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CAO; Director of Operations; City Manager

Work Experience

Labor Management / Business Analysis & Planning / Turnarounds / Regulatory Compliance / H.R.

Re-Engineering / Labor Contracts & Negotiation / Utilities & Facilities Management / Contracts and Vendors

Combining a focus on accountability and disclosure, I took charge in making high performing organizations - through process & protocols improvement, sound financial management, employee development, & effective public relations. I managed in complex, rigorous, politically driven environments, applying transparency and fresh, communicative approaches, to enhance operational performance, services delivery, & fiscal viabilities.


ć Strengthening financial management through reinvigorated, reasserted budgeting processes
ć Building partnerships and trust with labor unions, general staff, creating more positive environs
ƒá Fostering ownership cultures¡Kby motivating, educating, inspiring, and engaging employees
ƒá Analyzing problems forthrightly. Then articulating, promoting purposeful, long-term solutions and turnarounds, in reply to situations & needs, keyed to an organization¡¦s goals, desired successes
ć Increasing efficiencies via outreach/sensible streamlining; leading with vital process improvements

My education includes an MBA in Finance / Marketing, and a B.A. in Economics / Political Science, from Cleveland State University. Known for a commitment to ethical standards, I attract & cultivate high-achieving employees¡Kand as an accomplished problem solver and a detail-oriented and yet naturally global thinker, and astute leader, I excel in using analytics, creativity, & change management strategies to produce results.

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Turned around losing financial operation. Fund balances per City of Paris were down and employees were uninformed about state of affairs. Educated staff on budgeting, created new purchasing protocols, and trained department heads to manage budget. Helped increase general fund from $100K to $1M in two years.

Improved labor relations. Rescued TIFA districts. Labor-management situation in Marine City was poor -- evidenced by constant grievance filings. Met with union reps, opened up communications, and prompted partnerships to improve situations¡Kdisbanding use of stale, ¡§excessively formalized¡¨, processes. Cut grievances from ¡§weekly¡¨ to none, within 1 year. As well, TIF¡VTax Incremental Financing¡Vdistricts were at-risk, re operations & public funds, & transparency issues. Coordinated legal and fiscal expertise, spearheaded concerted educational outreaches with city council, TIF board. Re-created bylaws/rules of procedure, budgeting protocols; instilled assurances & re-started, completed projects.

Increased budget control and oversight. City of Fort Morgan¡¦s finances were poorly managed, with little understanding and openness of how money was being used or what cash levels in bank actually were. Determined city was drawing upon savings to operate. Teamed with outside auditor, invoked/tightened controls, reduced operating budget by 10%, built greater financial credibility/viability, hosted more openness.

Negotiated agreements, increased revenue streams. Marine City covered (3) neighboring townships for fire protection; but service guidelines were murky. Analyzed, investigated costs of service delivery, crafted new five-year outsourcing contracts, and signed formal agreements per all three governing entities. Result was provision of stable services, generation of $650K over life of contracts for and increased positive relations with townships and city.

Reestablished trust. Reversed poor community relations. Marine City was reputed with tense, poor image issues concerning police department. Through communicative, successive, & successful outreach efforts, I hosted an atmosphere of greater trust, understanding, and efficiency¡Keliminating the need for Citizens¡¦ Police Review Board.

Modernized organizational, equipment issues. City of Paris¡¦s daily ops characterized by rote procedures, sparse staff training. Capital budgets, investments long overlooked. 5 new department head hires underway within 1 year. New departmental cross-trainings & collaborations implemented. Utilizations of staff/resources streamlined, made more cost efficient. Worn/aged vehicles, assets, replaced - police cruisers, dump/utilities trucks, construction & safety apparatus. Extensive, long overdue streets resurfacing project, critical hardware/software upgrades done.

Restored fiscal, operational integrities. City of Paris, Bourbon County partner on EMS, 911 & Industrial Park Authorities. Budgeting, auditing history/practices were sorely lax. Collaborated with auditors and legal counsel, and hired new finance staff in modernizing protocols/erecting new controls to establish and maintain sounder grant monies & labor law compliances. More frequency and structure in/per audits has resulted.


