shoreland expansion. Town Meeting & Elections Conducting state and federal elections; state statute interpretation & recent case law review, ADA accommodations, responsibilities of election warden & ballot clerks, election closing & filing requirements. Massachusetts Annual Municipal Law Forum Open meeting law, public records law, conflict of interest, town/city government administration, recent developments in municipal organizations, public bidding & prevailing wage law, construction & project management law. Local Government Real Property Transactions Overview of MGL 30b(16); the RFP process, legal issues/requirements, public auctions, practical advice of transactions- regarding real property transfers by municipalities - tax-title, in fee and easements. Massachusetts Finance Committee Workshop Topics: basic finance (budget) documents and the role of a finance committee. Statutory update. Merrill Lynch municipal product presentation. Massachusetts Boards of Health Completed c~cation process to serve as a local Board of Health member. Topics: general overview of public health system, legal authority, sewage/septic, solid waste disposal, housing/sanitary, and food protection. Massachusetts Municipal Auditor & Accountants Program Overview of Mass municipal accounting/audit standards. Topics: basic legal requirements, short/long term borrowing, tax- title, reconciliation, tailings, free cash, DOR reporting and year end/closing entries. Cement Sidewalks MassHighway. Concrete types, ordering, additives, prep-form work, testing (slump, air) floatin~~g techniques, jointing, curing & sealing. Hands-on clinic participation in installing cement sidewalk. Municipal User Fees Overview of Permitted Fees, Enterprise Fees, Service/Usage Fees, Inspection Fees, Freedom of Information Requests, Calculating Fees and Legal Steps to Establishing a Fee Structure. Board Retreats, Special Events & Parades How to Hold a Successfid Board ReUmt, Essentials of Team Building, Coming to Your Town Parades, Celebrations & Special Events, Security Concerns & Coordination. Klm Howard Assistant to City Manager 210 Fidalgo Avenue Kenia, AK 99611-7794 Dear Ms Howard: Please find my answers for the supplemental questionnaire. Peter M. Jankowski $66 Portland Avenue. Rollinsford, NH 03869 (603) 742-6964, Cell (207) 752 - 7415 October 8 2005 0131 19 zuo CITY ~ :i 11'-{".IAI AD," ~' '"': i c TT" ,&TI,ON :~, . ·. . 1. Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. I am pleased to say I have never had a situation, incident or issue of public controversy which reflects negatively on my professional career. I have always handled myself in a professional manner. While I have had different points of views over the years, I have always been diplomatic, respectful and professional. 2. Discuss your areas of strengths and weakness as a manager. In general, my strength and weakness are of the same source in that sometimes I take on too much and I find it easier to do the task myself. Strengths. My areas of strength are my financial skills, ability to quickly grasp complex operations (such as water & sewer operations, tax lien process, grant administratiOn) personnel management, municipal law and project/construction oversight. Financially, I am persistem in staying on budget, without sacrificing core municipal services. I have sound experience in developing & modifying budgets as needs arise or change. A good example of this was in 2002, as manger of Athol, a full service city, which was at budgetary real property tax cap (meaning without the ability to raise property taxes)..The Massachusetts's economy was in a severe downturn and the state had elected a new governor, who leveled a mid-year cut of state revenues to communities. This cut coupled with a health insurance cost adjustment of over 5% resulted in a $356,000 shortfall in our operational budget for the remaining six months for the fL~cal year. Its was particularly difficult due to the fact all debt service, third party payments, insurances and in process construction/project costs could not be adjusted. Additionally, the town had < 1% budget growth for the last two years. My job was to present options to the Town Council to resolve the issue. Internally, I froze all non- essential spending, met with depar~ent heads on depmUnental budgets and I met with union officers for their input. I also held employee meetings to keep them apprised of the situation and listened to any input they wished to add. In the end, The Town Council adopted my recommendations, which included: elimination of or shorten work w~ek for some positions (without any union grievances mainly because I kept them informed and allowed them input into the process), elimination of two non-critical municipal services, froze specific line item spending and implemented an organizational change to make water & sewer divisions more self sustaining and I recommended raising selected fees which had not be adjusted in the past eight years. The idea was that no position or service was above review and all recommendations had open discussion before the community. Another example of financial skills and ability to grasp complex municipal services was correcting a water & sewer annual operational deficit of $422,000 in my first months as manager. While the Town Council and staff realized there was an issue for the past five years, there was not a solution in process. The divisions were not ente~,ised and their operational deficits impacted other town services, which had to fund the district's shortfall. One of my first tasks was to understand the issues (operational legal requirements & administrative aspects of the services & facilities), develop a solution and be able to explain the solution to a complex issue in a straight forward and understandable way to the Town Council, staff and customers. I started by understanding the particular methods of operation (tec~c~ & adminia~ve) for the districts, through which I analyzed for inefficiencies. I also reviewed the rate structure and relevant fees. I met with management and union employees for ideas and suggestions. I specifically requested union inclusion & comments in the plan development, as I did for all stakeholders in the water & sewer districts. And, by keeping an open process for developing the plan, I believe aided in acceptance of the plan with no union challenges. I also reviewed privatizing the districts. The Town Council approved the plan and I was able to reorganize the water, distribution and sewer divisions ("Divisions") within the public works department decreasing from three to two divisions. This allowed for two savings; elimination of one division head and one operator positions. I also reclassified one position to a water & sewer (S/W) operator, which allowed this individual to be certified in both districts and could float between the districts as need required and eliminated another operator position. I had also met with State DEP to ensue we met state certified manning requirements for our particular class of license for the respective treatment & processing plants. Later, I reclassified a second S/W operator position. I had accepted input from the union and when I held impact negotiations the early collaboration with the union was. _.--beneficial in a successful agreement with them. The successful negotiations resulted in only a slight wage increase for the S/W operators, but saved a lot in time and union challenges. I also instituted a capital improvement plan, in which the divisions have to submit major projects costing over $25,000 to be approved by the Board and finance committee. And, I requested the Selectboard to increase ratm and fees, which had not been increased for eight years, as I stated above. In 2 'A years have been able to bring the divisions to operational break even (water slightly in the black). Weakness. Earlier in my career, I always try to set a good example and be willing to do tasks I ask others to do. However, in that vain, I would sometimes take on too much. I still try to set that good example, but I do delegate more when the situation arises and my attention is needed elsewhere and staff person has the oppommity to do so without affecting his/her duties. When I lb'st come to a community, I take the time and effort to understand the staff I work with in both their skills & abilities but also their professional goals. And with that in mind I will start to delegate tasks to staff when needed and hopefully professionally challenging and satisfying for them. I also like to be engaged in operations and enjoy the interaction with staff to resolving issues or concerns and just to see how things are going. I find staff appreciates a manager who is interested in their work and workplace 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 managers' responsibilities to the Council, as well as the Council responsibilities to the Manager. My philosophy of the roles of a City Manager and a Council is straightforward. As Manager, I work for the Council and report directly to the Council as a whole. The city's charter or the state's statutory code defined the technical & respective roles & duties of the Council and the manager. But, my duties as manager are to support & assist the Council, town staff and aid the community's citizens to the best of my ability. With that said I believe there are some important elements in that relationship and the Council and Manager should work as a team. I think the most important elements of the Council/Manager relationship are trust, open communication and teamwork. The Council and the Manager must be able to mist each other. The Council should feel the Manager is providing sound impartial information, analysis and recommendation to the best of his/her ability. The Manager must have the trust & support of the Council in his/her day-to-day management ofthe community. A founding component of trust is honest and open communications. I am not talking about open meeting law requirements, which are important, but to be able to discuss a matter with the Council openly and honestly. A Manager must not try to second-guess what the Council wants, but to give the Council unbiased information & analysis for the Council to make an educated and informed decision. Whether in memo form, behind closed doors or diplomatically at a council meeting, the Manager and Council must be able to discuss the community matters at hand. Open, meaning~ civil and courteous debate is informative and helpful so I do not discourage open dialog. And pan of open communications, I try to keep the council informed ofcmrent municipal events, issues and decisions. As Manager, I strive to keep the Council informed; by providing regular ~ memos on c~t municipal happenings, by giving manager's reports at council meetings and forward copies of all important correspondence my office receives. I also give the Council an advance copy of my public Council - Manager's report. And, my open door policy is truly open in that I will meet with any councilor, staff or citizen on an issue. And, I will telephone/e-mail the Council on short notice item which come up quickly to give them the heads up on a developing issue. I also have a policy of informing one then inform all. If a councilor asks for some information or research on a topic/issue, by policy, I provide ail members of the council the information requested. I have served in a position similar to that of a City Councilor (as a Town Selectmen) and understand the duties and responsibilities of this dynamic relationship. But I also know, that while the Council itself may have a split vote on an issue and the manager may have a different view, but once the Council makes a policy decision it is the manager's responsibility to whole heartedly to carry out that decision. While I may have a differing view on a topic, my responsibility is simple, to provide the elected council with all the relevant information I can, provide analysis to the best of my ability and to outline the best possible options. The-elected Council is the ultimate decision maker and knows what is best for the community. My job is to support and implement the Council's decisions to the best of my ability regardless of my preferences. As manager, I try to provide guidance and insight from the benefit of my experience for the Council to make their best & informed decisions. An example of this where my view differed fi'om the governing body was in Athol was the sighting of a new police station. I strongly supported the use and renovation of a former school building the town recently took possession of. The building could also support a senior center and related activities, which the community desperately needed with no acquisition costs and equipped with an institutional kitchen & gym. However, the Selectboard (similar to a Town Council) preferred new construction between two privately held properties. The Selectboard held a special meeting for open public debate on the topic and an executive session for our informal discussion. In the end, a private property was selected. While I may not have agreed with the decision, 1 fully supported it and took every step to ensure its success, from collecting information on the properties, meeting with the press in discussing the Coumil's decision, to engaging professional engineers & surveyors to test the properties, to negotiation acquisition ofthe property. I believe the Council and Manager should work as a team. And I also believe the Council should supl~rt thc manager, not blindly, but with the same respect and trust the manager gives to thc Council. It is a dynamic human rela~onship. KENAI, ALASKA CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 consem to all its provisions and contems. By: ~~ (p~t)~, ~- ~c~/ DATE: (~/ t,-(, o%, STATEOF ~~~eO~./~/.~ ) / ) ss. ) On this 1~~ day of ~C>~[3g~, , 2005, ~fore me penonflly a~~ . ~.~ M. ~dako~5~S . , ~o~ to me to be the pe~on whose ~e is subsoiled on · e lo, gong Cogent to Rele~e of Info--on, ~d ~~owl~g~ ~ he/she ex~u~ &e ~e ~ ~~er ~ ~11 ~d d~. Public ~' ~d for/~~~[~~ o~ssion Expos:' ' / From the desk of Rick Koch September 27, 2005 Kim Howard, Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611-7794 Subject' City Manager Recruitment Dear Ms. Howard: $10 East Eagle Ave. Palmer, AK 99645 (907)745-7631 Hm (907)863-0741 Cell -e'maii rickkoch~,mtaonline, net i RECEiVE D ll~ i i ,_ i 0 c~, ox- .... ,~ ....~__ ,_-. The purpose of this correspondence is to express my imerest in being considered for the above referenced position. Presemly, I am the director of the departmem of public works for the City of Palmer. The city manager, Tom Healy, and Mayor, John Combs are aware I am submitting an application for this position. I encourage the selection committee to comact either, or both of these individuals regarding my past performance. I have enclosed a copy of my resume, and several letters of reference for consideration. If any additional information is required, or if there are any questions please comact me at your earliest convenience. My cellular phone number, listed above is the best method to make contact. My office phone number is (907)745-3400. Thank you, and the members on the Council/Selection Committee in advance for your time and efforts in this regard. Sincerely,~, Rick Koch enclosures RESUME OF RICK KOCH Summary of Employment History 2000-Present City of Palmer, Public Works Department Director, Palmer, Alaska 1996-2000 Koch Construction, Inc., Owner/General Manager, Anchorage, Alaska 1993-1996 UIC Construction, Inc., Construction Operation Manager, Anchorage, Alaska 1993-1994 Manager, Chugach Development Corporation, Anchorage, Alaska 1991-1993 Engineer Manager, North Slope Borough, North Slope, Alaska 1989-1991 Construction & Maintenance Director, Alaska State Housing Authority, Anchorage, Alaska 1986-1989 Project Manager, State of Alaska DOT/PF, Anchorage, Alaska 1985-1986 Self Employed 1983-1984 Manager of Alaskan Operations, Gobbel, Hayes & Picketing, Anchorage, 1981-1983 Program Manager, Coifman Engineers, Inc., Anchorage, Alaska 19'/8-1981 Civil Engineer/Prudhoe Bay-Kupan~ Project Manager, Bomhoff & Associates, North Slope, Alaska Experience and Background Mr. Koch's management and professional experience includes the following: Director, Public ~Vorks Department Responsible to City Manager and City Council for the managemem of the public works depat~ent. The department is responsible for capital assets valued in excess of $100 million, and the department is staffed by sixteen full time employees and up to eight seasonal employees. Specific responsibilities are az follows: · Operation and maintenance of all city buildings, equipment and vehicles. · Operation and maintenance of three City owned utilities, a water utility, sanitary sewer utility and solid waste collection utility. All capital improvement activities. Including but not limited to grant writing, grant compliance, selection of consultants, point of contact for granting agencies, and management of consultants and contractors. Capital activities average approximately $10 million per year. Owner/Gen~ Manager of Koch Co~ction, l#c. Responsible for daily operations of dvil construction company. Includes bidding, contract negotiation, all phases of job planning and execution including but not limited to "hands on" field operations. I III I I Il I I I I I I RICK KOCH PAGE 2 OF 4 Construction Operation Manager, UIC Construction, Ina Directly responsible for all construction activities for medium sized ($40 million per year) Alaska construction company. Direct Staff included Project Managers/Superintendents, Cost Estimators, Contract Compliance Personnel, Administrative Support, and Shipping & Receiving Personnel. Responsible for liaison with village governmems and corporations in North Slope and other Rural Alaskan communities. Also responsible for the maintenance and operations of the Barrow Regional Hospital under contract with the Public Health Service. Represemative projects include a $60 million fuel tank farm upgrade/replacemem in eight North Slope Borough Villages and a $22 million project to provide staff housing for the new regional hospital in Kotzebue, Alaska. Manager, Chugach Development Corporation Responsible to Ship Escort/~esponse Vessel System (SERVS) Manager, of Alyeska Pipeline Service Company, to provide shore and barge based oil spill response capabilities in Prince William Sound, Alaska. Supervised Core Staffofappro~telY 50 individuals. Responsible for working with all ~rdlage corporations in Chugach Region to provide employment oppommities for Chugach Shareholders. Engineering Manager, North Slope Borough Directly responsible for ~U capital projects for the North Slope Borough. The total cost of capital projects for which I was responsible exceeded $750 million. My duties included, working closely with the Mayor, other key members of the Administration, the North Slope Borough Assembly, the State of Alaska, and eight(8) separate V'dlage govemmems, to plan, administer/construct aH government capital projects throughout the Borough. This included the selection and management of a departmental core staff of approximately 40 individuals, and the management of an in-house construction/maintenance and operations program consisting of approx~ately 140 individuals. Projects of note include, areawide fuel tank farm upgrades ($60 million), community water/sewer systems ($300 million), and new school construction ($100 milliOn) Construction & Maintenance Director, Alaska State Housing Authority Responsible to the Executive Director for all capital improvements and maintenance and operations programs for approximately 3,800 units of low/moderate income housing located in 15 Alaskan communities. My duties included working closely with the Governors' appointed Board of Director's, the Alaska Legislature, the Commissioner of Commerce and Economic Development, the U.S. Department of Housing and Urban Development, to ensure the goals of both the State and Federal government were met. My staff was comprised of approximately 100 maintenance and operations personnel, and 20 e~ital projects personnel. RICK ,KOCH , PAGE 3 OF 4 Projects Manager, State of Alaska, Department of Transportation &PubHc Facilities (ADOT/PF) Responsible to the Director of Engineering and Construction for m~nagement of ADOT/PF capit~ improvement-projects. These projects included both major vertical and horizontal construction projects, i.e. Anchorage International Airport Parking Garage, and Pedro Bay New Airport Construction. Manager, Alaskan Operatiom, Gobbel, Hayes & Picketing Responsible to finn principals for all Alaskan operations. I managed the Alaskan operations of this multi- disciplined Architectural/Engineering fu'm. My primary client was the Anchorage School District, for whom we m~naged in exmss of $30 million of asbestos abatement proj~t$. Program Manager, Coffman Engineers, Ina Responsible to Manager of Project Management. I was responsible for the management of approximately 30 Anchorage School District capital projects. I supervised six Architects/Engineers that provided m~mgement services for ASD projects. Civil Engineer/Prudboe Bay-Kuparuk Project Manager, Bomhoff & Associates Responsible to firm principals for managemem of engineering/surveying office located at Pmdhoe Bay/Kupamk Oil Fields. Supervised staff of up to 60 individuals providing contact engineering and surveying services to ARCO Oil & Gas Company, Inc., for the mmtm~ion ofth~ Kup~uk Oil Field production fa~ties. Professional Qualifications Mr. Koch has over 20 years of progressively responsible experience managing construction projects and throughout Alaska. He is cert~ed as a Project Management Professional (PMP) by the Project Management Institute (P~). Rick has been recognized by his peers at both the State and National levels for excellence in management of both horizontal and vertic~ construction projects. Education > University of Alaska, Anchorage, Civil Engin~g > Boise State University, Civil Engineering > Georgia Technical University, Asbestos Abatement Management ~ Georgia Technical University, Lead Base Paint Abatement Management ~ George Washington Univenity, Project/ConstructiOn Management Awards & Recognition > Runner-Up, Alaska Heavy Consm~ction Project Ofthe Year, AK Oil & Gas, 1979 > Alaskan Construction Project of the Year, Project Management Institute, 1992 > Am~~ Consulting Engineers Council, 1993 Honor~ Award for Excellence Commissioners Award, Alaska Department of Environmental Conservation, 2004 I II II I · I I I I II I I ill 2 .~Jll , , _ Profess~ona! Affiliations Project Management Institute (P~) American Society of Civil Engineers (ASCE) Construction Specifications Institute (CSI) President, Alaska Public Works Association References Available Upon Request "Alaska at its Best!" CITY OF PALMER 231 West Evergreen Avenue Palmer, Alaska 99645 Phone (907) 745-3271 · Fax (907) 745-0930 www. cityofp a Imer. org September 22, 2005 To Whom It May Concern: This is a letter of recommendation for Rick Koch, who presently serves as the Director of Public Works for the City of Palmer. Rick has worked for the City of Palmer for five years. In addition to overseeing the operations of the. public works department, Rick is primarily responsible for the city's capital projects program. Under Rick's stewardship, the city capital projects program has grown significantly and the level of grant funding received by the city has grown proportionately. Palmer's record of successful project completion is directly attributable to Rick's efforts to plan and structure projects for cost-effective completion, and to maximize the use of grant funds. Rick has worked in construction and project management for many years in Alaska and has developed an extensive network of professional contacts. He maintains excellent relations with an array of state and federal agencies. Rick is familiar with municipal operations, including public utilities, and is accustomed to working in a local government environment. His judgment and foresight are excellent and contribute to his record of providing a sound basis for the planning and completion of projects. Rick is also one who contributes to the community outside of his work hours by volunteering for sports activities, tournaments and events. His contributions in Palmer can be seen around town in numerous projects completed, in successful events he has helped to organize, and in plans laid for the future. He has my highest recommendation. Please contact me at 761-1304 if I can provide further information. Thomas/~ H~~ City Manager John C. Combs Po Box 886 Palmer AK 99645 Phone' 907-746-0367 Cell: 907-354-1969 Fax: 907-746-0366 _ E-mail:icc 1951 @hotmail.com To Whom It May Concern: Re: Rick Koch: Letter of Recommendation. September 22, 2005 Dear Sir or Madam: I want to make one thing clear from the beginning: I do no__[ want to write this letter of recommendation for Mr. Rick Koch. I realize this is very selfish of me, but I am keenly aware of what loss it would be to the City of Palmer to lo'se Rick Koch as our Director of Public Works. He will be leaving behind some very big shoes to fill. I have been fommate enough to work with Mr. Koch these past five years.. Four years as a member of the Palmer City Council, and this past year as the Mayor for the City of Palmer. Throughout this time, I have come to learn how valuable Mr. Koch is to the operation of our city. Mr. Koch is a capable administrator of the Public Works Department who not only grasps the direction of the council, but also is cognizant of the intent behind those directions. Rick keeps himself aware of the overall plan for the City of Palmer and acts on these Plans with a vast knowledge of how a city is supposed to work. Mr. Koch's wealth of resources and contacts is nothing short of astounding. To this I should also add Mr. Koch's invemive resolutions to difficult problems along with his attention to detail in obtaining and administering grants. His projects consistently come in under budget and on time. Mr. Koch is a genuine community leader as well. During the construction of The Palmer Ice Arena, Rick, through his leadership, was able to realize about $150,000 in volunteer labor, cheerfiflly given. And finally, should Mr. Koch be hired away from the City of Palmer, his new community is going to get one heck of a great youth baseball coach. Please feel free to contact me anytime. Sincerely yours, John C. Combs Anthony J. "Tony" Pippei P.O. Box i807 Palmer, Alaska 99645 907 745-3223 September 23, 2005 To Whom It May Concern: I am pleased to write this letter of recommendation to Mr. Rick Koch. I have known Mr. Koch since the early 80's when he worked in Palmer as a junior engineer. For the past six to seven years I have worked quite closely with Mr. Koch in my capacity of City Councilman in Palmer and Mr. Koch's capacity as the City's Public Works Director. Rick, in my opinion, works exceptionally well with the council. I feel that I am more than adequately informed. Also, Rick listens well, has heard the Coumcil's voice, and acted accordingly. Mr. Koch is very active in Palmer. He is an officer and top organizer for Palmer Little League, is very active in youth hockey (which is exploding in Palmer, partly because of Mr. Koch's efforts to fund and build our new Palmer Ice Arena), has been an integral part of the Iditarod for at least fifteen years, and many other smaller commitments. One of Mr. Koch's strengths is his understanding of the federal, state, and private grant funding for public projects. The City of Palmer has been extraordinarily success- ful in receiving EPA and DEC grants, partly because we had good projects, but also partly because Mr. Koch packaged and sold them cleverly. Mr. Koch has a thorough under- standing of the public project funding field. Lastly, Mr. Koch has provided some truly innovative solutions to what had been untractable problems. For example, we used to have big problems maintaining our sewer lagoons and no answer for What to do with the septic sludge from the ponds. Mr. Koch, with help and '~deas from employees, developed a floating.dredge system, a baffling system for the lagoons whi~:h-new-ct~a-ms-t-he-studge-wh-ite-oper-at--i-ng-.--.No_m~r~_dr~inimg_ and cleaning. Further, he di~covered that the sludge could be mixed with calcium chloride, a waste by-product of a local acetylene manufacturing plant, to create PH neutral dirt that is OK to spread on site. Our sewer plant is the only sewer plant in the State that meets ALL EPA and DEC guidelines for sewer discharge. Innovative solutions on Hr. Koch's watch has contributed to that envious record. Ail in all, Mr. Koch has',been a valuable employee to they':City of Palmer, has been an involved and useful citizen of 'Palmer, and has worked well .and successfull7 with me for over six years. I think Rick has the skill sets required to be a City Manager, and I recommend him to you as a worthy candidate. I know ~I".ll sure miss him if he r'age ~ o~ ~ Kim Howard From: Rick Koch [rickkoch@mtaonline.net] Sent: Sunday, October 30, 2005 10:29 PM To: Kim Howard Subject: City Manager Recruitment 'Attached please find my cover letter in response to your October 4th correspondence. Tomorrow morning I will transmit by facsimile, this letter, consent to release information, performance evaluations, and references. I will also have delivered to your office this same information by expedited delivery. Thank you Rick Koch 10/31/2005 From the Desk of Rick Koch October 26, 2005 Klm Howard, Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611-7794 R CITY-OF KENAI "- ADMINISTRATION Subject: City Manager Recruitment Dear Mr.~s. Howard' The purpose of this correspondence is to respond to your letter dated October 4, 2005, requesting additional information supporting my interest in the City Manager's position. You requested additional information in three areas. I will address each of these below: 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. To the best of my knowledge there are no incidents, or issues of public controversy that would portray me, my employers, or individuals and/or groups I have represented, in a negative manner that would be revealed in a background check. Please find enclosed the executed waiver authorizing background investigation and reference checks. 2. Discuss your areas of strengths and weakness as a manager. Copies of performance evaluations may be submitted as part of this discussion. At the risk of sounding egotistical,. I do not believe I have significant weakness as a manager, nor does my style of management. There may be times I undertake a few too many concurrent tasks that arguably should be delegated, but I honestly feel I have performed some of the best work of my career when the pressure has been mined up a few notches. 310 East Eagle, Palmer, Alaska 99645 (907)74~-7631, rickkoch(~mtaonline, net Page 2 Letter to Kim Howard October 26, 2005 I believe the following to be the strengths I can bring to the City Manager's position: - I have the ability to define an issue or task, break it down into understandable, manageable components, and develop and implement a plan to successfully address those issues or tasks. - I have the ability to create funding mechanisms for municipal capital improvemem projects that minimize or eliminate the sponsoring municipalities funding participation. During the last 5 years the City of Palmer has enjoyed a capital budget averaging over $ 8 million per year. As a result of successful grant applications to the FA& EPA, FHWA, ADEC, ADOT/PF, ADCED and legislative earmarks, City participation has been limited to an average of slightly in excess of $1 million per year. - I have managed the operations of a water utility, sewer utility, and a solid waste collection utility. I have worked with the Regulatory Commission of Alaska (RCA) to significantly expand the service area boundaries of those utilities. I have worked with EPA through two five-year NPDES permits for the City of Palmer's wastewater treatment plant. Under my management the City ofPalmer's utilities have offered utility rates among the lowest in the State while at the same time, each year, increasing the unallocated fund balance in these emerprise funds. - I have managed the capital and maintenance programs for the Palmer Municipal Airport, and the seven airports located in the North Slope Borough. - My ability to work with an elected body in a council-manager form of government, and to direct staff support for appointed boards and commissions. I encourage you to call the Palmer City Manager, and/or any City of Palmer Council Member and inquire as to their opinion of my performance. - My knowledge of governmental processes, and relationships with individuals working in the State Legislature, State Departmems, Congress and other Federal Departments. - I have a track record of successful management of both public and private corporations. I managed the construction operations of Ukpeagvik Inupiat Corporation (UIC), and the North Slope Borough's Department of Capital Improvement Programs. UIC's annual budget averaged $ 70 million per year, and the budget for the North Slop Borough's capital programs varied from $150 million to $ 350 million per year. 310 East Eagle, Palmer, Alaska 99645 (907)745-7631, rickkoch~mtaonline~net Page 3 Letter to Kim Howard October 26, 2005 My managemem style is dynamic, and adaptive to change. The population of the City of Palmer has grown at 7% annually over the past six years, including a major annexation. During that period demands on my department have changed and evolved rapidly. Not only has the public works departmem successfully responded to those changes and increased demands, we have done so while only increasing the number of employees by 9% (2 employees), while the population requiring municipal services has increased in excess of 40% (2,100), without eomracting out services. I am able to successfully manage the construction and operations of major public use facilities. Three years ago, the City Council tasked me with the construction of an indoor ice arena facility. The Council made a commitment to commit $ 500,000 towards it's construction. With the $ 500,000 commitment I was able to secure grants in the amoums of $ 500,000, from the Matanuska-Susitna Borough and the Rasmuson Foundation, $150,000 in a legislative appropriation, and $140,000 fi'om Palmer Hockey Association. Armed with these funding commitmems the Council asked the voters if they would support an additional $1.5 million bond for construction of the ice arena. The voters approved the issuance of debt and a 40,000 square foot ice arena containing six locker rooms, offices, and an NHL size ice sheet was constructed for approximately $ 3.2 million, inclusive of all costs, or roughly $ 80 per square foot. Additionally, through the first year of operation the facility will generate income over expenses of approximately $ 65,000. 3. Discuss your philosophy of the roles of a City Manager and a Council in the Council-M~ager 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. The simple answer is the Council is responsible for defining policy and approving significant financial obligations on the part of the municipal corporation, and the ~ger is responsible for the day to day operations of the corporation within th~ policies and codes establishext by the Council. In reality, in order to achieve the highest measure of harmony and success, the Council Members and Manager must draw upon their individual strengths to ~ce the opportunities for the Municipal Corporation to be successful. 310 East Eagle, Palmer, Alaska 9964~ (907)74~-7631, rickkoch~mtaonline, net Page 4 Letter to Kim Howard October 26, 2005 The lines of authority must remain clear, however the Manager and Council Members should strategize (quarterly) as to how best address issues facing the City, by using their collective talents. I like being part of a team. I enjoy developing strategies, and when implemented, using a groups collective talents, succeed. As to the Manager's responsibilities to the Council, I have a strong opinion as to what I believe is the Manager's prime responsibility to the Council. Give the Council all of the facts to make a decision. Even if their decision may well differ from the Manager recommendation, maybe especially if it differs from the Manager's recommendation. The Manager occupies a unique position as it relates to the information given to the Council. The Council does not have the time to know everything about every issue that comes before them. They therefore rely on the Manager and Staff to provide them distilled information of sufficient detail and accuracy on which to base their decisions. I have seen Managers, Directors and other Executive Officers submit information to Councils, and Boards that is intentionally incomplete in order to effect the governing bodies decisions. As a Manager in both the public and private sector I take pride in not tailoring the information I submit. As the Manager is expected to provide the Council with complete and accurate information, I believe the reciprocal to also be tree. It is essential that the Council make the Manager aware of precisely what their expectations may be. If Members of the Council believe that there may be a lack of clear understanding of policy, or duty, then either cOllectively, through the Mayor, or individually they must communicate those observations to the Manager. I also expect the Council to be fair. I expect them to share accurate information with me that I need to be aware of. I will warn and need their advice. There will be issues on which my opinion and Members of the Council's opinion will differ. I expect mutual respect and respectful debate, with the sole purpose being the welfare of the Municipal Corporation. Thank you for the opportunity to submit this additional information. As attachments I have included recem performance evaluations as well as a listing of references. 310 East Eagle, Palmer, Alaska 99645 (907)745-7631, rickkoch~mtaonline, net Page 5 Letter to Kim Howard October 26, 2005 If you have any additional questions please contact me at your earliest convenience. My cell phone number is (907)863-0750, and is often the best way to contact me. My office number is (907)745-3400. attachments 310 East Eagle, Palmer, Alaska 99645 (907)745-7631, rickkoch~mtaonline, net References For Rick Koch Former Lt. Governor Stephen McAlpine 4141 "B" Street Anchorage, AK 99503 (907)277-5542 Mr. Daniel Fauske, Executive Director Alaska Housing Finance Corporation 4300 Boniface parkway Anchorage, AK 99508 (907)338-6100 Mr. Thomas Healy, City Manager City of Palmer 231 West Evergreen Palmer, AK 99645 (907)761-1304 Mayor John Combs City of Palmer PO Box 886 Palmer, AK 99645 (907)761-1313, (907)746-0367 City of Palmer Council Members Ken Erbey- (907)745-3138 Katherine Vanover- 745-4517 Brad Hanson- (907)745-2800 Tony Pippel - (907)745-3223 Jim Wood - (907)746-6487 Mr. Mike Phillips, P.E., Programs Manger Alaska Department of Environmental Conservation (907)269-7615 Mr. Brad Garland, Central Region Project Manager U.S. Federal Aviation Administration (907)271-5460 Additional References Available Upon Request KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us ._..~ .- CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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: '}'"~4 ~ (print) DATE' STATE OF ~ ~ ~r~this day o ;~ 2005, before me personally appeared _ _t O~ (30 _ , -o-~e the person whose name is subscribed on tfle~o"regoing Con'sent to Release of Information, and acknowledged that he/she executed the same as his/her free will and deed. Not-a. Public in and for ~('_~ My Commission Expires: ~'4~- ~_~-'-I CITY OF PALMER ANNUAL EMPLOYEE PERFORMANCE EVALUATION REPORT Employee: R. ick Koch Type of review' Annual Department: Public Works Review date' April 16, 2005 Job title' Director Hire_ date: October 2, ~.'~000 Starting date of present job: October 2, 2000 Z..~ol~'Knowiedge. Knowledge of meth-o~l~i ~t~cflniq{Jes, procedUre~,-services, equipment'and materials required to complete the job. (Refer to job description., other duty-related written material). Clearly understands departmen: s purpose, objectives, practices and procedures. Excellent- Authority on own tasks an~ superior knowledge of related jobs. Learns quicldv. Good: Well informed about present tasks and related jobs; skilled. Understand and follows instructions. Satisfactory: Satisfactory knowledge of his/her lot} and sufficient knowledge of related jobs. Average abihty to learn. Marginal' Minimum knowledge for current position. Additional training needed. Needs repeated instruction. Unsatisfactory. Lack of I<nowtedge/skili to perform work properly; must repeat instructions and is slow to learn. Training does not help or amount of training required is too prohibitive at present. Rating comments/goals / recommendations: 2. Initiative and .ludgment. Acts independently in new as well as everyday situations. Hakes the proper decision that is most beneficial to the assigned duties, the overall benefit of the department/section, management concerns and public policy. Accomplishes tasks without being told. Seeks and identifies opportunities, then acts to capitalize upon them. Generates solutions and actively participates in their implementations. Little or no supervision needed. Highly resourceful in new situations and is able to handle difficult Excellent: situations in a responsible, professional manner. Decisions are made to improve the efficiency of worker and work site. Thinks and acts independently. Resourceful in familiar situations. Generally displays proper Good: judgment in evaluating situations and makes the proper decision. Takes responsibility for own actions. Satisfactory: Initiative is acceptable. Satisfactory ability to evaluate and solve problems. Usually makes correct decisions. Requires occasional supervision in roubne situations. Requires frequent instruction and close supervision. Performance indicates limited ability to Marginal' evaluate situations and make the right decision. Frequently requests/requires unwarrantecl direction and/or support. Unsatisfactory. Consistently must be told of work needed to be accomplished, lacks personal initiative and is unreliable in making proper decisions. Rating comments/goals/recommendations: 3. Productivity and quality of work. The actual work output of the employee and degree of accuracy, neatness and thoroughness - relative to established standards and compared to output of peers. Work employee produces rather than what employee is capable of producing. Effectively handles the requirements of multiple or competing tasks. Excellent: Consistently completes more than is required. Consistently meets deadlines and produces high quality of work. A top producer and documents are on time and accurate. Good' Satisfactory: Harginai: UnsatJsfacto.