Loading...
HomeMy WebLinkAboutDocumentation_Special Meeting_Tab 01_09/04/2018 August 28, 2018 Village of Tequesta Mayor and Village Council 345 Tequesta Drive Tequesta, FL 33469 RE: Resume for Tod B. Mowery, applicant for the Village of Tequesta Village Manager search It is with great pride that I submit this application for your Village Manager search. The challenge of replacing your current manager is a major effort and one that I am sure has stretched your imaginations. Now that you are back out looking for the right candidate,you are keenly aware of the need for finding the "right fit"to replace your retiring manager. Based upon my review and local understanding of your search, I am thrilled to seek the opportunity to become a part of your team. As you will find, I have not been a recent candidate for any other city or village management positions, although you will find I am an individual that has the right skill sets and abilities, along with personality and experiences to best assist you now. Going back to high school, I have always had an interest in leadership and serving. During college I was blessed with the opportunity to collaborate with the United Nations in Geneva Switzerland and it launched me into first becoming an economic development director and then a Village Manager. So at the young age of 26 and with a team of 19 staff, 1 began my career in city government. From day one I loved it. As a village staff, we had to perform in literally every discipline. I fondly recall learning to patch potholes,fix watermain breaks, operate a backhoe, work at the library, plow snow, do water and wastewater sampling and train with the police department. As my career grew, I moved up into larger sized communities and dealt with so many facets of larger cities. Each position allowed me to further enhance my skills and to learn more about improving the lives of those around me. Through my city management career I obtained various utility experiences, including water distribution licenses, negotiating utility contracts, instituted new technology programs, oversaw the development of public projects and contracts, fostered leadership development and senior level training, and just plain learned to listen to the public and council, while helping create a positive and fun loving work environment. This letter is simple. 1 love municipal management, I love small communities and I love working with people. Some individuals love large municipalities and being in settings where it is literally impossible to have a "family" style gathering of all staff. My approach is also simple. I believe in empowering department heads to do the job they were hired to do, stay away from micromanagement, serve the public with enthusiasm and make sure that effective and appropriate communication is being provided to the elected body. We all go through journeys in life and my life's journey has been no exception. We all have an opportunity to make a lasting and positive difference in the lives of those around us and I daily strive to make the most of what life presents. I look forward to meeting with each of you in person and in further detailing my skills and abilities, desires and dreams and to learn how I can best assist each of you with my collaborative style of management. Thank you for your personal consideration and for the job each of you do. Elected service is both a joy and opportunity. All the best, / � Tod Mowery 561.262.6304 Tod B. M owe ry Mrtodb@aol.com 561.262.6304 241 SW Fernleaf Trail,Port St. Lucie,FL 34953 Executive Profile Proactive,effective and team oriented professional with extensive experience in local government management, policies and operations, including experience as a village/city manager in three cities,an assistant town manager,a local government and zoning consultant,and a county commissioner. Colle�iate Back�round University of Tennessee, Master of Science in Planning(M5) 1994 University of Tennessee School of Planning-Promise Award recipient. Kent State University, Bachelor of Business Administration (BA) 1990 -Business Management Professional Experience �Public and Private� President, Redtail DG, Inc.—Governmental, Planning, Landscape and Development 2013-Present �St. Lucie County� • Established Redtail DG in an effort to refrain from any conflict of interest issues with my County Commission seat. • Coordinated efforts with the City of Lake Worth City Manager's office consulting to successfully obtain a $40m road and public infrastructure referendum. • Represented various clients to establish various types of rezonings, site plans, landscape plans, permits, environmental and economic development studies. • Provided international development and relief efforts in Haiti,the D.R. and the Puerto Rico. County Commissioner and Chair, BOCC 2010-2018 � St. Lucie County, FL� • Identified issues and needs that were obstacles in District 2,while implementing action based planning. • Developed a new $60M project and 25 year agreement with the NY Mets to expand the St. Lucie County Spring Training facility. • Participated in efforts to develop the $58.9 million, 112-bed, 123,000 sf Ardie R. Copas Veterans Nursing Home. Tod e.Mowery, Continued • Oversaw the highly contentious U.S. Congressional recount for Congressman Alan West v. challenger Patrick Murphy. The County Supervisor of Elections was admitted to the hospital due to the stress and the County Judge asked for my participation in overseeing the efforts, which included coordinating with 22 election and constitutional law attorneys. • Adopted numerous county budget's, averaging between $509M and $601M county budget, annually receiving The Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award, while also reducing the county tax millage, establishing stabilizing fund reserves and providing for necessary public services. • Expanded economic development efforts at both the county airport and seaport, creating a 1,500 acre logistics zone at the airport and creating a master plan for seaport expansion, along with participating in efforts to create a new airport terminal and U.S. Customs facility • Hired to create a master plan for the State's largest State Certified Research Park(1,600 acres) and finished the project on election day 2010, which is being fully implemented today. Regional Director,Cotleur&Hearing Inc., 2006- 2013 �lupiter, FL� • Assisted with general office management needs and developed a satellite office for Cotleur & Hearing, the premier land planning, landscape architecture, economic development and environmental firm in South Florida, representing both public and private sector clients. • Managed the economic development, comprehensive planning, zoning and site plan development and approval process for numerous residential,commercial and industrial projects in South and Central Florida. Several of the mixed use projects contained over 1,000 residential lots. • Represented a single property owner in the annexation, zoning and concept planning of a new 7,000 acre community along Florida's Treasure Coast. Extensive negotiations were required with State agencies and the process involved intricate market, traffic, utility and environmental studies. • Developed plans and obtained all development approvals for the State's 4th bioscience effort VGTI (Vaccine Gene Therapy Institute), along with a new"campus style"corporate office park in one of Florida's only "New Urbanism" developments called "Tradition." • Represented the State's largest shopping center developer with 11 shopping center developments, integrating different strategies into development concepts, such as reverse angle parking, zero lot line commercial development and creative design approaches. • Collaborated with various public/private teams to facilitate approvals and negotiations on several "tough