CAREER SUMMARY *

City Manager, City of Paris, KY; 2009 - 2011. Oversaw water, sewer, refuse, electric utilities; police, fire, EMS-911; ¡§Main Street¡¨ & economic development. Improved financial status, increasing general fund by 220+%. Improved policies and procedures, cut costs by streamlining departments. Instituted greater HSA coverages, increasing staff participation re same, and reducing expenses. Led 140 people & $15M budget.

City Administrator, Manager, Fort Morgan, CO; 2007 - 2008. Directed many functions, including water, gas, & electric utilities; and HR, airport, museum, recreation, golf course, land-use/zoning, and water rights. Introduced new budgeting processes, reducing expenses $4M while preserving jobs and fund balances. Improved fiscal picture, managed media relations, and involved board members & citizens in budget reviews. Led 10 department heads and $50M budget. Voters approved ¡§city manager¡¨ charter in Nov. ¡¦07, by 62%.

City Manager, Marine City, MI; 2002 - 2007. Negotiated labor contracts, led to balanced budgets; and was most effective & instrumental in investigating internal/external complaints, concerns, woes, & resolving conflict(s). Maintained fund balances despite decreasing revenues. Managed/improved integrities of ZBA & Planning Commission, updates to Master Plan. Led water plant upgrade, wastewater facility enhancements. Reduced overtime costs by revising operational protocols. Helped create retiree health-care component for pension fund. Oversaw 55 staff & $11M budget, recreation, code enforcement, & intergovernment relations.

Village Administrator, Village of Pioneer, OH; 1996 - 2002. Established trash/refuse fund. Implemented viable accounting and reporting methods, created first finance committee, formulated refreshed budgets. Upgraded utility plant, met EPA requirements. Oversaw construction projects of 69K transmission line & substation; upheld proper sealed bid/legal processes per same. Authored HR manual, job descriptions. Lobbied D.C./Columbus, OH on public power, & responded to electricity deregulation, Kwh tax.

Senior Building Inspector, City of South Euclid, OH; 1992 - 1996. Originated inspection program for rental houses. Introduced computer/spreadsheet usages in managing information re same. Played integral role in enforcement/court proceedings, alongside prosecutors, judge, other principals, per ensuring code compliance with rental and other city ordinances. Served as Assistant Head of Building Dept., as needed.

Education

„Ï Directing People, Managing Human Resources ¡V includes writing policies/HR manuals, hiring, training, re-staffing. Able to relate to/achieve team-building¡Kwith staff of all backgrounds. Experienced in negotiations and administering union contracts, grievance investigations, labor-management relations, conflict resolution, arbitrations.

„Ï Budgets, Finances, Facilities ¡V covers reformulating, strengthening integrities in budgeting & purchasing processes, via extracting/correlating data from past audits and planning & corroborating future goals, and revenue/expenditure computations. Proven, pro-active, in maintaining/enhancing fund balances. Extensively experienced as well with water, sewer, electric utilities, public grounds & facilities, physical plant, land-use, and other infrastructure issues.

„Ï Organizational & Departmental Streamlining, Optimizing ¡V includes instituting process changes¡Kand decisively and responsibly¡Kreorganizing priorities, protocols, and resources. And empowering staff in improving operations, sharpening efficiencies, managing tasks, information, overall missions¡Ka-la working smarter, not just harder¡K

„Ï Leadership, Communication ¡V includes speaking to groups¡Kand recognizing, coalescing, and connecting¡Kin terms of big-picture, global solutions. Enthusiastic/communicative, approachable, in interacting with staff, administration and media. Able to facilitate buy-in, inspire collective efforts, and take lead on and in matters of intelligent change.

Skills

Budgeting. HR management. Visioning. Streamlining and Reorganizing. Cost containment.

Languages

English

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