~/: Nearly always completes assignments and meets ceadl~nes. Produces more than most peers w~th few errors and mistakes. Usually meets deadlines with output meeting requirements. Quality of work and documents accept:able with some mistakes, but on time and of a correctable level. Low output. Sometimes meets deadlines, often is late. Frequent m~stakes, below average. Extremely Iow output; prot)lems meeting dP..adlines and documents are m~ss~ng. Excessive errors and mistakes w~th poor quality of work. Unacceptable. Rating comments, goals, recommendations' 4. Stewardship and work habits. Hanages tasks as if it were own business; seeks and identifies opportunities for cost efficiency, then acts to capitalize upon them; evaluates work value and value received from assigned task; suggest eliminating Iow value work; balances customer service with city goals and mission statements; frugal and prudent expenditure of funds; maintains a safe work environment that contributes to healthy body, mind and attitude; aware and active in safeW and loss control, including care of equipment safety rules and precautions. Excellent: Good' Satisfactory- Marginal' Excellent equipment care. Observes all safety ruies and takes necessary safety precautions. Always keep workplace well arranged. Good equipment care. Usually careful and observes safety rules. Workplace is seldom out of order. Normal equipment care. Average safety record, average .materials and tools kept in place. Warned occasionally of equipment care. Reminded occasionally to observe safety rules, workplace is usually not in order. Unsatisfactory: Constantly supervised for equipment care. Careless of safety rules and precautions and is a hazard to self and others. Sloppy arrangement of tools or materials. Rating comments, goals, recommendations: :5. Effort and dependability. The degree to which the employees does the best to be a top employee (without regard to how effective the employee may be) and the extent to which the employee can be relied upon to accept and accomplish work and to which the employee is reliable, trustworthy and persistent. Maintains proper level of professional and confidentiality. Consider conscientiousness, motivation and willingness to carry out new assignments. Utilizes variety of analytical techniques to solve problems. Completes assignments within budget and time requirement; sufficient self-motivation to work effectively without continuous supervision. Excellent: ]:ntensely motivated. Reliable and goes beyond limits of task with little or no supervision. Exerts maximum effort and very capable of taking on new assignments. Good: Hard worker, exerts more effort than most. Persistent in spite of difficulties. Accomplishes desired amount of work with little direction. Displays confidence when handling new assignments. Satisfactory: Acceptable effort displayed on a routine basis. Reliable, but at times needs direction. When performing routine work, usually seeks support rather than risk trying alone. Marginal: Low motivation d~splayed. Hesitant to take on new assignments. Avoids responsibility and appears to be satisfied to "get by". Requires supervision and sometimes falls team members in assignments. Unsatisfactory: Effort exerted only when forced. Gives up easily and does not wish to assume responsibility. Unable to follow direction and unwilling to take on new assignments. Uncooperative. Rating comments, goals, recommendations: 6, interpersonal relations and teamwork. Effectiveness in accomplishing [as~;s by working with others and dealing with the public, peers, supervisors and citizens. Ability to work as a team member in a positive, .:ooperative manner. Support for management objectives; policies and directives. Ability to "get along" with others in the course of performance of duties; share responsibility, recognition and ownership of team goals ---- and results. Excellent: Good: Satisfacto~' Marginal' Unsatisfactory' Works effectively with others and has exceptional personal skills. Shows support and cooperation with fellow workers and eagerly pursues directives of supervisors In a positive, proactive manner. Presents a proper response for any situation. Presents disagreements properly and professionally but always accepts final decision. Keen insight into people and readily adapts to them. Extremely tactful. Exceptional representative of the emptover and consistently works in support of city policies. Usually works well with other and demonstrates awareness and consideration of other viewpoints. Positive approaches to dealing with people and problems. Accepts city policies and directives willingly. Disagreements are minimal and properly expressed yet employee performs in accordance with decisions and directives. Acceptable relations with others. Usually accepts city directives and policies. Conducts oneself in a cooperative manner the majority of the time. Acceptable team player. Occasionally causes conflict with other in the implementation of an assignment. Tends to be negative. Requires considerable "selling" of Doticies and disagreements. Uncooperativeness frequently displayed. Reactive rather than proactive. Usually creates a hostile or disruptive environment whenever interaction with others is necessary to complete an assigned task. Does not compromise to complete an assignment. Extremely negative. Continually complains about policies and directives. Argumentative and negative toward supervisor, management and fellow works. Little or no support to the team. Rating comments, goals, recommendations: 1 Communications. Ability to write and speak correctly in terms that are easily understood, concise and professionally presented; keeps others appropriately informed' is candid and honest in expressing thoughts and ideas while remaining sensitive ~o others. ¥- Excellent~. Good: Satisfactory: Marginal' Writes clearly and conosei¥ with an awareness of the ~ntended audience. Speakls well ~n a variety of settings. Properly conveys appropriate messages. Written work is usually correct with limited errors. Speech is usually professional and pertinent to the situations being discussed. Satisfactory writing skills though work usually requires proofing and corrections. Speaking abilities in different settings is satisfactory. Written work consistently shows errors and needs proofing and considerable correction. Speaking abilities show room for improvement as messages are not easily understood or properly presented in a variety of settings. Written work consistently very poor, disorganized and grammatically incorrect. Speaking is Unsatisfactory: disorganized in patterns of presentations and conciseness. Rating comments, goals, recommendations' . Attendance. Adherence to established work schedule. [s punctual and reports to work site in proper condition to perform duties. (Absences qualifying as FNLA leave time are not to be considered when evaluating attendance). [<Loch t!21 6('}5 ~&. Satisfactory' On time with excused at~sences ana tardiness. Unsatisfactory Excessive tardiness and ab~en,e_ (excused or unexcused). Rating comments, goals, recommendations: 9. Supe~ision. ('For emp/oyees w/th superw~ork' respons/b#it/eF). Effectiveness in planning, organizing, " delegating and controlling the work of subordinates and gaining their cooperation. General effectives in getting work completed through subordinates. Appropriateness of evaluating employees and maintenance of proper documentation. Provides training tools for employees. Provides opportunities for others to apply their knowledge and skills. Mastered skills of supervision; excellent ability in problem solving and consistently makes the right decision. Inspires others by instructions; develops full abilities of subordinates and properly Excellent: evaluates subordinate's performance. Receives maximum production and cooperation. General effectiveness ~n getting work completed through subordinates. Very effective planner. Very good record of solving problems. Responsible for actions and is better than most ~n getting work completed through subordinates. Interested in helping others develop their abilities and Good: communicate well. Fair and impartial when evaluating subordinates. Effective manager, utilizing personnel and resources. Ability to solve problems ~s satisfactory; usually makes right decisions. Moderate amount of ab~i,ty to train and instruct. Presents a fair evaluation but may overlook subordinate's weak points. Gets Satisfactory' work done through others but sometimes takes over. Organizes and looks ahead to a moderate degree. Has difficulty as a supervisor. Limited problem solving ability and hesitates to make decisions. Marginal: Improvement needed. Limited ability to train and instruct and often ends Lip doing work instead. Does not delegate well. Has difficulty in evaluating employees. Deficient in organization. Laclcs ability to train and supervise at this time. Displays little leadership. Does not possess Unsatisfactory' necessary ability to evaluation situations, to manage staff and plan accordingly. Rating comments, goals, recommendations: Summary: Overall rating' Evaluation of the overall performance taking into account each of the above factors as well as any other performance considerations. Excellent: Good: Satisfactory: Marginal: Unsatisfactory' Stands out as a superior employee. More than fulfills essential requirements of the position. Meets acceptable standards of employment; areas of improvement noted. Shows need for further training or improvement to meet acceptable standards; improvement needed for continued employment. Severe deficiencies, employee may not be suitable for the job. Goals and performance objectives to be identified for future evaluation period: Supervisor's comments: Supervisor's signature Date Department Head comments: Employee comments' [ X concur disagree with this evaluation. [ certify that I have had an opportunity to review and comment on thi~job performance evaluation report. ~np~by~e signature ~ Date Please check this box if you would like a copy of this evaluation. Directions - Please indicate the appropriate/eve/of performance for each area of the performance evaluation. When the evaluation/S complete, a copy flyus£ be presented to the e~.np/oyee. For each rating lower ti?al? "Satisfactory'; for justification p/ease include comments citing spec/tic examples and include recon7mendat/ons for improvement ~vhere appropriate. Use additional sheets whenever necessary. Original - personnel file Copy- enypio?ee 1999 CITY OF PALMER, ALASKA EMPLOYEE PERFORMANCE EVALUATION REPORT Employee' Department: Job Title: Koch. Rick Public Works Public Works Superintendent Type of Review' Merit Review Date: April 16, 2003 Hire Date: October 2. 2000 In Present Job Since: October 2, 2000 Directions: Please indicate the appropriate level of performance for each area of the performance evaluation. When the evaluation is complete, a copy must be presented to the employee. For each rating lower than "Satisfactory": please make a comment(s) citing specific examples to justin, the rating and include recommendations for improvement where appropriate: Us.e additional sheets whene~er neeessar?,. 1. JOB KNOWLEDGE. Knowledge of methods, techniques, procedures, services, equipment and materials required m do the job. (Refer to job description, other duty-related written materials). Clearly understands department's purpose, objectives, practices and procedures. Excellent An authority on own tasks and superior knowledge of related jobs. Learns quickly. Good Well informed about present tasks and related jobs; skilled. Understands and follows instructions. Satisfactory Satisfactory knowledge of his/her job and sufficient knowledge of related jobs. Average ability to learn. Marginal Minimum knowledge for current position. Additional training needed. Needs repeated instruction. Unsatisfactory l_aek of knowledge/skills to perform work properly; must repeat instructions and is slow to learn. Training does not help or amount of training required too prohibitive to present. Rating Comments / Goals / Recommendations: 2. INITIATIVE AND JUDGMENT. Acts independently in new as well as everyday situations. Makes the proper decision which is most beneficial to the duties assigned, the overall benefit of the department/section, management concerns and public policy. Accomplishes tasks without being told. Seeks and identifies oppommities, then acts to capitalize upon them. Generates solutions and actively participates in their implementations. ~- Excellent Little or no supervision needed. Highly resourceful in new situations and is able to handle difficult situations in a responsible, professional manner. Decisions are made which improve the efficiency of the worker him/herself and the work site. Good Thinks and acts independently. Resourceful in familiar situations. Generally displays proper judgment in evaluating situations and makes the proper decision. Is responsible for actions. .. Satisfactory Initiative is acceptable. Satisfactory ability to evaluate and solve problems. Usually makes fight decision. Requires occasional supervision in routine situations. · Marginal Requires frequent instruction and close supervision. Performance indicates limited ability to evaluate situations and make the right decision. Frequently request/requires unwarranted direction and/or support. Unsatisfactory Must be told everything. Takes no personal initiative. Unreliable in making the proper decision. Rating Comments / Goals / Recommendations: ? age 2 Employee Performance Evaluation Ret~ort 3. PRODUCTIVITY & QUALITY OF WORK. T~e actual work output of ~e employee and de_re'ce of accuracy, neatness and thoroughness - relative to standar& (ff estab~hed) and compared to output of peers. Work employee produces ra~er tlaaa what :mployee is capable of producing. Effectively handles the requuremencs of multiple or competing tasks. Excellent Usually does more than is required. Consist_entty meets deadlines and produces high quality of work. A top producer and documents are on mae and acc=rate. -' Good Nearly always completes assignments and meets deadlines. Produces more than most of hisfaer peers with few errors and mistakes. Documents are seldom late. Satisfactory Usually meets deadlines with output meeting requirements. QuaLity of work and documents acceptable with some mistakes, but on time and of a correctable level. Marginal Low output. Sometimes meets deadlines, often is late. Frequent mistakes. Below average. Unsatisfactory. Extremely low output; problems meeting deadlines and documents are missing. Excessive errors and mistakes with very. poor quality, of work. Not acceptable. Rating Comments / Goals / Recommendations: 4. STEWARDSHIP AND WORK HABITS. Manages tasks as flit were own business; seeks and identifies opporumities for coSt efficiency, then acts to capitalize upon them; evaluates work value and value received from assigned task; suggests eliminating low value work; balances customer service with city goals and mission statements; frugal and prudent expenditure of funds; maintains a safe work environment that contributes to healthy body, mind and attitude; aware and active in safety and loss control. Includes the care of equipment, safety roles and precautions. Excellent Excellent record for care of equipment. Observes all safcW rules and takes necessary safety precautions. Always keeps workplace well arranged. Good Good record for care of equipment. Is usually careful and observes safety rules. Workplace seldom out of order. Satisfactory Does normal job ia care of equipment. Has an average safety record and usually keeps materials and tool~ in place. Marginal Must be warned occasionally as to the caxe of equipment. Has to be reminded to observe safety roles ant the workplace is usually not in ord,. Unsatisfactory Must be constantly checked as to the care given to equipment. Careless m regards to safety rules ant precautions and is a hazard to self and others. Sloppy as to the arrangement of tools or materials. Rating Comments / Goals / Recommendations: 5. EFFORT & DEPENDABILITY. The degree to which the employee does the best to be a top employee (without regar to how effective the employee may be) and the extent to which the employee can be relied upon to accept and accomplish work an to which the employee is reliable, trustworthy and persistent. Maintains proper level of professional confidentiality. Consid~ conscientiousness, motivation and willingness to carry out new assignments. Utilizes variety of analytical techniques to sob problems. Completes assignments within budget and time requirements; sufficient self-motivation to work effectively witho~ continuous supervision. Excellent Intensely motivated. Reliable and goes beyond limits of tasks with little or no supervision. Exerts maximtt effort and very capable in taking new assignments. Good A hard worker. Exerts more effort than most. Persistent m spit~ of most difficulties. Accomplishes desired amou of work with little direction. Displays confidence in handling new assignments. Satisfactory Acceptable effort displayed on a routine basis. R.eliable, but needs direction at times. In performing roum work, usually seeks support rather than risk trying alone. Page 3 Employee Performance Evaluauon Reoort · Marginal Low motivauon dispiayed. Hesitant to take on new assi~maments. Avoids responsibility, and seems to be satisfied to "get by". Needs supervision and someumes fails team members in assLmaments. Unsatisfactory. Effort exerted only when forced to do so. Gives up easily and does not wish to assume r~sponsibility. Unable to follow direction and umvillmg to take on new assi~maents. Uncooperative. Rating Comments / Goals / Recommendations: 6. INTERPERSONAL RELATIONS AND TEAMWORK. Effectiveness in accomplishing tasks by working with others and dealing with the public, peers, supervisors, citizens. Ability to work as a member of the work team in a positive, cooperative manner. Support for management objectives, policies and directives. Ability to "get along" with others in the course of performance of' duties; shares responsibility, recognition and ownership of team goals and results. Excell_ent Works effectively with others and has exceptional personal skills. Shows support and cooperation with fellow workers and eagerly pursues direcuves of supervisors in a positive, proacuve manner. Presents a proper response for any situation. Presents disagreements properly and professionally but always accepts final decision. Keen might into people and readily adapts to them. Extremely tactful. Exceptional representative of the employer and consistently works in support of city policies. Good Usually works well with others and demonstrates awareness and consideration of other viewpoints. Positive approaches to dealing with people and problems. Accepts company policies and directives willingly. Disagreements are minimal and properly expressed yet employee performs in accordance with decisions and directives. Satisfactory Acceptable relations with others. Usually accepts company directives and policies. Conducts oneself in a cooperative manner the majority of the time. Acceptable team player. Marginal Occasionally causes conflict with others in the implementation of an assignment. Tends to be negative. Kequires considerable "selling" of policies and disagreements. Uncooperativeness displayed frequently. Keactive rather than proactive. Unsatisfactory Usually creates a hostile or disruptive environment whenever interaction with others is necessary to complete an assigned task. Does not compromise even to complete an assignment. Extremely negative. Continually complains about polices and directives. Argumentative and negative toward supervisor, management and fellow workers. little or no support to the team. Rating Comments / Goals / Recommendations: 7. COM1HUNICATIONS. Ability to write and speak correctly in terms that are easily understood, concise and professionally presented; keeps people and supervisors appropriately informed; is candid and honest in expressing thoughts and ideas while remaining sensitive to others. Excellent Writes clearly and concisely with an awareness of the intended audience. Speaks well in a variety of settings. Properly conveys appropriate messages. Good Written work is usually correct with limited errors. Speech is usually professional and pertinent to the situations being discussed. Satisfactory Satisfactory writing skills though work usually requires proofing and corrections. Speaking abilities in different settings is satisfactory. Msrginal Written work consistently shows errors and needs proofing and considerable correction, Speaking abilities show room for improvement as messages are not easily understood or properly presented in a variety of settings. Unsatisfactory Written work consistently very poor, disorganked and grammatically incorrect. Speaking is disorganized in patterns of presentations and conciseness. Page 4 Employee Performance Evaluation Reoort Rating Comments /Goals / Recommendations' 8. ATTENDANCE Adherence to established work schedule. Is puncmaI and reports to the work site m proper condition to perform duties. (Absences qualifying as FMLA leave time not to be considered in evaluating attendance.) Satisfactory On time with excused absences and tardiness. Unsatisfactory Tardiness and absences (excused or unexcused). Rating Comments / Goals / Recommendations: 9. SUPERVISION. (Rate only if employee has been doing supervisory work.) Effectiveness m planning, organizing, delegating and controlling the work of subordinates and winaiag their cooperation. General effectiveness ia getting work done through subordinates. Appropriateness of evaluating employees and maintain proper documentation. Provides mining tools for employees. Provides opportunities for others to apply their knowledge and skills. Excellent Has mastered skills of supervision; excellent ability in problem solving and consistently makes the fight decision. Inspires others by instructions; develops full abilities of subordinates and properly evaluates subordinate's perfommnce. Gets maximum production and cooperation. General effectiveness m getting work done through subordinates. Very effective planner. Good Very good record in solving problems. Is responsible for actions and is better than most m getting work done through others. Interested ia helping others develop their abilities and communicates well. Is fair and impartial ia evaluating subordinates. Effective manager utilizing personnel and resources. Satisfactory Ability to solve problems is satisfactory; usually makes fight decision. Moderate mount of ability to train and instruct. Presents a fair evaluation but may overlook subordinate's weak points. Gets work done through others but sometimes "takes over him/herself". Organizes and looks ahead to a moderate degree. Marginal Has difficulty as a supervisor. Limited problem solving ability and hesitates to make decisions. Improvement needed. Limited ability to tram and instruct and often ends up doing work instead. Does not delegate well. Has difficulW m properly evaluating employees. Deficient m organization. Unsatisfactory Lacks ability to tram and supervise at this time. Displays little leadership. Does not possess necessary ability to evaluate situations, to manage staff and to plan accordingly. Rating Comments / Goals / Recommendations: SUMMARY: Overall Rating: This rating is tha evaluation of the overall performance taking into account each of the above factors as well as any other performance considerations. Excellent Stands out as a superior employee Good More than fulfills essential requirements of the position Satisfactory Meets acceptable stan~~ of employment; areas of improvement noted Marginal Shows need for further training or improvement to meet acceptable standards; improvement needed for continued employment Unsatisfactory Severe deficiencies, employee may not be suitable for the job. Page 5 Employee Performance Evaluation Report GOALS AND PERFORfLMNCE OBJECTIXrES TO BE IDENTIFIED FOR FUTURE EVALUATION PERIOD: SUPERVISOR'S COMMENTS: (use additional sheets ff necessars.') Rick continues to provide effective administration of the department and Ci~. projects. The nmnber and value of current projects are at historically high levels for Palmer, and will continue at those lea,els for the foreseeable future. Rick'~ kJwwledge and experience in project management is of great value to the Ci~., and he applies these ~kill, effectively. Rick identifies trends and issues that require planning and provides reasonable solutions to problems and issues. ~ Supem,isor/Evaluatc~r' s si~ture Date REVIEWING DEPARTMENT DIRECTOR'S COMMENTS: (use additional sheets if necessary.) Reviewed by: . Date EMPLOYEE'S COMMENTS: (use additional sheets ff necessary) Concur , Disagree This is to I have had an oppommity to review and conunent on this performance evaluation report. ......... Employee must be given a copy of the completed evaluation. Original copy of the evaluation shall be submitted to the City City Manager's signature Date Original - Personnel file Copy- Employee 7/7/03 RICK Here, at long last, is your latest evaluation. I'm pleased with how tlfings are going and I don't have a lot of detailed comments. Let's get together when you get back to discuss tlfings. This is the original, so please review and whte any comments you may have. CITY OF PALMER. ALASI~ E1V[PLOYEE PERFORMANCE EVALUATION REPORT Employee: Rick Koch Type of Review: Merit Department: Public Works Review Date: April 16, 2002 Job Title: Superintendent Hire Date: October 2, 2000 In Present Job Since: October 2, 2000 Directions: Please indicate the appropriate level of peribrmance for each area of the pertbrmance evaluation. When the evaluation is complete, a copy must be presented to the employee. For each rating lower than "Satisfactors.'", please m~e a comment(s) citing specific examples to Justii\' the rating and include recommendations tbr improvement where appropriate. Use additional sheets whenever necessary.. 1. JOB KNOWLEDGE. Knowledge of methods, techniques, procedures, services, equipment and materials required to do the job. (Refer to job description, other duty-related written materials). Clearly understands depaxtmeat'$ purpose, objectives, practices and procedures. Excellent An authority on own tasks and superior knowledge of related jobs. Learns quickly. Good Well informed about present tasks and related jobs: skilled. Understands and follows instructions. Satisfactory. Satisfacto~w knowledge of his/her job and sufficient knowledge of related jobs. Average ability to learn. Marginal Minimum knowledge for current position. Additional training needed. Needs repeated instruction. Unsatisfactory. Lack of knowledge/skills to perform work properly: must repeat instructions and is slow to learn. Training does not help or amount of training required too prohibitive to present. Rating Comments / Go'tis / Recommendations: Rick consistently shows an abili~, to handle a wide variety of tas-ks and issues. 2. 1311TIATWE AND JUDGMENT. Acts independently in new as well as everyday situations. Makes the proper decision which is most beneficial to the duties assigned, the overall benefit of the department/section, management concerns and public policy. Accomplishes tasks without being told. Seeks and identifies opportunities, then acts to capitalize upon them. Generates solutions and actively participates in their implementations. Excellent Little or no supervision needed. Highly resourceful in new situations and is able to handle difficult situations in a responsible, professional manner. Decisions are made which improve the efficiency, of the worker him/herself and the work site. Good Thinks and acts independently. Resourceful in familiar situations. Generally displays proper judgment in evaluating situations and makes the proper decision. Is responsible for actions. Satisfactory. Initiative is acceptable. Satisfactory. ability to evaluate and solve problems. Usually makes right decision. Requires occasional supervision in routine situations. Marginal Requires frequent instruction and close supervision. Performance indicates limited ability, to evaluate situations and make the right decision. Frequently request/requires unwarranted direction and/or support. Unsatisfactory Must be told eve .rything. Takes no personal initiative. Unreliable in making the proper decision. Rating Comments / Goals / Recommendations: Page 2 Employee Performance Evaluation Report 3. PRODUCTIVITY & QUALITY OF WORK. The actual work output of the employee and degree of accurac3~. neatness and thorouv, hness - relative to standards (if established) and compared to output of peers. Work employee produces rather than what employee is capable of producing. Effectively handles the requirements of multiple or competing tasks. Excellent Usually does more than is required. Consi~entlv meets deadlines and produces high quality of work. A top producer and documents are on time and accurate. Good Nearly always completes assignments and meets deadlines. Produces more than most of his/her peers with few errors and mistakes. Documents are seldom late. Satisfactory Usually meets deadlines with output meeting requirements. Qualit3.' of work and documents acceptable x~4th some mistakes, but on time and of a correctable level. Marginal Low output. Sometimes meets deadlines, often is late. Frequent mistakes. Below average. Unsatisfactor.v Extremely low output: problems meeting deadlines and documents are missing. Excessive errors and mistakes with very. poor qualit3.' of work. Not acceptable. Rating Comments / Goals / Recommendations' High work load, muitiple projects, and conflicting time demands may interfere ~vlth producti~'itv artd timely completion of some tas'ks, but qual~. ' of work is good 4. STEWARDSHIP AND WORK HABITS. Manages tasks as if it were own business: seeks and identifies opportunities for cost efficiency, then. acts to capitalize upon them: evaluates work value and value received from assigned task: suggests eliminating low value work: balances customer sen, ice with city goals and mission statements; frugal and prudent expenditure of funds: maintains a safe work environment that contributes to healthy body. mind and attitude: aware and active in safety and loss control. Includes the care of equipment, safe .ty rules and precautions. Excellent Excellent record for care of equipment. Observes all safety rules and takes necessary, safety precautions. Always keeps workplace well arranged. Good Good record for care of equipment. Is usually careful and observes safer3.' rules. Workplace seldom out of order. Satisfactory Does normal job in care of equipment. Has an average safer3.' record and usually keeps materials and tools in place. Marginal Must be warned occasionally as to the care of equipment. Has to be reminded to observe safety, rules and the workplace is usually not in order. Unsatisfactory Must be constantly checked as to the care given to equipment. Careless in regards to safe .ty rules and precautions and is a hazard to self and others. Sloppy as to the arrangement of tools or materials. Rating Comments / Goals / Recommendations: Could prioritize tax/c~' better to spend less time on pro./ect detadx and more time on planning and actminixtrative tasks. 5. EFFORT & DEPENDABILITY. The degree to which the employee does the best to be a top employee (without regard to how effective the employee ma5' be) and the extent to ~vhich the employee can be relied upon to accept and accomplish work and to which the employee is reliable, trustworthy and persistent. Maintains proper level of professional confidentiality. Consider conscientiousness, motivation and willingness to cam.' out new assignments. Utilizes varie.ty of analytical techniques to solve problems. Completes assignments within budget and time requirements: sufficient serf- motivation to work effectively without continuous supervision. Excellent Intensely motivated. Reliable and goes beyond limits of tasks with little or no superx'ision. Exerts maximum effort and vet3.' capable in taking new assignments. Good A hard worker. Exerts more effort, than most. Persistent in spite of most difficulties. Accomplishes desired amount of work with little direction. Displays confidence in handling new assignments. Satisfactory Acceptable effort displayed on a routine basis. Reliable. but needs direction at times. In performing routine work. usually seeks support rather than risk tr3.'ing alone. Page 3 Employee Performance Evaluation Report Marginal Low motivation displayed. Hesitant to take on new assignments. Avoids responsibilit3..' and seems to be satisfied to "get by". Needs superx-lsion and sometimes fails team memi~ers in assignments. Unsatisfactory Effort exerted onh' when forced to do so. Gives up easih' and does not wish to assume responsibility. Unable to follow direcUon and umxqlling to take on new assignments. Uncooperative. Rating Comments / Goals / Recommendations: 6. INTERPERSONAL RELATIONS AND TEAMWORK. Effectiveness in accomplisking tasks by working with others and dealing with the public, peers, supervisors, citizens. Abilitx to work as a member of the work team in a positive. cooperative manner. Support for management objectives, policies and directives. Ability to "get along" with others in the course of performance of duties: shares responsibilit3.', recognition and ownership of team goals and results. X Excellent Works effectiveh' xvith others and has exceptional personal skills. Shows support and cooperation with fellow workers and eagerly pursues directives of supervisors in a positive, proactive manner. Presents a proper response for any situation. Presents disagreements properly and professionally but always accepts final decision. Keen insight into people and reactilv adapts to them. Extremely tactful. Exceptional representative of the employer and consistently works in support of city. policies. Good Usually works Well with others and demonstrates awareness and consideration of other viewpoints. Positive approaches to dealing with people and problems. Accepts company policies and directives willingly. Disagreements are minimal and properly expressed yet employee performs in accordance with decisions and directives. Satisfactory. Acceptable relations with others. Usually accepts company directives and policies. Conducts oneself in a cooperative manner the majori .ty of the time. Acceptable team player. Marginal Occasionally causes conflict with others in the implementation of an assignment. Tends to be negative. Requires considerable "selling" of policies and disagreements. Uncooperativeness displayed frequently. Reactive rather than proactive. Unsatisfactory. Usually creates a hostile or disruptive environment whenever interaction with others is necessary, to complete an assigned task. Does not compromise even to complete an assignment. Extremely negative. Continually complains about polices and directives. Argumentative and negative toward supervisor, management and fellow workers: little or no support to the team. Rating Comments / Goals / Recommendations: Have heard comments that Rick is sometimes difficult to reach by phone, or has not responded to repeated phone message or requests for information or a decision on an issue. Should continue to communicate with other department supervisors to coordinate projects and inter-departmental issues. Rick's handling of personnel ixsues is professional and tactful. Rick consistently represents the City in a positive ~vav and comments on issues tn the best interests of the Ci.ty. 7. COMMUNICATIONS. Ability to write and speak correctly in terms that are easily understood, concise and professionally presented: keeps people and supervisors appropriately i~fformed: is candid and honest in expressing thoughts and ideas while remaining sensitive to others. Excellent Writes cleaxly and concisely with an awareness of the intended audience. Speaks well in a varie.ty of settings. Properly conveys appropriate messages. Good Written work is usualh' correct with limited errors. Speech is usually professional and pertinent to the . situations being discussed. _ Satisfactory. Safisfacton' writing skills though work usually requires proofing and corrections. Speaking abilities in different settings is satisfactory.. _ Marginal Written work consistently shows errors and needs proofing and considerable correction. Speaking abilities show room for improvement as messages are not easily understood or properly presented in a varlet3.' of settings. _ Unsatisfactory Written work consistently very. poor. disorganized and grammatically incorrect. Speaking is disorganized in patterns of presentations and conciseness. Page 4 Employee Performance Evaluation Report Rating Comments / Goals / Recommendations: 8. ATTENDANCE Adherence to established work schedule. Is punctual and repons to the work site in proper condition to perform duties. (Absences quatif3.'ing as FMLA leave time not to be considered in evaluating attendance.) Satisfactory On time with excused absences and tardiness. Unsatisfactory Tardiness and absences l excused or unexcused3. Rating Comments / Goals / Recommendations: Generally, attendance is fine, but have heard comments that t~ick is often not available at his work place or is difficult to contact. 9. SUPERVISION. (Rate only if employee has been doing supervisory work.) Effectiveness in planning, organizing, delegating and controlling the work of subordinates and winning their cooperation. General effectiveness in getting work done through subordinates. Appropriateness of evaluating employees and maintain proper documentation. Provides training tools for employees. Provides opportunities for others to apply their knowledge and skills. Excellent Has mastered skills of supervision: excellent abilit3.' in problem solving and consistently makes the fight decision. Inspires others by instructions: develops full abilities of subordinates and properly evaluates subordinate's performance. Gets maxin~um production and cooperation. General effectiveness in getting work done through subordinates. Very effective planner. o Good Vers.' good record in solving problems. Is responsible for actions and is better than most in getting work done through others. Interested in helping others develop their abilities and communicates well. Is fair and impartial in evaluating subordinates. Effective manager utilizing personnel and resources. Satisfactory Ability to solve problems is satisfactory.; usually makes right decision. Moderate amount of abilit3' to ,, . train and instruct. Presents a fair evaluation but may overlook subordinate's weak points. Gets work done through others but sometimes "takes over him/herself". Organizes and looks ahead to a moderate degree. Marginal Has difficulty as a supervisor. Limited problem solving ability and hesitates to make decisions. Improvement needed. Li~tited abilitx to train and instruct and often ends up doing work instead. Does not delegate well. Has difficulty in properly evaluating employees. Deficient in organization. Unsatisfactory Lacks ability to train and supervise at this time. Displays little leadership. Does not possess necessary ability to evaluate situations, to manage staff and to plan accordingly. . Rating Comments / Goals / Recommendations: .Veed for cloxer communication with forentan. SUMMARY' Overall Rating: This rating is the evaluation of the overall performance t',fldng into account each of the above factors as well as any other performance considerations. Excellent Stands out as a superior employee Good More than fulfills essential requirements of the position Satisfactory Meets acceptable standards of employment: areas of improvement noted Marginal Shows need for further training or improvement to meet acceptable needed for continued employment ~ Unsatisfactory Severe deficiencies, employee may not be suitable for the job. standards: improvement Page 5 Employee Performance Evaluation Report GOALS AND PERFORMANCE OBJECTIVES TO BE IDENTIFIED FOR FUTURE EVALUATION PERIOD: · ,~[aintaln more consistent office hours. · Time tn the.field is important, but it should be secondam, to adminlstrattve tasks. · Be more responsive to inquiries or requests, parttc-iTlarty: to daily phone messages. SUPERVISOR'S COMMENTS' (use additional sheets if necessary) .~lCv comments m the sections above are meant to provide c'onstrucm,e direction m certain areas o./'Rick's job performance. Overall. Rick is a posith,e and valuable employee with skills m construction and project management that contribute greatly to the success of Ci.ty projects and operations. Rick is famdtar with the commumrv and his contributions to the community through his work are important. Pie has a good sense of project planning and coordination, as well as funding optlons. His judgment and decision-making are excellent. S upervis~r~val~to~¢ signature Date REVIEWING DEPARTMENT DIRECTOR'S COMMENTS: luse additional sheets if necessary) Reviewed by: Date EMPLOYEE'S COMMENTS- (use additional sheets if necessan.') Concur __.__ Disagree This ia_s t~ certi/f~at.I have had an opportuni .ty tO review and comnlent on this performance evaluation report. Employee must be given a copy of the completed evaluation. Original cop3' of the evaluation shall be submitted to the City Manager. City. Manager's signature Date Original- Personnel file Cop3'- Employee CITY OF PALMER. ALASKA El .... LOYEE PERFORMANCE EVALUATION RE., Employee: Kick Koch Type of Review: Probationary. Department: Public Works Review Date: April 2.2001 Job Title: Superintendent Hire Date: October 2. 2000 In Present ,lob Since: October 2. 2000 Directions: Please indicate the appropriate level of performance for each area of the performance evaluation. When the evaluation ~s complete. a copy must be presented to the employee. For each rating lower than "Satisfact0~", please make a comment(s) citing specific examples tc justify the ratine and include recommendations for improvement where appropriate. Use additional sheets whenever necessary. .. 1. JOB KNOWLEDGE. Knowledge of methods, techniques, procedures, services, equipment and materials required to do the job. (Refer to job description, other duty-related written materials). Clearly understands department's purpose, objectives. practices and procedures. Excellent An authority, on own tasks and superior knowledge of related jobs. Learns quickly. Good Well informed about present tasks and related jobs; s'killed. Understands and follows instructions. Satisfactory Satisfactory knowledge of his/her job and sufficient knowledge of related jobs. Average ability to learn. Marginal Minimum knowledge for current position. Additional training needed. Needs repeated insnuction. Unsatisfactory Lack of knowledge/skills to perform work properly; must repeat instructions and is slow to learn. Training docs not help or amount of training required too prohibitive to present. Rating Comments / Goals / Recommendations: 2. INITIATIVE AND JUDGMENT. Acts independently in new as well as everyday situations. Makes the proper decision which is most beneficial to the duties assigned, the overall benefit of the department/section, management concerns and public policy. Accomplishes tasks without being told. Seeks and identifies oppommities, then acts to capitalize upon them. Generates solutions and actively participates in their implementations. ExCellent Little or no supervision needed. Highly resourceful in new situations and is able to handle difficult situations in a respOnsible, professional manner. Decisions are made which improve the efficiency of the worker him/herself and the work site. Good Tlaink~ and acts independently. Resourceful in familiar situations. Generally displays proper judgment in evaluating situations and makes the proper decision. Is responsible for actions. Satisfactory Initiative is acceptable. Satisfactory ability to evaluate and solve problems. Usually makes fight decision. Requires occasional supervision in routine situations. Marginal Requires frequent instruction and close supervision. Performance indicates limited ability to evaluate situations and make the fight decision. Frequently request/requires unwarranted direction and/or support. Unsatisfactory Must be told everything. Takes no personal initiative. Unreliable in making the proper decision. Rating Comments / Goals / Recommendations: Page 2 Employee Performance Evaluation Reoort 3. PRODUCTIVITY & QUALITY OF WORK. The actual work output of the employee end de~ee of accuracy., nearness and thorou~mpss - rehtive to standards (if established) and compared to ou~ut of peers. Work employee produces ra~her than what employee is capable of producing. Effectively handles the rpquirpmpnrz of mukipl¢ or competing tasks. Excellent Usually does more than is required. Consistently meets deadlines and produces high quality of work A top producer and documents are on time and accurate. -- ~ Good Nearly always completes assignments end meets deadlines. Produces more than most of his/her p~rs with few errors and mistakes. Documents are seldom late. Satisfactory Usually meets deadlines with output meeting requirements. Quality of work and documents acceptable with some mistakes, but on time and of a correctable level. Marginal Low output. Sometimes meets deadlines, often is late. Frequent mistakes. Below average. Unsatisfactory Extremely low output; problems meeting deadlines and documents are missing. Excessive errors and mistakes with very poor quality of work. Not acceptable. Rating Comments / Goals / Recommendations: 4. STEWARDSHn~ AND WORK HABrrs. Manages tasks as if it were own business; seeks end identifies oppommities for cost efficiency, th~n a¢~s to capitalize upon them; evaluates work value and value received from assigned task; suggests eliminating low value work; balances customer service with city goals and mission statements; frugal and prudent expenditure of funds; mainmnz a safe work environment that conmbutcs to healthy body, mind and attitude; aware and active in safety and loss comrol. Includes the care of cquipmcm, safety rules and precautions. ExceUeat Excellent record for care of equipment. Observes all safety rules and takes necessary safety precautions. Always keeps workplace well azranged. Good Good record for care of equipment. Is usually careful and observes safety rules. Workplace seldom out of order. Satisfactory Does normal job in care of equipment. Has an average safety record and usually keeps ~ and tools inplace. Marginal Must be warned occasionally as to the care of equipment. Has to be reminded to observe safety rules and the workplace is usually not in order. Unsatisfactory Must be constantly checked as to the care given to equipment. Careless in regards to safety rules and precautions and is a hazard to self end others. Sloppy as to the arrangement of tools or materials. Rating Comments / Goals / Recommendations: S. EFFORT & DEPENDABILITY. The degree to which the employee does the b~t to be a top employee (without regard to how effective the employee may be) and the extent to which the employee can be relied upon to accept and accomp~ work and to which the employee is reliable, trustworthy and persistent. Maintains proper level of professional confidentiality. Consider conscientiousness, motivation and willingness to carry out new assignments. Utilizes variety of analytical techniques to solve problems. Completes assignments withi~ budget and time requirements; sufficient self-motivation to work effectively without continuous supervisio~ Excellent Intensely motivated. Reliable and goes beyond limits of tasks with little or no supervision. Exerts maximum ¢ffon and very capable in taking new assignmems. Good A hard worker. Exerts more effort than most. Persistent in spite of most difficulties. Accomplishes desired amount of work with little direction. Disphys confidence in handling new assignments. Satisfactory Acc~table effort disphyed on a routine basis. Reliable, but needs direction at times. In performing routine work, u~ually seeks support rath~ than risk trying alone. Page ~ Employee Performance Evaluation Reoort ii i Marginal Low motivation displayed. Hesitant to take on new assignments. Avoids responsibility and seems to be satisfied to "get by". Needs supervision and sometimes fails team members in assignments. Unsatisfactory. Eft'on exerted only when forced to do so. Gives up easily and does not wish to assume responsibitits.'