case" projects. Asistant Town Manager,Town of Jupiter 2005-2006 �Jupiter, FL� I I Tod 8.Mowery, Continued • Assisted the Town Manager in all areas of administration and operated as the Chief Operating Officer. • Oversaw the successful recruitement program to secure the Scripps Research Institute to north Palm Beach County. Scripps represented the largest economic development effort in the history of Florida,costing approximately$670 million.The politically charged process involved immense negotiations with policitcal entities, including prior governor, Jeb Bush. • Developed and implemented a new community Trolley system, called the CAT(Civic Activities Trolley)through an exciting team approach. • Assisted in the purchase of a former church and associated land for the development of a new Neighborhood Resource Center. • Developed the Town's Economic Development program to attract, retain and expand High Tech, R& D and BioScience industries. • Coordinated with Federal,State,County&Town Departments to provide Emergency Hurricane Relief efforts following 2005's Hurricane Wilma to local residents. • Facilitated and oversaw renovation efforts for Town Hall customer service areas. • Participated in the development of a strategic management tool called the Balanced Scorecard performance measurement system to be implemented over a 3 year period. City Manager, City of Sturgis 2002-2005 �Sturgis, MI� • Managed all daily operations of the full-service city,including the city's own full service hospital and the departments of parks, recreation, cemetery, electric(meter, line and diesel/dam power generation divisions), auditorium/catering, library, airport, water and wastewater treatment plant, public services, police/dispatch, fire / rescue / ambulance, economic development, community development, assessing, IT, engineering/GIS, clerk's office, city controller/purchasing/human resources. • Negotiated 5 year contracts with the City's 3 bargaining units (police,fire/ambulance and electric) using a new technique called Interest Based Bargaining.This process allowed for verysuccessful negotiations, including establishing the City's Police Officer's Labor Council contract in a record 3 day period. • Established numerous Regional efforts, including starting a full service ambulance service for the City and the entire southern half of the County. III Tod 8.Mowery,Continued • Enhanced the quality of life for residents of Swartz Creek through the creation and promotion of numerous community shaping projects and programs, including a new city hall, public service building, innovative arterial street traffic calming measures, downtown streetscapes, community policing, and forestry. • Reestablished very productive relationships with the 4 adjacent townships in a community that had Michigan's worst anti-annexation record. • Promoted the creation and development of a successful regional multi-state (Michigan/ Indiana)tourist based border development and utility plan guiding growth at the interchange of Interstate 80/90. Exciting aspects of the commercial tourism plans include indoor/outdoor water theme parks/hotels,Amish village shops and senior living. •Created a downtown streetscape plan along U.S. 12 using a new coordinated planning approach called Context Sensitive Design (CSD). As a result, the Governor of Michigan established Sturgis as the Michigan Department of Transportation's poster child on proactive roadway design and community involvement. Senior, Local Government—Consultant/Planner, LSL Planning, 2000-2002 �Grand Rapids, MI� • Provided local government consulting to numerous Michigan cities,villages and counties in the areas of management, economic development, planning/zoning, ordinance development, union negotiations, and community visioning. • Managed the development of several downtown development plans, community waterfront studies, market analysis studies, master plans and zoning ordinances, along with ongoing community consultation. Special projects of interest included: 1. Saint Joseph (pop. 12,000) — Downtown Development/ Waterfront Plan for this top- rated tourist oriented community located on lake Michigan. Highlights included concept designs for a gondola system to carry guests and residents off of the downtown bluff to a regional park that typically draws 300,000 for concerts. 2.Saginaw Chippewa Indian Tribe—Zoning Ordinance and other new government general ordinances. The Saginaw Chippewa tribe is Michigan's largest Native American tribe and also the owner / developer of the Soaring Eagle casino. Highlights included developing consistent acceptable programs while working through major tribal council disputes. 3. lonia County (pop. 35,000) — Zoning Ordinance. This mid-Michigan county is located about % hour from Lansing - Michigan's Capital. Interestingly, it is also home to several large Michigan Militia (Patriot) groups that believe most city, county, state and federal IV Tod 8.Mowery,Continued government powers are illegal and developed with no authority over them. This county represents one of the last counties in Michigan that does not have zoning. • Administered and directed executive recruitment for numerous municipalities and private associations. City Manager, City of Swartz Creek 1997 — 2000 �Swartz Creek, Michigan� • Managed all daily operations of the suburban City located adjacent to General Motor's home, Flint, Michigan, including successful collective bargaining relationships/contracts, acting as the public relations and economic development director. • Created and promoted numerous community shaping projects and programs, including a new city hall, public service buildings, innovative arterial street traffic calming measures, downtown streetscapes, community policing,forestry and youth programs. • Established substantive and productive community relationships with area cities, townships and counties, including area agencies, organizations, businesses and individuals resulting in several innovative public/private partnerships. One of which spawned the development of an exemplary 980 unit "neo-traditional" housing community adjacent to General Motors Service Parts Operation (GMSPO) facility and an elementary school (the Development won "Best of Show" and Best Exterior' in the County's Annual Home Show.) Village Manager, Homer, Michigan 1995-1997 �Homer, Michigan� • Directed economic development efforts, assisting in over$7 million of new industrial development and 400 new jobs. • Coordinated the development of a National Historic District. • Convinced a Hollywood Film Company to produce a motion picture in town. It premiered at the 1998 East Lansing Film Festival—entitled "Four Way Stop." • Secured a $1.13 million no-match grant from the Kellogg Foundation for parks/recreation, placing a heavy emphasis on youth interaction, involvement and management. V Tod 8.Mowery, Continued Boards and Committees—Experince showin�current and former involvement in the followin�: • Committee Member, Place of Hope Leadership Advisory Council • Chair and Vice Chair, Board of County Commissioners • Chair, Mosquito Control District • Chair, Treasure Coast Council of Local Governments • Chair,Treasure Coast Regional Planning Council • Chair, Value Adjustment Board • Chair, Federal Affairs Committee, Florida Association of Counties • Chair, Public Safety Coordinating Council • Vice Chair, Erosion District • Board member, St. Lucie County Transportation Planning Organization • Section Chair, Florida American Planning Association, representing Palm Beach, Martin, St. Lucie &Okeechobee Counties • Commissioner, St. Lucie County Independent Fire District • Board member,Treasure Coast Education & Research Development Authority • St. Lucie County Education Foundation Board Member St. Lucie County Chamber of Commerce, Board of Directors . Founding