. Unable to follow direction and unwilling to take on new assignments. Uncooperative. Rating Comments / Goals / Recommendations: 6. INTERPERSONAL RELATIONS AND TEAMWOKK. Effectiveness ia accomplishing tasks by working with others and dealing with the public, peers, supervisors, citizens. Ability to work as a member of the work team in a positive, cooperative manner. Support for management objectives, policies and directives. Ability to "get along" with others in the course of performance of duties; shares responsibility, recognition and ownership of team goals and results. Excellent Works effectively with others and has exc~tional personal sldlla. Shows support and cooperation with fellow workers and eagerly pursues directives of supervisors in a positive, proactive manner. Presents a proper response for any situation. Presents disagreements properly and professionally but always accepts final decision. Keen insight into people and readily adapts to th~a. Extremely tactf~. Exceptional r~rresentative of the employer and consistently works ia support of city policies. Good Usually works well with others and d~monstrates awax~ess and consideration of other viewpoints. Positive approaches to dealing with people and problems. Accepts compmy policies and directives willingly. Disagreements are minimal and properly expressed yet employee performs in accordance with decisions and directives. Satisfactory Acceptable relations with others. Usually acc~ts company directives and policies. Conducts oneself in a cooperative manner the majority of the time. Acceptable team player. Marginal Occasionally causes conflict with others in the implem~tation of an assignment. Tends to be negative. Requires consi~ble "selling" of policies and disagreements. Uncooperativeness displayed frequently. Reactive rather th~ proactive. Unsatisfactory Usually creates a hostile or disruptive envirortm~t whenever interaction with others is necessary to complete an assigned task. Does not compromise even to complete an assignment. Extremely negative. Continually complains about polices and directives. Argumentative and n~gative toward supervisor, management and fellow workers. little or no support to the team. Rating Comments / Goals / Recommendations: 7. COMMUNICATIONS. Ability to write and speak correctly in terms that are easily understood, concise and professionally presented; keeps people and supervisors appropriately informed; is candid and honest in expressing thoughts and ideas while remaining sensitive to others. Excellent Writes clearly and concisely with an awareness of the intended audience. Speaks well in a variety of settings. Properly conveys appropriate messages. Good Written work is usually correct with limi~d errors. Speech is usually professional and pertinent to the situations being discussed. Satisfactory Satisfactory writing skills though work usually requires proo£mg and corrections. Speaking abilities in different settings is satisfactory. Marginal Written work consistently shows errors and needs proofing and considerable correction. Speaking abilities show room for improvement as messages are not easily understood or properly presented in a variety of s¢~ings. Unsstis£actory Writ~n work consmenfly veq~ poor, disorganized and gramma~icaUy incorrect Speaking is disorgamzcd in patterns ofprcscmafions and conciscncss. Page 4 Employee Performance Evaluation Reoort Rating Comments / Goals /Recommendations: 8. ATTENDANCE Adherence to estabhshed work schedule. Is punctual and repons to the work site m proper condition to perform duties. (Absences quahfymg as FMLA leave mc not to bc considered m evaluating attendance.) Satisfactory On time with excused absences and tardiness. Unsatisfactory Tardiness and absences (excused or unexcused~. ,, Rnting Comments / Goals / Recommendations: 9. SUPERVISION. (llate only if employee has been doing supervisory work,) Effectiveness m planning, orga.mxing, ~ielegati~g and conu'olling the work of subordimte$ and winni~§ their ¢oop~'ation. General effectiveness m getting work done through subordinates. Appropriateness of evaluating employees and maintain proper documentation. Provides training tools for employees. Provides oppommities for others m apply their knowledge and skilh. Excellent Has mastered skills of supervision; excellent ability in problem solving and consistently makes the fight decision. Inspir~ others by instructions; develops full abilities of subordinates and properly evaluates subordinate's performance. Gets maximum production and cooperation. Geneni effectiveness in getting work done through subordinntes. Very effective planner. Good Very good record in solving problems. Is respons~le for actions and is better than most in getting work done through others. Interested in helping others develop their abilities and conmmnicates well. Is fair and in~, atrial in evaluating subordinates. Effective manager u~li~ng personnel and resources. Satisfactory Ability to solve problems is satisfactory; usually mak~ right decision. Moderate amount of ability to train and insm~ th~ents a fair evaluation but may overlook ~tlbordinnte's weak points. Gets work done through others but some~~ "takes over him/herself". Organizes and looks ahead to a moderate degree. Mnrginnl Has difficulty as a supervisor. Limited problem solving ability and hesitates to make decisions. Improvement needed. Limited ability to tram and instruct and often ends up doing work instead. Does not delegate well. Ha~ difficulty in properly evaluating employees. Deficient m organization. Unsatisfactory Lacks ability to train and supervise at this time. Displays little leadership. Does not possess necessary ability to evaluate situations, to manage staff and to plan accordingly. Rating Comments / Goals / Recommendations: SUM]HARY: Overall Rating: This rating is the evaluation of the overall performance taking into account each of the above factors as well as any other performance considerations. Exceflent Stands out as a superior employee Good More than figfilh essential requirements of the position Satisfactory Meets acceptable standards of employment; areas of improvement noted Marginal Shows need for further training or improvement to meet acceptable standards; improvement needed for confined employment Unsatisfactory Severe deficiencies, employee may not be suitable for the job. Page 5 Employee Performance Evaluation Report GOALS AND PERFORMANCE OBJECTS TO BE IDENTIFIED FOR FUTURE EVALUATION PERIOD: SUPERVISOR'S COMMENTS' (use additional sheets if necessary.) 73e City has benefited from Rick's broad experience in and lo~owledge of public works. He has shown initiative in administering grants and projects. He has handled personnel matters in a fair and conscientious way, and maintains positive relations with consultants and fellow employees. He is concise- and thorough in his written work. Overall, his performance in this position is excellent. Supervis~r/Evalua. ~~s ignature Date~ REVIEWING DEPARTMENT DIRECTOR'S COMMENTS: (use additional sheets if necessary) Reviewed by: Date EMPLOYEE'S COMMENTS: (use additional sheets if necessary) ~//Con~ Disagree Smp is ~7~ th~~e: ' s' signature~ I have had an opportuniW to review and comment on this performance evaluation report. D~t~ ~ Employee must be given a copy of the completed evaluation. Original copy of the evaluation shall be submitted to the City. Manager. City Manager's si'gna~ Da~/~ Original - Personnel file Copy - Employee September 24, 2005 Honorable Mayor and Members of the Kenai City Council c/o Klm Howard Assistant to the CiW Manager ~o Fidalgo Avenue Kenai AK 996~-7794 Dear Kenai Legislative Body: My name is Jerry Medina and I am applying for the Kenai City Manager position. I have ~.5 years of municipal experience of which nine and a half years have been serving as a City Administrator for municipalities ranging in populations of ~,ooo to 84x. The last two years have been in southeast Alaska with the City of Hoonah. I have worked with six different mayors and numerous council members during my tenure in municipal government. The experience I have gained over the years has provided me with the tools to be an effective leader. Excellent communication is essential between the City Council and the City Manager which is an example of my management style. This means I'm highly accountable, responsible and a team player. Hard work or long hours do not bother me in the least. One of my strongest traits is the ability to work with people of varied backgrounds, personalities and experience. I'm a dedicated individual with a high degree of integrity and character. I also have over ~2 years of budgetary and fiscal management during my career. This experience was beneficial in the startup of two new municipalities at the City of Holladay and the City of Taylorsville. I had to develop a budget with no prior history to help me. I have enclosed my resume, a letter of reference, a resolution of appreciation from the City of Holladay and my evaluations during my first year of employment at the City of Hoonah for your review. I firmly believe that I possess the skills and background you are looking for as your new City Manager. I welcome the opportunity to meet with you and discuss my qualifications further. Respectfully0 an(?. JERRY MEDINA PO BOX 633 HOONAH AK 99829 WORK (907) 945-3663 /t,,,/~~'~ HOME (907)945~331 ,,j E-MAIL: jmedina@h ....... ~ 4,;¢~, ~h~,~,~,~. ,~'"~- F,~ , EMPLOYMENT HISTORY City Administrator, City of Hoonah, 300 Front Street, Hoonah, Alaska 99829, (907) 945-3663, Sep. 2003 to Present (Population 841) Essential Functions: Manages the day-to-day operations and internal affairs of the city; coordinates and facilitates financial planning and annual goal setting process for the Mayor and Council; develops policies, procedures and processes as needed to implement the decisions of the mayor and council; performs and directs research on issues, policies, and political developments; advises and apprises mayor and city council as needed; approves recommendations for executive and administrative actions; makes recommendations for legislative actions; conducts internal investigations, examines books, records and official papers of any office, department, agency, board or commission of the city as needed to assure integrity of operations and prevent impropriety; coordinates city-wide management activities and facilitates implementation strategies; monitors program success to determine continuance or discontinuance; coordinates with department heads to implement change in city policy and processes. Manages daily executive functions, assumes responsibility for full and effective utilization of city personnel by establishing overall departmental objectives, priorities and standards; serves as final hidng authority for all non-exempt and exempt city positions; gives final approval for ali recruitment and selection activities coordinated by the department heads; directs human resource management activities related to advancement, disdpline, and disCharge; manages administrative departmental staff; evaluates performance; determines priorities and delegates assignments. Directs the preparation and administration of the city's budget; submits budget and capital improvement programs to the mayor/council and department heads; monitors fiscal activity of the city to assure compliance with established budgets; apprises mayor and city council regarding ongoing financial status as requested. Attends and/or conducts various city meetings; ensures quality information for effective decision making; attends city council meetings; advises city boards and commissions; advises the mayor and city council regarding policy and administrative issues in carrying out their direction for the City; proposes alternatives and options; makes recommendations; solicits legal responses and positions from city attorney. Identifies sources for alternative funding related to special projects and recommends projects for grant application processing, implements administrative processes as needed to comply with grant conditions; monitors grant compliance to assure effective working relationships with funding agencies. Represents the city as directed by the mayor and city council; participates in intergovemmental consortiums to establish mutual relationships and programs; facilitates and participates in interagency, intergovemmental and pdvate enterprise programs and projects as needed; serves on vadous commissions, committees and councils. Administers city-wide requests for proposals (RFP) and purchasing system; advertises for project bid requests for projects, services, equipment and supplies; establishes and assures fair and equitable procedures for bidding; monitors · contract performance for compliance to contract conditions. Serves as arbitrator or adjudicator of complaints filed against or between city employees, departments, or services; negotiates to achieve mutually agreeable solutions; implements public relations and public education programs to promote understanding of city operations and management. Performs as city planning/zoning official and director; develops current and long-range master plans; develops and manages capital facilities and capital improvement projects; oversees coastal management issues and projects; makes recommendations to ensure that the planning process is on target with community needs and priorities; directs the work of other staff and consultants to ensure that the mayor and city council has the information it ne~s to evaluate current and long-term planning issues affecting the city's future. Exercises general supervision over public property under the jurisdiction of the city; responsible for real property and right-of-way acquisitions; negotiates with property owners, provides or coordinates appraisals; determines settlements, provides certifications, assists with relocation nee(is; initiates condemnation actions and testifies in court. Performs a variety of administrative and complex technical duties as needed to plan, organize, direct and control city information technologies development and maintenance, including network administration, telephone/data communication systems management, information resource management, systems engineering, WEB/Internet site development and maintenance, and specialized software maintenance. City Administrator, City of Holladay, 4707 South Holladay Blvd. Holladay, Utah 84117, (801) 272-9450 Dec. 1999 to Aug. 2003 (Population 21,000) Essential Functions: Supervises the administration and enforcement of all state and local laws, city code and other ordinances of the city as they affect the administrative departments; executes policies affecting administrative departments adopted by the city council; manages the day to day operations of the city; exercises general supervision over all public buildings, parks and other public property under the control and jurisdiction of the city. Recommends to the mayor the hiring, disciplining or terminating of city employees, including department heads; conducts performance evaluations and administrative pay adjustments as prescribed by the city code and other city ordinances or policy; recommends to the mayor merit pay increases and bonuses for city employees; administers and exercises control of all city departments and all other subordinate offices and employees of the city through their department heads; authorizes the issuance of administrative rules and outline general administrative procedures. Attends all meetings of the city council; investigates, examines or inquires into the affairs or operations of any department or office and when authorized by the city council, employs consultants and professional counsel to aid such investigations or inquiries; oversees and assists in preparation of the annual budget; monitors revenues and expenditures for compliance with budget guidelines. DireCts activities relating to contracts for services for the city; examines performance requirements, delivery schedules and estimates of costs of vadous contracts involving the city to ensure completeness and accuracy; prepares bids, specifications, progress reports and other items that may be required in connection with contracts, or proposed contracts involving the city; reviews bids and proposals from other agencies for conformity to contract requirements and helps determine acceptable bids and proposals; negotiates various contracts on behalf of the city council; coordinates scheduling for implementation and fulfillment of contracts and may act as liaison between the city and contract providers, serve as Mayor Pro Tempore in the Mayor's absence. City Recorder/City Auditor, City of Taylorsville, 2600 West Taylorsviile Blvd., Taylorsviile, Utah 84118-2208, (801) 963-5400 Feb. 1996 to Nov. 1999 (Population 55,000) Essential Functions: Helped startup of newly incorporated city; responsible for all functions of the City Clerk's office including public noticing, minutes of meetings, elections, records management, codification, attest ordinances, resolutions and contracts, assist in budget preparation for general and capital projects funds; grant coordinator; network administrator; oversee accounts payable; prepare warrant register for approval by the Mayor; monitor department expenditures in accordance with budget policy and procedures; oversee purchase orders; dsk manager. City Administrator, Grantsviile City, 429 East Main Street, Grantsville, Utah 84029, (435) 884-3411 Aug. 1992 to Feb. 1996 (Population 5,000) Essential Functions: Manages day to day operations of the city, supervises the administration; executes policies adopted by the city council; exercises general supervision over all public buildings and other city property under the control and jurisdiction of the city. Recommends to the mayor the hiring, disciplining or terminating of city employees, including department heads; conducts performance evaluations and recommends pay adjustments accordingly to the city council for authorization; administers and exercises control of all city departments and ali other subordinate offices and employees of the city through their department heads; authorizes the issuance of administrative rules and outline general administrative procedures. Attends various city meetings; ensures quality information for effective decision making; attends city council meetings; advises city boards and commissions; advises the mayor and city council regarding policy and administrative issues in carrying out their direction for the City; proposes alternatives and options; makes recommendations; solicits legal responses and positions from city attorney. Directs activities relating to capital project contracts; examines performance requirements, delivery schedules and estimates of costs of vadous projects involving the city to ensure completeness and accuracy; negotiates vadous contracts on behalf of the city council; coordinates scheduling for implementation and fulfillment of contracts and may act as liaison between the city and contractors. EDUCATION Associate of Applied Science in Accounting, 1981 Salt Lake Community College, Taylorsviile, Utah Associate of Applied Science in Business Administration 1982, Salt Lake Community College, Taylorsville, Utah COMMUNITY SERVICE Board Member, South Salt Lake Utah Mosquito Abatement District 2000- 2003 Utah Governor's Hispanic Advisory Council 1999 - 2002 Soccer Coach Tooele County Utah West Desert Scorpion League 1996 - 1999 Board Member, Tooele Utah Hospital Special Service District 1993- 1997 PROFESSIONAL AFFILIATIONS Alaska Municipal Managers Association Southeast Conference Alaska Municipal League Markley & Con, party P.O. Box 244902, Aa~chorage, ?daska 99524 · Phone: 907-245-2252 Fax: 907-248-4.873 · lmarkley@alaska.net 250I K St, N.W.. Suite 9-A. Washington, DC 20037 Phone: 202-342-1669 Faro 202-342-2066 211 4th Street_ 302-C, Juneau, Alaska 99801 Phone: 907-463-3636 Fax: 907-463-3611 Larry Markley September 15, 2005 To Whom It May Concern: Without hesitation. I can say Jerry Medina would be an asset as a local government manager or administrator. I base this on my two years of close work with Jerry in his capacity of municipal administrator of the City of Hoonah. Alaska. I also base tkis on my nearly 25 years of working as a lobbyist for large and small cities throughout Alaska, as well as for a number of electric and telecommunications utilities and Alaska Native corporations. .Although asked a number of times, I have written very few letters of recommendation through the years, largely because of uncertainties over individuals' ability to adequately handle new (and in some cases unknown) employmem responsibilities. In Jerry's case, I have no such qualms in offer~g a blanket recommendation. In my opinion, Jerry has all the tools. He is smart and articulate, with presence and the ability to cut through BS and quickly distill the heart of complicated matters. He is also gifted with an engaging personality that engenders trust and friendship. Jerry is a naturally pleasant person but one who is quick to stand up unambiguously for the interests of his employer. I might also add that my experience with Jerry has shown a person who meets deadlines and does follow-up - traits very important to me. I like Jerry and I have no doubt that any employer will be likewise impressed. Wherever he might go, Jerry would be a community asset. Feel free to contact me at 907-250-2855 for further thoughts. Sincerely, ' Lawrenc ~'~. MarklCy CITY OF HOLLADAY RESOLUTION NO. 03-47 A RESOLUTION OF APPRECIATION FOR JERRY P. g~IEDINA WHEREAS, the 15th day of August, 2003, brought to an end the term of Jerry P. Medina as the City Administrator for the City of Holladay; and WHEREAS, Jerry has sen'ed as the City Administrator since the City's incorporation on November .30, 1999; and WHEREAS, Jerry has been instrumental in the initial organization of the City; and W~£REAS, Jerry has given leadership, guidance and counsel to fellow employees, elected officials, board and committees and citizens to the betterment of all goups; and WHEREAS, Jerry has sacrificed his own personal time so that City business could be accomplished; and WHEREAS, Jerry has served with the strict personal adherence to his oath of office at times under difficult circumstances; Now, THEREFORE, BE IT JOINTLY RESOLVED by the City Council and the Mayor that Jerry P. Medina be recognized and commended for the outstanding job performed as the City Administrator of the City for almost four years. BE IT FURTHER RESOLVED that the Mayor and the Council extend their best wishes for success to Jerry P. Medina in all of his professi'onal and personal endeavors. 2003. Given by order of the Municipal Council of the City of Holladay, this 21 ~t day of August, Jerry. Medina.doc IN WITNESS HEREOF, we hereunto set our 1Tands this 21st day of August 2003. ~- Dennis r~ Lar~ln. M~-vor----~-~'" d. · . sa~-dy Thacl~(e~rav, Council Chairmar/.~ ' - Grant G. Ortoh, CoUncil Member -. "~"ugo Diederich, Council Member Edward D. P. Lunt, Vice Chairman St'e¥_~~..-~~~on, Coun~il Member ATTEST: Ste~ha°nie N. Carlson, Deputy City Recorder Z 0 0 3:: 0 (.1 Z (.1 Z 0 W 0 © 0 > 0 0 0 -.~, ..., 0 0 0 Q c- O 0 o ~ __.i m u 0 . × < o. 0~,,.<i<: ,<: D kO \x,,.~/ © (D 0 0 October ~6, ~oo5 Kim Howard Assistant to City Manager City of Kenai ~o Fidalgo Avenue Kenai, AK 996x~-7794 RECc: 2 8 zuu 1 C~TY df: i, ,i · ,,1 ' ·" ° Dear Ms. Howard: You have asked me to provide information on the following items: Discussion of incidents or issues of public controversy that may be revealed by a background investigation. In June of ~oo3, my previous employer the City of Holladay, adopted a resolution to hold a special election to consider changing the form of government from "strong mayor" to "council-manager". The resolution passed by a 3 to 9 vote. The reason a majority of the council wanted to consider a change was due to constant bickering between then Mayor Dennis Larkin and three members of the city council. The city was constantly in the news about the in fighting and lack of accomplishment for Holladay residents. The problem arose due to my role as the Election Officer for the city. I have enclosed a copy of a letter where I was instructed by the mayor not to proceed with the special election. He also vetoed the election budget line item along with other budget categories. The dilemma I faced was that the council had authorized a special election, I was responsible to conduct that election with no budget and the mayor threatened to fire me if I proceeded.with the election. The mayor also claimed he had veto power of the resolution contrary to the opinion of the city attorney. On July 3, 9003, the mayor suspended me for what he termed "insubordination" for performing my sworn oath to uphold the constitution, state code and city ordinances. I have enclosed a copy of that letter along with some newspaper articles describing the controversy. At that time, I answered directly to the mayor and not the council and could be removed from office by sole action of the mayor. I was placed on two weeks administrative leave with pay for proceeding with my sworn duty. The issue ended up in court where the District Court Jud§e ruled against the mayor and upheld the position of the city attorney. 11~ decision was appealed by the mayor to the State Supreme Court in which they upheld the deeision of the District Court. The special election was held in August :~oo~ and the Holladay voters approved a change in the form of government by 55%. After the special election the mayor still threatened to fire me on a daffy basis so I thought it best to move on. Discuss my areas of strengths and weaknesses. One of my best strengths is my ability to get along with people and interact amongst groups. The oath of office I take is very important to me which I strictly adhere to. I have a high degree of ethics and integrity. I'm dedicated and hard working, not afraid to put in long hours to get the job done. I feel my ~ years of experience in municipal government is a strong trait as is having worked with many different elected officials. This municipal government experience includes a strong background in preparing budgets and budget oversight. I have been involved with tourism in Hoonah over the past two seasons since Icy Strait Point began operations in May of ~oo4. I am enclosing a letter from a resident of Holladay and a letter of recommendation from my former mayor that details my strengths including those submitted with my application. I also included copies of my past performance evaluation during my first year with the City of Hoonah. 0nly two of the five council members actually submitted a performance evaluation. My weaknesses can also be viewed as strengths depending upon one's viewpoint. I work many hours after the dose of business, I am not very tolerant of the status quo and am constantly looking at ways to improve things. I don't believe in micro-managing but provide enough oversight that I make sure the job gets done. e My philosophy of the role between the City Council and the City Manager including responsibilities to each other. The City Manager is the Chief Administrative Officer of the city and is responsible to carry out the directives, ordinances, policies and procedures adopted by the City Council. This includes enforcement of those ordinances. Executing the budget and capital improvement programs within their framework is another primary example of a Manager's role. It is the City Manager's job t° keep the Council informed of items that .affect.,. the city and its operations. Financial and administrative reports should be given to the Council at their regular meetings at least on a monthly basis. In order to be effective, the Manager must establish and maintain good working relationships with the Mayor, . City Council, Department Heads and Staff for the overall good of the city. I feel the most important responsibility of the City Manager is to keep the City Council informed of what is happening in the city. Equally important is for the governing body to give directives to the Manager, City Clerk and City Attorney rather than department heads or other staff members that do not report directly to the Council. This avoids confusion on the staff level and allows the Manager to direct the work flow for efficient operations. I think it is important for the Council to let the City Manager know immediately when there is a problem rather than waiting too long before it can be corrected. My philosophy is to praise in public and discipline in private. I look forward to hearing from you. Enc. KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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)//~¢' DATE- iO-,.~l-' 05 STATE OF .~t 0,Si6&-.''~ On this ,;l. lff day of C)eto~ , 2005, before me personally appeared _.~'"--etrq "-'~, 1"13o&it~o.. , known to me to be the person whose name is subscribed on the forel~oing Consent to Release of Information, and acknowledged that he/she executed the same as his/her free will and deed. Public in and for My Commission Expires' The Salt Lake Tribune-- Utah's Statewicte Ncx~ spaper Page 1 of 3 Learn about our new reader panel here. · . ._ · -.. -~..._:. '-, .5:; ££ _ . *. -:. _ .':.~';'*~?. =-.. . .. T ':' ':..'.::"..' ,7-'..-': · · . ~:. ~ . . . .o . -....' _. _ ,: ._ . · -_- *: '.~i .~! 5:-: :'~--: _. " ' -U. 57. 5 5: *.' Z. 7 ':" - - "*' i'"C .- '-- '..: ..~ i · ": 5 ~: 52., ,' 5'. T 7-52 :'-' ." 5. "::---;* ,:.: .?-::7.- :.' Battles shake Holladay City Hall By Thomas Burr · Time to Heal, Residents' medical marathons trimmed The Salt Lake Tribune City elections may be off in Holladay. The city administrator may get fired for following orders. And several people are threatening legal action. · Utah stocks outpacing general rally · Deseret bio tests done on 6,000 In the latest bout of contention, Mayor Dennis Larkin · Utah lead levels has vetoed a slew of city funding and is attempting to kill a higher than thought special election Oil whether to change the form of goverrm~ent. · Lead reports for Utah companies Larkin, who would lose power if voters agreed to a change, struck down a City Council resolution calling for · Photo' Wild 8, the election this fall, and vetoed $60,000 earmarked for it Woo~y Traffic and this year's primary and general elections. Moreover, the mayor spiked $407,000 for such city expenses as liability insurance and litigation, and notified city staffers they could be fired for making any effort toward a special election. Even so, City Administrator Jerry Medina says he plans to go forward with the special election on Aug. 5 -- even if it means losing his job. "['rn in a no-win position here," he said Monday. "It will probably have to be resolved by the court. I mean, I'm appointed by the mayor, but I'm also the [city] election officer." · Letter from Hay_or Larkin to Holladay City Council (PDF) · Letter from Mayor Larkin to Deciding if the mayor has the authority to kill the special election may be the first issue to go before a judge, but there could be others. One group has threatened suit if the council proceeds with the election. Larkin says residents should Larry Medina (PDF) petition for the special election instead of having three of five council members call for · Mullen: West Valley City is a persuasive business suitor · 2 win chance to make antismoking TV ad · Wildfire destroys repeater station · Judge's case heads for mediation · Democrats press Grand Canyon ruling · L.A. cops nab Utah suspects · Rai_n_bo.w members charged · BLM prohibits seed collecting in five drought-plagued .%. The Salt Lake Tribune-- Utah's Statewide Newspaper Page 2 of 3 Olle. "Can you imagine three people in a cit,,,.' of 20,000 having the power to hold a special election to change the fon'n of government," Larkin said. "It's just unconscionable." --- The £ull-time mayor added that he killed other parts o£ the city's 2003-2004 fiscal year budget -- money to rt, n a city Redevelopment Agency and all financing for "nondepartmental" spending, such as office supplies and gas money for the city truck -- because the council didn't think it through. "They just glossed over it." he said. Larkin's vetoes probably won't be overridden by the required four votes, since two of' the five City Council members often side with the mayor. The vetoes mark the latest round in the political slugfest over the control of Holladay. In the i8 months since Larkin took office, he and three council members -- Sandv Thackeray, Ed Lunt and Steve Peterson --have sparred repeatedly. Some residents are tiring of the bellicose battles. "They should be concerned with the infrastructure of our city and not infighting .... I'm disgusted with it," said Jack Tykal, who once unsuccessfully tried to get the city to fix crumbling sidewalks on Holladay Boulevard. But council members fired offa news release Monday morning calling the mayor's vetoes an "irresponsible use" of his power because he is denying residents their democratic franchise. "We're trying to let the people vote," said council Chairwoman Thackeray. "The mavor is trying everythino he can to stop it .... I didn't think we had a dictatorship." In a June 27 letter, Larkin threatened to fire any city staffers who move forward with the special election. "I will consider any deviations from these instructions to be insubordination and grounds for discipline, up to and including termination of employment," the mayor wrote. But City Attorney Craig Hall says the mayor can't veto the resolution for the special election. And state election officials disatree with the mayor's position that the council can't call for a special election on changing the form of government. "Local legislative bodies call special elections all the time," says Amy Naccarato, the state's election director. "It's not something out of the ordinary,." If the council revisits the budget and funds the primary and general election along with rethinking other parts of counties · Witness in Waldholtz trial dies · Draper police will begin patrolling today · West-side projects slowed · Critic of paper currency running for mayor · Chemical leak forces theater evacuation · Clinton woman is shot to death · State of the State · For the Record · More of Today's Headlines · Return to Top The Salt Lake Tribune-- Utah's Statewide Newspaper Page 3 of 3 the bud,~et= , Larkin savs. he won't stop that money fi'om going through. But he vows to vigorously oppose any special election that doesn't start with a resident petition. For Councilman Lunt, the mayor's actions are. "exhibit A." in the case for a new form of gover-nment. "He couldn't argue it better," Lunt said. tburr~.~'sltrib.com EMAIL THIS STORY PRINT THIS STORY © Copyright 2003, The Salt Lake Tribune. Ail material found on Utah OnLine is copyrighted The Salt Lake Tribune and associated news services. No material may be reproduced or reused without explicit permission from The Salt Lake Tribune. Front Pa'ge J Contents I Search J World/Nation I L':ah I Business I Sports J Editorials J Public Forum Letters I Commentary J Lifestyle I Movies I Travel I Science I Religion I Archives I Weather I Obituaries Mobile Editions I 2002 Olympics I Photos I Online Poll I Utah Politics Contact Us I FAQ I Privacy Policy I Print Subscriptions I Reader Panel I Newspapers in Education webmaster@sltrib.com July 3, 2oo3 To' Jerry Medina From' Dennis P. Larkin, Mayor Re: Insubordination · · . As a result of your quote in the Salt Lake Tribune this morning, July 3, ooo3, from an article x.~:itten bv Kar)m Hsiao, you have crossed the line o~your authority. In a previous fetter dated June 27, 2oo3, I rexdewed the various codes that apply to this situation. Therefore, I am sure you know to whom you report and what your role is in the city. .,. As a result of your actions, I am reprimanding you as follows' You are hereby relieved of your administrative responsibilities for a period of approximately two week~ with pay beginning today atZ]~ IIPM. You shall not report back to the city offices before 8 AM on Thursday, July 17, 2oo3. · During this period you are relieved of your responsibilities to direct staff You are to turn in all your keys for the city. offices as well as your ID card recently received from the Sheriffs Office. You are not permitted to take any files with you from your file drawers and your computer. In other words, you are prohibited from doing any city business from city. offices or from your home. I am taking this action to maintain trust, authorit?-, and responsibility for personal actions within the Executive Branch of the governing bodv of the City of Holladay. - If I find that you have contacted other employees in an attempt to enter vour office without permission from me personally, or are directing our office' employees in our offices or at their homes, you will be terminated. June 2/% 2003 Mr. Jerry Medina City. Administrator City of Holladav 4707 S. Holladay Bh,'d. Holladay, Ut. 84~7 Dear JerD:, In your role as City Recorder. Ci~? Administrator, City Official, and an); other role for the City of Hol]aday, I ~no~v, a~ Mayor and Chief Executive. hereby instruct you to take no'actions whatsoe .'er to implement Council Resoiuti~)n o3-o34 regarding a Special Election for a proposed change in our form of government. I further remind you and the staff members that under Utah Code §~o-3-mxg, I am the Chief Executive and Administrative Officer of the City of Holladay. In that capacity., I have the power to remove administrative assistants, including the chief administrative officer; and to remove department heads and officers and employees, commissions, boards, and committees and exercise control of all de~artmen, ts. divisions, and bureaus within the municipal government of the City of ~Iolladav. Moreover, under Utah Code §xo-3-x2x9 (f) the Mayor exercises control of all departments, divisions, and bureaus within the m~nicipal government. And finally, in Section 2.~6.o3o(B) in our Code of Ordinances, I quote as follOws: "No member of the council shall direct or request, rXCept in writing, the appointment of any person to, or his removal om office or to interfere in any way with the performance by the officers of their duties. The council shall not give orders to any subordinate of the mayor either publicly or privately, but may make suggestion and recom~nendations." Therefore, I direct vou to follow only my explicit x~citten instructions regarding Resolution o3-o34~ and to disregarc~ any instructions from other parties. I hereby inform you that I have vetoed Council Resolution 03-034 and the following budget line items included in the approved budget by the council on June ~9, 2003 for fisca~ year 2oo3-o4: ~ · "Elections" in the amount of $60,000 "Transfer Out to RDA" in the amount of $5o, ooo · Non-departmental'category in the amount of $3o7, ooo · "litigation" in the Cit3~Attorney budget category in the amount $5o,o0o c: T--.; :,; ~"OLr ~.A D .AY I no~-instruct you to take no action to implement Council Resolution o3-o34 and forbid expending any funds related to Resolution o3-034 or the line-items which I have vetoed. This directive includes all staff members as well. Let me be perfectly clear: I ~fill consider any deriations.from these instructions to be insubordination and grounds for discipline, up to and including termination of employment. These are tn. ting times for the young Ci~,' of Holladav. :As Chief Executive. I must do eve~.~hing x.~dthin my rightful powers to presem'e' our government. To 'do so, I must require that you follow my instructions to the letter. Should you have any questions regarding these instructions about how you are to act, please see me immediately. Sincerely, .... · Dennis P. Larkin Mayor Cc: Craig Hall, Cit3., Attorney CiW Staff The ~t [~ke T~ Holladay election feud now headed to court --_ By Karyn Hsiao There's been a vote and a veto. Now the crusade to change Holladay's 3~,¥year-oid form of government has veered to court On Wednesday, City Attorney Craig Hall fried a petition for declaratory judgment in 3rd District Court, asking a judge to rule whether Mayor Dennis Larkm has the right to veto the City. Council's resolution to stage a special election. Last week, Larkin vetoed a resolution that the council al> proved, 3-2, to permit voters to change the city's strong-mayor form of government in a citywide special election Aug. 5. The proposed council-manager government would reduce Larkin's role from full-time chief executive to part-me chairm~n of the City Council. "The city attorney and I don't agree on a solution," Larkm said Wednesday. "He doesn't think I can veto the resolution, and the way I read the statute, I think I clearly can." A judge will decide. And quickly, hopes City Administrator Jerry Medina, who is also responsible for running special elections. "I must proceed with the election.., until such time as the City Council repeals the resolution or a judge tells me to cease." Me- dina said. "I'm a man of integrity and character, and I will do the best job I can given the situation that I'm in." A tornado of letters -- for and against the election-- is swirling through the community, and Council Chairwoman Sandy Thack- eray says residents are distressed by the public bickering. "People are stopping me everywhere- when I'm nmning in the morning and at the post office," she said. "They are all con- cerned, because they don't like the contentiom I hope the judge says the mayor can't veto and that we can proceed with the election." Thackeray and fellow council members Ed Lunt and Steve Peterson have often found themselves at odds with Lar~ during his 18 months in office. Disputes are nothing new for tkis east-side city of 19,000. - Lark~ says he has "no problem" with Hall's legal petition but is fatigued from the city's constant blow-ups. "I love to play golf; spend time with my grandtdds and travel with my wife," he said. "I don't like to fight." ]dtsiao~l~b. mm BIRTHS M)~, KathrTn and Derrick. Cle~rfield, son, June 17, Davis Hospital and Medical Center, Lam .~I)AM& Damelle and ,~myne. Morcau, daughter, June 10. Davis Hospi- . tal and Medical Center. Laymn. AI,-~G~. Love and l~mi; Laytom son. June 11, Umversity Hospital, Salt Lake City. ~r.r.~N..4~ua and Ts.Tone, Kearns, daughter. June 8. Pioneer Valley Hospi- tal, West Valley City.. ALLF~N. Katherine and Brent. Kays- ville, son. June 7, Lakeview Hospital, ALLISON, ~R!ka and ,Take. West Jor- dan, daughter. June 13. Pioneer VaIle~ Hospital West Valley City.. Medical Center, Ogden. 'CIIABSEY, Heather and 'Bountiful, daughter, Junell, Univemity Hospital, Salt Lake City. ~TT, Aaron and SOKOL, Mike, Bountif~ son, May 27, LAkeview Hospital,. Bountiful CHAVEZ. Le~icia and VAZ~UEZ Pablo, Ogdem daughter. June 15, Ogden Regional Medical Center. Ogdem C~RINI~S~N, Shm~on and Brady, Clinwn. daughter, June 1~. Dam Hospital and Medical Cenmr. Lay~om ~ Heather and ES~U[BEI~ Troy, Ogden, son. June 11, Ogden Re- gio C~l~Medical Cent~'. Ogden. Nina and scott Riverdale. son, June 17, Davis Hospital and Medim[ Center. Lay-mn. CODE. Nieole ~nd Lv.~l~ tlr~ WILDFI[ ACTrVE B L Active act 1 - Apex Fire The Apex Fire, first~ morning, grew to 31 Wednesday evening percent contained. It St. George on state,: lands in a direction a' residential areas. 2 - Woodmsime Fi The Woodenshoe'Fire west-southwest of M( burned 928 acres in ti Wilderness Areal Offi~ bum, but plan to cont~ outside of certain bom are advised to myout Canyon and Cherry Ca Sourm. ~um~ of iand ,~a Sandy, daughter, June Hospital. Salt Lake City. GOMEZ, Colett and son, June 9, Davis Hospi TEEK Kelly, West vanm. 10, Pioneer Valley Hospi- GOODMAN, Chr~ Ogden. son, June t, Day Medical Center, Laytor~ son, June 14, Pioneer ~ West Valley City. GORRINGE, ~erril~ I~yton. son, June ]?, Day Medical Center, Laymn. GRIF, C.d), Eleanor az obardo, Salt Lake City, da' Universi~ Hospital Salt l GUMBRECHT, .Am Clearfield, daughter, & Hospital and Medical Gen GUNN, Jessica and BI Cross, daughter, June LI. Salt I2ke City. EAAG, Holly and i Lake City., son. June 12, E pital. Salt Lake City. EABEL, Edna and rake City., daughter. June Hospital. Salt Lake City, tCar.r.: Kathy ann SI vine. son. May ~4, Lake~ 23 August 2003 2701 Milo Way Holiaday, Utah 84i17-632! Jerry Medina -- 192 South Center P.O. Pox 827 Grantsvii!e, Utah 8402~-0827 Dear [~r. Medina, We were sorry to hear ~i+~ ~~nist~=tor o~ Hoi~ad~v City you wiil' no ionger be the We have been impressed by your expertise regarding the city budget and your ability to explain the issues at the meetings. You displayed patience and composure mt ail times. I want to thank you for the removal of the hushes and tree from the sidewalk at Hol!aday Boulevard and Wren Road. Thank you. limbs You w and are, my first .'choice for Holiaday City Manager. Holiaday City has lost an excellent employee. i was comfortable and trusted your judgement. Enjoy Alaska the city is fortunate to have you'. Sincerely, LaVerne A. Diehl CITY OF HOONAH P.O. Box 360 · Hoonah, Alaska 99829 October 11,2005 · (907)945-3663 · FAX (907) 945-3445 To Whom It May Concern: I have had the privilege of recruiting and hiring Jerry Medina as the City Administrotor for the City of Hoonoh. In that position, he has reported to me and the council and managed the work and performance of ali the city's employees and depcriments. Jerk's good judgment and mature outlook ensure o logical and procticol approach to all his decisions. Jerry is organized, efficient and willing to do whatever is neeaed to get a porticular task or ~roiect finished. Because there were often lest minute deadlines, his cooperative attitude and good cheer were important and appreciated. There have been many times when I have had to delegate my mayoral tasks to Jerry because of a personal conflict or the appearance of impropriety, and I have done so with the utmost confidence in his ability and judgment. I had the pleasure of traveling with Jerry when we met with our representatives in Washington, D.C. and in Juneau, Alaska' during those times he has always displayed a high degree of integrity, responsibility and loyalty to our municipality. Jerry has also been well received and respected by all of the state and federal agencies we have had to deal with. Jerry would be an asset to any organization and l am happy to give him my wholehearted endorsement. if you would like additional information about Jerry, you can contact me at (907) 945-3451 or my cell phone (907) 723-0345 or my home address' P.O. Box 490, Hoonah, AK 99829. Sincerely, ,., .