Board Member, The College Preparatory Academy of the Treasure Coast (charter high school) • Commissioner, St. Lucie County Planning and Zoning Commission A�liations/Organizations/Various—current and former • Accomplished public speaker—various organizations,conferences,associations,meetings and topics • U.S. Green Building Council LEED Professional Accreditation • International City County Managers Association • American Institute of Certified Planners (AICP) • American Planning Association (APA), member • Children's ministry coordinator and Church Deacon—several churches over the years • FDOT certified Airport Manager(Sturgis Kirsch Municipal Airport,Sturgis, MI) • Michigan Certified Community Water Operator(Grade S4&53—up to a pop. of 20,000) • Vice President, Kiwanis and Rotary Clubs References available as requested VI 8/29/2018 Vllage Manager T�d Pr1o'�,��e�y a Candidate Info # � >.. Cover Letter Applied 38 minutes ago: New Desired Pay negotiable Available Start Date Oct 1,2018 Phone 561.262.6304 Email mrtodb@aol.com Address 241 sw Fernleaf T2il Port St.Lucie,FL 34953 College/University University of Tennessee HighestEducation Obtained College-Master of Science Referred By various community members and staff Application Questions 1. Have you ever filed an application with us before and�f yes,when and what position(s)? no 2. Are any of your friends or relatives presently employed with the Village,and if yes,who? no 3. Have you ever been employed w�th us before and if yes,please provide details? no,however,I did provide professional zoning consultation to Village staff. 4. Have you ever been discharged from any employment or asked to resign?If yes,please explain. no 5. Are you currently employed? yes https://tequesta.bamboohr.com/hiring/candidates/1343?p=0#ats-info 1/2 8/29/2018 Village Manager 6. Why do you want to work for the Village of Tequesta? As a local resident for the last 13 years,I have had the pleasure of watching the Village of Tequesta.As a former assistant town manager for Jupiter I was able to collaborete with village staff on a variety of issues and as the Chair of the Treasure Coast Regional Planning Council,I was able to interad with the Village Mayor and others regarding various items and current concerns.All of this has helped lead me to a place where I can feel a real sense of"fit:'Some positions fit individuals better than others and the Village of Tequesta is a real fit for me.I love the small community feel,the placement next to Jonathan Dickinson(which is where I trail ride every Friday evening),the proximity to the inlet,ocean and intercoastal waterway and so much more. I love municipal management and frankly,I am good at working with elected officials, department heads,staff and the public. References available upon request. � Privacy Policy Terms of Service Powered by�C1fT1bOOHR" https://tequesta.bamboohr.com/hiring/candidates/1343?p=0#ats-info 2/2 Tod Mowery, Village Manager Responses to Questions 1. Please describe what the Tequesta community, Village Council and employees will see when they see you coming. Well I need to begin by saying that as the new Village Manager, I represent the goals, dreams and ambitions of the Village of Tequesta. What will be most noticeable about me coming is an individual, who works as a team, for the betterment of the community. Energetic, focused, organized, outgoing, full of energy, and goal oriented characterize my management style. Having started my career in a very small community, I honed my understanding of the job by assisting in every area of municipal service. Fixing watermain breaks, operating a backhoe, flushing fire hydrants, washing municipal vehicles, even resetting the traffic signals in town due to power outages. I am not afraid to get my hands dirty and with my extensive "hand's on" experience I am able to help balance and understand the needs and desires of Village department requests and concerns. What should one see when a new Village Manager arrives? One who is not afraid to fail. One who puts others needs before himself. One who desires to see the public needs remain the top priority. One who enjoys working with the community, staff and Council. One who is creative and forward thinking. One who admits when they are wrong and someone who will respond that they don't always know everything. It should be evident that the new Village Manager loves their job and loves to promote a positive work environment. It is my belief I represent these statements and I truly enjoy public service. It should become clear that I have the knowledge and background to help encourage the best from department heads, but to also hold them accountable for their actions. I love laughter and joy and I am not known to lose my temper. So what does all of this mean to the reader? Village residents and staff expect their Manager to provide effective leadership and to relate with their needs. The Village Council expects a talented and competent Manager who follows their adopted strategic plan (which is something you currently need), minimizes organizational conflict, is willing to look outside of the box for answers/solutions and provides them with solid communication, guidance and assistance. The staff expect great leadership and someone that holds their respect, provides suitable tools so staff can implement their respective services and someone who appropriately applies themselves to the position. Do you feel as though you are being led towards an answer based upon the above statements? Hopefully so, since it is my sincere belief that I am a reflection of someone that possesses the necessary skills and abilities to excel in the position of Village Manager. You are about to interview 3 talented individuals, including one who previously worked for your Village. As the Village Council, you reflect a new group that sees new opportunities, the need for new plans and the need for someone who relates to you. You have the opportunity to grab an energetic and experienced leader and I know that with me, you will truly enjoy seeing me coming. Tod Mowery, Village Manager Responses to Questions 2. How involved have you been in adopting and implementing technological changes in your current or most recent organization; and how will you use your knowledge and experience to ensure that Tequesta is maximizing technology to enhance customer experience? Technology seems to be ever changing. It is a real challenge to keep up with its ever changing world. Maybe that is why we were blessed with children and grandchildren. They keep us up to date on new technology! Personally, I have always prided myself on being tech savvy. I utilize a wide variety of technology platforms for my day to day personal and professional needs. In my previous municipal management positions I have had the fortune of being a network administrator, website developer and cheerleader for new technology options. As one example, I was able to promote the successful development of an electronic water meter reading program for our utility department at a time when the technology was quite new and uncertain. The introduction of new technology seems to be more worrisome on staff than it ever is on the community. Staff either embrace the idea, are fearful of additional work, concerned they may not be able to tackle the change or perhaps believe the old technology will still be better than the proposed change. We all have been there, even in our personal lives. Technology and technology changes are unending. Just when we grow comfortable with something it changes. To think we now speak into our t.v. remote control to find programs and change channels. In my professional life, I try to remind myself of the fears and concerns staff will feel. As a Village official, the goal of providing efficient, relevant and appropriate public