~ /~'..,. Alt R. "Windy" Skaflestad Mayor-City of Hoonah Michael D. Miller N 10399 Lakeside Road Trego, Wisconsin 54888 (715) 466-5653 September 15, 2005 City of Kenai Attn: Kim Howard, Assistant to City Manager 210 Fidalgo Ave. Kenai, AK 99611-7794 Dear Council Members' RECEIVED CITY OF K EI~AI _. ADMINISTRATION Please consider this letter and attached material as my application for the Manager position for the City of Kenai. After review of the recruitment profile, I feel have a firm foundation of experience and education needed for the job duties you stated in the announcement. The City of Kenai has a track record for being the kind of progressive forward thinking community I wish to be a part Of. My experience has lead me to the conclusion that local government can and should be an effective catalyst to produce a sustainable community. I have substantial experience working together with other municipalities, state agencies, service groups and local elected leaders to accomplish common goals. I'm looking for a community like Kenai, a community with the synergy to challenge me professionally as we carry out the policy direction of the Council. My current and past positions have provided me with a broad range of knowledge of municipal management. Those include organizational design, personnel, public works, planning, finances and community development to highlight a few. Most specific to Kenai, I am well versed in the challenges of a tourism and natural resource based economy and experienced in working to diversify that economy. I have visited the City of Kenai before and Alaska several times. I'm fully informed of the challenges and opportunities Alaska provides. I welcome both. I hope the Council will find my track record of success a positive indication of how I can be an asset to the City of Kenai. I believe strongly in core management principles such as 'being a team leader and infusing a customer service ethic throughout all levels of government. If these management principles are in line with the ideals of the City of Kenai, I'm sure we would be a good fit. I appreciate your consideration of my application for this position and I look forward to hearing from you. Sincerely, Michael D. Miller Encl.: Resume Michael D. Miller N 103 99 Lakeside Road ]'rego, WI 54888 Hp' (715) 466-5653 Wp'(715) 468-4625 (Direct) e-mail:m a millerC~centurytel.net EDUCATION: SUMMARY OF QUA_LIFICATIONS Master of Public Administration, 1994 Shippensburg University of Pennsylvania, Shippensburg, Pennsylvania Bachelor of Applied Arts & Sciences (Major-Political Science), 1992 Midwestem State University, Wichita Falls. Texas EMPLOYMENT HISTORY: Administrative Coordinator/Personnel Director, Washburn Co. WI (7/97- Present) Population 16,500- Seasonally 25,000+ Administration & Finance Administration - Lead the administration of 183 FTE employees in 15 departments. · Coordinated the implementation of new county wide financial software package. · Combined and streamlined several departments, reducing property tax while increasing level of service. · Integrated technology into daily county operations via county intra and Intemet. Improved communications systems while reducing operational and maintenance costs. · Provided detailed analysis of departments recommending changes in staffing and organization that eliminated unnecessary and duplicate services. Facilities - Created Facility long range plan (40% complete) including' · New public works facility for $9.2M on time and under budget. · Several facili~ remodeling and construction of an Info Center keeping on or under budget. High profile negotiations - Represented the county's interest in sensitive, high profile, county wide issues such as: · Dissolution of a five county mental health consortium effecting hundreds of at risk clients. · Major landfill expansion- Controlled furore expansion and increased county revenue. · Negotiated pa.vrnents for impacts of major transmission line upgrade across 9.6 miles of county forest. Finance - Managed a county budget of $27.2 Million plus the capital projects program. Developed off levy funding mechanisms for one-time improvements. · Lead the bond rating effort for County; County went from "Unrated" to "Aaa" saving tens of thousands in insurance fees and interest costs. · Developed and implemented an investment policy that increased investment revenue. Community Development & Land Use: Tourism Opportunity Development- Working with County Forestry Committee, Wisconsin DNR and local user groups, focused department efforts on creating recreation opportunities such as: · At no cost to County acquired a quiet sports recreation site (600 acres including a lake) · Developing a 50-mile equine trail system through county forestland. · Negotiating with Wisconsin DNR to develop a state campground on county land Economic Development Coordination - Formed Washburn County Economic Development Corporation. Working with city, town and business leaders, this NFP brings together local government, other NFPs and business interest to focus tourism and economic development efforts. · Developing excess county property into commercial and light industrial including environmental clean- up, infrastructure and marketing. · Organized Washburn County efforts for Superior Days (a grass roots lobbing event). Annually leading a County team taking tough issues to legislature such as: Highway 53 completion as high speed route through northern Wisconsin State veterans cemetery for northern Wisconsin and wayside Designating a local undeveloped river as a "Wild & Scenic River" · Working with five adjacent counties, applied for and was designated a Technology Zone. Involved collaboration with regional partners, a state agency, the Governor's office and the legislature. Michael D. Miller page 2 · Appointed by the Governor's Office to represent all counties in Wisconsin on the Wisconsin Department of Revenue Tax Increment District (TID) work group. · Working with other community leaders developed "Leadership Washburn County." program to stimulate participation in government and service agencies. · Working with 15 toWns and 2 villages in the county, applied for and received a grant to complete a comprehensive land use plan. ~ Personnel Functions' · Negotiated numerous labor contracts. Handled grievances, unit clarifications, & EEOC · Completed non-union compensation and classification study. Implemented new pay system linking compensation increases to performance. · Developed countywide standard personnel policies including orientation, conduct, discipline, hiring, accidents, vacation, safety, etc. Manager, Administrative Services, Home Care Medical Inc. (11/96- 7/97) · Relocated 50% of company offices (over 50 staff) in an active environment to new facilities without disruption to operation or client care. · Trained supervisors in interviewing, employee discipline, and evaluation. · Automated attendance control creating at-a-glance reports for Administrators. · Reduced administrative operating costs 7%. Administrator, Town of Delavan, Wisconsin (02/95-11/96) Population: 4,400- Seasonally 8,000 Selected as first Town Administrator · Lake management of Delavan Lake including park, launch, and weed control operations · .Planning officer- Charged with promoting and guiding development. · Leveraged over $177,000 (100% cost share) in recreation development. · Developed impact fees for development raising over $40,000 in annual revenue · Budget officer - Aggressive over-sight of 3.1 million dollar budget · Developed long-range equipment fund saving over $150,000 in fleet purchases. · Implemented new purchasing policy that controlled expenditures · Increased park revenue 10% annually while increasing services. · Personnel Officer- Revised personnel policies and procedures Tough negotiator for labor reduced cost and eliminated liabilities. contacts that Assistant to City Administrator, City of Burlington, WI (12/94 -02/95) Temp position Assisted City Administrator in wide-ranging projects including. · Implementation of standardized personnel policy · Formation of citywide safety program fOr all employees. OTHER EMPLOYMENT: United States Air Force (10/79-11/94.) Master Sergeant (Retired) Air Force Technical Advisor to Pennsylvania Air National Guard (7/90-11/94.) Senior staff analyst to an Air National Guard Unit Training Division Supervisor, Sheppard Air Force Base, TX (5/88-7/90.) As the Non Commissioned Officer in charge, lead the mm around of a division, which barely passed an inspection, to receive an "Outstanding" review. Communications instructor 1985 - 1988 (USAF) Communications installer 1979- 1985 (USAF) PROFESSIONAL AFFILIATIONS' International City/County Management Association National Association of County Administrators Wisconsin City/County Management Association Page 1 of 1 Kim Howard From: Michael & Angelique Miller [ma miiler@centurytel.net] Sent: Friday, October 28, 2005 8:29 PM To: Kim Howard _~ Subject: RE: Application Dear Ms. Howard: Please accept the attached files as my supplemental information. Original documents will follow via US Mail. Please confirm receipt of this e-mail. If you require any other information please do not hesitate to contact me. Thank you for your consideration. Sincerely, Michael D. Miller HP: (715) 466-5653 CP: (715) 520-0894 10/31/2005 Michael D. Miller N 10399 Lakeside Road Treo~o. Wisconsin 54888 t 715) 466-5653 October 28. 2005 City of Kenai Attn: Kim Howard. Assistant to City Manager 210 Fidalgo Ave. Kenai. AK 99611-7794 Re' City Manager Supplemental Questions Dear Council Members' Attached you will find the responses to the questions you sent and the signed information release. The originals will follow via US Mail. Thank you for your continued consideration of my application and I look forward to heating from you. Sincerelv. Michael D. ~tler Encl.: Question Response Information Release Ci~ of Kenai Manager Supplemental Quesuons: Michael D. Miller Discussion of any incidents or issues of public controversy that a back~ound investigation could reveal. I am unaware of any personal or professional issues or incidents concerning me that would be embarrassing to the City of Kenai or mySelf if reveled in a background investigation. There have been several divisive policy issues which I was tasked to carry, out (under the affirmative direction of the County Board) which stirred some public debate. Those issues include: The closure of a non-mandated home health care program. This program_ was losing signific~t amounts of money while competing with private businesses in the count. This was a very. emotional issue for a couple of reasons. First. clients were concerned about continuance of care. Working with private providers we were able to assure them of care. Second. the County had been the first home care provider in the area. After 25 years, four private firms were also operating, all at a profit while the County. was subsidizing with up to $127.000 annually of tax dollars. After over 12 months of study, discussion and pubic debate, the Board voted to close the program. No clients went without care. Construction of a new highway maimenance shop facility. This was the largest single building project in the County. After 65 years in the same location, the County built a new, significantly larger facility on a new site. Unfommately, this came on the heels of seven failed school building referendums. (There are no referendum requirements for County projects.) Although the issue was discussed at over 20 public meetings there was a large amount of dissatisfaction with the scope of the project and perceived interference with the school project. Since that time as a direct result of the project, we have redeveloped the old property for a new manufacturer bringing 90 new jobs into the community, we eliminated, three positions in the Highway Department due to productivity gains and finished the project $300,000 under budget. Negotiation of an easement for a major upgrade of a bulk electric transmission line across 9.6 miles of County Forestland. This issue was very sensitive to both people living adjacent to the line and those who were concerned with the environmental impacts. We held several listening and information sessions to get information out to people and hear their very real concerns. Even though this was forced on the County by the State legislature, we were able to negotiate a very good settlement of over $650,000 for our portion of the line. You will find two of these on my resume. While the county made every attempt to be as transparent as possible in these issues with multiple public meetings, news releases and studies there were those who felt like they were not heard, or their opinions not regarded. Miller Supplcmcntal Questions Page I of 3 2. DiscuSsion on S trenzhs and Weaknesses- Technical skills are a ~eat asset tbr me. Understanding how a council works and the kind of public participation that drives public policy help me to be effective as a Manager. I also have good experience and success in retbrming organizations to provide maximum customer services with minimum overhead. Because I tend to be data driven. I also have good experience in seeing "over the horizon" for issues that may affect the way my county functions, both in policy and finances. As I have matured and gained other experience. I have come to understand the need for and superiority, of relationships in an organization and community. This is not to say a proper organizational structure is not important, but rather that an organization without relationships is sterile and-will not produce the vitality needed to adapt and change in today's public sector. Much of what a Manager accomplishes is not based on position power, but is based on trust both up and down and side to side. The greatest weakness I would certainly face in Kenai is the difference between Alaska city government and Wisconsin local government. This can be quickly overcome through study and discussion with other managers in Alaska. I tend to surround myself with people whose strengths make up tbr my weaknesses and weak areas in the others in the leadership team. For example if I am "big picture" oriented. I look for someone who is detailed oriented. Likewise, I look for ways to bring in cross-functional benefits for each person employed. A public works director should understand not only the most efficient way to install a water line, but also the impact that the line has on economic development. A Finance director needs to appreciate the operational implications of budget cuts, policy controls, etc. Bringing varied talents and skills helps to create a dynamic, yet balanced organization. I tend to be a pra~m'natist. -and seek balanced workable solutions and I do care for the people that work for me. I think the people who work for me would say, "Mike expects a lot from me, but looks at my challenges as learning experiences and treats everyone fairly, without favoritism." Any organization will inevitably deal with conflicts. I have had it said to me by department directors that even though we may not agree, when we're done with an issue or a conflict, that they can count on me to meet the next issue with a fresh perspective and not carry the last issue into the next. That kind of trust builds loyalty and open communications needed to effectively manage public resources. Miller Supplemental Questions Page 2 of 3 Discussion on my philosophy on the rote of the City Manager and Cit3.' Council in the Council-Manger tbrm of government. My philosophy about the position of Manager is very. straightforward. The Manager works for the Council and serves the staff by enabling them to carry out their jobs to server the citizens. The Council as the elected governing body, decides the direction of the city., establishes a strategic direction and allocates resources to carry out that direction and of course evaluates and provides feedback to the Manager. The Manager, in contrast, provides analysis and advice to the Council then, acting as a team leader, through staff, carries out those policies. The position provides accountability for subordinate managers and ensures city assets are effectively used and accounted for. Some people try to draw a "britt line" between policy and management. The ideal of the Manager never being involved in policy and the Council never being involved in management is just that. an ideal. The reality is that both panners ebb and flow into each other's arena from time to time. That is especially true in a small community where there are many intertwined relationships which make the "bright line" fairly blurry. What is more important is a relationship of honesty, trust and mutual respect. The Council-Manager relationship is more like a marriage than an employer-employee relationship. That relationship works best when both partners understand their roles and move towardS; a common objective. I would very much like to be the next Manager for the City of Kenai and look forward to hearing from the City.. Miller Sul~lemental Questions Page 3 of 3 KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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. (print) DATE: T%%I%IIIIIIIll,. .,," ~u~, "% STATEOF ~~ ) a~' ~ ~;~': ),s. ) %0. On this ~~ day of ~~ ";':'~~, before me personally appeared , 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. lqotary Public in and for COc~k.~,x My Commission Expires' Kim Howard From: Patricia Porter [kenaimayorl0@msn.com] Sent: Thursday, November 03, 2005 4:37 PM To: Kim Howard _ Subject: Fw: ..... Original Message ..... From: Miller, Michael To: kenaimayorl 0@msn.com Sent: Thursday, November 03, 2005 9:03 AM Michael D. Miller Administrative Coordinator Washburn County Office of the AdminiStrative Coordinator P.O. Box 337 Z0 4th Street, Shell Lake, W! 5487:[ Ph: (715) 468-4624 Fax: (715) 468-4628 11/4/2005 25 September 2005 Kim Howard and Councilpersons City of Kenai 210 Fidalgo Kenai, AK 99611 Dear Ladies and Gentlemen: cra, o~:~ Please find attached a detailed account of my credentials for the City of Kenai manager position. I know this community well because this is home. I am a neighbor who has lived on the peninsula for twenty years and in the City of Kenai vicinity since 1987. My children attend Kenai schools. I have helped train dozens of local Kenai area residents to insure they receive the high paying industry jobs that help build strong communities. My volunteer work is dedicated to Kenai area youth sports and Kenai area schools. HaVing worked in the energy industry for twenty years, I have expert knowledge of the economic driver of this community. The last fourteen of those years was at the Tesoro Alaska refinery. I have eight years of management experience as Tesoro's Manager of Operations Analysis and Quality Control. In that position, I was responsible for twenty personnel as well as developed, compiled, and monitored the $50+ MM annual general budget. I participated on strategic management teams that developed the annual capital budget plan and was relied upon to externally represent Tesoro during crucial lobbying at the state and federal level. My responsibilities as Manager of Quality Control prioritized customer service and public relations. Shared responsibilities for product delivery to pipeline and dock made me familiar with operations/regulations of these enterprises. Furthermore, due to my work experience as a process unit engineer, I am expertly knowledgeable on the nuts and bolts of physical plant and public works type processes including initial commissioning of multi-million dollar capital projects. For those who may not be aware, manufacturing industries such as refineries are mini- communities responsible for environmentally-compliant generation and distribution of utilities such as electricity, water and sewer as well as RCRA-compliant cradle-to-grave management/disposal of solid materials. The enclosed detailed resume more completely lists years of relevant work history. In May 2006 1 will receive my Masters in Public Administration from the University of Alaska Southeast (UAS). This opportunity at the City of Kenai matches my goal of converting my private sector experience into effective public sector management via the knowledge I've gained in progressive public management practices and procedures. Coursework has included two projects with Soldotna's Tom Boedeker, instruction from the Alaska Municipal League's Kevin Ritehie, and interviews with the City of Kenai's Mr. Komelis as well as Ms. Snow. My classmates and instructors provide a bevy of best-practice contacts in Juneau and throughout Alaska. MPA courses in municipal management, public budgeting, .administrative law, organization analysis and human resource managemem have emphasized the following: Fiscal management/accounting and the municipal budget cycle including public revenue sources and expenditures, fund accoun~g, managing fund balances, restricted fim~, PERS/TERS and GASB #34 challenges, bonding, etc. · Alaska Statute 44.62 (Alaska Administrative Procedures Act) and especially AS 44.62.310 and 312 regarding legal application of open meetings requirements. · Article X of the Alaska Constitution (Local Govemmem) and Alaska Statute Title 29 (Municipal Government, which includes Home Rule Municipalities). Ordinance developmem. Optimization of organizational structure for efficient delivery of public goods and services and tying missions to measures of performance. Methods to increase public participation in the development of public policy. · Methods to assess policy outcomes. · Planning and economic development. I have put these theories imo local practice. I have written a thesis study of a public manager (Tom Boedeker), researched viable methods to increase public participation in the development of a comprehensive plan (KI'B's 10 year plan), performed and publicly presented an analysis of the outcomes that occurred after Soldotna banned smoking in restaurants, analyzed and optimized the organizational structure of a non-profit agency, determined the sources of variance in delivery of a public good (KPBSD student achievement), and developed a balanced 5 year general budget for the state of Alaska that was both realistic and politically feasible (caveat: the price of oil set at $25/bbl). I am currently working on a comparative human resource study between a municipality, non-profit agency, and private company. During spring 2006 the final capstone course is offered and upon completion I will be graduated. In summary, I feel very capable of converting my years of private industry management experience into effective, progressive public management for the city my neighbors call home. I would be very comfortable promoting a culture of customer service to the community and its representatives, the city council. Holly Norwood 47630 Douglas Lane Kenai, Alaska 99611 (Physical residence: Nikiski, Alaska) Hollv Norwood Married to Clifford (Rocky) Norwood Sons Barry and Wren attend Kenai schools 47630 Dou~l~s Lane Kenai. Alaska 99611 Phone:907-776-5593 Ce11:907-252-5729 --PROFILE Experienced Manager * Masters in Public Administration 2006 * Kenai Civic Volunteer · A public service-minded Kenai neighbor with strong private sector administrative management experience and formal education in progressive public sector management procedures and practices. · Management style incorporates fundamentals of personnel law and ASPA/ICMA ethics as well as safe and environmentally conscious practices in the workplace. · While Tesoro Alaska's Manager of Operations Analysis and Quality Control (1993-2001) and a Senior Refinery Process Engineer (1987-1993) gained expert experience in: o Managing people and achieving complex goals Lobbying at state and federal level, o General fund and capital budget development and monitoring, o Strategic planning, o Customer service, o Contract negotiations, o Crisis management, o Capital project management, o Asset management, o Warehouse operations, and o Operations and maintenance of utilities and physical plant processes. · May 2006 graduate of the University of Alaska Southeast Masters in Public Administration. · Very knowledgeable of Kenai's economic base and community. · Former adjunct/fulltime instructor for UAA-~C's Process T~chnology curriculum and process industry-education partnership member (APICC). · Committed volunteer for Kenai Boys and Girls Club soccer program and area schools. In summary, an excellent manager and listener who is an analytical and results oriented leader, yet personable. EDUCATION University of Alaska Southeast Masters in Public Administration May 2006. 4.0 GPA Course work emphas~es improving the effectiveness and efficiency of government as well as improving government's accountability and responsiveness to the public. Modem theory is taught with practical application by Juneau's leaders in public administration. Fellow students/ instructors provide a bevy of contacts for best P/A practices. Coursework includes the following: Municipal Management Public Financial Budget and Management Human Resource Managemem Public Program Evaluation AdminisUative Law for Public Manager Economics of Public Policy Organizational Theory and Behavior Public Research Methods Holly Norwood Resume Page I EDUCATION (CONTINUED) Texas A&M University, College Station, TX, Bachelor of Science in Chemical Engineering (December 1980) Professional Courses/Training provided by past employers (Tesoro Alaska and UOP, Inc): -Manaeement Related Cou..~.es: Fundamentals of Managen~-nt (University of Michigan Business School), Fundamentals of Personnel Law, Cross Cultural Sensitivity Workshop, Facilitative Leadership, Change Management and Strategic Planning. Budtret andAccounting Related Courses: Bechtel's multi-variable linear programming. SAP Module Training: Budget Module, Cost Center Accounting. SAP Material Managemem Modules: Buying and Inventory Management, Requisitions. Sa£etv, Environmental and Health Related Traininl~. Behavior Based Safety, OSHA's Process Safety Managemem for compliance to EPA's RCRA, air, and water pollution regulations, Train Your Refinery Operator (TYRO). Crisis. Man.agement Training and Experience: Trained and drilled in Incident Command System and Unified Incident Command approaches for emergency response. Continued Education at UAA-~C (4. 0 GPA): Financial Accounting, Fundamentals of Supervision, Process Instrumentation I, II, HI, IV EXPERIENCE VITA Tesom Alaska Pel~leum Kenai, Alaska Manager of Operations Analysis and Quality Control (1993-2001) Senior Refinery Process Engineer (1987-1993) Personnel M.anag.ement. As a member of the Tesoro refinery management team for eight years, I am experienced 'ia management and varied motivational techniques for professional, hourly, and technical trade classifications of personnel. Experienced in new and enriched position development and compensation, reenfitment and selection of personnel. Expefien~ in change management related to sm~ttwal organizational change. Proponent of annual employee evaluations that incorporate mtmmHy agreed upon obj~ves. F.,Xl~enc~ in employee discipline and due process. Trained in personnel law including relevant parts of Fair Standards ~r Act, Equal Pay Act, Civil Rights Act, Age Discrimination in Employment, Family Medical Leave Act, and Ameri~ with Disabilities Act. Lobbvg, t/Pub//eR~.h~n~. Effective lobbyist with ability to reduce complex, technical jargon into ~1¢ argument~. Reprinted Te~om in,I~~ during the public ~n.~ ~om for the Oil Pollution Act of 1990. Th~ act impamed raw ~ and product shipments. Selected as one of sixteen nationwide particiI~t~ to r~r~~t ~dent r~finer~ during the regulation-ncgoti~om ~sions for the Clean Air Act Am~ent~ (CAAA) which w~ conduet~ ~ the ~n~gy industry and EPA twice monthly in W~hin~on IR2 dm, ing,hm~~'- ,I~' of 1~1. In--on and implementation ofth~ am~ent~ crucify im~ fud bl~ding throughout the USA. R¢la~ to this lobbying effort, I later wrot~ and Te~om received the .sole waiv~ glanted by EPA regarding a d~~ent additive role. R~a'~mted T~oro at ~ ~~t of Environmental Co--on (ADEC) CAAA implement~on me~ings. S~y de~ in public forum the ~ oxyfnd program and station/mobile diesel stflfm' content regulations for the purposes of achieving Holly Norwood Resume Page 2 . /.Lob~. is~J~blic Relations (continaed~ effective compliance at the lowest cost to the ultimate Alaskan consianer. Represented the entire Tesoro Corporation as a voting member on Subcommittee D-2 of the American Standards of Testing and Materials which covers fuel specifications. Lobbied for fuel stx~ifications favorable to Tesoro and prevented proposed changes that would be tmfavorable to Tesoro. Recognized by this distinguished committee as well-prepared to professionally debate. In 1997 the D-2 Subcommittee -_ approved a proposal I advomted for Tesoro which developed-a__ new fuel class for Alaska. This -accomplishment was completed in record time due to acc~ anticipation of questions and, of course, lobbying. General Budget preparation. Esfimat~ all variable expen~ categories for the largest Tesoro cost center (Operations) in the annual general operating budget. This responsibility included estimation of the annual energy consumption costs for the Tesoro Alaska Refia~, a general fund expense item second only to total personnel costs. Not an incremental expense budget item, determination of energy consumption is a multi-variable expense de, mined from assttmpfiom of the cost, type and throughput of crude, as well as estimation of ftma~ product revenues, market dynamics and several other variables. My estimate was typify within 5% of total predicted energy costs. I was also responsible for estimating the annual general operating expenses for the Warehouse and 12boratory cost centers. General Budget coordination/subnd_'_~ion._ Restxmsible for coordinating and submitting by deadline the annual $50+ million total general budget for the refinery cost centers, dock and pipeline (including inter-company wansfers). Interfac~ with corporate financial management regarding adjustments. GeneralB~.et monitorin~Jco~_~!~nc~ Respomible for continuous monitoring for all cost center performan~ and budget compliance. Analyzed any deviances from plan to improve budget foree, asts. Cat~'.ttal Budget. Preparation. Participated as management team membex in strategic planning and business plan developmenl~ I performed discounted cash flow analyses to determine optimal IRR for competing capital pro~~. Participated in monthly capital projects meetings which updated completion and financ~ status. Cat~it~. Project Management As a project engineer, I managed multi million dollar process unit tumarounds. Prepared bids, selected contractors, and procm~ materials. Developed all procedures and timelines, safe isolation p~ures for process traits via blind lists to ASME pipe specification. Projects included initial isomefizafion and SRU mmarotm~ at refinery and shakedown of the Cogeneration facility. All projects were completed on time and within estimated co~ Procurement/AccountingManageme__ng Was accotmtable for Warehouse, Purch~ing, A/P and A/R management~ In 1999, successfully managed the change of implementing a SAP Materials Management Module from the legacy system in rise. During my management tenure, the Warehome and Buying areas inexv, ased workload by 50°/6 with only a 17% increase in staff. This accomplishment was achieved by improved staff development and staffrearmngemeat. A 5% red. on in inventory ContractNegotia~na Typic~y a year-long process, I worked with company lawyers in ~-to-~ nego~ sessions regarding refinery natural gas and electrical utility supply. Detexmined impact of counter proposals and teanned feedback proposals. Kept superiors informed of contract stares. In addition to stn~ifying business aspects of eonwaet negotiations, my office was responsible for geaerating initial contxaet and subsequent redlined versions. Contntct...tmd Intertr~~Reg~n. Co~_~!,_'n~_e,,~ Was accountable for contxaet monitoring, reporting, and compliance regarding natmal gas and elec~cal utilities. Was accountable for data collection, reporting, and monitoring compliance for sev~ regulations of the Clean Air Act Amendments at both state (ADEC) and federal level (EPA). Was accountable for the otrax>m¢ of subsequent agency audits. Was accountable for compliaac~ reporting to state (e.g. ADNR) and fedexal agency officials (e.g. Federal Energy Regulatory Commission, Departm~t of Defense). Holly Norwood Resume Page 3 C.r.~is. Management. Served as Finance Chief on Tesoro's Unified Incident Command team 1993-2001.Drilled in procedures annually. Two actual incidents were succcssr~aily managed. Chanee Management. Experienced in encouraging employee buy-in for requir~ changes demanded by technological advances (e.g. computer operating system changes, implementation of SAP accounting), increased workplace extx~tations (e.g. team approach to streamline operations- maintenance-warehouse interface to reduce bacldoad of work orders), or position creation/deletion due to state and federal law or corporate fiat. - ¢ontli~Mtma~~nt.. With eight years ofmanag~¢nt experience, I have becx>m¢ expertly proficient at mediating conflict between parties and establishing a common ground framework fi'om which participants can continue to meet mission objectives as a team. C..m't0n~,r $~#~t'~'th)n/P~.//e Re/a~n~ Or~t~n. Was accountable for the Quality Assuran~Qu~ty Control of all Tesoro Alaska Company products sold throughout the state. Regularly interfaced with Tesoro wholesale rack, waterborne, and pipe~e customers to promote continued loyalty to Temro. Incorporation of ~atim~ quality control measures re~ted in improved QA and redtw.~ product complaints/p~~t liability. Onalit~ Asmran¢~.~ Control M~~~ Was ac~untabl¢ for economical production of the wide variety of refinery products ranging from the lightest propane to heaviest asphalt guaranteed to ASTM or individual contract specifications. Accountable for development of new products. Stress Man~en~.nt. Accustomed to operating under (and m~a~ng personnel to cope with) constant deadline pres~ for timely delivery of product to pipeline, waterborne or rack. This responsibility ofl~ required decision making to efficiently yet fairly allocate smme resoumes. Familiar with constraints, law, and operating challenges of do¢l~ and pipeline,. E~¢ien~. Op~rdn~n and Innovativ~ Proble~ Solving. Developed a monthly "Lost4)ppommity Report" that op 'tnni2~ customer ~fion and production economics as well as promo~ continuous improvemmt. Designed a Tesoro-proprictary lab information management system (LIMS) for real time feedback and instantaneous archiving of laboratory dam. This LIMS delayed Tesoro's $200,000+ inve~ment in non-customized commemially available sol.are for ten years. As Quality Control/Quality Assurance manager achieved a 40% increase in workload with 10% increase in staff by use of auto~ equipment and improved staff development. As a refinea3~ process engineer accountable for op 'lanization of naph~ hydrotreater and reformer, LPG & off gas amine treaters, mlfin' recov~ (SRU), isom~on and hydrocracking, steam, water softe~~ and nitrogen Performed acc~ mass balances to monitor unit p~ormance, optimize or troubleshoot as necessary. University of Alaska- Kenai Peninsula College Soldoma, AK Adjunct/Fulltime Instructor Process Technology Curriculum (1992, 2000-2002) I am proud of the contribution I have made ~ the new generation of process operators in the subjects listed below as well as emphasizing teamwork and safcty/enviromental awaren~. Several times each month I encounter past students around town and learn of their fine progr~s in high- paying Alaskans process industry positions. Material and £nerg~ Balances - Spring 1992, Spring 2002 Introduction to Process Technology- Spring 2000 (initial class), Fall 2000 Process Systems- Fall 2001 (included water treatment, electricity generation and transmission, steam generation and distribution systems, bulk storage handling systems) Rotating Equipment- two sections Spring 2002 (included pumps, compressors, gas and steam turbines) Holly Norwood Re:~: ~:~,me Page 4 Adjunct/Fulltime Instructor Process Technology Curriculum (continued) Process Unit Troubleshooting- Fall 2001, Spring 2002 (included boilers, compressors) Process Quality Control- Fall 2001 (included Pareto analysis, root cause failure analysis) Power Gen and Distribution Segment- High School Teacher/raining Seminar May 2002 D~stillation Se~nt- High School Teacher Trig Seminar May 2002 Alaska Process Industry Careers Consortium Participant_, In Fall 1.999, I was one of the first participants asked to help jump start development of curriculum for an Alaskan-style Process Technology (PRT) program for UAA-~C based on a prototype used in Texas. Later formally developed as APICC, I participated in this industry-academic alliance through 2004 with the goal of bridging process industry workforce needs with high quality Alaskan training. UOP, Inc. Des Plaines, IL Process Industry Start Up/Regeneration/Troubleshooting Technical Service Represmtafive (1981-1985) I was assigned as chief or team member at thirteen locations throughout the U.S. and abroad. Customer Servic& As a troubleshooting technician for UOP I was in constant contact with agitated refinery customers due to inoperable process units incapable of generating revenue. Job scope reqtfii~ ability to analyze and trouble shoot process as soon as possible. Intentionally sent to several locations to amend relationships between the customer and UOP. International Relation~CulmralA waren_~ I was selected for the multi-national team that performed the initial.start up of petrochemical complexes in Ufa and Omsk, USSR during 1983-84. Continued Euro~ assigmnents in ! 984. Assigned as assistant to Chinese national energy company (CNTIC) during training for petrochemical processes in spring of 1985. Ctmittd Project Completion attd Commissiqning. As a start-up technician I participated in detailed P&ID review and line-by-line plant punehlisting to insm~ conformance to design ~ifications. Performed vessd inspection and commissioning, catalyst loading, sight glass calibration, gasket and metals fabrication verification, and nm-in of rotating equipment. Subsequem shakedown of process unit was followed by test nm of catalyst perfonnmaee to prove contract speeifi~ons were achieved. Research .and Development. First years at UOP were ~t intensely training on catalyst production and evaluation at pilot plant level. This included 9 months in design and scale-up to commercial plane RESEARCH PUBLICATIONS/PUBLIC PRESENTA~ONS~ONO~ "A Report to the City of Soldotna on the City's Policy of Banning Smoking in Restaurants," presented to the Soldoma City Council June 2004. "Update on the Relationship Between Elementary Grade Span and Student Achievement: Identification of Hmnan Interactions and Behaviors in a Kindergarten-2~ Ch'adc Configured Youn.~ Primary Elementary Which Result in Superior Student Achievement Observed in the 4a and $~ Grades", Resources in Education, Fall 2003. Holly Norwood Resume Pnge 5 RESEARCH PUBLICATIONS/PUBLIC PRESENTATIONS/HONORS (continued) Panelist, "Public Education and Charter Schools: The Debate Goes On." American Society for Public Administration (ASPA), March 2004, Portland, Oregon. I was the first ASPA participant to be a first time participant, student, and panelist simultaneously. The research paper discussed above was presented at this seminar along with three others from well known education researchers/authors. -- Alaska Process Industry Careers Consortium Honorarium recipient, January 2003. Tesoro Process Engineer of the Year, 1989. KENAI AREA COMMUNI~ SERVICE Kenai Peninsula Borough School Distn'ct Coordinated/instructed "Ethics in Business" unit for Nikiski Senior High School in 1996 and 1998. Guest lecturer for Petroleum Science Unit in' Kenai Middle Schools 1998-2000 and Homer Middle School 2001. Panelist~ "Women in Non-Tradit~nal Careers," part of UAA/KPC Homer Campus Women's Conference, Fall 1999. Panelist~ "Women in Math. and Science Careers, ~ a seminar for high school girls sponsored by Soldotna Soroptomists, January 1999. Parent Volunteer KPBSD.. Coordinator of school uniform recycle program at Aurora Borealis Charter School 2003-presem. Curremly a classroom volunteer at Aurora Borealis Charter School and on-call volunteer for Kenai Middle School. Formerly a classroom volunteer at Sears Elementary and North Star Elementary. Past treasurer, PTO program chairman, and fundraiser at North Star Elementary 1999-2003. Member Aurora Borealis Charter School Academic Policy ,Comm#t__ee~_ Currently serving second year in this elected position. Kenai BoFs and Girls Club Indoor/Outdoor Soccer.Coach. Recently completed tenth season coaching (5 years total) and proud to be enthusiastically recognized as "Coach Holly"by over 80 Kenai area youngsters. REFERENCF_,S Professional: Mark Necessary, Senior Vice President Refining Tesoro Alaska Company (Retired). Phone number: 283-4765 H. Raymond Measles, former City of Kenai councilman and Director of Marketing for Tesoro Alaska Company (Retired) Phone number: 623-535-8453 Holly Norwood Resume Page 6 REFERENCES (continued) Alan Poynor, best known as local humorist but also worked for me as Laboratory Supervisor at Tesoro Alaska Company Phone number: 283-8166 AHen (and Janice) Houtz, UAA-KPC Instructor in Process !nstmmentation Phone number: 283-3865 --. _ ,p, ersonai References' _ Glen and Constance (Molly) Jackson, long time residents of the Kenai comm~~. Phone number: 283-4493 Philippa (Phil) Sonnichsen, active Kenai community volunteer Phone number: 283-7128 Peggy Nash, local real estate broker Phone number: 776-5747 Dr. Bobbie Behrens, local pediatrician Phone number: 262-6663 Barry Vest, BP Process Operator and former student of mine Phone number: 260-1987 Brenda Ahiberg, Director Boys and Girls Club of the Kenai Peninsula Phone number: 283-2682 James Fountain, brother-in-law, former assistant manager of Dallas, Texas, semi-retired from the General Accounting and Standard Board, municipality instructor regarding performance accountability requirements, author of several articles improving government accountability Phone number: 203-964-0078 (4 hr time difference) MPA Academic References: Kevin Ritchie, current Director of the Alaska Municipal League, former city manager for Juneau, current instructor for Program Evaluation and Municipal Management University of Alaska Southeast MPA curriculum. Phone number: 907463-3448 Email:kevin~akmLorg Jim Powell, former nssembly person for the City and Borough of Juneau and insm~tor for Public Financial Budget and Management University of Alaska Southeast MPA curriculum. Phone number: 907463-5440 Email: jim_poweH~dee, state.~m Holly Norwood Resume Page 7 Ms. Kim Howard Assistant to City Manager City of Kenai 210 Fidalgo Kenai, AK 99611 25 October 2005 .. Re' Requested Supplemental Information for City of Kenai Manager Vacancy Dear Ms. Howard: Please find attached to my supplemental responses authorization for background and reference checks. I understand this information will become public information. Please also find more detailed information on: 1. Incidents or issues of potential public controversy. 2. My perception of my strengths and weaknesses as a manager which includes a letter of reference from my former boss and longtime Kenai resident Mark Necessary. 3. A discussion of my philosophy regarding the role of the city manager in a Council-manager govemment structure with specific detail paid to the mutual expectations of the manager and the council. I understand all information submitted for the above enumerated items will also become public information. Thank you again for your time and consideration. Regards, . Holly Norwood 47630 Douglas Lane Kenai, Alaska 99611 KEN/ii, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX' 907-283-3014 _- www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize tine (2it>, ot' Kenai to conduct a thorough in,,'estigation o1' my past employment, personal and professional background and activities, including, but not limited to, a search of any crin~inal records I might ha~,'e. I agree to release from all liability or responsibility all persons, companies, corporations, or governmental entities providing such in~brmation. I have read and understand the above Consent /o Release q/hTformation and x'oluntarily consent to all its provisions and contents. / STATE OF On this -___ day of , 2005, before me personally appeared . __, 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: Holly Norwood Supplemental Information City of Kenai Manager Position page 1 Discussion of Issues of Potential Public Controversy: Winter 1986 or 1987 approx. Homer court documents will indicate that an insurance company filed a small claims suit against my husband and me. My husband and I had assumed incorrectly that discontinued payments of monthly premium statements served as sufficient notice that we had changed auto insurance policies and no longer considered ourselves insured by the plaintiff. After consulting the Alaska statutes, the judge ruled in favor of the plaintiff yet reduced the award as much as legally possible. Feb 1998 No controversy here. The public records of the Kenai city council Meeting minutes may indicate that mayor John Williams and city clerk Carol Freas honored my son Barry with a proclamation dated 3//7/1998 for collecting money in lieu of birthday presents for the Kenai Animal Shelter. Spring 2003 The Peninsula Clarion Letters to the Editor will indicate that I worked with the Nikiski Area Studem Achievement Interest Group (NASAIG) to advocate keeping both Nikiski elementary schools open and rd th dedicating educational resources to separate K-3 and 4-6 grade curricula. This separate school configuration has been proven by research to be a cost effective method to improve student achievement when two schools are already in existence. Spring 2004 Related to the above, the Peninsula Clarion Letters to the Editor will indicate my interest working with Nikiski neighbors to keep Nikiski Elementary from being converted into a community center without the consent of the public. My interest in this public action was twofold: (1) keeping options open to improve the academic achievemem for Nikiski students and (2) a conviction that a non-obsolete, bond-approved capital project should be used for the purposes that the public intended. Miscellaneous I ran for KPBSD school board once, gave birth to two sons, was in minor traffic accident in 1996, and have been a guest speaker at various Kenai association meetings. I cannot recall additional public record interactions. Holly Norwood Supplemental Information City. of Kenai Manager Position page Holly Norwood's Managerial Strengths Please find attached a letter of recommendation from my former boss Mark Necessary, Sr. Vice President Ref'ming Tesoro Alaska (retired). This is submitted in lieu of the suggested performance evaluations which I do not have copies of. My main managerial strengths are: · Emphasis on free flowing upward and downward communication. · Emphasis on teamwork to achieve the stated mission or goals/objectives. · Sincere employee appreciation/recognition. · Conflict management. Fact-based decision making. · Foresight in planning; decreased need for costly emergency response. · Technical competency. Holly Norwood's Managerial Weaknesses My main managerial weaknesses are: More than once I have listened to an employee I am responsible for complain that I have fairly applied a written policy that the employee doesn't perceive applies to him/her. Improved communication and clarity would diminish this type of problem. On rare occasions I have not been able to consult with superiors regarding decision-making that they would be interested in. In those rare instances I have had to act in the present as I believe they would direct and beg forgiveness at a later date. Improved anticipation of all possible outcomes would have diminished this type of dilemma. Holly Norwood Supplemental Information City of Kenai Manager Position page 3 The Ci~ Manager-Council Governance Structure The city manager is an apolitical administrator who4nsures that the day to day operations of the city are legal, safe, fair, and optimize customer service/cost to the public. Through fiscal management, the city manager insures that the day to day operations of the city will cominue for at least the next year to two years to be legal, safe, fair and will continue to optimize customer service/cost to the public. With regard to public (non-administrative) policy making and strategic planning, the city manager implements/executes the will of the people as directed by their representatives, the council. The city manager is not a primary policy maker. However, the city manager may research and present policy issues for the council's further consideration in the event that the manager is the initial contact made aware of a potential item of interest. The city manager is a primary resource for the decision making process of the council. The city manager insures that the council has complete, relevant, and objective information on which the council can base their policy making decisions. The city manager insures that council is aware of existing legislation (e.g. land use limitations) with regard to policy making as well as potential political ramifications. The city manager may state an opinion on his/her perception of the best option available for action but implements the decision made by the council. The city manager has an obligation to insure transparency and ethics exist in governing. proceedings so that the public retains faith and credibility in local government. To be more specific, the city manager must insure that all public meetings and council interactions comply with the Alaska Open Meetings Act. Retaining faith and credibility in government is directly related to the citizenry's acceptance of existing and future taxation. The responsibility of the council to the manager should ideally follow what is known as the Carver model of governance. Once the council has completed a policy-making decision, the council should develop a short list of guidelines or constraints related to the policy implementation. The details of policy implementation should be trusted to the manager and city administration staff to insure that the policy is efficiently, legally, safely, and effectively implemented. In summary, the relationship between the manager and the council should be one of mutual respect. October 6, 2005 Kim Howard And Council Members City of Kenai 210 Fidalgo Kenai, Alaska 99611 Re: Holly Norwood Holly Norwood worked as part of my staff starting in 1987 until I retired in 1997. She started as a Refinery Process Engineer.responsible for numerous process units. In 1993 she was promoted to Manager of Operations Analysis and Quality Control. She proved herself to be a trusted and loyal member of my staff. Her impressive work ethic, attention to detail and all around positive energy helped to accomplish the goals and priorities for Tesoro. Holly's output and work product was impressive and always something I could rely on when I needed it. Holly never hesitated to work the long hours necessary to get the job done. Her loyal~ dedication to my staff and'me were always an asset, especially "in the heat of battle". I know she will be an asset to any organization that is lucky enough to get her. Sin. cesgly~~, / Senior Vice President (retired) Tesoro Petroleum September 26, 200:5 Kim Howard Assistant to City Manager City of Kcnai 210 Fidalgo AVenue Kcnai, Alaska 99611-7794 ,, · CiTY OF K~q"',.,,, ADMINISTRt, TiON Dear Kim Howard, Please find attached a resume' detailing my background and qualifications for the position of City Manager for the City of Kenai. I am very interested in the position and look forward to the selection process. For the past six years I have been the Chief Administrative Officer for the North Slope Borough, a home role govemmem. This position is responsible for the day to day administrative activities of the borough and serves as the principle borough official responsible for assisting the Mayor in the analysis, development, implementation and coordination of all borough policies and programs. I oversee and direct borough operations that include 12 departments with 650 employees, a fiscal year 2006 operating budget of 117 million dollars and a capital budget of over a 100 million dollars. With declining revenues to the borough occurring over the past six years, it has been necessary to create budget strategies to manage our budget challenge. I was a principle player in the development and implementation of our budget strategies that have enabled our borough to reduce its operating budget by 28 million over the past six years, while maintaining services to our residents. During this past six years it was my responsibility to coordinate the decrease in the operating budget. Coordinating this effort required the development of several strategies to insure that our assembly, employees and the public were aware of the issue and be part of the solution. This required ongoing meetings and workshops and continued contact with our departmem heads and division managers. While it was necessary to reduce the number of employees in some cases as a result of budget reductions, it was apparem that a workforce developmem plan had to be put in place. I worked closely with staff to pressure the State of Alaska to place a Jobs Center in Barrow and then using grant funds and partnerships with the community; insured a full service job center was opened. Our job center is now a reality and is supl~orted by a local Regional Council of interested parties. The Regional Council is one of the first recognized by the State of Alaska Workforce Investmem Board. I have experience in other areas of local govemmem having been involved in a number of issues facing our borough over the years that will translate directly in assisting the City of Kenai. These issues deal with local emergency planning, emergency services (police, fire, search and rescue), grants, workforce development, strategic economic planning, developing local partnerships, and cost analysis of government services to name a few. Over the years I have been involved in commumty activities through the Barrow Lions Club and as a volunteer coach teaching second through fifth graders the basics of basketball. Due to term limits my mayor cannot mn for a third term. An election will bring a new mayor and administration, and as an at will employee, the next administration will undoubtedly make a change in my current position. This has been a historically common practice in our local politics. I have spem many enjoyable summers vacationing with my family on the Kenai Peninsula and have experienced your fine City first hand. I am looking forward to the oppommity of offering my experiences to the City of Kenai and assisting in managing your city. Thank you for this opportunity and I can be contacted at the address and phone numbers on my resume. Feel free to contact the references named and any others that they may Ilam¢. Since/~r Iy, Attachment: Resume' EDUCATION Dennis O. Packer P.O. Box 326 Barrow, Alaska 99723 (907) 852-6244 home (907) 852-0200 work Washington State University Major: Bachelor of Science in Police Science and Administration Minor: Psychology Other Education 140th Session of the Federal Bureau of Investigation National Academy Kennedy School of Government Senior Management Institute PROFESSIONAL EXPERIENCE October 1999 to the presem Chief Admimstrative Officer for the North Slope Borough, a home nde government. Responsible for the overall day-to-day operations of the North Slope Borough. The borough has 12 departments with 650 employees and an operating budget of 117 million dollars. Developed budget strategies that assisted in reducing budget by $28 million over six years. Implemented and coordinated workforce development program; implemented a communications plan to deal with issues facing the borough; implemented budget strategies and a Strategic Economic Plan. October 1997 to October 1999 Owner and manager of Arctic Security Company, LLC, a physical security and security alarm company based in Barrow, Alaska. The company provided physical security to local businesses and governmem emities and also provided installation of security alarms. October 1993 to October 1996 Selected by Mayor Ahmaogak as Director for the North Slope Borough Depamnem of Public Safety. Responsible for leading an organization of 47 sworn officers, 9 corrections officers and 34 civilians with a budget of 8.4 million dollars. Implemented philosophy of community oriented policing and problem solving within the organization. Developed a five-year Strategic Plan to guide the departmem with specific goals and objectives. Worked with employees to rewrite the departmem mission statement and for the first time incorporated a values statemem to guide employee conduct. Worked with the State of Alaska on Community Jail contracts and the building of a new regional jail Barrow. Provide oversight on several community improvemem projects involving the dcpartmem totaling $13 million. BACKGROUND SUMMARY My experience has been umque and varied due to thf-isolated area, multicultural setting and issues facing the North Slope Borough on a local, state and federal level. Successful administrative record that is results oriented with successful strategies in grants, workforce development, budget, communications, management and planning. ,REFERENCE George N. Ahmaogak, Sr. North Slope Borough Mayor P.O. Box 69 Barrow, Alaska 99723 (907) 852-0200 John Ames Admimstration and Finance Director North Slope Borough P.O. Box 69 Barrow, Alaska 99723 (907) 852- 0240 Harold Curran North Slope Borough Attorney P.O. Box 69 Barrow, Alaska 99723 (907) 852-0300 Edward Ward P.O. Box 1015 Kotzebue, Alaska 99752 (907) 442-2430 Charles Baum 2106 NE 17~ Ave Portland, Oregon 97212 (503) 282-2826 October 24, 2005 Kim Howard City Manager Assistant City of Kenai 210 Fidalgo Avenue Kenai, Ak 99611-7794 EtVED i 'AD.MI~JISTR.~T!ON Dear Kim, Please find' enclosed the requested information as outlined in your letter of October 1, 2005. Thank you for the brief fact sheet on the City of Kenai and the role of the City Manager. I have been reviewing the information on your web site to gain additional insight into the city and its operations. To assist the City of Kenai in reviewing my application and suitability for employmem as the city manager, please look at the web site for the North Slope Borough at ..www. north- sl.ope.org. This will give you an idea of our borough, its operations and issues. Additionally I am providing you with another reference who can speak to my abilities. That reference is: Dennis Roper P.O. Box 4234 Soldotna, Ak 99669 Phone number: 262-6577 Home or 561-5144 Work I look forward to continuing the selection process with the City of Kenai. If I can provide any additional information please let me know. Denms O. Packer KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX: 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 qf Information and voluntarily consent to all its provisions and contentsBy: " DATE' STATE OF ~'~~~ ) ) SS. ) ~.._'_. ~~~s.~~~ay of ~, 2005, before me personally appeared ~ to~e~ , known to m~ t° be the person whose name is subscribed the fo;"egoing C ase of Information, and acknowledged that he/she executed the on same as his/her free will and deed. NOTARY PUBLIC ......... ' MALIA TEXEIRA STATE OF ALASKA ,My Commission ~pires September 8, 200 Notary Public in and for ~ - My Commission Expires~~l~/1. ~}'~~ Supplemental Background Information on Dennis O. Packer, Applicant 1. Submit a discussion of any incidems or issues of public controversy that a background investigation could reveal. Over the past six years as the Chief Administrative Officer of the North Slope Borough there haven't been any incidents or issues of public controversy that has brought any discredit to me personally, or professionally. My reputation and work in the community has been and continues to be above reproach. A background investigation will reveal that I am a dedicated employee who is ethically and morally bound to my family, employer and community. As an at will employee, I serve at the pleasure of the Mayor, and if he were dissatisfied with my performance, I would simply be terminated. I have not received any personnel evaluations in the past six years. The same holds tree during my twenty years of service as a police officer, five of which was as the Director of Public Safety for the North Slope Borough. There aren't any incidems or issues of controversy. 2. Discuss your areas of strengths and weakness as a manager. My management style has been developed over the years in first watching good and poor managers and supervisors and adopting the best they had to offer while trying to avoid their negative management techniques. Having been in the police profession for twenty years you are trained to make decisions independently and often times quickly for your own safety and that of others. I have continued to rely on this ability to think independently, while making use of all available information to base my decisions and actions. My strength is in listemng to what others are saying and determining if a problem exists that can then be worked out or resolved. Listening is the key to communication with staff, the public or the council. Listemng while in concept sounds so basic, is difficult for people as they are often busy processing not necessarily what is being said, bm formulating their own thoughts for a response. When this occurs one misses important details from the other party. My strength is in the ability to listen to what is being said and pick up on issues, problems, possible solutions and insights that help me work towards a solution. Another area that I consider a strength is the ability to manage multiple tasks successfully by managing my time effectively. This was a necessary task while working as a police officer conducting multiPle criminal cases and seeing that they were tracked to completion and in a timely fashion. In my present role as the Chief Administrative Officer for the North Slope Borough, it is my responsibility to have the pulse on many issues facing twelve depamnents. This includes negotiating contracts, supervising contractors, coordinating events, scheduling meetings and preparing reports. All of this is done through good time management, and keeping my own "to do" list with pertinent due dates and times. My greatest stren~h as a manager is the ability to manage for results and to follow through with assigned tasks. This doegfi't happen in a void or is it possible to obtain alone. In managing for results it's importam to combine the listening skills that identify problems, and then manage those varied identified issues by working with department heads. Managing for results requires a method to track success in an organization, and that is accomplished by developing performance measures. This is a way to help departments or an orgamzation to measure outcomes, measure success and do so within reasonable time constraints. Whether managing projects or people it's importam to be flexible and adjust to the issue and the personalities involved. Recognizing what works well to manage each staff member is important to their success. While it might be necessary to outline in writing the assignment for one staff member, simple directions will work well with another. Some staff will need constant reassurance and praise and others will be fine with an occasional pat on the back. Understanding these needs of staff is important to the overall success of a dement or organization and I consider this another one of my strengths. In summary, my strength in managemem is to understand by listening to determine organizational needs, communicating these needs to others and then working with the appropriate personnel to identify performance measures to create a successful outcome. My weakness as a manager is sometimes trying to take on too much of the work load and not assigning tasks to appropriate staff members. As a manager you feel that it's easier and quicker to just do it yourself. The problem with trying to do everything yourself is that it's impossible and it also does not allow staff to perform duties they are responsible for, can accomplish given the chance, and have the talent and time to perform. 3. 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. The City Manager's role is to manage the city within the guidelines established by the city charter and the policies of the city council. The manager is responsible to keep the council informed on issues affecting the city. This information can be done formally with written communication to the council or informally through conversation. The Manager must have the pulse of the community and understand its needs and communicate that information to the city council. The manager serves as the chief executive responsible for administering the day to day activities of city governmem and advising the council in the analysis, development, implementation and coordination of all city policies and programs. The manager directs the activities of the department heads, and assures compliance of all department activities with the cities goals. As an appoimed employee by the city council, the city manager should not engage in politics, but rather carry out the policies of the elected council. The council on the other'hand should not imerfere with the manager's admimstrative functions or delegate them to others. The council cannot undermine the admimstrative duties of the manager or the manager will loose his effectiveness. While this is straight forward, the city manager must have the trust and support of the council to be effective. A team effort between the city manager and council is essential for the smooth operation of the city to occur. A team concept implies that no one individual is more importam than the other for success. Working as a team, the council and city manager should be able to lay a solid foundation for success. The council needs to clearly outline their expectations as to how they warn the city managed, what is their vision in the short and long term for the city and whether or not they expect the status quo or if change is warranted. This larger view helps the manager understand his part in managing the city from the very beginning. I would expect that the council would provide feedback and constructive criticism to the city manager as to the needs of their constituency and provide support and assistance to the manager as circumstances dictate. It is important that the council and the city manager view themselves in a complimentary and supportive role to one another. They are partners and team members in operating the city and providing services to the public in the most efficient and cost effective method possible. Close and open communication and clear expectations between the council and the manger will insure that the vision for the city is realized. September 29, 2005 Ms. Kim Howard Assistant to the City Manager City of Kenai 210 Fidalgo Avenue Kenai, AK 99611 SEP 2 9 ZUU Dear Ms. Howard: I am writing to submit my name for consideration to fill the position of City Manager for the City of Kenai and I am excited to have the opportunity to c, ompete for this important position. The City of Kenai is a recognized leader in municipal government in Alaska and it is an honor to be considerod as a candidate for the position of City Manager. Like all municipal govemments in Alaska, the City of Kenai faces many challenges in the coming years. Economic growth, efficient and responsive government, and innovative policy proposals developed in a proactive partnership between the City Administration and the City Council will all be key in addrossing these challenges and turning them into opportunities for the future of the City. My experiences in business and government, as well as my background in lobbying, major project management, economic development, budgeting and personnel management make me fully qualified for this position. I have a clear understanding of the duties and responsibilities of the City Manager. I have worked extensively in municipal government, both as an elected official and as a staff member. My past work has exposed me to many of the issues facing the key industries of the City of Kenai including tourism, retail, commercial fishing, aviation & transportation and the oil & gas industries. My resume demonstrates I have an extensive and successful background in all the key skill sets and abilities rc~uirod for success in this position. Several roforonces am provided and additional references can be made available upon request. I will be a strong advocate of the positions and policies of the Council if chosen for the role of City Manager. I look forward to discussing this position with you in more detail in the near future and I am available for an interview at your convenience. Respect~lly, Bill Popp 810 Set Net Drive, Kenai, AK 99611 ~ W 907-714-2335 - H 90/' Bill Popp 810 Set Net Drive Kenai, AK 99611-8823 W 907-714-2335 H 907-283-4083 C 907-398-8245 billoopo~ptialalaska, net 2002- Present Oil, Gas & Mini~ Uaison Kenai Peninsula Borough, Mayor's Staff Responsible for KPB oil & gas and mining policy development & industry relations · Advocate KPB positions on oil & gas and mining legislation (State & Federal) · Responsible for fadlitating improved communica~ons between the oil & gas, commercial fishing, tourism industry and other economic sectors within the Kenai Peninsula Borough · Responsible for coordinating public hearings, community meeti~, conferences, educational initiatives & communications on all KPB oil & gas and mining issues · Promote on behalf of the Kenai Peninsula Borough to attract new oil & gas and mining investments within the Borough through direct consultation with companies based in the U.S., Canada and Taiwan · Responsible for development and publication of semi-annual status reports for oil & gas and mining ind~es and issues affecting the Kenai Peninsula Borough · Coordinate KPB oil & gas and mining related work force development initiatives · Current Co-Chair of the Govemor's Agrium Task Force · Current member of the Advisory Panel for the U.S. Department of Energy Study: "Alaska Natural Gas Market/Needs Assessment" · Vice Chair of the Alaska Stranded Gas Act Munidpai Advisory Group · Former Chair of the Kenai Peninsula Development Coalition · Provide frequent public presentations to community groups & organizations · Featured speaker to numerous business, industry & government conferences in AI~, British Columbia and the lower 48 states · Coordinate toum of KPB oil & gas infrastnJ~m for visiting U.S., Russian and Taiwa~ govemmental delegations, community & First Nations delegations · Consultant, on behalf of the Kenai Peninsula Borough, to munidpal, pmvindal, state and federal government entities in Alaska, Canada and the lower 48 states · Develop, manage, update and maintain the KPB website: www.cookinletoiland=as.o .n:l · Jointly responsible for development and management of CEDD departmental budget 1996-2002 Kenai Peninsula Borough Assembly · President (2000) & Vice President (1999) · Finance, Lands, Policies & Procedures & Legislative Committees Chairman (1997-2002) · Chairman, Economic Development Criteria Task Force (1999) · Member, Cook Inlet Natural Gas Pipeline Terminus Group (1998-2001) · Alaska Munidpal League member (1997-2002) 2000-2002 Kenai Chrysler Center ,,Rea Sales Manager · Developed Fleet Sales ~ as a new division of Kenai Chnjsler Center · Developed clients within oil & gas industry, large commercial entities 8, small businesses · Successfully bid significant industry and State of Alaska fleet contracts 1997-2000 Challenger Learning Center of Alaska · Coordinated & implemented successful $4.5 million private &govemment fundraising campaign _ · Coordinated program development, cumculum & implementation · Coordinated capital constru~on of 11,000 square foot facility · Managed & developed marketing & communications campaign and staff of 3 · Organized and implemented numerous successful small and large public events · Responsible for developing and managing capital and operational budgets for project 1990-1996 Toonz Music & Books, Soldotna & Homer · Co-Owner & Operations Man~er · Opened and developed two retail music & book stores ($1.1 Million Peak Annual Sales) · Managed & maintained staff of up to 22 employees at two retail locations (Soldotna & Homer) · Managed marketing and advertising, inventory control, merchandising & general operations · Developed and managed annual operational and capital budgets 1975-1990 Safeway, Inc · Last Position Held: Asst. Store Manacj. er (1988-1990) · Responsible for management of staff of 110+ including scheduling, EEO, workplace safety, cash management, merchandising, quality control, security, loss control, inventory management, customer relations · Successfully completed two. year Safeway Store Management Training Program (1986. 1988) · Photo/Sound Field Merchandiser for Alaska & Department Head (1980-1986) Aw-aids & · Revenue Development Chairman for 2006 Arctic Winter Games Host Society ($10+ Million operational & capital campaign) · 1992 $oldotna Chamber of Commerce Business Person of the Year · Past Board Member & President, Kenai Peninsula Youth Court · Past Board Member, KPB Economic Development District · Kenai River Classic Organizing Committee Member · Member of the Kenai Chamber of Commerce · Member of the Alaska Support Industry Alliance · Member of the Alaska Resource Development Council · Past Board Member, Campfire Alaska · Graduate East Anchorage High School, Class of 1977 · University of AI~, misc. business classes, 1986-1990 · Marded for 26 years to Nicole · Daughter Rachael is currently attending college at the University of Alaska, Anchorage · Son Daniel is currently a sophomore attending Kenai Central High School · Avid sport fisherman, gardener, reader, sider and whacker of golf balls out of bounds R,,e,,ferences: (additional references available upon request) Dale L. Bagley Mayor Kenai Peninsula Borough 144 N. Binkley Street Soldotna, AK 99669 907-714-2150 fax 907-262-8616 Mr. Stan Pitlo Publisher Peninsula Cladon Box 3009 Kenai, AK 99611 907-283-7551 fax 907-283-3299 Mr. Dennis Steffy Director Mining and Petroleum Training Service 155 Smith Way, Suite 101 Soldotna, AK 99669 907-262-2788 fax 907-262-2812 Mr. Jack Laasch EVP Strategic Development & Ext. Affairs ASRC Energy Services 3900 C Street, Suite 701 Anchorage, AK 99503 907-339-6232 fax 907-339-6236 Mr. Bob Favr~tto Owner Alaska's Kenai Chrysler Center 10288 Kenai Spur Hwy. Kenai, AK 99611 907-283-3949 fax 907-283-6506 Mr. Bill Barron VP, Operations & Maintenance VECO Alaska, Inc. 949 E. 36a Ave., Suite 500 Anchorage, AK 99508 907-762-1690 fax 907-762-1631 L.ettem of Reference, Thanks & Support (Attached): · Dale L. Bagley, Mayor, Kenai Peninsula Borough · Mr. John Norman, Chairman, Alaska Oil & Gas Conservation Commission · The Honorable Governor Frank H. Murkowski, State of Alaska (07/22/05) · The Honorable Governor Frank H. Murkowski, State of Alaska (06/03/05) · The Honorable Senator Lisa Murkowski, United States Senate Mr. J.D. Ebbels, Deputy Minister of Energy & Mines, British Columbia · Mr. Mark Hamilton, President, University of Alaska Mr. Dennis Steffy, Director, Mining and Petroleum Training Service · Mr. Jack Laasch, EVP Strategic Development, ^SRC Energy Services Mr. John Goll, Regional Director, U.S. Minerals Management Service · Ms. Brit Lively, Owner, Mapmakers Alaska Mr. Kevin Tabler, Manager, Land/Government Affairs, Unocal · Mr. Bruce Jenkins, Chief Operating Officer, Northem Dynasty Mines 810 Set Net Drive, Kenai, AK 9961! ~ W 907-714-2335 - H 907-283.4083 - C 907-398-8245 KENAI PENINSULA BOROUGH 144 N. BINKLEY · SOLDOTNA, ALASKA · 99669-7599 · BUSINESS (907) 262-4441 FAX (907)262-1892 · . __ _ DALE BAGLEY MAYOR September 28, 2005 To the Kenai City Council' RE: Letter of Recommendation for Kenai City Manager Position I have known Bill Popp for almost 10 years. During his time on the Assembly we did not always agree on every issue, but we did agree on economic development and oil & gas issues. Bill accepted the job as Oil & Gas Liaison for the Kenai Peninsula Borough just over three years ago. During that time he has become one of the leading experts on oil & gas issues for the Kenai Peninsula as well as Alaska. Bill was instrumental in helping keep Agrium open, and he continues to work on that issue today. He is also actively working on getting a natural gas pipeline in Alaska and a spur line to the Kenai Peninsula. A couple of years ago his duties were increased to include mining issues and he has been actively working the Pebble Mine issue, which will have a big impact on the Kenai Peninsula. I traveled to Washington, D.C. with Bill and have seen him in action talking with our congressional delegation and their staff members. Bill has an instinctive grasp of how to lobby in Juneau and D.C., and more importantly, how to make things happen. Bill has a rare talent getting grants through the State and Federal process, while making it look easy. The Arctic Winter Games program would not be where it is today without Bill's expertise. Bill has all the necessary skills to do this job. One of the most important skills Bill has is that he understands how to work for a board. You can have all the talent in the world, but if you cannot work well with the city council it will cause problems for all concerned. Bill understands his role and he is able to clearly communicate his ideas. Bill puts in long workdays, he is active in the community, he has strong administrative skills and he can accomplish any task he sets his mind to. I would highly recommend Bill Popp for Kenai City Manager. Sincerely, Dale Bagley Kenai Peninsula Borough Mayor cc' Bill Popp, KPB CEDD ALASF~ OIL A~D GA~ CO~SERVA~0N C0~DII$SIO~ FRANK H. MURKOWSKI, GOVERNOR ~ W. T~ AVENUE. SUITE 100 ANCHORAGE. ALASKA g9501-3539 PHONE (907) 279.1433 FAX (907) 275-7542 June 2, 2005 Dear Members of the Kenai Peninsula BoroUgh Assembly, A major function of the Alaska Oil and Gas Conservation Commission is to ensure maximum recovery of hydrocarbon resources and to prevent waste. Presently because oil and gas production has declined in spite of a huge amount of known resource, there is potential for a large economic impact on the Kenai Peninsula Borough. Over the last five years the Borough's Community & Economic Development Department (CEDD) has been instrumental in addressing this issue by promoting the oil and gas potential of the Borough to investors throughout the world, working on a natural gas pipeline to Cook Inlet, encouraging producers to find more natural gas locally, working with the federal government on the upcoming Cook Inlet oil & gas lease sale, and furthering many other projects. Most recently the CEDD organized a field trip to the Kenai Peninsula for the Interstate Oil and Gas Compact Commission that was attended by potential investors and §ovemment policy makers from all over the United States and Canada. This was a huge success for the Borough and future benefits can be expected. The trip would not have been possible without the CEDD. Contrasting the declining oil & gas production with the enormous remaining resource in Alaska and especially the Kenai Peninsula Borough, we wish to go on record as urging you to maintain a budget for this department so that it can continue to support increased development. itted, ' ~h~i[ K.~orman, CI~~~~'/ Alasl/~Oil and Gas Conservation Commission; and Vice Chairman Interstate Oil and Gas Daniel T. Seamount, Jr. Commissioner; and Co-Chairman, North American Costal Alliance FRANK H. MURkOWSki GOVERNOR GOVERNOR~GOV.STATE.AK. US STATE OF ALASKa OFFICE Of The GOVERNOR JuNeau July 22, 2005 P.O. Box 110001 JUNEAU, ALASKA 99811-0001 (907) 465-3500 FAX (907) 465-3532 WWW.GOV.STATE.AK.US Mr. Bill Popp 810 Set Net Drive Kenai, AK 99611 Dear Mr. Popp' As you know, last winter the Kenai Peninsula Borough and the Alaska business community received devastating news' Agrium Inc. proposed to close their Nikiski ammonia and urea plant unless a large supply of natural gas could be purchased at a reasonable cost. For understandable reasons, Agrium's announcement created widespread concerns that nothing could be done to persuade the company to remain in Alaska. As Governor, I could not sit still and allow the company to close without ensuring that no stone went untamed in trying to secure a gas supply. In early February I asked community leaders to form a task force to find a way to keep the plant operating. I Was unwilling to simply go along with Agrium's announced plans to shut down ff they could not.secure an adequate gas supply. While serving in the U.S. Senate I watched as the past state administrations stood still while the timber industry was systematically shut down throughout Southeast. I knew in this case it would be an uphill battle but I knew that the result could be worth the fight. I am proud of the work the task force accomplished as reflected in the announcement Agrium made last week and special thanks goes to task force co-chairs Bob Favretto and Bill Popp. Certainly the good news is that Agrium has a sufficient gas supply to keep the Nikiski plant running for another year. But we also know we can't stop now because this is a temporary reprieve. I have asked the task force to continue its work to determine a longer-term solution that will ensure Agrium remains a valuable member of the Kenai Peninsula Borough community. Be assured our efforts will continue not only for the Kenai Peninsula but also on the larger task of getting North Slope gas to Southcentral. The next couple of months will be very important in the negotiations and I look fonv~d to reporting to Alaskans on our progress in the near future. In the meantime, I hope your summer is going well! Sincerely yours, Frank H. Murkowski Governor FRANK H. MURKOWSKI GOVERNOR GOVERN O Ri~GOV. STATE. AK. U S STATE OF ALASKA OFFICE Of the GOVERNOR JUNEAU June 3, 2005 P.O. Box 110001 ..JUNEAU, ALASKA 99811-0001 (907) 465-3500 FAX (907) 465-3532 WWW.GOV. STATE.AK. US Mr. Bill Popp Oil, Gas, and Mining Liaison Kenai Peninsula Borough 43335 Kalifomsky Beach Road, No. 16 Soldotna, AK 99669 Dear Bill, We are wring to express our sincere appreciation to you for all of your help and support at the recent Interstate Off. and Gas Compact Commission (IOGCCI Midyear Issues Summit in Anchorage. The feedback we have been receiving is that this was one of the best mid- year meetings the IOGCC has ever held. Attendance set a record high and the field trips, receptions, and all of the other events were a resound~_g success. Th~s entire event was a b~g win for Alaska. One ~ndividual was overheard to say that on a scale of one to ten "this was a twenty." You, by far, deserve the most credit for organizing the Kenai Peninsula field trips. Without your hard work they would not be the successes they turned out to be. Hopefully, the borough and ~ts people will reap benefits from the field tn'ps because of the enlightenment they gave to ~tluen~ policy makers and industry people from throughout the U.S. and Canada. We wish to express our sincere appreciation to you for all your work in help~g to make this conference the success that it was. H. Murkowski of Alaska · Interstate Oil and Gas Compact Commission AOGCC Vice-Chairman, Interstate Oil and Gas Compact Commission cc: The Honorable Dale Bagley, Mayor, Kenai Peninsula Borough MAY. ! 7.2~S 8: S 1 AM 9~)7~8343~3 NO. ~33 P. ~ LISA MURKOWSKI AI,A~KA MAJORr~ DEPUTY w~, COMMITTEES; 8xERGY ~ NATURAl. t~ESC)t. IRCE~ W~.'rc.n ~mo Powo o ..... ENVIRONMENTAND PUBUC WORKS VETERANS' ,AlrFAIIIS -INDIAN APIrAERS [naE[ WASHINGTON, DC 20510-0203 [20212~-~1i (201q 2~4-$301 FAX May I6, 2005 222 WE.c'r ?T~ A.vcma- · ~CnOa~Oo. Al; ~J513-TB70 (fln71271-473S 12.1. J~N~,l, AK B~02-1647 130 T~pumm $4OWAYCll S'rRrr.1', Graft; 101 8Sl EA.,~ wc='mowr I~qWL W,~..~.~ ,AK Honorable Date Bagley Mayor, Kenai Peninsula Borough 144 North Binkley Street Soldom~ AK 99669 Dear Mayor Bagley: I appreciate thc efforts you and your economic development team have made to help create economic development and diversity throughout the Kenai Peninsula. Your efforts and those of the Conmnmity and Economic Development Ofrw. e have not gone unnoticed/n Washington, DC, and I zppreciate all you have done to help attract new business and to grow the economy on the ?enmsula. Your proactive effom on behalf of the oil and gas and mining/ndu.~es, tho salmon branding program, the Arctic W'mtcr Games organization, and your many other projccts arc very impressive. I have also been interested in thc infonuafion you provide through your Quarter~ Re, on and the $ituaUo~ and Prospectus. Nurther, k is no small ta~k to manage thc millions of dnllars in grants eom/ns/n and out of thc Borough, which I know is also done through thc Economic Dcvclopmen~ Office. Keep up thc good work, Dale, Thanks for your hard work, and thai of the Community and Economic Development Office, on behalf of all Alaskans. Si~oereIy, Lisa Murkow~.i Unit~ States Senatar ~AGE AND WEI] MAIL cBanqsH OLUMBIA VANCOUVER 2010 August 23, 2005 Mr. Bill Popp Oil, Gas & Mining Liaison Kenai Peninsula Borough 43335 K-Beach Road, #16 Soldotna, AK 99669 Dear Bill, I am writing to express my appreciation for your assistance to the BC Offshore Oil and Gas Team over the past two years. We have particularly appreciated the support you have provided related to several British Columbia fact-finding missions to the Kenai Peninsula. The concept of taking opinion leaders from British Columbia to a jurisdiction with a long history of offshore activity proved to be even more successful than we originally anticipated, in large part due to your strategic advice and assistance in connecting us with the appropriate people and resources' on-the- ground'. As well, I should like to thank you for your willingness to come to British Columbia to participate in conference and forums related to offshore oil and gas development. In particular, your previous experience as a local government representative made your contribution as a speaker at last year's convention of the Union of British Columbia Municipalities even more valuable. And as you know, delegates to that conference voted in support of lifting the federal moratorium on offshore oil and gas activity on the west coast. Thank you again for your willingness to assist us as we continue our efforts to advance this file, Sincerely, ~.D. (Jack) Ebbels Deputy Minister Ministry of Energy and Mines British Columbia Offshore Oil and Gas Team Mailing Address: PO Box 9312 Stn Prov Govt Victoda BC V8W 9N1 Telephone: 250 356-0510 Facsimile: 250 356-0582 Location: Suite 250, 1675 Douglas Street Victoria, British Columbia Website: www. offshoreoilandgas.gov, bc. ca Mark R. Hamilton, President Phone: (907) 450-8000 Fax: (907) 450-8012 EMAIL: sypres@alaska.edu UNIVERSITY o£ ALAS KA Many Traditions One Alaska 202 Butrovich Building 910 Yukon Drive P.O. Box 755000 Fairbanks, AK 99775--5000 April 29, 2005 Bill Popp Oil, Gas & Mining Liaison Kenai Peninsula Borough 144 N. Binkley Soldoma, AK 99669 Dear Bill, I want to take this opportunity to express my appreciation for all you did in support of the "Putting Alaska's Resources to Work" conference April 5-6. I realize that hosting such a conference takes a lot of hard work and many hours especially when you have to juggle extra tasks on top of your regular job. The conference was an outstanding success and would not have been possible without your contribution to the team effort that made it a great event. Please accept my gratitude for showing the State of Alaska the importance the University of Alaska places on workforce development and how we are an integral part of the economic engine that makes our state so great. Sincerely, milton President MRH/GT/pe -om: ant: To: Subject: Doc [mapts~__,alaska. net] Thursday, May 05, 2005 11'39 AM sbiggs@borough.kenai.ak.us Economic Development Agency for the KPB Card for Doc Members of the Assembly' I have lived on the Kenai since 1969. Throughout my time here I have been involved in job development in the resource industries statewide and in particular what affects the borough. The organization headed by Mr. Jack Brown and Mr. Bill Popp represents the 'first time since 'I arrived here that the Borough has been adequately informed and involved in resource development issues. That organization has been of incredible help to me and the Kenai Peninsula College in connecting with and working with developers such as the gas line, Pebble, Donlin Creek and others. The current state of resource industry activity is critical to the survival of the KPB as an area with a quality life style. I have been across the country, the world and the state and I know what it is like to have no economic activity to base a life, a career or a family available in the region. It would be a poor legacy for the borough to curtail these efforts at this time. I consider Mr. Brown and Mr. Popp's activities in this area to be the '~ingle most important thing currently available to the Borough to Jrotect our way of life and insure our residents have access to jobs and opportunity for our kids. I would be extremely disgusted if these activities were to be curtailed; in fact they need to be expanded. Sincerely, Dennis Steffy Box 1595 Soldotna, Alaska 99669 907-262-7516 cell 907-398-1240 Biggs, Sherry From' Laasch, Jack [Jack. Laasch@asrcenergy.com] Sent: Thursday, May 05, 2005 11'51. AM -To- sbiggs@borough.kenai.ak, us _- Cc' Dale Bagley Subject: Community and Economic Development Division Members of the Assembly, My name is Jack Laasch and I'm an Executive Vice President for ASRC Energy Services, Inc. Our company has employed many residents of the Kenai area mainly on oil and gas projects. Alpine module fabrication and assembly, modifications to the Osprey platform, maintenance and construction in the local refineries and many other similar projects has been a significant financial contributor to the borough and its residents. ! would like to express my concern that there is a movement taking place to eliminate the Community and Economic Development Division of the Kenai Peninsula Borough. I believe that this would have serious negative impact to the economy of the borough. In times when budgets are tight, the ability to attract new investment is critical. This is what the Community and Economic Division accomplishes. I have worked closely with Bill Brown and Bill Popp in the past and have experienced their dedication to attracting new investment to the area. Bill Popp was instrumental in convincing ASRC Energy Services to become a major sponsor in the 2006 Arctic Winter Games. He has played a key role in workforce development. Recently he ted the effort to familiarize Northern Dynasty with the' facilities and infrastructure available in the area that would contribute to their proposed mining effort. He has introduced Dupont Canada to the area in hopes of generating interest to produce petrochemicals. The potential gas line could have a huge impact on the Kenai area, and Bill and others in Community and Economic Development are looking out for the interests of the residents of the area to make sure that the benefits from this project positively impact your community. in closing, i encourage you to evaluate opportunities that would be lost by not having this key resource. Sincerely, Jack Laasch Jack Laasch ASRC Energy Services, inc. EVP Strategic Development & External Affairs Phone' (907) 339-6232 Fax: (907) 339-6236 Popp, Bill From: Goll, John [John.Goll@mms.gov] Sent: Friday, May 13, 2005 1:20 PM To: sbiggs@borough.ken_ai.ak, us Subject: Assembly deliberations on the CEDD Regarding the Community & Economic Development Division within the Kenai Peninsula Borough and the deliberations of the KPB Assembly: Over the last several years, we have worked with staff of the Division and have been very impressed with their professionalism, knowledge, and responsiveness. We have found that if we have any question about the Borough, a call to the Division staff will get us the answer or the referral to the correct person. With regard to MMS projects, they have readily informed us of whom we should be meeting with to hear all sides of issues. They have been an excellent source of information about the KPB's economy for the analyses we must do. The Cook Inlet Oil and Gas website is a "go to first" for information. They have invited us and other agencies to participate in KPB meetings, economic fora, and training/education sessions. We have been pleased to participate and have taken the opportunities to better educate ourselves ~.~n issues that affect the Borough and how our programs might benefit the Borough (if done with proper safeguards). Overall, the Division has been an excellent "window" into the Borough, and has represented the Borough extremely well. John Goll Regional Director Minerals Management Service - Alaska 3801 Centerpomt Drive, Suite 500 Anchorage, AK 99503-5823 Office: 907-334-5200 Fax: 907-334-5202 Cell: 907-250-9523 /ohn. gollC~mms, gov 5/13/2005 2,59 South Alaska Street - Palmer AK 99645 Phone: 9o7-745-3398- Fax: 9o7-745-a5733 E-mail: briflively(~,mapmakersalaska.com May 5, 2005 Dear Kenai Peninsula Borough Assembly: i am writing this in support of your Community & Economic Development Department to let you know how I, as an outsider, have been impressed by the drive and the diligence of the person I have seen in action on behalf of the Kenai Peninsula Borough, Mr. Bill Popp. When I saw a letter to the editor in the ADN belittling the CED and Mr. Popp's very visible and outstanding efforts on behalf of the Kenai Peninsula Borough, I was looking for the opportunity to write to you from my perspective to discount such negativity, which, I'm sure was borne of ignorance. My company, Mapmakers Alaska, provides oil and gas activity data and maps to the industry. We are a member of the Alaska Support Industry Alliance. The "Alliance" represents around 400 oil industry contractors and suppliem. The "Alliance" and its programs are very much appreciated by industry and particularly the producers. Mr. Popp is at all major conferences, carnying the banner for KPB. He has made us aware of the importance the Kenai Peninsula Borough puts on the value of the indust~, retaining existing companies, recruiting new prospect. He has been helping those who have developed, and those who are planning on developing infrastructure such as pipelines, with expert advice and valuable contacts. Oftentimes, my company is the first contact for someone checking out the Alaska oil patch. When they're interested in Cook Inlet, I'm alvmys happy to "hand them off' to Mr. Popp. Mr. Popp's dedication to his job and his employer hit home when he convinced us that the KPB really needs our maps and data, but that they couldn't afford the cost. Realizing how important it is for anyone involved in oil and gas to have current information on leases, exploration and pipeline activity, we have cut the cost of our product in half for the Kenai Peninsula Borough. I, as the owner of Mapmakers Alaska, feel that we all have to work together and make special accommodations to maintain our ties with industn/and those who support and build upon it. His educational and outreach efforts on behalf of KPB via presentations, workshops, the website and knowing "Who's Who in Alaska's Industry and Government" are far above and beyond an 8-5 job. I have corresponded with him by emaii on weekends and late evenings on the occasion when he convinced us to make and contribute a map which, as he said, would "be good for Mapmakers to have and gmat for the KPB to distribute" at one of the workshops Mr. Popp was involved in." The Kenai Peninsula Borough was wise in its foresight to establish their Community & Economic Development department and fortunate to have someone of the caliber of Mr. Popp. He is leaving no stone unturned working for the benefit of the Kenai Peninsula Borough, using his energy, networking skills and intimate knowledge of the natural resoume base of Alaska. Thank you for the opportunity to express my support for this Department. Best regards, Brit Lively Unocal Alaska Union Oil Company of California 909 West 9th Avenue, P.O. Box Anchorage, Alaska 99519-6247 Telephone (907) 276-7600 Fax (907) 263-7698 UNOCAL ) l ~ KENAI ?L',flN BORO ~ayor's Office Kevin A. Tabler, Manager Land/Government Affairs May 13, 2005 Mayor, Dale Bagley Kenai Peninsula Borough 144 N. Binkley Soldotna, Alaska 99669 Community & Economic Development Department Routed From Mayor's Office Clerk A~embly ~ Lellal Finance L Planni~ . Roads' ' SBB - Purchasing ~ Other __ Dear Mayor: I recently learned that the Kenai Peninsula Borough Assembly. is considering the elimination of all or part of the Community & Economic Development Department (CEDD). I understand the fiscal responsibility for which the Assembly is tasked. However, the Assembly should not act too hasty in solving its current budget deficit by eliminating the department tasked with developing the future economic health and growth of the Peninsula. Since the inception of the CEDD, We have noticed a marked increase in the interaction and communication between the Kenai Peninsula Borough (KPB) and the business community. Most notably, our interaction with Bill Popp (oil, gas and mining liaison) has proven to be an effective way of communicating. On several occasions, Bill has organized and facilitated difficult oil and gas industry issues in a very public and interactive environment. His ability to anticipate danger zones and hot buttons and willingness to intercede and diffuse sensitive and controversial issues have served the KPB well. Due to his affiliation with many diverse organizations, his involvement with the legislature and a well- earned respect he receives from the Community, Bill has become a persuasive participant in any negotiation proCess. · . · Over the years, Bill's 'community involvement and. KPB affiliation have'eased" potential conflicts for the oil industry thereby creating a positive climate and working'environment. His influence is felt far beyond the Kenai Peninsula; it stretches throughout the State of Alaska. The respect he commands by his participation and involvement reflects positively on the KPB. Through his continued support of oil and gas industry objectives, facilitation, coordination and vigilance in responding to false and negative press, i can say Bill has played an important role in Unocai's willingness to continue investing on the Peninsula. Without a liaison in the KPB, the Borough's abilfty to influence oil and gas investment activity on the KPB will be greatly reduced at a time when it is most needed. ,Si.