services needs to remain the goal. We are here to serve our customer! This will involve technology. Residents expect online bill pay, they expect emergency alerts on their phone, and they want opportunities to connect without having to physically be present at the Village hall. There is a balance that needs to occur in this process, including the speed new systems are implemented. The cost of technology, the security of the technologies and how they integrate with existing systems and the ability of residents to utilize technology are all considerations. Overall, you will find that I fully embrace the idea of technology changes and have researched and implemented a wide variety of technologies across most every area of municipal services. My experience stretches across numerous areas including the provision of new websites, online video streaming, utility meter reading, fleet tracking, online bill pay, emergency services vehicle security cameras, geographical information system (GIS) data development, etc. My leadership approach and experience will encourage appropriate municipal technology through a team approach, a common goal, a forward view and a balanced perspective. Customer service is key! August 27, 2018 Merlene Reid,Assistant�llage Manager/Human Resources Director �llage of Tequesta 345 Tequesta Drive Tequesta, FL 33469 Dear Ms. Reid: Thank you for taking the time to speak with me regarding the Village Manager position. I am very interested in the position and, having worked in local government for over 20 years, feel I have the skills and experience necessary to be successful in the position. Serving as an Administrative Services Director, an Assistant City Manager and a City Manager has afforded me the opportunity to learn all aspects of municipal management. As an Assistant City Manager and City Manager in full service cities, I have worked directly with all operating departments. This has given me a broad range of skills and a strong understanding of city finance. These positions have highlighted the importance of being accessible to the Council, residents, business owners, and staff. In addition to my management experience, I possess leadership skills and the ability to deal with, and solve,complex issues and problems. I have dealt with difficult budgeting issues,restructured departments, implemented community redevelopment agencies, improved the use of technology, established goals and long term strategies for achieving those goals. I would welcome the opportunity to discuss this position with you further. I have attached my resume for your consideration. Sincerely, Jamie Croteau 455 NE 29�' St Boca Raton, Florida 33431 (407) 760- 775 5 Jamie Croteau 455 NE 29"' Street, Boca Raton, Florida 33431 407-760-7755 SUMMARY OF QUALIFICATIONS • Experienced ICMA Credentialed Manager with a commitment to excellence • Highly successful, ethical, results-oriented leader with a strong focus on customer service, staff development, strategic planning, contract negotiations, planning and budgeting, and policy development • Proven ability to develop productive relationships Council,the community, and staff CITY MANAGEMENT EXPERIENCE City of Orange City, FL April 2010—December 2015 City Manager Job Responsibilities: City Manager in a city of 11,000 with a general fund budget of approximately $11 million and an overall budget of$15 million. City was approximately 70% non-residential. Responsible for the oversight of Public Works, Fire/Rescue, Police, Utilities, Community Development, Community Relations, Human Resources, Parlcs/Recreation, Information Technologies, and Finance. Achievements • Worked with the City Council and Citizens to develop a shared vision for the City • Developed an annual strategic planning process with Council to set goals and worked with staff to align budget priorities to meet those goals • Reduced Ciry workforce by 7%with no service reduction • Developed an inter-local agreement with the City of DeBary to provide municipal services, Fire and Animal Control Services, to the City of DeBary • Worked with the City of DeLand to share purchasing services • Developed several new parks through combination of grants and general fund dollars • Constructed the City's first dog park • Worked with FDOT to acquire the Mill Lake property for development of a 20 acre central park and stormwater facility and completed the first phase of the three phase construction process • Negotiated a 25°/a reduction in residential garbage rates • Oversaw Citywide meter replacement program to automate water meter reading and billing services • Developed and implemented a water/wastewater master plan to correct water/wastewater deficiencies • Received approximately $8.5 million from the State Revolving Fund to correct deficiencies in the water/wastewater system • Developed and implemented a stormwater improvement program • Increased community outreach by increasing print and electronic communications and implemented the OC Cares app to allow citizens to easily communicate with the City • Added almost$5 million to fund balance in preparation for achieving Council's long term goals • Implemented a Community RedevelopmentAgency to assist in revitalizing the downtown core • The City consistently earns both the GFOA Distinguished Budget Presentation award and the GFOA Certificate ofAchievement for Excellence in Financial Reporting 2 � Pa `� e City of Ocoee, FL January 2006—March 2010 Assistant City Manager Job Responsibilities: Assistant City Manager in a city of 34,000 with a general fund budget of approximately$34 million and an overall budget of$70 million. Responsible for the joint oversight of Public Worics, Fire/Rescue, Police, Utilities, Community Development, Community Relations, Human Resources, Parks/Recreation, Information Technologies, and Finance. Achievements • Implemented the City's first Community RedevelopmentAgency • Managed the property acquisition process • Assumed residential garbage service from a private contractor • Coordinated legislative consulting services • Worked on implementation of new Fire Service Fee Assessment • Organized a goal setting/visioning session with the City Commission as a precursor to a full strategic management plan OTHER PROFESSIONAL EXPERIENCE City of Boca Raton, FL December 2015 -Present Management Services Director Job Responsibilities: Responsible for the Human Resources and Risk Management Divisions. Duties includes over sight of Employee Benefits, including the self-funded medical program, safety program, training and organizational development. Achievements • Brought in to oversee newly created division • Developed organizational structure • Streamlined benefit processing and saved$36,000 in annual fees • Working on developing a broad supervisory training program Seminole County Government September 1997—January 2006 Administrative Services Director Job Responsibilities: Department Director responsible for a $26 million operating budget and the oversight of four divisions:Facilities Maintenance, Fleet Services,Support Services,and Risk Management. Duties included property management, employee benefits, safety, security, vending services, mail/copy center operations, and construction management. Achievements • Responsible for approximately$60 million in capital projects including project oversight for the new County Criminal Courthouse • Negotiated construction contracts • Handled risk managemenUlitigation settlements • Directed the County's space needs assessment and master planning effort • Improved departmental morale as evidenced by Employee Survey resufts • Developed a departmental strategic plan to align department goals with County goals 3 � Page • Instituted a service delivery method that reduced call-in work orders Orange County Government October 1995 -September 1997 Human