~rely, /~l~evin A. rabler 3201 C Street, Suite 604 An~. borage, AK USA 99M)3 Tel (907} 339-2600 F~x (90T) ~39.2601 Toll Free I (8~ ~26~ Pebble Project NORTHERN DYNASTY MINES INC. t020 · 800 W Pender St. V~n~ouver BC Canad. ~ 2V6 Tel (604) ~84-6366 F~x (~) 6M~2 TMI F~ 1 (800) ~.2114 ~:l~.no~~~~.~m May 16, 2005 Kcnai Peninsula Borough Assembly c/o Sherry Biggs, Borough Clerk Kenai Peninsula Borough 1.44 N. Binkley Sc. Soldotna, AK 99699 Community & Economic Development Department Dear Kenai Peninsula Borough: As you know, Northern Dynasty Minos Inc. is thc company dgvelop~g thc Pebble Project - an initiative to engineer, permit, construct, and operate a large-scale open-pit gold, copper, molybdenum, and silver mine on State-owned land northwest of lliamna, Alaska. Thc proposed mine also requires mad and port facilities on the west side of Cook Inlck within the boundaries of thc Kenai Peninsula Borough. Thc Pebble Project is a significam economic development opportunity for thc people and communities of $outhcentral Alaska. If suc, ce, s~ily permM~, it will generate as much as $2 billion in capital inv~t, support some 2,000 consm~ction and 1,000 operations jobs, and cream supply and service oppormniti~ spin-off economic benefits, and local and state tax revenues for 30 to 60 years. Over the past 18 months, Northern Dynasty has undertaken extensive technical, enviromnemal, and socioeconomic studies to design the Pebble Project, and prepare our application for perm~ under the federal NEPA review process. These investigations have included detailed assessments of regional infrasn-acture capabilities, support industry resom~e~, labor force nvailability, and workfor~ development needs. In doing this work, we hnve come to believe that onr project has the potential to cren~ significant and far-reaching economic benefrts for the people and communities of the Kenni Peninsula. Early in the process of developing the Pebble Projzct, we were inaxxluced to the Kenai Peninsula Borough's Community & Economic Development Department team - including Jack Brown and Bill Popp. At their invitntion Northern Dynasty senior manag~neng project engineers, and community and workforce development coordinators have visited the Kenai Peninsula on numerous occasions. These visits have helped us apprec~ nil of the resou~ nmi capabilities within your Borough that could help advance our project. As it stnnds today, Northern Dynasty's Pebble Project demonstrates a real potential for significant economic benefits and parmership opportunities for individuals, companies, end communities within the Kenni Peninsula Borough. These opportunities go far beyond ~he proposed port and road in~ and inclu~ conuact and employment op~itiea during development, constnmtion, and operations. ~ pem~ula-Borou~ May 16, 2005 Page 2 of 2 Over ~he past year a~d a half, the Commtmity & Economic Development Department team has provided a treme~ious service to Nonhero D!masty, connectin~ us with thc peoptc, the infom~tion, and the resour~s necessary to help advance our projeat. I also believe they have done a ~t service to the Kenai Peninsula Boroul~h, e~suring that its people and comm~ti~ are positioned to derive the ~eatest possible benef~ from our project. . While Nonhero ~ty bas no position on the Borou~'s bud~ting considerations, we do want to communi~ our appreciation for the work of Mr. Brown and Mr. Popp, and the en~e Commu~ty & Economic D~velopmenl ~ We b~licve their exp~, knowled~,e, and contacts will be extremely helpful to us in our efforts to desitin and permit a project that makes full use of available business, workforce, and infrastrueu~e resources within your jugsdicfio~ Thank you for consideration. Sincerely, No __ ii I I II -- _ October 26, 2005 Ms. Kim Howard Assistant to the City Manager City of Kenai 210 Fidalgo Avenue Kenai, AK 99611 RECEiV , CITY O~- KENAI ADMINISTR,~TION Re: Additional Information Request- City Manager Application Dear Ms. Howard: This letter is in response to your letter of October 4, 2005 requesting additional information as a supplement to the resume submitted for the position of City Manager. Enclosed with this letter is the notarized and executed "Consent to Release Information" as requested. The following are my responses to your series of questions: 1. "Discussion of any incidents or issues of public controversy that a background investigation could reveaL" In November of 1996, I filed for bankruptcy due to failure of a family-owned business, Toonz Music & Books. ARer several successful years in business, Toonz fell victim to a price war initiated by a large local box store. In spite of over a year of reinvestment of every cent my family had to try to ride out the price war, the business ultimately failed. 2. "Discuss your areas of strengths and weakness as a manager.' I have an extensive understanding of the many intricacies of municipal and Alaskan issues and politics at the federal, state and local level, combined with a demonstrated ability to successfully anticipate, analyze, coordinate and execute policies, initiatives and programs on behalf of the City of Kenai. This is based on a wide-ranging background interacting with businesses, news media, agencies, and government representatives as an elected official, business person and government official. I have strong analytical and technical skills, which combined with my strong communication skills, enable me to easily develop initiatives and responses to issues that are important to the goals of the City ofKenai. I also have the ability to identify issues that could impact initiatives and projects. I will identify potemial cause and effects of those issues on the ultimate success oft he project or initiative. I do my homework, almost to a fault. No initiative or project will leave my office without my full understanding of the issues and confidence in its promised results. I have developed through direct experience an extensive peer network in the private and government sectors that gives me the ability to develop well researched analysis to idemify political and economic trends affecting issues important to the City of Kenai. While deeply convicted to the City of Kenai's positions on issues, I am a very approachable and open-minded leader who is regarded by his peers as someone who is willing to listen, and is genuinely interested in the points of view of all parties affected by a given issue. I have direct experience with and clear understanding of key principles of staff management and responsibilities at departmental and organizational levels of both private sector business and municipal government. This includes Equal Employment Opportunity standards, Americans with Disabilities standards, Fair Labor Standards Act, Family & Medical Leave Act, and the principles of management within a collective bargaining agreement. My enthusiastic optimism in my beliefs or positions on issues can sometimes lead my co-workers to see me as being inflexible and not open to other points of view. To create more of a balanced leadership approach, I have learned to seek out points of view fi'om my co-workers and staff in an effort to reconcile my perspectives with the thoughts of others on key issues. 3~ Discuss your philosophy of the roles of a City Manager and a Council in the Council-Manager form of government." The City Manager, as leader of the Administration for the City, is responsible for day to day operations of the City and is directly answerable to the City Council and the citizens of the City for success or short comings of those operations. It is also the responsibility of the City Manager to recognize and respond to trends and issues that may adversely affect the City, and to identify and pursue oppommities to improve the economic future and efficient operations of the City, subject to policies and positions approved for the City by the City Council. To effectively work in harmony with the City Council, the City Manager must be proactive. This entails working closely with the City Council, with the close support of the professional staff of the Administration, to formulate appropriate policies and initiatives that are responsive to the current and future needs of the citizens and business community of the City o fKenai. The ultimate goal is to present the City of Kenai to Alaska and the world beyond as an excellent location to raise a family or build a business. Ultimately, the City Manager proposes policy, the City Council approves policy, and the City Manager is responsible for the Administration implementing those policies approved by the City Council. This is not to say that the City Manager should be averse to debate over policy with the City Council. On the contrary, the City Manager should not be afraid to disagree with the City Council if there is clear evidence in the Manager's mind that the Manager should offer an opposing point of view on an issue. However, once a policy decision is made by the City Council, the Manager should fully support that decision henceforth. If I can provide additional information, please contact me at your convenience. Respectfully, ~~ . ~ -_ Bill Popp 810 Set Net Drive Kenai, AK 99611-8823 907-283-4083 bill popp@ptialaska, net KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 b~formation and voluntarily consent to all its provisions and contents. . ;,,, By: (pr STATE OF /~/&~a ) 0 this [[~ ~ day of ~&~o~, 2005, before me personally appeared [.'0~ ~~ a~~x~O h ~epO , known to me to be the person whose name is subscribed on the foregoing Con}e~t to Rd2dase ~f Information, and acknowledged that he/she executed the same as his/her free will and deed. Notary Public in and for My Commission Expires: 69, o~/b/0 Page 1 of 1 Kim Howard From: Gmsabados@aol.com Sent: Thursday, September 01,2005 1:43 PM To: Kim Howard Subject: City Manager Position 9/1/05 Klm Howard: RECEIVED CITY OF KENAI ADMINISTRATION Thank you for returning my call and for an outline of the qualifications you are seeking to satisfy for the City Manager position. I have the qualifications you seek having supervised people and budgets over my career which began in 1969. I have the communications skills and other criteria you mentioned. Further I was actually a candidate for local township council 31 years ago and headed an industrial advisory committee in the same town after the election. I also worked for Mitre noted in my resume which is part of the U.S. Government where I did internal consulting to the Government. My wife and I,with the children grown, have been looking to move to Alaska for some time, where my father served in the military. I know I can do the job you seek and respectfully submit my resume which is attached. Thank you, George M. Sabados 9/1/2005 GEORGE M. SABADOS 9549 South Bellmore Lane Highlands Ranch. CO 80126 Home: (303) 791-8037 gmsabados~oL com SUMMARY A strong leader and internal consultant with global business development experience serving IT industry and government. Skilled in marketing, strategic planning, sales, project management, training, identifying and deploying new technologies, and establishing new departments. Proven success in all these areas demonstrated with millions of dollars of savings and billions of dollars brought in through new sales. Significant experience in managing strategic relationships. AREAS OF EXPERTISE Executive, strategic, operational planning Business Development / Sales / Marketing Global account penetration Mergers and acquisitions Organization design and build Budget and financial accountability Increased profits/Reduced cost Competitive Intelligence expert Staff economist Top Secret security clearance TECHNOLOGIES/SPECIAL TRAINING Voice, Data, Wireless, C3I Telecommunications Quality Standards (Malcolm Baldridge Judge) Computer from 1965 to present On going sales, marketing and legal training PROFESSIONAL EXPERIENCE LUCENT TECHNOLOGIES, Highlands Ranch, CO 1987 - 2005 Manager, International Business Development (1992- 2005) Successfully determined and provided corporate officers with inforrration on which markets to enter, leave, or expand with implementation suggestions. Combined information with competitor strategies. · Initiated key Middle East Market with a $2 billion sale, and now advise on how to open up the African market. · Led teams in key domestic sales campaigns winning largest percentage of each bid and protecting embedded base. Represented Lucent around the world meeting with senior government officials and senior corporate managers, opening doors for our sales personnel. Sales Analyst (1989- 1991 ) Analyzed marketplace and provided successful sales strategies to sales force which increased sales. Developed on line competitive intelligence database to assist sales personnel with product knowledge and strategy improving our win ratio. Contract Specialist (1987- 1989) Re-established good relations with a key account through successful contract negotiations. Trained staff in team selling and bid analysis processes. GENERAL DYNAMICS, Clayton, MO 1985- 1987 Corporate Systems Planning Specialist Successfully established a corporate telecommunications planning function and co-wrote new corporate ethics policy to restore government contract bid capability. Co-managed a $50M annual telecommunications budget, developed new communications architectures, reduced cost several millions dollars annually, and managed SIM project to computerize security records to protect classified material and updated corporate security policies to further protect corporate image. MITRE CORP., McLean, VA & Colorado Springs, CO 1983 - 1985 Technical Staff Consultant Developed communications management plans, did product selection, systems design and product specifications at U.S. National Military Command Centers. The effort included Air Force 1, the President's plane and helped ensure our national security. _~ Introduced commercial technology into procurement process reducing project lead-time by 70% and cost by $12M. · Successfully managed five classified and one FAA project valued from $2M to $1B again helping to ensure our national security and also the public transportation system. Published an extensive document on the divestiture of AT&T to aid government budget forecasting and understanding the implications of the action. Work was submitted to the Library of Congress, and was televised internally as an informational tool saving $1M in consulting fees. JOHNSON & JOHNSON, Raritan, NJ 1982- 1983 Special Proiects Management Co-managed the establishment of a new corporate communications department centralizing the function to increase efficiency and in the process reduced long distance cost $125,000 annually. · Co-managed a software development effort to use computers to order supplies using the telephone network. The effort improved customer loyalty and sales, increased profits, and reduced paperwork by 40%. NABISCO, INC., East Hanover, NJ 1981 - 1982 Proiect Manal~er Assumed the office of Corporate Communications Manager due to pending merger with Standard Brands that generated personnel rationalization. · Managed the installation of the new corporate headquarters communications system. Revamped ~purchasing policies and procedures, bid and awarded communications systems, and introduced latest technology at key manufacturing plants and corporate headquarters saving $2M annually and increasing sales an estimated $30M annually. NEW JERSEY BELL, Newark, NJ 1969- 1981 Market Administrator Used product and applications knowledge to act as a communications consultant for Fortune 100 companies. · Served as a loaned communications manager at Exxon saving them $2.2M in annual expenditures under a program where AT&T loaned personnel by request who had subject matter expertise where the customer agreed to retain AT&T. Worked at 5 other Fortune 100 customers with the same success in an identical role. ,,Customer Sales Representative Successfully sold to end-users and had full responsibility for account management and customer satisfaction. · Won several sales awards selling solutions to over 1,000 accounts which increased annual revenue by $10M while opemng new distribution channels. · Successfully managed budgets up to $80M and coordinated staffs of 50 to 200 people working on specific customer projects and designed a computer program which reduced the number of cancelled orders and customer complaints. EDUCATION BS, Economics, St. Peter's College, Jersey City, NJ MBA, with honors, International Business, Regis University, Denver, CO 1998 September 14, 2005 Kim Howard Assistance to the City Manager City of Kenai, Alaska 2 l0 Fidalgo Avenue Kenai, Alaska 99611-7794 REC"';:-' ADMINISTRATION Kim Howard: Thank you for your letter of September 2, 2005. Responding to your request I have enclosed: 1. A Consem To Release Of Information Form properly executed. 2. An attachment answering your three questions. 3. A copy of my resume. If selected as a finalist please send me the detailed information you note in your letter for my review and consideration. I thank you again for your effons. Very truly yours, George M. Sabados KENAI, ALASKA 2'10 Ficlal~o Avonue, Konai, Alaska 'l'olophone' ~07-283-7535 / FAX' ~07-283-30'14 www.ci.konai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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) 6~,~-0~,~ /x~. ~.,~~..~ DATE' STATE OF I~QJ(~J/~("Itq'~,.~ ) ) $$o ~ On, this /~~ day of~/~~~~~, 2005, before me personally appe~ed (~~~ ~ ~~~o5 ., ~o~n to me to be the person whose name is subscribed on tfi~ f&egoing consent to Release of Information, ~d acknowledged that he/she executed the sine as hisser free will and deed. ~t~ Pubfi~~d for~ My Commission pires:/t City of Kenai Answer to question 1. Approximately 12 years ago one of my four children, then 18, had some issues and we tried to get her psychiatric help which she objected to. She responded by filing a complaint of harassment against my wife and myself which was eventually dismissed by the county court after a deferred judgment. She has since gone on to College, graduating with honors and is employed internationally and reconciled with the family. (I have four children ages 23 to 33 and living on their own.) Answer to question 2. One of my strengths as a manager is my analytical abilities to think through issues and see impacts without taking long to make decisions. Add to this my successful ability to work with people of all backgrounds worldwide, my track record of getting the job done with full respect for all and in a manner inviting people to work as a team plus the ability to know what is going on without being a micromanager. I also have a knowledge of the council- manger form of government from my past when I mn for council at age 27 and then served as Chairman of an Industrial Advisory Board. Please also note that I have spent my career to date working in the world marketplace, and now that we are in a world economy my knowledge, and experience can help the City gain export sales, and more tourism. Respecting an area of weakness I at times work very long hours and in the past before I began to successfully watch my diet it caused me to gain weight I have since lost. Answer to question 3. The Council sets the overall policy of the community, passes laws and regulations as permitted by state law, and relies on the manager for daily operations of the community and reporting on events, projects ete to the council. Each must be mahful to the other with the Manager neutral on political matters. Each must support the other with information and loyalty. Each must recognize the roles and talents of the other. Each must recognize government is the organization of a community by the people to society can function with purpose, in safety, and to facilitate the best life possible. The Manager in rtmning the community must be fair and a leader in managing all those in public employ in doing their jobs, in looking at the future and what it means to the community economically, socially etc. and be a capable Manager in handling administralive, financial, personnel and all other matters. The Manager also must work effectively with others who head functions and also report to Council. The Manager needs to provide Council with information in all areas under the Manager's control and those the Manager feels council needs to be aware of in a direct unbiased manner and to interface with the general public on the conduct of daily business when they have questions for the Manager, or concerns that require the Managers attentior~ The Manager needs to read not only internal reports ect but to continually focus in on regional, state and national issues to determine if any might impact the community and if so discuss the matter with Council if appropriate. Finally I would like to point out that I was awarded a Top Secret Security Clearance and worked on Air Force l, and the nations most secretative command and control locations having the complete trust of our Govemmem. This has been followed by my reporting directly to a top corporate officer at most companies including my last employer where truthfully and skill were required and delivered. In summary these are my answers and I respectfully ask for consideration for the position Thank you, George M. Sabados Ron J. Singel 3815 N Inspiration Loop Wasilla. AK 99654 907-373-5260 September 27, 2005 City of Kenai Attn: Kim Howard. Asst. to City Manager 210 Fidalgo Avenue Kenai; AK 99611-7794 Dear Ms. Howard, Ar)M'NI.gTPaTION In response to your advertisement for a City Manager, I am submitting my resume for your consideration. I am currently employed as the Economic Development Director in Wasilla, AK. Before taking this position. I was in the city management profession since 1988. In my current position. I have worked with local bUsinesses to maintain their viability, and initiated efforts to entice new businesses into the community, developed marketing materials, and put together an economic development web site. While efforts have gone into retaining and attracting businesses, we have also given primary focus to marketing and promoting Wasilla as a place to do business with an excellent quality of life. My focus as a City Manager in Maine for the previous ten years had been primarily on community and economic development with an emphasis on the downtown revitalization and waterfront development projects. One city was designated by the Trust for Historic Preservation as a Main Street Community and in another city I was able to redevelop an old industrial site on the waterfront through the Brownsfield Grant Program and turn the space into park, trail, playground, commercial/retail and restaurant space. Before I left Maine, I was working on a similar project for a 14-acre downtown waterfront site. I also spent an equal amount of effort on improving the quality, of life in the communities I have worked for. I have initiated a community newsletter, street banner program, special events, community festivals, and beautification programs, just to name a few. Thank you for your consideration and I will look forward to hearing from you. Since. ely, Ron J. Singel Ron J. Singel 3815 N Inspiration Loop Wasilla. AK 99654 907-373-5260 Email: rjsingeli~yahoo.com CAREER OBJECTIVE As a professional with innovative problem sOlving ability, I am seeking a position in which my decision making ability, leadership, management, planning and community development skills will be challenged and utilized to achieve established goals. EDUCATION Master of Public Administration. 1988 Kent State University, Kent, Ohio Bachel°r of Arts, 1986, The Ohio State University, Columbus. Ohio EXPERIENCE/SKILLS Administrative./Management Responsible to a Mayor and seven member City Council for personnel administration, community and economic development, zoning, planning, code enforcement, public relations, purchasing, interacting with other governmental and private agencies, and all other thcets of administration and management. Initiate and participate in studies to establish or revise City services and facilities to meet the needs of the community and to improve the efficiency of City. operations. Represent the City at meetings related to the negotiation of contracts and agreements, and to present the official City opinion on various issues. Integrate computers and relevant software into the organization to facilitate operations. Governmental/Public Relations Coordination with local, state and federal agencies in pursuit of municipal policies and special projects/programs. Conduct public relation activities including the writing of press releases, interviews, and speaking appearances before service clubs and other organizations. Personnel Management/Human Resource Development Supervise and participate in organization and staffing of departments. Select, train and evaluate staff. Initiate and evaluate proposais to reorganize staff and revise operational systems to reduce costs or im- prove services. Represent management in negotiation of collective bargaining agreements. Grant Writing/Project Funding Prepare applications and secure grants from federal and state agencies for economic development, pub- lic works, recreation and other local projects. Finance Supervise the development of budget forecasts. Develop proposals for funding using municipal and supplemental grants/aid from other sources. Administer annual budget, control receipts and expenditures. Recommend courses of action to resolve financial shortfalls. Evaluate financial conditions, propose and implement innovative revenue increases or cutback budget plans. Negotiations with financial institutions for debt financing. Community Development Initiated the development of a downtown waterfront by facilitating the demolition and cleanup of a former hazardous industrial site using the EPA Brownfield's program. Creation of Local Development Finance Authority for the purpose of creating tax increment f'mancing to facilitate expansion of local industry and to entice new business to the community. Interaction with individuals and local organizations to market and promote growth in the community. Selective annexation and zoning to provide for a broader tax base and to stimulate growth. Establishment of Community Boards/Commissions which report to management in an advisory capacity. Collaborate with local colleges to enhance the vitality of the downtown. The creation of local festivals and special evems to enhance our community development efforts. Ron & Singel EMPLOYMENT HISTORY Economic Development Director Wasilla, Alaska City Administrator Waterville. Maine City Manager Old Town. Maine Village Administrator New Lebanon. Ohio Assistant Ci~. Manager Alma. Michigan Administrative Analyst Akron, Ohio Russian Language Translation AM Battelle Memorial Institute Columbus, Ohio Administrative Aid to Urban Planner/Developer Cleveland. Ohio U.S. Air Force Sacramento, California Honorable Discharge 2004-Presem 1999-2004 1994-1999 1992-1994 1988-1992 1987-1988 1986-1987 1983-1986 1978-1982 PROFESSIONAL AFFILIATIONS International City Management Association Alaska Municipal League National Trust for Historic Preservation American Economic DeveloPment Council Rotary International Greater Wasilla Chamber of Commerce INTERESTS Distance Biking, Russian Culture and History, Historical Fiction, Mmic REFERENCES Furnished Upon Request Kim Howard From: Ron Singei [rjsingel@yahoo.com] Sent: Saturday, October 29, 2005 11:35 AM To' Kim Howard Subject: SUpplemental 1283484472-eva I.j 67410478-evai2.j p 3187171096-eva 13.2329189967-Brown 3277471603-ss_old pg g jpg sfield.pdf tn.pdf 3815 N Inspiration Loop Wasiila, AK 99654 373-5260 rsinclel~ci.wasiila.ak, us _ Ron Singel October 29, 2005 Kim Howard Assistant City Manager City of Kenai 210 Fidalgo Ave Kenai, AK 99611 Dear Kim; I am submitting additional information as requested in your letter dated October 1st. 1. I do not have any incidents of public controversy to report 2. In regards to my strengths and weakness as a city manager, I will be attaching performance reviews and articles as part of my discussion. I believe that my two biggest strengths in past positions have been in economic development and team-building. Economic Development Experience: I would say that while City Manager's don't often get involved in economic development to the extent I have, I have been lucky enOugh to be in communities that did not have an economic development office, so therefore, the responsibility of taking on that function fell to me. I brought some of the experience and ideas I had in development while working in the Midwest, and essentially expanded my base of knowledge and project experience. During my positions in Maine, the state was in a continual recession and behind the rest of the country in developmental growth. I found it challenging but rewarding to be involved in: 2 waterfront development projects; the creation of a number of TIF districts to maintain the viability of our business and employment base; to be involved in the rejuvenation of the downtown areas in both Waterviile and Old .Town and to have been a part of some of the strongest economic growth those two cities had seen in decades. I also aggressively pursued Waterville's designation as a Main Street Community. I put a team together and we applied for Main Street status under the auspices of the National Trust for Historic Preservation. We were one of the first of four cities in Maine to be awarded this status. Access to technical support for downtown revitalization was one of the many benefits. My area of expertise with my past two positions in Maine has been on waterfront development projects. I have hands on experience_~ith EDA projects, the Community Development Block Grant Program, Tax Increment Financing, Urban Development Action Grant Projects and local and state loan programs. In my previous position in Old Town, Maine, I was able to redevelop an old industrial site on the waterfront through the Brownfield Grant Program and turn the space into park, trail, playground, commercial/retail and restaurant space. I was able to do the same thing for a 14 acre waterfront space in Waterville before leaving Maine. I also believe that to maintain a city's viability you must tap into the cultural and heritage tourism. Waterviile became a destination spot and known for its cultural heritage, as well as a great place to live, work and have recreation. I aggressively pursued the creation of some family oriented activities, festivals, and special events. · The city had an annual celebration known as the Maine International Film Festival. I saw the importance of having the city support this event. They have grown into an extraordinary summer event in Waterviile. We were able to puli in guests such as Peter Fonda, Jonathan Demme, and Sissy Spacek and Ed Harris. · A Voices of the Kennebec Festival was created to celebrate the rich and historical heritage centered around the Kennebec River. It features diverse ethnic food, music and dance as well as children's activities. · An Octoberfest was created in the fall with food, music and craft booths. Children's activities such as petting zoos, hayrides and pumpkin painting contests are also part of this festival. · A Summer Series of Music in the Square was created. 4-6 weeks during the summer, we schedule different bands to play outside city hall in the evening. Families brought their children, lawn chairs and picnics. It was and continues to be a tremendous success. · A new Franco Festival was created and became such a huge success that it grew into a two day event. This festival was in honor of the Franco-American heritage as the city's population was over 45% French Acadian. It included French food, French music and French dance. All of these efforts are focused on bringing people into the downtown area and resulted in Waterviile being known as "The City of Festivals". We are able to tap into the large population of tourists that summer in the Belgrade Lake area and bring them to our downtown to enjoy all of these summer and fall events. Team Building: When i accepted the position as City Administrator in Waterville, I took on a community that was troubled by a history of political bickering and a struggling economy. The first priority was focused on mending relations with city employees who continued to suffer Iow morale; stabilizing City Hall; and on expanding the tax base through economic development. It was a tumultuous time with the city staff having suffered a large turnover. There had been a mayoral recall, the former City Administrator had his contract bought out for $75,000, and the city was being sued by the former finance director. The Fire Chief, Code Enforcement Officer, Assessor and Public Works Director positions all needed to be filled. A new union was being formed by city employees who had felt threatened by city council actions. Morale was Iow and communication was almost non-existent. Conflicts between Council and staff were apparent and the City was undergoing a charter review with a proposed change to the form of government. It was important to open lines of communication, and develop a "team" approach to management. The new Mayor and I were able to facilitate an environment in which council and staff could work together to establish mutual goals and objectives for the City. We were able to create a City Hall that has a more cohesive staff that is very goal oriented and committed to the betterment of the community. I established a management and leadership style as one of vision, setting a direction and seeking participation from the team to accomplish these goals and objectives. ! developed monthly employee newsletters, weekly staff meetings aF-Td more open communication. Additional efforts were made to establish employee suggestion programs, an employee wellness committee, employee of the year, and I was able to facilitate team-building sessions. Weakness: My style of management, which has been to keep a Iow profile and work behind the scenes providing leadership, as opposed to being a political lightning rod that micromanages his department heads, has served the past cities well. It was the most productive approach. City employees were able to communicate directly with myself, the Mayor as well as the council. This may not fit well within other communities that are looking for a high profile manager. 3. My philosophy on the role of a City Manager and Council is simple. From an organizational perspective, I believe that an understanding of the political process, while being a-political, is important for city management. It is important to open lines of communication, and develop a "team" approach to management. Additionally, Council and staff should work together to establish mutual goals and objectives for the City in a facilitated environment. As I mentioned before, City employees should feel free to communicate directly with the City Manger, the Mayor as well as the council as long as it does not involve direct policy issues which should be discussed between City Manager and Council as a body. Sincerely, Ron Singel Yahoo! FareChase: Search multiple travel sites in one click. http://fa rech a se. yahoo, corn CITY OF WATERVILLE ADMINISTRATIVE/SUPERVISORY EMPLOYEE EVALUATION SUMMARY SHEET Type of Performance Evaluation: Annuai . X Probationary. Empioyee- Ron Singet Job Title' City Administrator Department: Administration Position Held Since: 3129199 Current Salary Range: Step: CONTRACT Eligible .for Merit Increase Rater's Signature ., ~.>.:..>~,..:. :.; .,.... , ,, .. Overall Ratino' ~Exceptional ~utstanding Performance '~ -Performance Performance Acceptable Performance Rater's Comment(s) and Summary: Other -- 11,1 , , __ Yes .:", No Performance Recommended Merit Increse L.,~Yes _...__No Mayor's Comments: . , /.~~ t.¢.-~~-~-~'''' ,, /'~ · ..~ ~ ~pproved ~erit incroas~. Employee's Signature: Employee Comment(s): .V_ ,,]/'/Yes ._._.__.No --... Signature: ::':':. "- CITY OF WATERVtLLE I'~ANAGEMENT DEVELOPMENT AND APPRAISAL SUMMARY SHEET Type of Performance Evaluation' _- Contract Renewal Date: Annual... ~'. Probationary _ Other JobTitie ~.c~;F .... ~ ' -- Position Held Since: Current, Sala~ ,Ran,cm- , ..... Eligible for Merit,!ncrease ,.-,.~ ..... ,,,,,.~.,,~.~.~ Signature . ~. Performance Overall Rating: ~Q,/z~.-~/¢~;/~J - .~ , X/Exceptional ~ ,,~~Outstanding Performance Performance Expected Performance Performance Recommend Merit Increa~,e: ~'~~S _..___NO New Contract Terms: Employee's Signature' Employee Comments' Human Resource Office Will receive merit increase: Yes No Range: Step' Effective Date: HR Officer Signature: // /)' ~.iTY OF WATERVILLE MANAGEMENT DEVELOPMENT AND APPRAISAL SUMMARY SHEET Type of Performance Evaluation: ~;:--'7 .. j ., .~ / ~ fi~.~'' ~-, Contract Renewal Date: Annual ~,' Probationar'v Other ...,,.:. /.'~., _. .'. " 'J -d~.~.~ . C "":'g. ',/¢"":"-'""'f"~"%-,:"~"<'. ""' Job Title: ~_.,-.--,.-7...~, /: ~,'.-~ ," : _, ~_A'. _, . : .¢..¢~, '--' P~sition Held Since' Current Salary Range- Eligible for Merit Increase "%'"~". L~"-C~"" " "~- "'~ '~ "- ,' '"'¥ "-" , ,-.'.' .- .......... ~:,~.I,. _,-/., ....... , .? ~,' Overall ~atin~' ,,, ~ceptional ~ ,~utstanding __Expected ~cceptable Pe¢ormance Pe¢ormance Pedormance Pe~ormance .__Unsatisfactory Performance Comments: i~~~. ~'..1~.~~~-C'~'~L' c"tl,'YN ,,~g"C¢~ ~.~ Recommend Merit Increase: ..... ~../~"~S , NO New Contract Terms · Employeo's Signature: Employee Comments' iWill receive merit increase: HR Officer Signature:- Human Resource Office Yes No Range: Step: Effective Date' · · .. · For Some of aine's Former Brownfieids, mpressive Rouso Clans State of Maine The mountain of snow on a picturesque, 14-acre site on Waterville, Maine's waterfront is tinged with "No Trespassing" signs to ward off kids who might be tempted to climb it. For years, the site has served as the dumping ground for snow collected by Waterville's road-clearing crews during typically harsh Maine winters. During wanner months, the site serves as the location for an occasional waterfront festival, its surface of patchy scrub grass and dirt trodden for a few hours by hundreds of local residents before again being lett empty. Nearly forty years ago, the property was home to thriving businesses and industry stretching back more than a centre. Former uses included a wood mill and foundry, as well as tenements and housing complexes. More recently, the site had been home to gas stafiom before being abandoned in the 1960s. Though the City of Waterville had been interested in redeveloping the site for years, it was not until an EPA Brownfields grant was awarded to Maine's State Planning Office (SPO) that detailed assessments of the waterfi'ont property became possible. The city had already developed a master redevelopment plan over the course of several years. Presented to the community for approval in at least three public meetings, the plan called for a balance of commercial and retail development along with recreational greenspace such as walking trails and a promenade. For Ron Singel, Waterville City Manager, transforming this waterfi'ont property was a familiar challenge. Singel had already played a role in tmnsfomamg a waterfi'ont site in Old Town, Maine (where he also served as city manager) from a contaminated, former industrial site to commercial and recreational greenspace (a detailed article can be found at http:// www. epa. govgorownfields/pdf~ ss_oldtn.pd0. "In Old Town, we were proactive in regard to redevelopment instead of reactive, and we tried to do the same thing in Waterville," explains Singel. "[The Waterville site] was lucky to be one of three sites selected to make use of the Brownfields grant. Though the site had sat vacant for nearly 20 years, [redevelopment] interest was always there. The city was ready to move forward." Assessments funded by the EPA grant revealed coal ash, lead, and petroleum byproducts. Prior to reuse, the entire site will be capped at an estimated cost of $400,000. The city has applied for public sector funding to cover cleanup, and expects to move forward as soon as summer 2003. JUST THE FACTS: i · Though the City of Waterville had been interested in redeveloping a 14- acre, waterfront brownfield for years, it was not until an EPA Bmwnfields Assessment Pilot grant was awarded to Maine's State Planning Office that detailed assessments of the property became possible. · With assessments complete and a cleanup plan in place, the Waterville brownfield has been attracting a lot of attention from potential developers. A redevelopment plan calls for a new amphitheater, a cultural center, and recreational greenspace. · One of the two additional sites selected to receive EPA Brownfields grant funding includes a four-story, 66,000-square-foot building with industrial activity dating back to the early 1900s. This property's redevelopmem into a job training center and additional business space is nearly complete. continued ~?~i'r ................................ IIII . IIII .1_11111111 iml_l_lll.lllllll iiiiii ii iiiiiii iii iiiiiiiiiiiiiii ........................................ . ....... .............. _ ..... iiiiiiiii ~"'i With assessments complete and a cleanup plan in place, the site has been attracting a lot of attention from potential developers. An updated redevelopment plan calls for a new amphitheater, a four-story office, a restaurant, and a proposed Franco-American cultural center (Waterville was the first major settlement in Maine for French Canadians, who made up half the city's . .? ........... population in the early 1900s). The remainder of the site will serve as recreational greenspace, with a promenade and walking trails along the waterfi'ont. Total redevelopment costs are estimated at nearly $6 million, with an expected time frame of up to three years. The redeveloped site will be home to as many as 180 jobs. One of the two additional sites selected by the State SPO and the Maine Deparmaent of Environmental Protection (DEP) to receive EPA Bmwnfields grant funding lies approximately 45 miles west of Waterville in the Town of Rumford. The four-story, 66,000-square-foot building on the property was once part of the Mead Paper complex, with industrial activity dating back to the early 1900s. In 1998, after announcing that it was leaving the specialty paper business, Mead shut down several of its manufacturing facilities, eliminating nearly 175 local jobs. The company considered its options for the three-acre site, where the building was at the time serving as an equipment storage facility. .-. C.0 N TAC TS'": For more information on the State of Maine Bmwnfields Pilot, contact Nick Hodgkins of the Maine DEP at (207) 287-4854. U.S. EPA-Region 1 (617) 918-1424 Orvisit EPA's Brownfields Web site at: http://www, epa. gov/brownfields/ It was around that time that one of Maine's largest economic summits revealed that thousands of the state's available jobs were going unfilled because of a lack of skilled workers. Working in partnership with the River Valley Growth Council (River Valley encompasses 10 towns in Maine, including Rumford), Mead realized that the site could be reused as a facility to help develop work skills and create new jobs. The company donated the property and building to the River Valley Growth Council as the eventual site of a new technical job training school. Approximately $30,000 of the state's EPA Brownfields grant was used to perform assessments on the property, revealing minor asbestos and lead contamination that is being removed during the building's renovation. Currently underway, this $2 million site restoration project is .... being funded by a $1.3 million construction grant from the federal Economic Development Agency, with the Maine Department of Economic and Community Development covering the remainder. When renovations are finished, the building will be turned over to the River Valley Technical Center (RVTC) for use as its .-~. ,.