Resources Administrator Job Responsibilities: Responsible for the daily operations of the Benefits/Records Section. Duties included developing recommendations for benefit plan changes, making presentations to the Board and various committees, negotiating with insurance carriers, managing a $30 million budget, implementing policy changes, developing targeted wellness programs, and motivating and coaching ten staff members. Achievements • Negotiated a$5 million dollar savings on the medical program • Streamlined the medical benefits budgeting procedures • Partnered in the implementation of a new Human Resources Information System EDUCATION University of Central Florida, Orlando, FL Master of Business Administration Florida State University, Tallahassee, FL Bachelor of Science, Economics PROFESSIONAL ICMA Credentialed Manager 4 � Page 8/27/2018 Village Manager , , �.lCili� LI"Ot�•�U a Candidate Info = # -- ,� _ Cover Letter Applied 4 hours ago: New • ; � Desired Pay ; 185,000 Jamie Croteau � Available Start Date 455 NE 29"'Street,Boca Raton,Floritla 33431 ; Oct 1,2018 407-760-7755 ' :' i i j Phone i � 4077607755 SUMMARY OF QUALIFlCATIONS � � Email • ExperiencedlCMACredentiatedManagerwrthacommitrneirttaexcellence i jth921@gmail.com • Highry successful,ethical,resutts-onerrted learler wdh a strong focus on cus �vebpmerrt, strategic planning, contract negotiations, planning and buc �bp�� Address • Proven ability to develop producOve relationships Cou�d.the community,arid 455 NE 29th St CITY MANAC�MEM E%PERtfNCE BOCA RATON,FL 33431 City of Orange City,FL Aprii 2010- i ��� ; College/University I University of Central Florida Job RespoiuiibiliBes:Ciiy Manager in a city of 11,000 with a general tund budget oi millian�d an wetail budget of$15 milfion.City xras apprmdmately 70%non-residenti the aversigM of Pubtic Warks, Fse/Rescue, Police, Utilfies, Communily Devela Highest Education Obtained Relations.Hurr�Resources,Par16/Recreation,Infarmatian Technologies,and Financ College-Master of Business �� ' Administration • Worked with ft�e City Councii and Gitizens to develap a shared vision Tor the C ', • Devel�ed an annual strategic planning pracess with Councii to set goals and � a6gn budqet priarities m meet those goals I • Reduced Ciry+nroriQarce by l%with na serv�e reduction • Developed an inter-lacal agreerr�rrt with ihe City af DeBary ta prov�de mun j and Animal Contral Senrices,to tlse City af DeBary • Worked with ttEe Ciry at DeLand h�share purchasing services • Devel�ed several new Parle throu9h combination oF grants and yeneral fund • Ca�structed the Citys 5rst dog park • Worked with FDOT to acquire the Mill Lake property for developmerrt of a 2 � ! , . . - �`�;. - -- ► � Application Questions 1. Have you ever filed an application with us before and if yes,when and what posit�on(s)? No 2. Are any of your friends or relatives presently employed with the Village,and if yes,who? No 3. Have you ever been employed with us before and if yes,please provide details? No 4. Have you ever been discharged from any employment or asked to resign?If yes,please explain. No 5. Explain any period betweenjobs where applicable. None https://tequesta.bamboohr.com/hiring/candidates/1323?p=Q#ats-info 1/2 8/27/2018 �Ilage Manager 6. Are you currently employed? Yes,with the City of Boca Raton. 7. Why do you want to work for the Village of Tequesta? The Village of Tequesta is a thriving,stable community with high expectations and an engaged Council.It is very similar to Orange City in size and challenges.This opportunity is a great fit for my management style,skills and abilities. References Reference available upon request. � Privacy Policy Terms of Service Powered by��jU171bppHR' https:/ttequesta.bamboohr.com/hiring/candidates/1323?p=OA�ats-info 2/2 JAMIE CROTEAU Please describe what the Tequesta community, Village Council and employees will see when they see you coming. The Village Council, the community and employees will see an experienced, professional leader with a strong commitment to delivering the highest level of customer service. They will see someone who, as an ICMA credentialed manager, is ethical, results oriented, and dedicated to serving the community. They will see someone who believes in working collaboratively. My experience shows I have the ability to develop a responsive and highly trained team that understands our goal is to serve the community. And that collaboration goes beyond staff, you cannot manage a municipality without input from the citizens and the support. direction, and input of the Village Council. They will see someone who practices open, honest, and sometimes very direct, communication, with the Council, the citizens and all levels of staff throughout the Village. They will see someone who is approachable, willing to listen to different sides before making a decision and who is fair in their treatment of others. Everyone, especially the staff, will understand that I expect communication to flow both ways. With that communication comes accountability and transparency in operations. They will recognize that I appreciate innovative and creative approaches to problem solving and that staff is encouraged to look at new, more effective ways of accomplishing things. The Council, the community, and the staff deserve a professional, dedicated manager and that is what they will see. How involved have you been in adopting and implementing technological changes in your current or most recent organization; and how will you use your knowledge and experience to ensure that Tequesta is maximizing technology to enhance customer experience? When I began my tenure in Orange City in 2010, the City was still feeling the effects of the Great Recession; the budget was tight and there were of variety a challenges facing the City. The challenges included everything from the need to address aging infrastructure to how to modernize operations to better serve and communicate with the community. We employed the use of technology in all these areas. We implemented a gps-enabled phone app called OC Cares that allowed the citizens to quickly and easily report concerns directly to the City. They could snap a gps-tagged photo to report a code enforcement concern, a pot hole, a broken sidewalk or a variety of other issues. The software would automatically send updates to the reporting party, letting them know the report was received and, if appropriate, that work to correct the item was in progress and a notice of completion. It also tracked which staff member or department the item was referred to. In addition we developed a Facebook page and Twitter account to help keep the community informed of City news and events. JAMIE CROTEAU We also implemented an interface for our utility customers that allowed them to monitor their water usage throughout their billing cycle. Assisting them in avoiding any unpleasant surprise or alert them to a leak or change in water usage. The City also began to offer more payment options for utility customers, including ACH payments/debit and credit and debit card payments. One of the goals of Tequesta is to implement a new meter system. During my Orange City undertook a citywide meter replacement project. The meters are read automatically from two tower locations and the information readily available to the City and its utility customers. This change allowed the City to shift manpower to other tasks. The City Clerk's Office also implemented the Laserfiche document management system, which allows not only for better document retention but also allows the public to access documents via internet access. In Boca Raton we are just finishing scanning all our paper employee files into Laserfiche. This more efficient system allows much faster retrieval of documents. Orange City also used technology to support staff, improve operations, and enhance efficiency. Those projects ran the gamut from an EMS Vending Machine that improved the tracking of controlled narcotics and reduced the amount of supplies that expired before use; to police body cameras and electronic ticket writers/printers; to updating the fuel management system for better tracking and security and better scheduling of preventative maintenance. All these projects either improved efficiency and/or saved the City money. I have employed technology to varying degrees throughout my career. As I get to know the Village and its operations, it's natural to look for ways to increase efficiency and improve customer service, which often leads to implementing new technology. TH0I�IAS G. BRADFORD �4 CHESTNUT TRatL TEQUESTA, FL 33469 (561) 744-7640 � tgbradford3naol.com August 27_ 201 K '�ts. Mcrlcnc Rcid. I�1S. SPHR. .