~ .... dedicated training facility. The RVTC is a corporation comprising After ....... more than 20 representatives of public and private emities, including Central Maine Technical College, the University of Southern Maine, local industry, a career center, government officials, the Financial Authority of Maine, and the River Valley Growth Council. The RVTC received $800,000 fi'om the U.S. Department of Labor in October 2001 to establish job training and education classes; those classes started in January 2002 in two state locations, including the Central Maine Technical College. Before and after photos o/the new business facility/job training On the former Mead Paper site, the RVTC's new training facility will open its doors in center in mford. November 2003, providing job skills in both industrial and manufacturing trades. The training facility will 0nly take up a portion of the renovated building, and the RVTC is already taking applications fi'om other businesses interested in starting up or relocating there. For more information on the State of Maine Brownfields Pilot, contact Nick Hodgldns of the Maine DEP at (207) 287-4854. Brownfields Success Story State of Maine Solid Waste and Emergency Response (5105) EPA 500-F-03-012 Ap#12003 www. epa. go v/brownfields/ EPA United States Environmental Protection Agency Washington, D.C. 20460 Outreach and Special Projects Staff (5101) Solid Waste and Emergency Response (5101) EPA 500-F-98-270 November 1998 www. epa.gov/brownfields/ Br°wnfields Success Stories EPA's Brownfields Targeted Brownfields Assessment (TBA) program was designed to help States, Tribes, and municipalities-- esPecially those without EPA Brownfieids Demonstration Pilots--minimize the uncertainties of contamination often associated with brownfields. A brownfield is a site, or portion thereof, that has actual or perceived contamination and an active potential for redevelopment or rouse. Targeted Brownfields Assessments supplement and work with other efforts under EPA's Brownfields Initiative to promote cleanup and redevelopment of brownfieids. Each EPA Region is given an annual budget to spend on TBAs (e.g., $300,000 for FY98). In addition, each Region has other funds that may be available for brownfieids site assessments. Contact information for Targeted Brownfields Assessment applications can be obtained through EPA's Brownfields web site at: http://www, epa. gov/swerosps/bf/, or by calling the RCRA/Superfund Hotline at (800) 424.9346. On the banks of the Penobscot River in Old Town, Maine, three acres of contaminated property once home to a paper plate and cup manufacturer will soon be a recreational area with a playground, a bandstand, paths for running and biking, and a winter skating rink. little to offer residents of Old Town for the past seventeen years. The site's building had been used as a warehouse since 1981, until the City arranged to purchase the property in a settlement with the previous owner for unpaid taxes. The City found eighteen transformers on the site containing poly- Eventual layout of Old Town's waterfront area, following cleanup and redevelopment of the Lily. Tulip sit~ 17re Central Lawn will be flooded every winter to create an ice.skating rinl~ In spite of its prime location between two City parks, the former Lily-Tulip Company site had chlorinated biphenyls (PCBs), though it remained uncertain whether PCB contamination had spread to the surrounding soil. "We weren't sure what kind of liability we were ~ ..: looking at," ,.. explains Charles Heinonen, City Engineer. "If even one of the transformers had leaked PCB- contaminated oil, the City might have been faced with a very expensive cleanup project." The site's buildings are demolished. Old Town's concern for the Lily-Tulip site was relieved in late 1996, when EPA deter- mined the true extent of contamination as part of the Agency's Targeted Brownfields Assessment (TBA) program. Intended to minimize uncertainties surrounding properties with real or suspected contamination, TBAs have been helping cities like Old Town move forward in cleaning up and redeveloping their brownfields. EPA Region 1 (which covers Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, and Vermont) has received $1,100,000 in TBA funding so far. "Old Town had contacted EPA earlier, requesting assistance on the Lily-Tulip site," explains Bob Cianciamlo, Brownfields Site Assessor with EPA Region 1. "When the TBA program was initiated soon afterward, it THE FACTS · Region 1 has received $1,100,000 in TBA funding to date. · Ten properties throughout Region 1 are currently targeted for TBAs; EPA expects to target as many as ten more by the end of the year. ° Old Town, Maine's $20,000 TBA of the former Lily- Tulip site revealed much lower levels of contamination than originally anticipated. · The City plans to transform the site into a large, open recreational area; two commercial/retail buildings and a restaurant will also be constructed. Br°wnfields Success Story November 1998 seemed like a perfect fit." Seventeen properties through- out Region 1 are currently targeted for TBAs, and the Agency expects to target as many as six more by the end of 1998. At a cost of appreximately $20,000 (:ac a,..:rage TBA cost is $50,000), EPA's assessment of the former Lily-Tulip prop- erty revealed much lower levels of PCB contamination than originally feared. Following the assessment, the site's abandoned structures were demolished and underground storage tanks re- Underground storage tank removal moved. Petroleum-contaminated soil and PCB- laden transformers were hauled away. With EPA's assistance, the City reached an agreement with two prior owners of the property to defray a significant portion of cleanup costs. Cleanup is now complete. In January 1998, the City held a public hearing at which a detailed plan to transform the site into a large, open recreational area was unveiled. In addition to a new bandstand and running and biking paths, the site's "Central Lawn" will be flooded every winter to create a skating pond. Old Town also expects to see an economic remm on the redeveloped site, through planned construction of two small commercial/retail buildings and a new Old Town, ME EPA 500-F-98.270 restaurant. Explains Ron Singel, City Manager, "Because this property is part of the downtown area, we want to see economic growth be a part of the site's development, along with recreational USe." At subsequent public meetings, suggestions from local residents contributed to what would become the master plan for Old Town's new recreational and commercial area. A site redevelopment fund contain- ing more than $100,000 has already been established, which may be used for landscaping or other beautification projects. The success of the former Lily-Tulip site has already inspired redevelop- ment in other areas of the City, according to Heinonen. And as assessments proceed on additional sites selected by EPA Region 1 for TBA funding, other communities across New England may enjoy the same level of success as Old Town. For more information on EPA Region l's Targeted Brownfields Assessment program, contact Lynne Jennings of EPA Region 1 at (617) 573-9634. Transformers are removed from the Lily-Tulip sita Contacts: U.S. EPA- Region 1 (617) 573-5778 http:llwww, epa.goviregionOl lremed/bmfldl Brownfields Success Story November 1998 Old Town, ME EPA 500-F-98-270 KENAI, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611--7794 Telephone' 907-283-7535 / FAX: 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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); STATE OF On this '2~ day of C'~(LW/)~_~_~:ff_~, 2005, before me personally appeared ~a3r,d b3-'Ci~ .'T'. ~.~ ~~ ~ , 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. ~ / Nota~ P~[li(in and fo~ _~3- My Commission Expires: September 22, 2005 Ms. Kim Howard Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, Alaska 99611-7794 "RECEIVED "(~'ITY OF KENAI ADM!,'qlSTR.~,.TtQN Dear Ms. Howard' I am writing in response to the City of Kenai's recent employment advertisement for the position of City Manager. I have enclosed a resume that outlines my recent accomplishments, education, and experience. I will gladly fumish a list of references upon request. Having worked as a City Manager for 26 years, I have much to offer your organization. As you can see from my resume, I have experience in a broad range of functions that the City of Kenai considers important for this position. I have extensive, economic development experience, both commercial and industrial, which includes experience with tax incremental financing, and I have also worked with downtown development authorities. I have also worked on comprehensive plan updates, zoning ordinance revisions, and growth management issues. I utilize a participatory management style that includes the development of goals and objectives, and I have developed and nurtured numerous, effective teams in the municipal sector. I have had to deal with numerous, critical issues facing communities experiencing the pressures of growth and development. In this regard, I have worked for three communities that were experiencing rapid growth, three communities in which tourism was a significant component of the local economy, and two communities that contained colleges/universities. My background also includes extensive work in the areas of capital projects construction (water, wastewater, streets, recreational projects), capital improvements programs and budgeting, public utilities operations, and grants, and I have worked with numerous, volunteer, citizen committees and boards on various projects. In addition to the above, I have extensive experience in the areas of recreational facilities development and open space programs. My wife, Vicki, and I are looking for a stable community in which we can raise our nine-year-old twins and contribute to the community's future. With this in mind, we are willing to make a long-term commitment to our community. If you have further questions or need additional information, feel free to contact me at (401) 377-2187 or at the address shown on the enclosed resume. Thank you for your time and attention to this material. I await your reply. Respectfully, Eric A. Strahl Attachments ERIC A. STRAHL 327 Tomaquag Road, P.O. Box 783, Ashaway, Rhode Island 02804 (401 ) 377-2187 ericstrahl~netzero.net CITY MANAGER/CHIEF ADMINIST T OFFICER Budget Management/Program Management/Finance/Human Resources Grants/Vendor Management/Government Relations/Resource Management Regulatory Compliance/Negotiations/Contact Management Accomplished administrative officer with record of successfully leading organizations to define and achieve their goals, become more productive, and manage change. Prepared and administered budgets in excess of $20M, industrial park development, utilities construction exceeding $50M, negotiation of business and labor contracts, development and implementation of long-range plans and organizational restructuring. Proven coalition builder, maintaining mutually beneficial relationships. * Secured $2.5M for sanitary sewer construction at no cost to the city. . * Repaired town's relationship with US Navy shipyard, preserving multi-million revenue source. * Led airport renovation project, securing $540,000 in funding. * Spearheaded 47 acre industrial park expansion, enriching local economy by $16.5M Key Skills: Defining goals and objectives. Building and motivating multi-disciplinary teams. Fostering strategic alliances. Driving organizational efficiency. Achieving stakeholder, buy-in. Creating innovative solutions to complex problems. Assessing and establishing organizational priorities. Interfacing between government and private sectors. Developing and exploiting growth opportunities. Communicating effectively with diverse stakeholders. MPA, Western Michigan University. UA, University of Michigan. SELECTED ACCOMPLISHMENTS Secured $2.5M for sanitary sewer construction at no cost to the city. Town lacked adequate funding for treatment facility upgrade and system expansion. Developed improvement plans and established strong relationships with state officials. Secured $350,000 from unused federal grant monies and $700,000 from the state and the US Navy. Negotiated with business owners to pay 100% of cost to extend sewer into adjacent commercial area. Project provided reliable long-term wastewater disposal, enhanced property values and increased tax revenues. Repaired town's relationship with US Navy shipyard, preserving multi-million dollar revenue source. Town's relations with US Navy shipyard, area's largest employer, had declined dramatically. Reestablished relations with shipyard Navy commander. Held meetings with town and shipyard sta~ to emphasize need for and benefits of cooperation. Developed joint lobbying efforts to secme work for shipyard and retain local jobs. Secured shipyard support for sewer construction project, resulting in additional federal funding. Facilitated sharing of facilities and equipment. Led airport renovation project, securing $540,000 in funding. Identified opportunity to improve local economy by upgrading local municipal airport. Secured gram from the state Bureau of Aeronautics to lengthen and resurface two nmways and upgrade all airport lighting. Made airport accessible to corporate jets, improving access for local industries. Facilitated construction of five new private hangars for civil aviation at no cost to the city. Improvements to yield $18,000 increased annual revenue for city. Spearheaded 47 acre industrial park expansion, enriching lo,cai economy by $16.5M. City's industrial park was nearly full. Collaborated with local nonprofit economic development o~anization to secure purchase of 119 adjacent acres of vacant land and construct a 16 lot addition to the park. Funded majority of $1.9M cost with combination of federal and state grants and no interest loans. Expanded and upgraded municipal utilities, attracted new industries and expanded local-job base. Created 126 new jobs and added $264,000 to annual property tax revenue. CAREER SUMMARY Town Manager, Hopkinton, Rhode Island, 2003-2004. Served as the first Chief Administrative Officer of community of 8,000 with an annual budget of $21M. Supervised 10 department heads and functioned as Personnel Director and Purchasing Director. Devised and implemented new systems and prances, improving municipal operations. Prepared and administered budget. City Manager, Boyne City, Michigan, 1997-2002. City Manager and Airport Manager for municipality of 3,700. Oversaw $7M budget and supervised nine department heads. Served on Economic Development Corporation, the Local Development Finance Authority and the Downtown Development Authority. Managed personnel and purchasing. Earlier: City Administrator, City of Berea, Kentucky. Director of Finance and Administration, City of Cortland, New York. Fax RFC"-'"," , C,! ":-" (~"':-' >' ]:)ate: /,_o_/~.~ From: 1~ . Home Phone: (401) 3 77-2187 Fax: (401) 377-2187 Number of pages (including cover page): Remarks-. KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone' 907-283-7535 / FAX: 907-283-3014 =www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby autlaorize the City of Kenai to conduct a thorough investigation of my past employment, 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 arm contents. By: (print)~ DA'rE: -j On this ~ day of ~l/'obE,¢r' _ . .... , 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 lais/her free will and deed. Nb t-a-D, -P u b~ i c i-n a ia d -fdrr/ A2M__ _,~_ My Commission Expires: , 2005, before me personally appeared October 26, 2005 Ms. Klm Howard Assistant m thc City Managcr City of Kcnai 210 Fidalgo Avenue Kenai, Alaska 99611-7794 Re: City Manager Reomitm~t Dear Ms. Howard: In response to your letter of October 1, I am submitting rt~pons~s to the suppl~~~ questions for ~he position indicaied above, and I am also providing a se~ of references and a sign~ contra to rel¢~.~ i~orm~on form. Pl~ ~mbi~ ~ ~s with my previously submitted resume. ffyou have finlher questions or need additional real. als, fool free to contact mc at (401) 377-21 $?, ericstrahl~n~tzero.ne~ or at the address shown on my previously submitted r¢suln¢. Thank you for your time and a~enfion to this mamial. Eric A. Strahl CITY MANAGER RECRUITMENT CITY OF KENAI, ALASKA RESPONSES TO SUPPLEME~AL QUESTIONS .... CITY OF ~:ENAI { , ADM!,..NISTRATlgN ,, , (1) Submit m discussion of any incidents or issues of public controversy that fi bmckp, round investigation could revesL There is nothing in my twenty-six-year career as a City Maz~er about which I am ashamed. If a background invcstitafion should uncov~ soma/n/of co~ I would be glad to provide additional infom~ion and clari~ thc ma~cr. (2) Discuss your areas of stFengths and weakness as a manager. (1) I utilize a participative management style that emphasizes teamwork, and I live to involve people in ~c decision-making process, for I don't claim to have all of the fight answers to all of the questions and problems. This apprmtah ernphas~ commm~ca~on both up and down ~c chain of command. I also utilize an "open door policy" as far as dealing with issues, problems, and concerns of not only employees, but also residers of thc community. (2) I believe that innovation is important, for trying new approaches and ways of accomplishing thin~ leads to better operations, growth of thc organization, and a more s~sfyin8 work cnvironmcm for ,mploy~s. (3) I pay altcntion to the quality of the dechions that I make; the decision not only has to benefit thc community today, but also has to work long mm. With this in mind, I am able to focus on the "big picmze" (the future) and the impact ofloday's decisions on the community's and thc municipal organization's futm~. (4) I utilize goals and objectives, not only for myseiK but also for the community and municiI~ dq~~~t~. A~ p~ of this pm~~, it is ~ impo~t to do ~ evaluations to determine what is working well and what is not working, how the municipality is progressing in reaching its goals, and how cmployecs are measmin~ up to a set of jointly dctennined evaluative criteria.. (5) I have strong analytic~ and budgeting skills. I can take au issue or a problem, bruk it down and study it, analyze alternative solutions, and provide a sound recommendation, with support, for thc best alternative. (6) I believe that an impommt part of thc City Manager's job is to help employees improve their performance and allow the operations they perform and/or supervise to run more effectively and efficiently. (7) I maintain a good sense of humor, for I believe it is important in terms of m~ng the work environment more enjoyable and relieving th~stress th~ can occur when uying ~o me~t deadlines. (8) Wi~h 26 yeah of experience as a City Manage, I have significant experience in many areas of municipal government, aud I believe it is impo~t to share thi~ experience and cxpenise with other employees in the organization. This is pan of thc menwring process that is importani ~o the or[~izafion's fiimre gro~ (9) My past, employmem experience lends itself well to ~hc challenges facin~ the City of Kenai. I have spent most of my career working in nazi and semi-nwal areas, with three of the municipalities being locamd "on the water." Although I have much experience in commercial and industrial development, three of the commurli~es ill which ! worked had strong ~ourism components, both summer and winter, in their local economies. In one community commercial fishing (lobstering) was strong, and two communities contained harbors/marinm. I have worked on over $60,000,000 worth ofinfrasm~m~ projects, have used the National Main Street Program to benefit s~v~ communities, and have also served as au Airport Manager. Based upon various, personality lcsts that I have taken, the terms used to describe my leadership/mamgement style ~re as follows: energetic, self-confident, enterpri~g, creative, optimistic, reali~ic, honest, practi~, persist~t, ~pios~hable, and attention to detail. As far as potzntial weaknesses are concerned, I would mention four: (1) Although I have good computer sldlls (word processing, spreadsheets, intemet, email) and have overseen computer hardware and software replacement pwjocts for two municipalities, the world of computers is constantly changing. I do wish thai I had more time to study this area. (2) Today many people expect instant answers and solutions to complzx problems. I call these "fast food answers." They are fast, but they usually do not work over the long term. I do not give these types of answers. I take the time to analy~ an issue or a problem before resolving it. Some people may s~ this as a shortcoming. (3)' I expect a great deal from department heads and municipal employees and have no sympathy for somconc who is not willing to give I (4) I am not a non-stop talker who feels that every pause in a disctmsion must be filled with words. Ill have something important to say, I say it. (:3) Discuss your philosophy of the FoIes of a City Minster and a Council in the Council-Manager form of government. Include a dis~bn of whet you believe are the Manager's responsibilities ~o Council, as well as the Council's responsibilMes to the Manager. - A solid, productive relationship between thc Council and the Mmla[~ is established and maintained by having a good understanding of both the Council's and the lVfana~cr's reslxmsibilities, working within a cooperative envimmmt that emphasizes mutual respect, and involving all parties in the decision-making process. Both parties must understand that, to crea~ lasti~ solutions that work, requires the effort and commitment of all, and tl~s can only be achieved by developing a relationship in which idens can be fr~ly discussed and debated and in which everyone is encomaged to participate and contribute. With tl~s in mind, I see the City Council ~ul~~g four, imporvm3t functions: (!) Work with the staff and commtmity a~ large to establish goals and objectives for thc community and the 1o~ $ov~nment org~tion on both ~m pcriodically monitor progress in sahieving them. (2) Eslablish general policies and procedures for the operation of the local gov~,nm~t ~nd the ~on of it~ m~jor functions. (3) Communicate with and receive feedback ~om resists of the community on i~ues, probit, ~:. (4) S~t the tone for the City ~md it~ ~in ~ of how to deal with and ~~'o~h i~u¢~, probl~q, and th~ public. As a City Manager, I see my primary functions, in addition to mnn%~ng day-to-day operations, as follows: (1) I am a facilitator, facilitating the discussion and resolution of issues and problems by providing information, expertig, and recommendations based upon knowledge and experience, and ass~g that City staff and all stakeholdm and interest~ panics are involved in the discussion and eventual solution/resolution. (2) I am an implemcnt~, taking the Council's broad policies and directives, developing a frmnework and the details to implement them, implementing them, evaluating them ~ implementation, and providing the Council with feedback. (3) I serve as a bridge between thc Council and City employees, communicating and explaining thc Council's goals, ideas, ~ves, and expectations and working with employees to integrate them into the organizalion, and also providing the Council with tl~ ~s id~ ~nd f~li~s. This mnst I~ done with a high ~ of in~~', hon~y, and confidence in order to estabUsh trust and credibility. (4) I serve as a commu~cator, corem, _mi_'._~e~_'vg and explaining policies and programs to the general public and the media and inc~rl~rafin~ the public's ideas into improvements to said policies and procedures. (5) I serve as an cvaluator, examining operations and suggesting chauges to the Council. Such ev~fluations can be initia~ed by either me, the Council, or both, and they offer opportunities ~o inject change and innovation into tim system. (6) I serve as an innovstor, searching with the staff for new ways to operate programs and accomplish goals, ways thax offer improvements while msintaining those elements of existing programs that have proved successful in the paso I also work to ~ an environment that fosters the same thought process in other, municipal employees. (7) I serve as a negotiator, working with local groups and organizations and federal and slate agencies to build partnerships and further the City's interests. Eric A. Strahl P.O. Box 783 327 Tomaquag Road Ashaway, Rhode Island 02804 (401) 377-2187 eriestrahl~netzero.net REFERENCES Chief Randall 'Howard City Hall 319 North Lake Street Boyne City, Michigan (231) 582-0352 (work) (231) 549-33 82 (home) Chief of Police 49712 Mr. Timothy O'Leary 506 Jackson Street Petoskey, Michigan 49770 (231) 439-9485 (home) Former Director of Plannin~~ks and R,creafion Director/l-larbormaster Attorney James Murray Plunkett & Cooney, P.C. 303 Howard Street Petoskey, Michigan 49770 (231) 347-1200 (work) (231) 348-6413 (home) City Attorney Mr. Thomas Johnson Northern Lakes Economic Alliance 1414 Timber Ridge Trail Boyne City, Michigan 49712 (231) 582-6709 (home) Former CEO, Economic Development Organization (five county) Dr. Clifford Kerby 108 VanWinlde Grove Berca, Kentucky 40403 (859) 986-8418 (work) (859) 9864459 (home) Former Mayor/Physician Chief Edward Strong Kittery Police Depamnent Attorney Laura Dinon Plunkett & Cooney, P.C. 303 Howard Street Petoskey, Michigan 49770 (231) 347-1200 (work) (231) 348-3634 (home) City Attorney (labor) Mr. Larry Fox Capital Consultants 123 West Main Street Suite 200 P.O. Box 1398 Gaylord, Michigan 49734 (989) 732-8131 (work) (989) 732-1603 (home) City Engineering Consultant Mr. Jeffrey Thomson 25 Old Post Road Kittery, Maine 03904 (207) 439-1277 (home) Town Councilor/Former Council Economist/U.S. Department of Labor Mr. Dennis Estes Chauncy Creek Road P.O. Box 359 Kittery, Maine (207) 439-I 638 Chief of Police 03904 Kittery Poim, Maine 03905 (207) 439-0639 (home) Town-Councilor/Business Owner Attorney Linda McGill Moon, Moss & McGill, P.A. 10 Free Street P.O. Box 7250 Portland, Maine 04112-7250 (207) 775-6001 (work) Town Legal Counsel (labor) Ms. Elaine Plante Rural Route 2, Box 232 1 Greenfield Drive Kittery, Maine 03904 (207) 439-1236 (home) Budget Coordinator/University of New Hampshire (retired) Page 1 of 1 Kim Howard From. Dave Thompson [dwthompson@pemberton-twp.com] Sent: Monday, August 29, 2005 9:14 AM To: Klm Howard Subject: RE: city manager I am good friends with Mike Navarre and have been to your fair city many times, Mike was my roommate when we were in Juneau, my interest in Kenai is genuine. DWT From: Kim Howard [mailto:khoward@ci.kenai.ak. us] Sent: Monday, August 29, 2005 12:46 PM To: Dave Thompson Subject: RE: city manager Mr. Thompson, I've received your resume and cover letter. Thank you for your interest in our city! Kim Howard, Assistant to the City Manager ----Original Message ..... From: Dave Thompson [maiito:dwthompson@pemberton.twp.com] Sent: Monday, August 29, 2005 5:43 AM To: Klm Howard Subject: city manager Dear Ms. Howard: Attached please find my resume and cover letter in application for the position of City Manager. If them are any additional materials required to complete my application please contact me at your convenience. Thank you. Dave Thompson 8/29/2005 August 29, 2005 Mayor and Council c/o Kim Howard City of Kenai Kenai, Alaska Dear Mayor and Council' Enclosed please find my resume in application for the position of City Manager. Please allow me to expand on my qualifications. My application offers you education, training and experience that are both wide and deep. I have been involved in government in a range of positions over a forty year period and in four states. I have been elected to public offices, including school boards and the state legislature in Alaska. I have been in staff positions for state legislators in two states, including Assemblyman Louis Greenwald, Chairman Assembly Budget Committee, in New Jersey. I have also served on various appointed boards and commissions, including the Equal Rights Commission of Anchorage. And I have been a municipal administrator in two municipalities in New Jersey, Burlington City and Pemberton Township, for the last five years. These two municipalities are among the poorest in Burlington County and presented the greatest challenges for the provision of services with very limited resources. My educational background includes a Master of Public Administration Degree from the Kennedy School of Government, Harvard University. I have also attended Executive Management Programs at the Harvard Business School and the Wharton School of Finance, University of Pennsylvania. Simply put, you will find my professional credentials in order. My experience lends itself to this position in a variety of ways. In particular, I have strong skills in the areas of daily operations and fiscal analysis. Having worked in multiple environments, I have seen a wide range of practices and can articulate clear recommendations for the implementation of Kenai city priorities. I have been involved with both Republicans and Democrats and pride myself in being able to work with everyone. I would welcome the opportunity to see if my skills and your needs were a comfortable match at this time. I look forward to hearing from you and until then, I am Sincerely, David W. Thompson Enclosures David W. Thompson 12 Municipal Drive Lumberton, NJ 08048 (609) 914-0787 (H) (609) 894-3303 (W) dwthompson~pemberton-twp.com Education Kennedy School of Government, Harvard University, Cambridge, MA, Master of Public Administration (MPA), Public Finance emphasis. (1987-88) Westminster College, New Wilmington, PA, Bachelor of Arts, History/Government. (1964-1968) Training Executive Management Program, Wharton School of Business, University of PA. (1980) Executive Management Program, Harvard Business School, Harvard University. (1984) Ext~erience Business Administrator~ Pemberton Township, Pemberton, NJ. (2003-present) Responsible for day-to-day operations of township with 168 employees, 64 square miles, 28,000 people and '05 budget of 22 million dollars. Business Administrator, Burlington City, Burlington, NJ. (2000-2003) Responsible for day-to-day operations of city with 134 employees, 3 square miles, 9,800 people and '02 budget of 13 million dollars. Chief of Staff, Assemblyman Louis Greenwald, D-6, Cherry Hill, NJ. (1997-2000) Responsible for office management, legislation research, constituent services for Chairman of Assembly Budget Committee of NJ State Assembly. .Communit~ Planner, City of Thorne Bay, Alaska. (1997) Hired under contract to produce an economic survival plan to a community that had lost 2/3 of its jobs because of the decision to close the Tongass National Forest to logging operations. Staff, Senate President Rick Halford, Alaska State Senate, Juneau, Alaska. (1995) Responsible for Rules Committee, constituent relations, and liaison with House of Representatives. Executive Director, Alaska Center for Blind and Deaf Adults, Anchorage, Alaska. (1990-95) Responsible for day-to-day operations of non-profit agency serving adults with hearing and vision limitations. David W. Thompson Page Two Experience continued Othe._...~r General Manager_, Ketchikan Public Broadcasting Corporation, Ketchikan, AK. (1988-90) Responsible for day-to-day operations of public radio, cable and low power TV stations in SE Alaska. Served five multi-cultural communities. State Representative, Alaska State House of Representatives, Juneau, Alaska. (1985-87) Represented Kodiak Island, 13 multi-cultural communities and area 6500 square miles. Served on Resources Committee, Health, Education and Social Services Committee, Fisheries and Telecommunications. .General Manager_, Kodiak Public Broadcasting Corporation, Kodiak, Alaska. (1979-85) Responsible for day-to-day operations of public radio, cable and low power TV operations that served 13 multi-cultural communities. Program Director/General Manager, Barrow Public Broadcasting, Barrow, AK (1976-79) Responsible for day-to-day Operations of public radio station on North Slope of Alaska. Initiated bi-lingual format. Teacher/Coach, Huntington Beach School District, Huntington Beach, CA. (1973-76) High school history teacher, Boys Tennis Coach. Teacher/Coach, Cherry Hill School District, Cherry Hill, N J (1969-73) High school History teacher, Boys Tennis and Basketball Coach. ddiunct £ecturer~ Lees-McRae College, Banner Elk, NC (1995-97) _Adiunct £ecturer_~ Caldwell Community College, Boone NC (1995-97) Adiunct Lecturer, University of Alaska, SE, Ketchikan, AK. (1988-90) ..Member/PreSident_, Kodiak Island School Board, Kodiak, Alaska. (1980-84) Member, Ketchikan Gateway Borough School Board, Ketchikan, AK. (1988) Member Anchorage Equal Rights Commission, Anchorage, AK. (1990-92) References _ Furnished upon request. OCT I 7' zuu~ i i October 12, 2005 Kim Howard, Assistant to Manager City of Kenai 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Dear Ms. Howard: Enclosed please find the requested materials to complete my application for the position of City Manager. I look forward to heating from the Council regarding interviews. Thank you. Sincerely, David W. Thompson 12 Municipal Drive, Lumberton, NJ 08048 October 12, 2005 To.' Fr.' City of Kenai David W. Thompson/ Re; City Manager Questions 1. Background issues: None, I am plain vanilla folks and have never been arrested or whatever but do have a couple of driving infractions (no DUI). Background authorization enclosed. 2. Strengths/lVeaknesses: Strengths include ext~erience in government in wide range of roles over several decades and states, including Alaska. Financial acumen and willingness to make the tough decisions. Common sense and Well developed sense of humor. Weaknesses I will charitably limit mentioning only my desire to get the job done, which can sometimes lead to impatience. I am goal oriented and measure my own performance by what we get accomplished. 3. City Manager/Council Roles: The Manager is responsible for the day to day operations. The Council is responsible for overall policy, local ordinances and approval of the budget. The Manager must communicate with Council, no elected official I have ever met likes surprises. I have always understood there is a chain of command, the Manager reports to the Council, makes recommendations and recognizes the Council's authority to make decisions as stewards of the public trust. The Council owes honesty and communication to the Manager. Lastly, both parties owe a willingness to work together for the public good. I trust that receipt of this material completes my application. If there are any other tasks still outstanding please contact me at your earliest convenience. KENAI. ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone- 907-283-7535 / FAX' 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my. past employment, 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 '.'~. ' ~ ,/ ../~/7 / /', (print) DATE: /-~ 4 Z. - Ox,~ STATE OF ~kb_) ' ) On this l~;~day of _/~'-.-/0~Y"", 2005, before me personally appe~ed , ~own to me to be the person whose name is subscribed on he foregoing Consent to Release of Information, ~d acknowledged that he/she executed the s~e as his/her free will and deed. ~ ~ff~c~~C~..~~ My Commission Expires' MICHELE M. BROW~' Bradley Viles 1238 Bouchard Ave Janesville, WI 53546 608-757-1821 bviles~ticon.net September 25, 2005 Kim Howard City Of Kenai, Alaska 210 Fidalgo Kenai, AK, 99611 Dear Kim Howard: I have been looking for a dynamic and challenging opportunity where I can use my experience. The position of Manager/City of Kenai seems to be such a challenge. Please see the enclosed resume and cover letter for more details on my qualifications. Throughout my career, I have been known as a quick learner and a self-starter. Although I work well independently, I am equally comfortable working as part of the team. I would grant that I do not have the background of a city manager, however my resume shows that I have experience running my own business, working in a union shop, holding union leadership positions, and holding supervision positions with budget responsibilities. Wherever I have been, I have constantly worked towards improving working processes and conditions while keeping focus on the people around me. Should you agree that my skills match the requiremems for the Manager of Kenai, I would welcome the opportunity to imerview with you. I know that Wisconsin is a long way away from the opening and I just want to assure you that I am very interested in this opportunity and have talked it over with my family. I would be happy to apply in person once I know that the City and Yourself are interested. Until then, I thank you for your time and look forward to meeting with you. Very truly yours, Bradley Enclosures BRADLEY G. VILES I am a results-oriented business development sales, anct operations manager interested in ex~plormg opportunities with your organization. Continuous process improvement and cost reduction to build value is my expertise. Whether challenged to successfully manage unions, implemem Six Sigma techniques, meet production quotas, build high performing teams~ reduce risks, or bolster morale. I have consistently delivered strong and sustainable results. Si~enificant accompff~~ include: · Eliminating white space, focusing production needs, reducing overtime, and shortening lead times at Hufcor by installing a demand pull system in the face depamnent · Directing the cross-tmimng of all production employees by convincing them to rotate through the depamnem: increased overall knowledge level, reduced downtime in the event of an absence, and created diversity in the work arrangements · SuccessfixHy completing a Six Sigma project and earning a Green Belt at Hufcor, project established a measurement system that allowed operators and the company to gain a better understanding of departmem~ activities and problems Creating a consignment paper anangement for ~Pyramid Enterprises. which was received as an innovative solution for companies that wanted to maimain control over their own inventory I will contact you soon to confirm that you have received this information. In the meantime, please feel free to contact me at (608) 757-1821 or by e-mail at . Thank you for your time and consideration. BRADLEY G. VILES 1238 Bouchard Avenue (608) 757-1821 Janesville. WI 53546 bviles~'ticon.net PROFILE Proven leader with an astute understanding of operations management and business processes, as well as the ability to apply strategic tactics that obtain bottom line improvements, increase organization effectiveness, and improve customer satisfaction. Expertise includes streamlining costs, budgeting, improving processes, generating sales, scheduling, and the optimization of resources for maximin profits. Demonstrated success implementing Six Sigma to reduce cycle times and shorten lead times, resulting in significant annual savings and improved operational efficiencies. Known for consistently achieving production goals in addition to building and motivating cross-functional teams that exceed senior management expectations. EXPERIENCE HUFCOR, INC. 1996- Present Leading global manufacturer of operable partitions. Generates about $50M annually. First Shift Produc~n Supervisor 2001 - Present · Consistently achieve production goals by effectively managing the production area Certified as Six Sigma Green Belt; successfully completed cycle time reduction projec~ while also effectively decreasing Work In Process and shortening lead times Simultaneously maintain the highest unit of output per labor hour in the facility and ensure production needs are fulfilled by support areas Directed the revision of the raw material delivery system in order to adequately adjust and react to demand using QRM techniques Second Shift Produc~n Supervisor · Successfully met production quotas in four assembly/sub-assembly departments · Drove process improvements for'two large support areas · Reduced lead times in bottlenecked areas · Managed union employees through the use of negotiated union contracts CNC Panel Saw Operator/Group Coordinator · Developed and operated a Giben panel saw that met ISO 9001 standards 2000 - 2001 1997- 2000 Ensured the smooth and proper movemem of products through the department · Worked closely with the purchasing department to guarantee the availability of raw material Operation Partition Assembler 1996- 1997 ' Responsible for assembling office partition walls, building frames, welding spots, and reading blueprints PYRAMID ENTERPRISES 1993- 1996 Secondary wholesale paper company developed as a spin-off to Lewis Paper Place following a downturn in the paper business. Owner & President · Founded and developed business from the ground up; achieved over $500K in net sales in less than two years Provided the majority of sales and customer service, while also directing all daily operations Conducted all negotiations for buying rights with suppliers Distinguished Pyramid EnterpriSes from competition by putting inventory into the customer's shop on a consignment basis LEWIS PAPER PLACE 1990- 1993 Wholesale paper company. Manager · Directed the activities of the Accounts payable, Accounts Receivable, and Purchasing Departments · Responsible for hiring, training, and firing staff of 5 - NORTHLAND PAPER Wholesale paper company. Salesman · Oversaw over 400 accounts in southern Wisconsin and northern Illinois · Achieved the third highest sales revenue in the history of the company 1989- 1990 NATIONWIDE PAPER 1986- 1989 Wholesale paper company. Salesman · Penetrated markets where Nationwide had no previous representation and reestablished contact in markets from which they had retreated · Increased sales in Peoria, IL and Madison, WI markets from $0 to $21K per month EDUCATION Bachelor of Science- Lacrosse University Associate of Arts- Rock Valley College Gener~ Course Work- We,stem Illinois University TRAINING Effective communication, QR.M, Lean Manufacturing, Safety Bradley Viles 1238 Bouchard Ave Janesville, WI 53546 608-757-1821 bviles~ticon, net October 6, 2005 Kim Howard City Of Kenai, Alaska 210 Fidalgo Kenai, AK, 99611 Dear Kim, I am very happy to be able to proceed to this part of the City of Kenai's search process. In this envelope I have included my past two reviews from the Company that I currently am employed at. I have the 2002 review somewhere, but I can't locate it. I can assure you that it would show that I was simply a little more unrefined than I was in 2002. If the City needs to see it, let me know as I will continue to look for it. I also have included the signed waiver that releases any background checks along with a page of references that are available for personal background checks if they are needed. The first item that was asked for was a discussion of any in¢idems or issues of public controversy that a background investigation could reveal. The only controversy that I can claim is the divorce fi'om my first marriage. My ex-wife and I have been to court a few times for custody, and child support arrangements. I w, lcome any background checks as I have lived a life that has taught me lessons without scarring me or my reputation. The next item that was requested was to discuss my strengths and weaknesses as a manager along with submission of any performance reviews. The reviews were discussed above. As the reviews are evaluated, I think that it is pretty obvious that one of my weaknesses is that I'm my own worst critic. I am famous at my company for staying later and taking my work home. I don't suffer fools gladly and I have a sarcastic side to me. As far as good points, I think that it is imperative to make every member of the team feel good about what they are contributing while trying to get them to improve their efficiency. I have a history of reducing costs and fixing or removing work in process costs. I have a Green Belt in six sigma, which means that I can statistically evaluate concerns and issues and put values on them along with showing pictures to explain the point. I like to lead and I am not afraid to change something even ill meet continued resistance. I will gram on the third question that this will be my first foray in city management so my answers may se~m spoken out of inexperience. I am struck by a simple yet important fact, which is that the Council members are elected by the people of the city and the Manager is appointext by the Council. It then seems that the Council would expect the City Manager to effectively mn the business of running the city and keep the Council abreast of the processes or changes. It would seem that the Council would be in the position of a "CEO" of the city while the City Manager is equivalent to a "Plant Man~er". The City Manager, as I understand it, would oversee departments and personnel of the City and their activities of running-the City. I would imagine that the City Manager would have control of submitting and managing a City Budget along with reporting the results of previous budgets. I would also think that City Manager would be, for lack of a better term, the leading cheerleader for the City which would involve recruiting public participation and getting the public to see City service as a friend and a resource. I believe that the City Manager would also serve the Council to make sure that their intents and plans were implemented as intended. In an ideal world, the Council would give the City Manager a wide berth to implemem the City Charter, but in the real World, the City Manager MIIST remember that he is appointed, therefore unelected, while the Council is the voice of the people who elected them. Very truly yours, Bradley Vi~s Enclosures References' Cliff Pedrick 1533 E Stratford Lane Beloit, Wisconsin 53511. 1-608-364-1927. Former Supervisor and Former Peer. Dan Finn 5 S Concord Drive Janesville, Wisconsin 53545. 1-608-755-1573 Former Coworker and Peer. John Kuffer 5184 W Miles Road Janesville, Wisconsin 53545. 1-608-755-1187 Former Supervisor and Former Peer. Kelly Grams 752 Logan Street Janesville, WI 53545 1-608-754-8051 1-608-921-0640 Employee who has worked with and for me Michelle Wallisch 1510 Southridge Dr Janesville, WI 53545 1-608-752-3997 Current employee KENAI, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone-907-283-7535 / FAX: 907-283-3014 www.ci.kenai.ak.us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 c 11 its provisions and contents. By: DATE: · / STATE OF On this ~ay of ~ , 2005, before me personally appeared _ ~J~-f- ~ Vr~ ~. , known to me to~e 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: 0 0 o 'ri · ~0 ! -~ 0 ~ 0 o o © © rtl ~> z o~ ~0 ~ oo~ o~ OH o~ ~ o~ ~mm MZ 0 ~ m ~0 MO N O~ Z ~ ~Z ~ ~z z~z ~ ~ ~0~ 0~ ~~ ~ ~Z 0 Z ~~ ~~0 Z~O o=o o o > o o~ 0 >mm o~~ 0~ ~mO ~ ~ z ~ ~o .~ ~~HO~ ~0 0 ~ ~ ~0~ ~ 0 0 ~ ~0~ ffi ~ O~ ~ ~ ~ ZOmZ ~ o~ ~ · ~0 ~ ~ o=0~~ ~HO ~~u~ H Z ~ 0 ~ ~ OZ~ DO~~ ~ © © H. o 0 o~ o~ ~0 mo~ ~0~ ~~0 moz~ 0 ~o ~~0 > oom~ ~~0 ~~0 0 o r~H ZZ ~0 O~ zm oo ~o z~ zo 0 .~l ZO :~0 CJ · 0 f o o · ~0 OZ ~z = ~ -oz ~ ~ o~o~ o~z ~~ o~ ~0 ~ z~o~ ~=0 =~= ~000~ ~ ~ 0 ~D ~ zo~~ o=z o= ~o~~= 0 ~ ~0~o~ ~0= ~'o ~z 0~ ~0~~ 0~ ~0 ~ ~0=0 ~ ,m i r-~ ~ i . © © 0 Z 0 0 D~O. 0~ o3- 0 Z > © > .< > 0 Z © 0 <0 0 Z Z~ Z~ 0 0 · ~Z ~0 0 < Z .0 O0 0 ~Z < z .(2: Z~ <~_ ~z Z~ . ~0 ~0 0 O~m Z~ Cfm 0 z o~ o <o ~o ~o ~o 0 ~no o~ oo o ~2 · o~n oo o ~o o o o o o 0 o 0 0 ~ · ~0 o~ ~0 I I 3107 Hiawatha Drive Loveland, CO 80538 September 7, 2005 Klm Howard Assistant to City Manager City of Kenai 210 Fidaigo Avenue Kenai, AK 99611-7794 RECEIVED , · I 2 Zuu Ci'TY OF KENAI ADMINISTRATION Dear Klm: This letter and the attached resume are sent to you in application for the position of City Manager for the City of Kenai. ! am certain you are receiving a large number of applications, some with ~'-~'~ ,,~.,~ cJ~ m~,nagemcnt experience, and others from a variety' of uu .