=�ss�stam Village ManageriHR Director Villagc of Tcqucsta �-3� Tcqucsta Dn�c Tcqucsta. FL �•�6�� Rc Village of Tequesta_ FL Viilage Mana�er Recruilmcni Dc�r Ms. Reid: f ��as �xcited �o read that Tequesta has ez�ended the acti�c recruitmen� for lhe Village h9anager position. If the intention is to find a cit� management profcss�onal �►ilh a pro�cn track record. parUcularl� in lhose areas of currcnt conccrn to lhc Ma.or_ Vicc-Ma�or_ and mcmbcrs of thc Villagc Council_ plcas� comparc m. crcdcnlials and e�perience to am one� [t is m� contenl�on that m� �(> �ears of municipal management c�periencc makes mc uniqucl� qualificd for this Village Manager position open�ng. Consider m� responses belot� to lhe Current Ma�or Init�a���cs �ndicated �n thc Villa�c vtanagcr�ob posUn��. . E�ploration of alternati�e re�enue source� - I h.r�� man� ��ar� ul ��prn�ncc in ���,rl.in� ��ith ( ��unt�. Stat�. au�i F:cl�r�l ,i���nci�� tu •�cur� h�,th �.,nip�UU�� _�rant, aii�1 �lir�ct ��r�nt•-in-�i�l R�c�iil ��ampl�, in �h� Tu��n c,l Palm t3�ach that c�,ni� t„ min�l ar� un-��uin�� FDEP ,�rant. t�, munitur ,�a turtl� n�:l�ne alim,� �h: hcach i�r„nt. ��ith th� parucipauon ��I� ��th�r.. � `�:��i.c�i�ti ��rant I�or �i�m�,n,�l Parl, an.1 anoth�r y:�u_uUU lur th� \liin�r F��unlain Iucat�J th�r�m i�rum th� Flun�ia Dcpartm�nt �,i �tatc_ Dnisi�n ��I Hi.t��ncal R�•uurc�;. ,�cur��1 a �rant I�rc,n� th� ( S D�paruncnt ��� Fncr•_�� El�lici4nc� and Conscnation Blocl. Grant �EEC BG 1 pro��ram to purchasc h�bnd �ch�cics for To��n usc and to con�crt parking lot lighling and internal ��ork spacc lighUng to LED lor encrg� usc rcducUon and operaUonal cost sa�ings Considcration should bc gi�cn to acquisition of contractual grant ��riting scniccs to hclp idcntif� opportunities and proper compiclion of grant appl�cations in keeping��ith grantor e�pectauon� � Reduction in the cost of he.�lthcarr and retirement - Impl�mcntati;,n �,t� �iu�ii�• t�� ��ri1'� �l���cnd�nt ��L'lllllliJl'\. .l`'`f�Ull� �\���IIC�� ��I'l��t�:llll�. \\Il�l �)[�;I111UIll II1C�Il111�> �11f tll)II-ll�� ��� (1��i1Cl'V. Q illlal�� n���nthl� stiE��n�l lar h�al►h insttr�nc� �li��ihl� .i»plr���, ��hu chu��.c n�,t tu t��l., th� h�n�lit I�r��m lh�� � illa��. ,in�1 ��n���nn�� h�alth and �ii�t �.iuc�u��n�l ��n���ram, C�,r �mpl�,���,_ ha�� r�:uftc�i in ,i`nit�ic��nt �l�:l�l�l III�Uf;111CC`�:1\I�1L'� II1 f�.l�lll f3C.11'�l �( 1� 1�I'\ �11�� l�� f'Ct�UCC 1�1C C�»l ��� I"�UC�Ill�lll �)I'l�`'I":1111� ��UL I11 l�ll� Ill:lf��(. fI �Ull llf� Il��l ❑l ��.1�1 �i�U,l� l�� I�li l'ufC �l�flC�llti 4lt'Ul liit'�� �1� l�l� f I��I'I��:l Kill!'CII7�IlL �\il�lll �,,u ��ill b�c�,m� �� trainin`, ,�ruun�l �u�al�l; tu rccruu �in�l r�tain ��ualit� per�unn�l P�Im E3�ach Icarn�d thi: th� hard ��a� an�l. in ��n� �car. ha�l '�",� ,u�nu�il �urnu��r in 1=u-�-R.�cu� f�� lhc ��i�nt clian���� can hc ina�ic «�lhout c��nipr��mi�tn�` th� ��quc:�a ���,.iU��n � i.-�i-�is lh� cur� 4�r���i,iun• i�l F R�. �1�I11`'� ma� h� achi���d I ��rut� th� I�yu�.ta ��I�in�d bcnclit ��lan I�,r l;cncral �mplv���� and P��lic:� an� Fir� an�! r��ci���1 att��rnc� a����ro<<il lur Ic��al li�rm an�l ,ul�liri�nc� Pinp�,inun_ ��h�it ,a� in�� nia� ��ccur ran h� �.���I7� 1\Il�l �)CV�)�f ,Ifl.l�\�I� ��l� �I�SUIII��I ��11 IIl_>. I� JII�. �l'Jl� t�� �h C�I��U�.11��i ��� ,111 :Il'lll�t�l;l� aiial��I� ll�lll�' .1 ��Ulla III�� :1�1U.111 • Implementation of <► 6-�e<�r c�►pit.�l impro�ernent;replacement plan - I u.�J �-�c.�r rapitnl II11�)I�l�\�Ill�lll j��:lll� Llll�{ ��t�1Cl' �-��:lf 4)�JII� \\�1:11 �.l�l \���I�III�' �t�f' 1���U��l:l I��C l�lt��� hU�i_�l i���CUlllt'lll�! In Palni E3�ach. I cr�at.�l :� I��-���ir ( �,�:tal \lana�_cm�nt Pn,,,ram plan an�l � �-��,ir l IP 5i�-��ar plan� can h� u»picmcnt�d in Umc lur th� �l�li�cr� �,►� lh� _'Iil�> >U?U f�qu�sta bu:l���t I anUcipat� duin�� lh� :amc li�r thc \�at�r l_ Ulit` ti,r il• c��pitnl intpr����m�nts nnd it� r�n���ai an�i r�plac�m�nl ��ro��raili � Continued implementation of m��intenance and improvernents plans outlined in the utilih re�enue sufficienc� and rate adequac� stud� - .�� �tat�d ahc���. utilil� ����crau��n> rcyuirc multi-�ear plans f��r h�,th ca��ital imF�rc��cm�nu u���� i an�l f,,r malor r���t i��ms traditi�,nall� d��m�� lv b� r;:n���al and rcE,laccm�nt �Rx:R for �,1�1i in �,rcl�r t�, �,ri�� i�1� rat� :t�hilit� and an unint�rrupt��l :uE���l� c�f thc uUlit� s �ital ��n,auct. an�1 ��n icc� . � Ue�elopment or ni�►„ and specifications for the construction of a ne�� Communit� Center -1 o�crsa�� thc conslruction ��Cth� Palm B�ach Rccrcation Ccntcr in I��K-I It ��as just dcmolishcd in 2O1R ana the ne« Recreation Center is no�� under cons�n�ction bascd uoon �he proccss lhat [ o�crsa�� and implcmcntcd in ordcr to brin� thc nc« facilit� online ��orking ��ith statl� and intcrestcd citiicns. T��o- thirds of thc x I� million conslruction cost is bcing pro�ided b� donations I rccommcnd�ou considcr thc Florida Rccrcation Dc�clopmcnt Assistance Program (FRD.API grants at FDEP to hclp pa� for construclion of thc nc�� facil�t� � Implementation of autom.�tic read meters and related technoloQ� for �1 ater l tilit} - l �� ol� l���lll������'\ ���t (llll��lll:lllvll �C:1��� l�� �IIlll�ll�l�� �\�IIC�I l'Clll �l���l �,��4) l�l� �1C0�{ Clllltll UR��Cf lcllllCl)I JIICI ICB�I l�� fl�llCf� llx ��� �\ItiUll�' f11�111�101\�� l�l ��� l�llll�'� fa���r. b�tt�r. ch�aE,�r Thi. i1\Ill'�l ��Ul ��)( l�l� Iilllallllll`� �CClll�ll �l� l�l� ��I-\ Il'� �I'��l \\I1�1��U1 �lUl�� Iti�l� Ill�lil'S l�lll �l� �Ill.11ll'�(� t\Il�l �?Llll� �IIl�lI1C111�' �ll� ��.li� �IUfT�l.l�i pr��_�ram� a�ailabl� I�rom manul�actur�r: ��r thir�i E�art� linanc� ��r��aniiaU��i�: - 1 ha�e li�ed in Tequesta Cor �? �cars and ��as lhe Tequesta Village Manager Irom I�)86 to 2000 I can start quickl�. ��ith a short Icarning cunc rclati�c lo othcrs_ and aid in lhc scicction proccss for thc impc�rlant Utilitics Dircctor position Ihat is currcnth opcn. ti1� st�lc is such that 1 am approachablc and Incndl�. ��ith a scnsc of humor. t takc pridc in �hc I'act that I scc m�sclf as a coach in m� dcalings��ith municipal staff ( likc lo ��ork to mal.c things bcttcr��ith staff in�ol�cmcnt. V4'hen somethin� nceds to be done I do no� simpl� order �� to be_ unless emer�cnc� circumstances require such [ cxplatn �hc nccd to statTand ho�� it ��ill bc bcnc(icial to lhcm and thc organiiation as a ��holc going fon�ard_ I trcat all pcoplc cquall� ��ithout rcgard to racc. rcligion. or gcnder And lastl., and perhaps morc importanlh_ 1 kccp stalr and cicc[cd officials ��cll inform�d. Thc goal is no surpriscs f cxpcct thc samc from Dcpartmcnt Dircctors and 1 ��ill dcli�cr�hc samc to thc �'illa�c Counc;! ( am lhc bcsl person (or this�ob and I respcctlWh asl. that I bc �n cn the chancc to pro�c thc samc to �ou. thc clected officials, and ci�iiens of Tequcsta. 1 ha�c attached a cop� of m� resume and a Letter of Recommcndation I'rom Palm Bcach h1a�or Gail Conigl�o for �our consideration. I stand read� to meet ��ilh �ou, lhc elcctcd ofGcials. and cd►icns of Tcqucsla i I�thcre is mtcrest m furthcr cxplonng m� qualiGcations lor this imporlant job. Sinccrch_ � r . � _ ,�� -�,r^.-? i �" ' . -_. � `__ Thomas G. Bradford Enclosures: Bradford Rcsumc Lcucr of Rccommcndation liom Palm Bcach Nta.or Gail C`oni�l�o RESUME THOMAS GILL BRADFORD, III 44 Chestnut Trail Born: Orlando, FL Tequesta, FL 33469-2148 Health: Excellent Telephone: Work: NA H ome: 561-744-7640 Mobile: 561-346-6061 Email: Work: NA Home: tgbradford3@aol.com SUMMARY Local govemment professional with skills and knowledge acquired through education and experience with proven leadership in the areas of elected official relations, policy development, service delivery strategies, administration of service delivery for various departments, intergovernmental relations, communications, human resources, budgeting, capital improvement planning, and project management. PROFESSIONAL EXPERIENCE Town of Palm Beach, www.townofpalmbeach.com P.O. Box 2029, Palm Beach, Florida 33480 Telephone: (561) 838-5410 Title: Town Manager—01/10/15 to 02/12/18 Deputy Town Manager—05/2006 to 01/09/15 Assistant Town Manager-02/12/01 to 05/2006 Acting Town Manager- 06/26/00 to 02/11/01 Assistant Town Manager- 05/01/00 to 06/26/00 Assistant to Town Manager—05/31/85 to 04/30/86 Administrative Assistant-04/18/83 to 05/30/85 Administrative Aide- 10/18/82 to 04/17/83 Community Description: Palm Beach is a world-class resort and home to approximately 8,300 full-time residents, increasing to 25,000 in the winter. The Town is located in Palm Beach County, population 1.3 million. Home to active and retired icons of American business and industry, Palm Beach is a 12 mile barrier island off of Florida's southeast coast and is primarily a residential community with aggregate property valued at over $11 billion with the average single family home valued at about $3.5 million. The General Fund budget was approximately $80 million and the workforce consisted of approximately 365 FTE's. Issues dealt with included coastal management issues, including beach renourishment projects and related budget and taxation issues, potable water quality, water conservation, and water service provider concerns, redevelopment of commercial districts in keeping with community standards, parking control issues, aging inf�astructure, including related funding, and an accelerated capital improvement Thomas BraElord Resuma Doc 070B78 1 program funded by a $54 million bond issue focused primarily on renewal and replacement of storm water, sanitary sewer, and street lighting facilities. Palm Beach is a council-manager form of government overseen by the Mayor and five Town Council Members. Nature of Work and Accomplishments: As Town Manager: ➢ Successful Public Information Campaign leading to voter approval of$90 Million GO Bond issue for town-wide conversion to underground to improve safety, reliability, and aesthetics of utility grid. ➢ Promoted new Deputy Town Manager. ➢ Hired new Director of Recreation. ➢ Recommended creation of the Underground Utilities Task Force (UUTF) for citizen oversight of the Town-Wide Underground Project. ➢ Saw Town through two (2) hurricanes, Matthew and Irma, in one fiscal year(FY 2017)with quick recovery to normalcy and completion of fiscal year in the black in spite of high-unanticipated expenditures on disaster preparation and post- storm cleanup. ➢ Oversaw negotiations for firefighter collective bargaining agreement with pay, retirement plan, and workweek adjustments to improve competitiveness, reduce workforce hemorrhaging, and provide labor harmony and fairness. ➢ Police and Fire pension conversion to Defined Benefit Plan to improve competitiveness relative to market conditions and eliminate previously imposed uncompetitive provisions. ➢ Improved the General Employee's Pension plan to add�ess competitiveness and eliminate draconian provisions previously implemented. ➢ Returned the Coastal Management Plan to true 10 year financial planning document for transparency and long term planning horizon. ➢ Implemented a State Comprehensive Plan compliant Five-Year Capital Improvement Plan for transparency and long term planning horizon in PayGo CIP program. ➢ Refinanced 2010 ACIP bonds saving taxpayers and Worth Avenue property owners and businesses money. ➢ Recommended and hired Project Manager for the Town-Wide Underground Project. ➢ Expanded manpower for right-of-way parking enforcement. ➢ Secured funding for Town's first Communications Specialist to improve and provide consistency to Town communications. ➢ First to recommend extraordinary funding ($2.5 million) for Town Pension Plan to reduce unfunded liability faster than the plan's built-in self-correcting funding mechanism that achieves 100% funding. ➢ Secured budget funding and hiring of the Town's first Zoning Technician to supplement work of Zoning Administrator and improve efficiency and effectiveness of Zoning Code compliance. ➢ Memorial Park, Mizner Fountain, and Town Hall Square renovation was completed with celebratory event. ➢ Solved parking inventory issues at Palm Beach houses of worship (Temple Emanu-EI and Bethesda by the Sea Church) rnomes e�aamra Res�me ooc o�oeie 2 For Other Town Positions Held: ➢ Appointed by the Town Manager. Assisted with direction, control, and planning of all Town operations and development of annual operating and capital budgets. ➢ Coordinated parking programs and enforcement activities with the Parking Enforcement Division of the Police Department, the Planning, Building and Zoning Department, the Finance Department, and the Public Works Department Maintenance Division. Served as Chair of internal staff Parking Committee. ➢ Direct oversight of Information Technology Division, Risk Management, and all aspects of Town telecommunications policy, including wireless telecommunications, antenna, and towers, in accordance with Town zoning ordinances and the Town's right-of-way management policies. Emergency Management and Town Docks programs were also assigned responsibilities when serving as Assistant Town Manager. ➢ Represented the Town Manager's Office on the Town's Development Review Committee to review all site plans, special exceptions, and variance applications. ➢ Reviewed, approved, and issued conditions for all Special Event permit applications on behalf of Town Manager's Office, with Town Manager having final permitting authority. ➢ Reviewed and recommended approval or denial of all Special Event permits to the Town Council from the three primary business districts in Palm Beach. ➢ Developed RFP's for insurance underwriting and third party service providers for self-insurance program in conjunction with the Risk Manager. ➢ Approved all checks, wire transfers, payroll, pension payments, and credit card purchases of the Town. ➢ Other responsibilities included: contract administration, public works projects oversight for various capital projects including a new Recreation Center, new Police Facility, renovation of historic fire station, and numerous storm water pumping stations, collection and distribution systems; cable television franchise oversight, administrative oversight of various departments and operations, safety coordinator for protected self-insured insurance programs, liability insurance program responsibility, budgetary control responsibilities, Disaster Preparedness Coordinator, miscellaneous items as requested by the Town Manager. ➢ Special assignments and accomplishments have included: ■ Served as the Project Coordinator for the Worth Avenue Improvement Project, a $14.7 million major streetscape project encompassing the historic high-end retail Worth Avenue Commercial District. ■ Updated the entire Town Code of Ordinances with oversight by the Ordinances, Rules and Standards Committee of the Town Council without Thomes BreOforC Resume Dac 0708'IB 3 use of consulting services. ■ Created the Municipal Underground