~r persons. probably weigh heavily (80-20) in the "other" category. However, please at least continue reading. The resume is almost too sterile to fully describe my experience and what ! believe ! can offer to Kenai. It will show education and job history, but perhaps not highlight the "people" component, or energy, or long-range planning, adequately. There should be no doubt of my ability to plan and execute multiple projects and operations, simultaneously, across the nation and internationally. Much of that experience was gained as an officer in the United States Army for 21 years (3+ as an enlisted soldier and noncommissioned officer, 17+ as a commissioned officer). I managed facilities, transportation (ground vehicles and aircraft), logistics (materiel, equipment, fuel, lodging, food, deployments, and even amphibious logistics), and commercial enterprises. As Director of Personnel and Community Activities (albeit, briefly) for an American community in Germany, I oversaw personnel practices for U.S. and German citizens, and for 50+ community activities, ranging from childcare to commissary to bank to entertainment. I also oversaw construction projects, including headquarters renovation and maneuvering through the maze that is government purchasing processes (operations and capital) and contracts. In a civilian role, again I was deep into logistics, contracting, and management, including distribution and construction projects nationwide, and internationally. Currently, ! manage @ $25 million in assets for a small-to-mid-size hospital, part of one of the largest NPO hospital systems in the U.S. Outside my employment (sort of), I am an elected member of our City Council (population' 60,000). (I do receive pay for this.) I also served many years on local Boards and Commissions, including: City and County Planning Commissions, Human Services Commission, Finance Adviso~ 8oard, Communications Technologies Commission (formerly, Telecommunications Commission), City Charter Commission, and others. I also stay very involved in "softer" pro, rams, like Habit for Humani~ (building homes for Iow-income families), Alternatives to Violence (advocates for victims of domestic abuse, +), Special Olympics, and helping children (coaching, STRONG against drug, alcohol, and tobacco use), etc. ]:n long-range planning, ! authored and edited operational plans of strategic importance for the U.S. military, ]: co-authored our City Charter, ! helped develop our City and County Master Plans, and our Airport Master Plan. ]: am now participating in developing and implementing a strategic plan for our hospital. One other area in which ]: am well-versed is emergency planning, should Kenai have that interest. Plans, exercises, and communications are of utmost importance when needed most. My experience includes working with government leaders (military and civilian) at international, national, state, county, and city levels, even with tribal leaders on ]:ndian Reservations. "Participating" is a key word. None of us is as smart as all of us. ! work with people in every aspect of my life. ! have led (thousands), and ]: have followed. My peers and those ! supervise would, ! believe, describe me as a "Servant Leader." Currently, ! ani "k~ee-deep" in a system conversio~ at our hospital, with major changes in our materials management, purchasing, and finance operations, which ]: oversee. That is concluding in late-November. If you feel that ! might be a viable candidate, ! will be very happy to discuss possibilities with you at your pleasure. "Possibilities" is also high on my list of favorite words. Thank you (all) very much for your time and consideration. Host sincerely, (970) 412-8480 (ceml) (970) 663-7579 (home) (970) 635-4142 (work) rweaks@hotmaii.com Ron Weaks 3107 Hiawatha Drive, Loveland, CO 80538 (970) 635-4142 (day)/(970) 663-7579 (evening)/(970) 412-8480 (mobile) rweaks@hotmaii.com Education: MASTER OF SCZENCE in Systems Management, University of Southern California BACHELOR OF SC]:ENCE in Business Administration, Tennessee Technological University other: Additional postgraduate study (MBA), Hawaii Pacific University Graduate, United States Army Command and General Staff College Graduate of numerous advanced leadership and technical courses Certificate in Screen Arts (Production), University of New Mexico Logistics Management and Leadership, Walton Institute of Retailing McKEE MEDZCAL CENTER (04/02- Present) AT-HOME PROFESSZONS (o4/oo- o$/o~) GROUP PUBI./SHZNG, ]:NC. (~ 2/97 - 09/99) WAL-MART STORES, ]:NC. (06/91 - 11/97) UNI'rED STATES ARMY Materials Manager. Manage 5 departments (multi-million-dollar budget). Lead 28 staff in Purchasing, Shipping/Receiving, tvlailroom, Central Supply, Transportation, Linen. Accountable for Purchasing for main hospital and satellite/ancillary activities. Manage 2 facilities, including records storage facility. Centralized equipment for rapid a,~ailability ancl reduced operations costs. Created and manage capital asset recovery (sales, disposal) program. Designed Materials layout for hospital expansion and two warehouse facilities. Restructured two departments for greater coverage and increased efficiencies. Planned reduction in storage costs. Negotiate and manage contracts. More. Fulfillment Manager. Managed production, fulfillment, mailroom, and warehouse/distribution operations for a distance learning company. Supervised 25 employees in 6 departments. Responsible for employee selection, training, and customer service. Created policies and procedures for growing 'company. Resolved multiple staffing and personnel issues. Initiated quality Assurance and Safety programs. Conducted product R&D studies. Prepared and managed $2.56 million budget. Improved efficiencies by 12-20 %. Negotiated national/international shipping contracts and equipment purchases. Operations Manager, Supervisor, and Director, Group Workcamps. Planned, organized, and directed home repair/construction mission projects (work camps) for church groups nationwide and in Canada and Mexico (700 groups/12,000 volunteers) at 32 locations in 28 States, Canada, and Mexico during 1999. Contracted and coordinated 2,100 construction projects. Recruited, interviewed, hired, and supervised staff (500 volunteers, 100+ temporary employees, 14 regular (full-time) employees). Coordinated ground/air transportation for all. Negotiated contracts with 100+ vendors and 64 partner agencies and governments (U. S. cities, counties, and school districts; foreign - Canada and Mexico; Native American tribal governments; human services agencies and churches). Developed and managed $4.5 million budget. Approving authority for all contracts, purchases, and expenditures. P&L responsibility. Created greatest profit margin in 21-year-history of the program. Member, 8oard of Directors, Group Workcamps Foundation (affiliated tax-exempt agency). Established polities and procedures, strategic planning, marketing/PR. Logistics Manager. Responsible and accountable for regional distribution of $100 million in merchandise annually to 70 retail centers in 8 western States. Restructured fulfillment flow process which resulted in 20% increase in productivity. Selected, trained, and supervised up to 50 employees. Nways met quarterly and annual goals in procluctivity, quality, and safety, and met or exceeded customer service standards. Aim served as distribution center Training Manager for @ 350 exempt/non-exempt employees. Prepared courses/ lesson plans, presented instruction, and prepared/submitted corporate reports. Commissioned Officer. Specialties in Intelligence, Aviation, [o8/75 - o$/~.t ) Communications, Logistics, Special Operations, et a/. Experienced in: R&D; communications; materiel management; personnel administration; leadership; training; facilities management; operations and strategic planning; budget development; contracting and purchasing; maintenance; security; safety; public relations; and, interagency and international coordination. Supervised up to 200 personnel, with direct support responsibilities for a staff of 450, indirectly for :L0,000. Director of Personnel-and Community Activities for a military community of 2,200 Americans in Europe, with oversight responsibility for 37 business activities and employment of U.S. and foreign citizens. Authored/Edited doctrinal national strategic documents. Represented U.S. interests with foreign governments and agencies. Created unparalleled training programs. Organized and conducted major national/international logistics and transportation exercises. Negotiated purchases within government policy, creating significant cost savings. Organized units. Managed fleets of aircraft and vehicles. Community (Volunteer) Service: LOVELAND, COLORADO 1/04 - Present) City Councilman, Ward 1. (Population: 60,000; Budget: $175 million; Employees: 685) Elected to provide strategic planning and governance. HABTFAT FOR HUMANITY (12/99 - Present) Board of Directors (former President, VP, Treasurer). Plan, finance, and organize home construction for economically disadvantaged families. Member of Executive Committee. PR, advocate for "affordable" housing. Authored first "Employee Handbook." ALTERNATZVES TO VIOLENCE (.Z2/99- OZ /03) Member, Board of Directors. Advocates for victims of domestic violence. Strategic planning and public relations (awareness education). POUDRE WZLDERNESS VOLUNTEERS (.~2/99- 0~/03) Volunteer (former Secretary, Board of Directors). Auxiliary of the National Forest Service. Public relations, educate the general public on issues regarding land conservation. cTrY OF LOVELAND, CO (.~2/9.~ - ~2/97 (varied) Member, City Charter Commission. Elected to co-author City Charter. Member, City Planning Commission. Held public hearings, took testimony, interpreted zoning and land-use ordinances, reviewed and approved building and development proposals. Developed Master Land Use Plan. Subcommittee Chair. Member, City Budget Advisory Commission. Advised and assisted City Council and Executive Officer (City Manager) in budget development. Chair, City Telecommunications Commission. Recommended establishment of commission to advise city government on telecommunications strategic needs and development. Negotiated cable television long-term franchise renewal incorporating customer service standards for the first time. Chair, City Human RelaUons Commission. ~blished and oversaw allocation process and administration of city grants (@$250,000 annually) to local human services, non-profit agencies. Member, Regional TransportaUon Citizens Advisory Committee. Contributed to development of dry/regional Transportation Plan. LAR]:MER COUNTY, CO (.~ 992 - .Z 994) Member, County Planning Commission. As member of this quasi-judicial board, held public hearings, took testimony, interpreted land-use law, reviewed and approved building and development proposals. Developed Master Land Use Plan. THOMPSON SCHOOL DISTRICT (.~ 99.~ - Present) Volunteer. Participant in curriculum development workshops. Judge for "Odyssey of the Mind" competition. Parent-helper for student retreats. Tutor. OTHER New Mexico Special Olympics (photographer/videographer). New Mexico Zoological Society (Public relations and fund raising. Produced award-winning television PSA). Youth Soccer coach. 3107 Hiawatha Drive Loveland, CO 80538 September 25, 2005 Kim Howard Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, AK 99611-7794 Dear Kim and Members of the City Council' This letter is sent in response to your request for additional information regarding my .September 7, 2005 application for the position of City Manager for the City of Kenai. More than a letter, this packet has 3 sections' · My three responses to the letter you sent (including the background check form) · Copies of narratives from some of my evaluations over a 21-year military career · Copies of my last three years of evaluations with my current corporation ]: apologize for the weight of this packet, but ! want to ensure you have everything you need to help you in making your decisions. Thank you (all) very much for your time and consideration. Most .sincerely, Ron Weaks (970) 412-8480 (ceil) (970) 663-7579 (home) (970) 635-4142 (work) rweaks@hotmail.com 0/1 /1 r'rn Ron Weaks Applicant: Ron Weaks Request #1. Submit a discussion of any incidents or issues of public controversy that a background investigation could reveal. Enclosed [sa waiver for your signature authorizing background investigation and reference checks. Applicant's Response' There are no negative incidents or issues of public controversy in my background. As a Commissioned Officer in the United States Army, ! held a Top Secret (codeword) Security Clearance, which required the most in-depth background investigation possible. For the past 3+ years, ! have enjoyed and exercised the trust required in a medical setting. [ have been chosen twice by the public to hold elected office in our community (pop.' 60,000). The completed waiver is enclosed. Applicant: Ron Weaks Request #2. Discuss your areas of strengths and weaknesses as a manager. Copies of performance evaluations may be submitted as part of this discussion. Applicant's Response: With this response ! have submitted copies of some of the narrative portions of many performance evaluations ! received as a Commissioned Officer during my 21-year career (3+ years as an enlisted soldier). Additionally, ]~ have included copies of my most recent (3 years') evaluations with Banner Health, a 25-hospital corporation. Managerial Strengths- · Whole-system thinking · Broad perspective (ability to see "the big picture") · Ability to manage a myriad of tasks and activities concurrently · Ability to set priorities, but willing to shift gears/directions based on customer needs · Undeterred by problems or obstacles · Ability to think strategically, while not overlooking the near term and day-to-day · Meticulous, in-depth research, shamelessly borrowing "best practices" · Situational analysis, evaluating what works, what doesn't · ]~nnovative · Forthright and articulate communicator · Comfortable in public settings · Dedicated to service, excellence Leadership Strengths - (not asked, but integral, and not necessarily the same as managerial) · Servant-Leader · Ability to communicate with employees · Sensitive to employee needs without losing focus on the mission · Willing to "get hands dirty" · Strong desire and willingness to develop the organization through developing the individuals · Holds self and employees accountable · Motivates by example · Strives to understand · Willing to delegate, and give latitude to make mistakes (which aren't "lethal")' · Loyal, up, down, and sideways (see "focus on the mission") Managerial Weaknesses- · Perfectionist · Tend to "over analyze" some things, until ! "step back" and take another look at the need · Occasionally get so involved that ! forget to look at the clock and know when to go home Applicant: Ron Weaks Request #3. Discuss your philosophy of the roles of a City Manager and a Council in the Council- Manager form of government. ]:nclude a discussi6n of what you believe are the Manager's responsibilities to Council, as well as the Council's responsibilities to the Manager. Applicant's Response: Philosophy - The name indiCates the priority' Council-Manager. "Citizen" at the front should be implied. The citizens are both "boss" and customer. They are the shareholders with the greatest stake in the present and future community. (This is not discounting that Council Members and the Manager a/so are citizens.) Generally, though, most citizens will not be able to invest the time required to analyze community needs, identify resources, and develop and implement plans to ensure that future community. Nearly all will have some sort of vision of how they would like the future community to look, just not the wherewithal to get from today to tomorrow. A rare few (and brave, ! think) citizens will step forward and ask, "Would you like me to represent you? ! have an idea what you want, and we are on the same wavelength." After some debate (peaceful or otherwise), the Council is chosen. As long as the (s)elected Council Members genera#y do what the other citizens want and expect (more often than not), those Members will likely retain their leadership positions. The Council is responsible to the citizens for communicating, eliciting comment, including all shareholders, and determining a unified (or at least super-majority) vision for the communi~. That includes strategic planning, and on-going discussions. That also includes setting policy. Then comes the City Manager, an employee, hired by the Council. The Manager's roles are as facilitator (making things happen in an orderly, timely fashion), steward (of all City Government resources), advisor to the Council, and leader of City staff. The Council has set policy and the Manager creates and implements procedures, and allocates available resources, to follow those policies. Manager's Responsibility to Council- Provide accurate and timely analysis (financial and situational), and periodic reports · Lead City staff in accomplishing goals/tasks · Determine staff priorities · Select the best people for every job (in City staff) · Allocate resources appropriately and efficiently · Keep Council informed, with as much lead time as possible (good news or bad) · Never let the Council be caught "unaware" · Respond to questions 24/7 · Address questions from the public in terms of understanding and current policy · Do not speak for Council (without Council approval) · Always remember the Employer (Council) / Employee (Manager) relationship Council's Responsibility to City Manager- · Communicate, communicate, communicate (honestly, openly, respectfully- it will be reciprocal) · Set expectations and review periodically · Allow City Manager to supervise City staff (includes hiring, evaluating, disciplining, terminating) · Trust KENAI, ALASKA 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 / FAX: 907-283-3014 www.ci.kenai.ak, us CONSENT TO RELEASE OF INFORMATION I hereby authorize the City of Kenai to conduct a thorough investigation of my past employment, 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 b~formalion and voluntarily consent to all its provisions and contents. · By: _ (print) DATE: O 9 ]2 ~, 10~ STATE OF ado On this _.2&~ day of ~,~~~r~, 2005, before me personally appeared ~cv~,oc_ r~ ~_. ~o_ak.__~ _, kno-Wn 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. My Commission ~.xai,,~s Dec. 19. Notary Pt.%lic in anal My Commission Expires:_ Current Employer: Banner Health As Hospital Materials Manager (Chief Logistician) April 2002- Current Ron Weaks ~ B,'mner Health System LEADERSHIP PERFORMANCE REVIEW Employee: Rnn Weaks Supervisor:. Wendy gparkn Position: MateriaiR Manager - Period Covered: 2002/2003 REVIEW OF RESISTS: Refemng to the principal aecoumabilities and the measurements a~in~ which tomtits are to be reviewed,, briefly, summarize the performance results in each area, iden ' ,nfying those areas that exeeeded e~tions as well as the areas of needed impmvemem. An appropriate performance mtmg must be indicated for each area using the following scale: 2= 3TM 4= Does not consistently meet e~tions. Consistently meets e~tions. Frequently. exceeds e~tions (at least 50% of the time). Consistently exceeds expectations (at least 90% of the time). exceptional. Performance is obviously ACCOUNTABILITY: PERFORMANCE RESULTS Leadership Expectations: - People Centered - Service Excellence Focused - Re, ts Oriented ,~ Demonstrate encouragemem and appreciation for individual and team achievements. ~ Create training, learning, and growth oppormmties for individual team members. ~ Conduct customer surveys or facilitate focus groups in order to identify and bfifill customers' needs and wants. ~r Positively represent Banner Health and MMC at work and in the commumty ~ Facilitate two monthly staff meetings, one for Central Supply Staff and the second for all MMC Materials Management staff, to ensure cohesiveness/commtmication. *Ron has outstanding lead~p ~ In his first year in MM he has built aa was done very quickly, and in a manner that worked very well for his staff.~ *Ron has identified his high achievers and created oppo~fi~ for them(ie SD Team Lead) and has worked to boost the performance of those not achieving at levels. · *Ron does a great job of recognizing team and individual successes ~rough individual praise, team cook outs, and various other methods. He is eager to praise and recognition to his sm_ffwhen in gtm~p settings oma~ of Materials Managemem-mfly a trait of a good lea{~! t, *Ron's cu~me, r.~_appmach has been recognized by st_afl members and pee~ thll.facility,.andin ~gional. and system settings, aComments from peer: "Ron is gtm~ to wofit'.with.. Hcis_v_ea3r reslxmsiv¢.and respo~bl~. I believe he has been a BIG asset to the Materials Management depmunent. He has organized the warehouse to the point where the ~aff can find what they are looking for. He has.has sttmdatfls expectations for those he manages! He is well. te~aecx~ by his employees and peexs~ I enjoy working with him." *Ron worked to create a customer survey, da 2003 the e~tion will be to cteat~ an~ action plan from the results of the smv~ and to 're storey' mstomers ia 6.months. Banner Health System WEIGHT: 25% X RATING: 4 = TOTAL RATING: 1.00 PERFORMANCE RESLrLTS ,/' Action plans based on Cmllup result~ are implemented for all departments; all managers are participating in the Leadership Excellence Series ,/' Retain current staff with special emphasis on decreasing first year mover ~' Lead the MM team in data gathering and verification, creating/m~g policies and procedures, and educationing staff hospital-wide. · / Commumcate system contracts including Portfolio Plus agreements to departments that are affected by the contract and make product changes as appropriate, according to these contracts. · / Become revolved in at least one system initiative or committee in order to increase .system awareness and broaden scope of system contacts. · Ron was very involved in the IMPACT planning phase of the 2002 Gallup Survey. He did a great j°b of leading the team in accomp!i.qhinE the projects identffied~ Ron also did a very good job of conve.ving the importance of the 2003 survey and achieved 100% participation. 2003 IMPACT plan will be a strong focus this year and should be a pan of monthly staff IntztltiI~$o · Ron is a u~mber, of 2 ~ sulmply teams and is a positive contributor on these committees. He is also dilis~ut about sharing information from these ~o others in the region. In 2003 we will use the Wed. Regional MM Team calls to communicate this information. · Ron has been_ verlL revolved in policy creation/mod~cation~ He was insmunental in the rewnting of MM role summaries. He is a very good mcmnber and participant in Regional MM team meetings, l~-~...ai~ut .what .is best not only for Mc, Kee but also how it.can be · Would like for Ron to continue to enhance knowledge and understanding of Premier contracts and continually look for opporUmities to aaudardize and reduce supply e~ at MMC, across the region, and across the system. WEIGHT: 25% X KATING: 3 = TOTAL RANG: 0.75 Banner Health System ~UNTABELITY: blEAS~: PERFORMANCE RESULTS Individual Outcomes: ~' Be informed and prepared for Joint Commission visit. ~' Implemem at least one QI project for each MM departmem that can be monitored, tracked, and communicated to th_e__staff at monthly meetings. v' Become more knowledgeable on Premier contracts through review of the Portfolio Analysis report,. Webcat, and system resources. ~' Enhance the value of the MM department through participation in and leadership of facility committees, improving MM visibility and demonstrating the cooperative, service nature of MM throughom the facili ,ty, the region,, and the system. *Ron is very revolved in JCAHO preparation. Continued focus on this area with aaemphasis *QI projects were identified in MM departments in 2002. Would like to see an increased effort to communicate to staff, track at least one quan~ble project and post the results monthly. *Comments from peer: "Ran. is a good example of providing exceptional customer serviee~ He make~.a good first impressian and is aeeoumabil¢ for his aclions. He is a good team leader,,~ easy..to eommtmicat¢ with, fun, has a positive attitude, talented and I think we are luoky to have found him? *Ran dom an excellent job of~ MM and MM¢ on nmnerous in house, system, and~l eammm~ ~ittee~..dte jumped fight .ia and mmmt several MMC events and coney proves his strong focus on eoolnxatioa and service excellences, Ron is a true role mode~ in this area! Because of his strong service.excellence focus and strung leadership abilitiea, l~e has been given 2 more departments to oversee in 2003-linen and transport I hava no doubt that he .llandl¢ them 2 ma~riee oriented cleparlmeats ia the same eu,qtomer and employee focused *Comments from pee~.". It may be prudent for Ron to learn the PMM system, so that when necessary, he can help with the needs of his customers. Tttis would allow Ron to have a better understandi~ of what his employees must accomp~h on this system and what the limitations can beRon has been a leader for the cost savings initiatives program." *Comments from peer. ...,aa .wflling~.to listen .to idem, and provides information withou~ promp~ As one of the presenters dmSag the NEO, Roa .empl~qi~ the role the employees play..m..conlnalling, aupply .eoa~_Roa has also strmsed the need for all of his employees aeamh out new cost savings ideas and if possible, implement them..' PERFORMANCE RESULTS WEIGHT: 25% X RATING: 4 = TOTAL RATING: 1.00 Financial Outcomes; ~' Budget of 2002 for MM dq-.artmenm iS achieved. ~' Positive contribution toward the System's stretch target is achieved by, 200_3 ,,' Document annualized supply expense savings of at least $200,000. ,,' Complete budget variance report monthly and submit to Region Director of MM. *MMC was ~..budget. far.ovemll'Sul~ly eXl:nm~$ The MM.depmlment had some salary variances but they were explainable and are on track for 2003. *Budget variance retxn'ts were not completed and submitted monthly. This is an expectation for 2003. Would also like for Ron to be very involve in variance analysis for the surgery depmoanent and other high supply volume depts as requested. *Ron positively contributed to the MMC SERG initiatives target. Pushing the expectation of cost savings dOcmnentafion to MM staff will be key in 2003. *In 2003 would like for Ron to focus a significant mount of his time to supply expense analysis. Become proficient on use of PMM Voyager to pull data for these analysis and for our customers. 8um~lv ext~az~ reduction is a svstem initiative and is a stron~ focus at each facility Banner Health System Ilevel. Materials Management needs to be the leader in this arena providing data, guidance, and analysis. WEIGHT: 25% X RATING: 3 = TOTAL RATING: 0.75 , OVE~L PERFORMANCE RATING: Enter the rating for each accountability above &total in the OVERALL RAllNO column: LEADERSHIP SYSTEM INDIVIDUAL FINANCIAL OFE, RALL ,,EXPECTATIONS OUTCOMES OUTCOMES OUTCOMES RATING .... .1..00 0.75 1.00 0.75 3.5 LEADERSHIP DEVELOPMENT: Use this space to capture plans for further strength development. Leademhip Excellence: 1. Conducts customer stagey or focus groups in order to better undemtand customers' needs and wants. Create action plan based on results from first mrvey. Resurvey in 6 months to gauge progress of action plan. 2. Actively participates in Region exploration of functionalizing buying opemtion.q. Be the lead on at least one area of exploration and report fin~s to Region Ieam. 3. Implement "scripting" for tramtx~ team to assure the highest possible customer service to tnmsport customers. System Outcomes: 1. Communicate system contracts including Portfolio Plus agreements to d~cnts that are affected by the contract and make product changes as appropriate, according to these contracts. 2. Share information from system supply team(s) with CO Region Mat~als Manager~via meeting minutes, or Wed. calls). 3. Hold monthly mectin~ as a vehicle for cohesiveness and commmcation. Individual Outcome: 1. Record QI project information daily/monthly and post/share with staff to flntm>ve processes. 2. Stand in on 2-3 OR cas~ in order to ~ und~ the supply chain in the OR and enhance relationships. 3. ~e more knowledgeable and proficient on PMM system; eslx~ally the Voyager Reporting module. Use VoYager Reports to complete supply expense variance and analysis on at least 3 projects in 2003. Financial Outcome: 1. Document annualized supply extxaLsc savings of at least $200,000. Expect and coach buyers to document at least $30,000 each in annualized supply expcn~ savings initiatives. 2. Complete budget variance report monthly and submit to Wcndy. 3. Complete rccategorization of remainder of supply items to more detailed supply categories. EMPLOYEE'S COMMENTS: S~sor Signam~ -Ii Date Date Executive Signature Date Banner Health- SENIOR LEADERSHIP PE~ORMANCE REVIEW 4/1/2003- 3f31~~ Employee: Rna Weakq Supervisor: Wendy gp~rk.~ Position: Materiai.~ M~naoer Period Covered: 2003/2004 REVIEW OF RESULTS: Referring to the principal accountabilities and the measurements against which results are to be reviewed, briefly summarize the performance results in each area,, idea ' .nfying those areas that exceeded expectations as well as the areas of needed improvement. An appropriate performance mtmg must be indicated for each area using the following scale: 2= 3= 4= Does not consistently meet e~tions. Consistently meets e~tions. Frequently exceeds e~tions. Consistently exceeds e~tions. Performance is obviously exceptional. ACCOUNTABILITY: Refer to Leadership Expectations Help Sheet £or The Behavioral Competencies (aaached) PERFORMANCE RESULTS Leadership Expectations: ~ People Centered -. Service Excellence Focused - Results Oriented Gallup Q 12 individual's team results (percentile ranking based on Gallup's heaithmre data base) Grand k/l'e art or l=less than 50~h percentile 2=50'h to 74z percentile 3=75th to 89'h percentile 4=90th percentile or above Behavioral competencies Conduct Customer Service Survey or Focus Groups ia order to better understand customers needs and wants. Create action plan based on results fi.om 1 ~t Customer Service Survey. Resurvey ia 6 months to gauge progress of action plan. Actively participate in Region exploration of functio~g buying operations. Be the lead on at least one area of exploration and report fin~s to Region Team. Implement "scripting" for Transport Team to assure the highest possible customer service to Tram~rt customers. lrnr~rovemant 1= less than 0.1 improvemem of grand mean 2=grand mean improvement of 0.1 to 0.19 3=grand mean improvement of 0.2 to 0.29 4=grand mean improvement of 0.3 or greater Roncgcepted responsibility and accountability for two addifionaD .d~lmnents ~inen, Tran._,9ortation - 69% increase in staffing), addiag, ll~ .~ to...16, for a total of 27, adding $350,000 in budget reSlX~rm'bilities,~ .and.~.lt 7, ~000...SCl..fL.storage facility for uamient storage of medical equipment, hospital furnishings, and medical records, including disposition of equipment, furnishings, and records. Ron took on these additional dmie~ williagly,..~d..~!ma~p~ W be an e/f~ leadez, ta~ the Transport team. Pon is very SUplXmive of his staff and enc~atag~ thek development~A McKee Buyer was "loaned" to Ogallala and subsequently took the Ogallala Materials Manager position. Ron rearranged duties and ~affing to allow this Bwer to cover in Ogallala thus crea~g this promotion opi~rmmty for the Buyer. In several other staffing instanc~ Pon has promoted from within and commumcates to staff their oppommities within the dept. C. nffitm.scores in 2003 immm~ over 2002~' Imtflemented and comvleted l.~t Ut~dated-A~r~l 1Z 2003 Banner Health- MMC MM Gallup scores exceeded facility, and System 12' ^ on Q Plans. scores on 10 out of 12 questions. ' ' · " Had seco~ consecutive year of NO vohmlary'mmover.(resignauons). ~' Ron does a..verymm job of l, eoo~i~ng staff and planning various social o cvenm(picnics, birthday celebrations, etc) throughout the year. ,/ Ron worked with IT to create Customer Survey f~r MM. Ron disseminated the surv~ 2x during 2003/4. Would like for Ron to share survey information with staff and devise action plans for ways that we can continue to anticipate customer's needs and exceed their e~tions. v' Incorporated.scripted behaviors for Transportation in mid-to-late 2003. Recently modified for added patient privacy and to improved Press-Gamey scores. Continue this work in 2004/5. Tramtx>rt wait times have become a frustration to nursing staff-devise plan in 2004 to correct problem. PERFORMANCE RESULTS WEIGHT: 25% X RATING: 3.75 = TOTAL RATING: .9375 Enha_oce knowledge and' understanding of Premier contracts and contmuallv look for oppormmties to standardize and reduce supply expense at MMC, across'the region, and across the ,system. Increase effort to communicate to staff and track at least one quantifiable project and post the results monthly. Communicate system contracts, including Portfolio Plus agreements to departments that are affected by the contract and make product changes as appropriate, according to these contracts. Share information from system supply team(s) with CO Region Materials Managers (via meeting minutes, or Wednesday calls). Hold monthly meetings as a vehicle for cohesiveness and communication. Record QI project information daily/monthly and post/share with staff to improve process. Stand in on 2-3 OR cases in order to further understand the supply chain in the OR and enhance relationships. Ron worked as part of team analog Premier portfolio. AggR~vely .pmmm malmct cx~plian~ md. all System standardization initiativ~fi~g MMI2 on tl~.~ audflaemtimale, whilc.~li.~n~.their undemanding and ~ - Participated as member of System Cardio Cath Committee and System Endo. Committee. Recently exchanged Endo for Radiology, and adding (collecting data' from) Respiratory. Shared Agendas and Minutes (as re~ved from BH) with concerned facilities (principally, NCMC and SRMC). Rcm was an active participant in the BH Supply Chain meeting. He .-Ji~aliC~lanmm~lioaand his story board won an award. Ron is .vm3tiavolwd macti~~.~ MaKee and in the comm~t~He is aa eamalltmt ___a~n___l~_'_~!or of 2daKae. and Banner.,Ron provided his emcee talents at various events and is seen as a great MMC and Banner supporter. Ron wrote a letter to the editor to "I-Ie~thcare Purchasing News" which touted BH's commitment to state of the art accountability and technology for managing supplies, to minimize costs, while also suggesting solutions to cost control. Ron.took ~~in last half of 2003) for.analyzing, sttpply and d~vic~~ ~ffec~ the Region, breaking down the recall notices into usable form by' Department, and disseminating the newly formatted notices Region-wide. Great Ron has been very involved and participative in the prelmmtion phases of the Century vroiect. He worked hard to assure that the relocation of 3 of his deoartments La~ IJt~date, d-A~nl 1Z 2005 Banner Health- met the needs of his staff AND did not interrupt the level of service to our customers. · / Region QI projects for 2003/4 were the tracking of di~cies through August 2003 and PO by Submit Type from August 2003 to present. Discrepancy information is recorded through Dec 2003, PO by Submit Type is recorded through Nov 2003. Would like for Ron to work witlI-his MM departments to identify at least one facility specffic PI project per dept that is tracked, shared with staff monthly, and momtored for process improvement. ,/ Would like for Ron to continue to enhance his knowledge of Premier contracts so that he is seen as the MMC "expert" on all contract questions. Utili?e BH Premier resomr, es to gain additional knowledge and obtain answers to any questions. Would like for Ron to lead the charge at MMC on supply expense reduction idea implementation. · / Ron created plan and assumed responsibility for cen~izing (purchasing and maintaining) wheelchairs hospital-wide, rather than by department. Results include greater customer satisfaction, greater availability, improved maintenance, and lower WEIGHT (Choose Weighting.from 50°/3 to 70%)' _.50_°,4 X 3.5 RATING: _1.75 , = TOTAL RATING: Last Utadate~l- At~il 1 Z 2005 Banner Health- MEASURE: PERFORMANCE RESULTS Document annualized supply expen~ savings of at least $200,000. Extx~ and coach Buyers to document at least $30,000 each in annualized supply expe~ savings initiatives, z Complete budget variance report monthly and submit to Wendy. Complete re-categorization of remainder of supply items to more detailed supply categories, including all non-stock and Endoscopy. Be involved in variance analysis for the surgery department and other high supply volume departments as requested. Push the extx~tation of cost savings documentation to MM staff. Become more knowledgeable and proficient on PMM system; especially the Voyager Reporting module. Use Voyager Reports to complete supply e~ variance and analysis on at least 3 projects in 2003. Beginning mid-2003, analyzed monthly financial data for ac~'macy and opporttmity. Would like for Ron to use Finance resources to timber his understanding of the fiaancials to include complete understanding of revenue side of the equation and understanding of RAS reports. Ron worked hard in 2003/4 to become more knowledgeable on Voyager, Cardinal.corn, and other electronic reporting tools. I do not beheve the goal of completing supply extxmse variance and analysis on at least 3 projects in 2003 was met. Ron worked with new contracted laundry service (Summitex) to implement contract, continues to address quality control issues, and reduce costly damages to MMC owned linens. Great job in this area. Ron assured that the non stock and Endoscopy products were re categorized into the more detailed supply categories in the timeframe that was defined for the region. Goal of documenting and implementing $200,000 worth of supply expense reduction initiatives was not met. Buyers did not meet $30,000 each targets. I would like for Ron to take a much more active role in supply expense reduction activities and take ownership for the supply e~ for all of MMC in 2004/5. ~ will require asstmag that Buyers are held accoun~le for the target and nmning re-ports for departments and working with them to %eat the bushes" to identify supply e~ reduction/supply utilization reduction initiatives. Ron did a very good job in 2003/4 of ~g to various groups about conlxolling supply expense(globally and with office supphes) would now like to bump this up a notch and have Ron be a consultant and information provider to really push the envelop on supply e~ reduction at M/vIC. Would like for Ron to completely understand the entire bi anm~ inventory process and continue to work towards process improvement in the OR supply chain. WEIGHT (Choose Weighting from 5% to 25%)' 25 % X RATING: .625 2.5 = TOTAL RATING: OVERALL PERFORMANCE RATING: Enter the rating for each accountability above &total in the OVERA~ RATING column: LEADERSHIP SCOKE FINANCIAL O I."KRA/..Z EXPECTATIONS CARD OUTCOMES RAZING .9375 1.75 .625 3.313 LEADERSHIP DEVELOPMENT: Use this space to capture plans for further mength development. Last Urtntated-A~ril 1Z 2003 Banner Health- Devise concrete plans for anticipating customer's needs and exceeding their expectations in Pumhasing, Transport, Linen, and SD. Increase nursing's satisfaction with Transport wait times; continue to incorporate Transport in Press &aJney improvements. Identify at least one PI project for each MM dept that is tracked for process improvement. Document $150,000 in supply expense reduction initiatives. Hold Buyers accountable for identification of $30,000 each in supply e~ reduction initiatives. Work with departments to provide information to them to help identify supply e~ reduction ideas-work with depts, to assure that the imtiatives are implemented. Take accountability for M/vIC housewide supply exlxam~. Increase knowledge and understanding of financial aspects of departments to include the revenue, charging, and reimbursement side of the equation. EMPLOYEE'S COMMENTS: Employee Sign3~ ! Suppler Date Date Executive Signature Date Last Ut~dated-Avril 1 Z 2003 LEADERS~ PERFO~~ REVIEW 4/1/2004- 3t31~~ Employee: Ron Wcaks Supervisor-_._ Wendy Sparks Position: Materials Manager Period Covered: 04/01/2004-03/31/05 REVIEW OF RESULTS: Refemng to the principal accountabilities and the measurements against which results are to be revi~~ briefly summarize the peffo~nce results in each area, idenfify~. ' g those areas that exceeded e~tions as well as the areas of needed improvement. An appropriate performance rating must be indicated for each area using the following scale: 2= 3= 4= Does not consistently meet e~tions. Consistently me~ expectations. Frequently exceeds e~tions. Consistently exceeds e~tions. Performance is obviously exceptional. ACCOUNTABILITY: Refer to Leadership Expecta~ons. Help Sheet for The Behavioral Competencies (attached) PERFORMANCE RESULTS Lm.t Up,~-January 7, 20O5 Leadership Expec~tions: - People Centered - Service Excellence Focused ,~' Crallup Q 12 individual's team results (permntile ranking based on Gallup's healthcare data base) Grand Mean or l=less than 504 percentile 2=50~h to 74'h percentile 3=754 to 894 percentile 4=90'h percentile or above Improvement 1= less than 0.1 improvement of grand mean 2=grand mean improvement of 0.1 to 0.19 3=grand mean improvemem of 0.2 to 0.29 4=grand mean improvement of 0.3 or greater ,~' Demonstrates personal support for individuals and the team ,~' Rewards and recogni7~-s individual and team performance / Is visible, accessible, involved, and responsive v" Effectively communicates ~ Is consistent and reliable · MMC MM Gailup 2005 Grand Mean was 3.99(69'h percentile). MMC MM C_raflup 2004 Grand Mean was 3.92. Increase of.07. ~up Heal~ 75 percentile for 2005 is 4.07. · Re.para lot. ofwozk and emIflmsis on GaHup l?nct planning alld ~ ..~~~.~ .dept_. meetings.and it ~ m .l!is high score~ In order to increase the scores further, I suggest a very collaborative approach to dept improvement for 2005. Starting a Process In?rovement Team with membem from all MM depts, where they come up with ideas for improvement and ways to implement them would be an excellent sram · Ron has worked hard on his email commnnication and it has improged the · Ron is extremely reliable and spends a great deal of time at work. I Banner Health- encourage Ron to ba_!on~ work and personal _time. Peers agree that this bolance needs to occur. , , WEIGHT: 25% X RATING: 2.75 = TOTAL RATING: .688 ACCOUNTABILITY: Score Card: MEASURE: d ~ concrete plans for anticipating customer's needs and exceeding their e~tions in Purc~g, Transport,. Linen, and SD. ¢~ Increase nummg stafl satisfactions with Transport wait times; continue to iacorpomte Transpon in Press Gainey improvements. · ~ ~ne facility specific MM performance improvemem projects. Track data, share with ~_a_ff~ and momtor for improvement. PERFORMANCE · Pea-s state that Ron is, "aa..~mptional PR pem~ ~ ia tin~y, ~ and' RESULTS ~..m...ac~eving op0nml outcxnm~ .for our patients." I concur that Ron believes in and lives the BH mission. Excellent job in this area! · Ron continues to work with the Transport Dept to ensure that the team un6amands exl0ectafions and is ac, c~untable. Rcm facilitated a Rated Response teton. I would encomage that Ron has quarterly meetings with Nursing staff who use Trail.sport to improve processes. Follow through with meeting minmes and action plans will be key to the meeting of the objectives, lids would be a good topic for the MM Process Improvement Team to tackle. · Trackable PI projects that are monitored monthly and shared with staff were in place for Tmnport(r~ rates). In 2005, would like each area in MM to have a trac~le PI projecL Another good topic for Process Improvement Team. · Roa is v~'.:~¢'and Wlga givm a tx*jmt tg mmp~ it in a v~3r tinwl~' ~ ..wflh v~3' high quality w-mit Examples are Doctor's Lounge, design of new warehouse and offices, FDA Retail c, ommll~cation- Gr~ work[[ · Peer states that Ron has, "dm~ a very grmt job upgrading tl~ MM deptl~ I agree- Ron hixm qnali~ people and makes sum that ttgy naderstaad the mission of BH ami WEIGHT' 50 % XRATING: 3.75 = TOTAL RATING: 1.875 Last Updated-January 7, 2005 Banner Health- ACCOUNTABILITY: MEASURE: PERFORMANCE RESULTS F'mancial Omcomes: Achieved 2004 budget (ie stayed within or below budget) for each cost cemer responsible for. Please show acUml vs budget bottom line for year end 2004 for each cost cemer. . _ Hold Buyers accountable for supply expense reAucfion initiative identification; $30,000 each. Implemem and document at least $150,000 in supply expense reduction initiatives for 2004. Work with clinicians and managers to provide supply e~ information in a variety of ways to help identify other supply expense reduction imtiatives. Increa~ knowledge and understanding of financial ~ of departments to include the revenue, c~rging, and reimbursement side of the equation. · Ron did a .¥m3t..good.job._.of. ~adiag mmflfly finan~Sal repoa~ with exp~ti~. In 2004, his linde, oftl~ ~ retxa~. ~ Gn~ .wadt.m.~. arm! -.~?~on~ to look at RAS and Wales retxnts monthly and please send Performance update monthly along with the financial rc'txn~. · Ron does a very good job of ~muaimting cmmact inf~on~ to cliniciam and exphimng the BH supply request process. This will be even more important as MMC moves to Lawson and centralized purchasing ia Nov. · Ron worked closely with BH VP of Risk to help develop a plan for records reteation for the WR. Rm~ ia alwa~ wa3t willing and ~ to "st~p up to tl~ pla~" ~ aw~ aa tl~ and i~ a.gta~ ~v¢ of tl~ WR. Ex~llmt work on thi~! ~ · Ron works very hard on equipment disposal and storage for MMC. He has developed a process that has enabled sale of obsolete equipmeat that otha-wi~ would have been disposed of or dmmted. · As MMC moves to Lawson it will be extremely important to monitor financial l:n~ormaace and to tna:ome very well educated on reporting tools in Lawson. · Would like for Ron to maintain the SERG supply expeme tracking documeats on a monthly basis so that this info be shared with Admin Council on a quarterly basis. 25 % XRATING: 3.5' = TOTAL RATING: .875 WEIGHT: OVERALL PERFORMANCE RATING: Enter the rating for each accountabifity above &total in the OVERALL RATING column: EXPF, CTATION$ .688 CAm) 1.875 Otrrcom .875 OFHRA/..L LEADERSmP DEVELOPMENT: 1. Help lead the successful conversion to the Lawson MMIS and the conversion to BSS for cen~__li?ed purchasing at MMC. 2. Assure that BH product standardization decisions are followed through with at MMC and that users of the 3. Reduction in operating costs by 5% below 2004 actuals. 4. Croate m~ammbl¢ PI plans for ea~ dept~~rt, Linen, SD, and Purch~__qing). Conduct quarterly meetings with Clinical staff to assure prix:ess improvement efforts in Transport and other MM depts, are occurring and meeting the needs of customers. 5. Maintain monthly supply expense data(SERG documents) for MMC and communicate with Admin Council on a quarterly basis. Last Updated-January 7, 2005 EMPLOYEE'S COMMENTS: Banner Health' mplbyee big~l~ ~ Supervisor Si~a~hre Date Exeoxtive Si~amre Last Updated-January 7, 2005