Utilities Consortium of over 30 municipalities in the Florida Power 8� Light (FPL) electric utility service area that both negotiated directly with FPL and filed tariff challenges with the Public Service Commission (PSC) for underground conversion cost reductions. Successfully negotiated a Stipulated Settlement Agreement with FPL approved by the PSC resulting in a 25% discount on local government underground conversions meeting minimum size requirements. ■ Point person overseeing other staff and consultants on town-wide underground utilities studies and for neighborhood projects to convert overhead utility lines to underground service using special non-ad valorem assessments. ■ Completed a thorough audit of the Planning, Building and Zoning Department in the early 2000's to look for ways to improve efficiency and effectiveness. ■ Served as lead staff person for the County Budget Task Force created to find ways and means to control Palm Beach County spending affecting property taxes paid by Town property owners. ■ Oversight and implementation of town-wide Traffic and Parking Study recommendations approved by the Town Council including conversion of all parking meters to kiosks for credit card and smart phone account usage, and implementation of computer operated video parking enforcement technology. ■ Developed, with consultant, the Town's first Comprehensive Emergency Management Plan with a revised Storm Emergency Response Plan. ■ Conducted management audits of specific departments. ■ Oversaw Town Hall Space Needs Study. ■ Analyzed and reported on in-house attorney services compared to contractual attorney services. ■ Served on Selection Committees to select consultants responding to various RFP and RFQ solicitations issued by the Town. ■ In the 1980's assigned overview responsibility for the following goals and objectives committees established by the Town Council: Internal Risk Management, Organizational Efficiency, Wage and Benefit Program, Office Utilization, Equipment Replacement Program, Long Range Capital Improvement Program, Electronic Data Processing, and Internal Engineering. rnames e�aemm Ras�me ooc o�oeie 4 Village of Tequesta www.tequesta.org P.O. Box 3273, Tequesta, FL, 33469-0273 Telephone: (561) 768-0460 Title: Village Manager- 05/01/86 to 04/30/00 Community Description: Located in the northeastern corner of Palm Beach County, Florida, Tequesta is a relatively affluent community that physically consists of finro square miles on three peninsulas all surrounded by the waters of the Atlantic Ocean, the Intracoastal Waterway, and the Loxahatchee River. Tequesta's population is approximately 5,700 with a water service area population of 15,000. It is a full-service community providing police, fire-rescue, planning, building and zoning services, a water utility, storm water utility, and refuse and recycling services. Tequesta is a council-manager form of government overseen by a five member Village Council that annually elects a Mayor from among its members. The Village Manager is appointed by and serves at the pleasure of the Village Council. Nature of Work and Accomplishments: ➢ Chief Administrative Officer for full-service municipality with incumbent duties encompassing all aspects of local municipal government management, including police, fire-rescue, water and storm water utilities, and central business district redevelopment activities, and Department of Community Development. The Tequesta workforce consisted of approximately 70 full-time employees with an annual operating budget of $14.5 million in FY 2000. Today, its budget is well over$20 million. ➢ Special assignments and accomplishments included: ■ Successfully implemented an independent Tequesta Fire-Rescue Department in 1993 after the proposed plan, prepared by me without use of consultants, was overwhelmingly approved by 75°/a of Tequesta voters in a referendum to eliminate the need to contract for service from Palm Beach County Fire-Rescue whose costs were unsustainable. Concurrently negotiated an Interlocal Agreement with an adjacent municipality to contract for fire-rescue services from Tequesta for ten-year term further reducing cost to Tequesta taxpayers. ■ Expanded the potable water treatment facility on two occasions, each time effectively doubling capacity. The second expansion was the construction of one of the first reverse osmosis plants in Florida drawing brackish water from the Floridan Aquifer 1,500 feet below the surface that was completed on time, on budget, with no change orders. ■ Secured the land and oversaw the planning, design, and construction of Tequesta's first active community park and recreation center located in 7homas BreAford Resume Doc 070879 S the center of the Village. • Created the Tequesta Stormwater Utility to provide the necessary resources to expand Tequesta's stormwater collection and distribution system using special non-ad valo�em assessments based upon the amount of impermeable surface on each property. • Converted all charges for refuse and recycling to special non-ad valorem assessments based upon land use causing all such charges to appear on property tax bills thereby eliminating delinquencies and the need for internal billing services. ■ Initiated the redevelopment of Tequesta's central business district that was burdened with too much commercially zoned property to be sustained by the population of the region by creating the Mixed-Use Zoning District that led to the development of all vacant lands and obsolete land uses within less than 10 years. ■ Initiated the preliminary plans for a new Village Hall and Public Safety Complex for Police and Fire-Rescue. City of West Palm Beach, www.wpb.orq P.O. Box 3366, West Palm Beach, Florida 33402 Telephone:(561) 659-8024 Title: Management Intem— February 1982 to October 15, 1982 Community Description: West Palm Beach is the heart and hub of Palm Beach County and its 1.3 million metropolitan population. West Palm Beach has a population of just under 110,000, but soars to 200,000 during business hours. It is the center of commerce and government for the region. The City has experienced tremendous growth since the late 1960's that was only temporarily abated by the Great Recession. It is a full-service city with a diverse population of all races and incomes. The City is currently a strong Mayor form of government but, at the time of my employment, was a council-manager form of government. Nature of Work and Accomplishments: ➢ Administrative work performed under the direction of the City Manager. Activities included budgeting, personnel surveys, audited energy usage and energy billing procedures, cosUbenefit studies for various proposals, equipmenUmachinery and rolling stock. EDUCATION: ➢ Master of Public Administration, May 1980 University of Alabama, Tuscaloosa, AL ➢ Bachelor of Arts, Political Science, May 1977 University of Alabama, Tuscaloosa, AL 7homas BreE1oM Resume Doc 070818 6 HONORS: ➢ Dean's List ➢ Department Assistantship, Department of Political Science, Graduate School PROFESSIONAL ORGANIZATIONS: ➢ Intemational City/County Management Association ➢ Florida City and County Management Association ➢ Palm Beach County City Manager's Association ➢ Urban Land Institute ➢ Past member of the National Association of Telecommunications Officers and Advisors ➢ Past Member- Florida Redevelopment Association OTHER ORGANIZATIONS: ➢ University of Alabama National Alumni Association ➢ Past Member- Board of Directors, Jupiter, Tequesta, Juno Beach Chamber Commerce ➢ Past Member- Jupiter-Tequesta Rotary Club ➢ Former Board Member of the Tequesta Pines Property Owners' Association ➢ Former Chair of Palm Beach United Way Business and Professional Committee ➢ Palm Beach Rotary Club ➢ Former Board Member of Palm Beach Chamber of Commerce, Ex Officio ➢ Former member of Town of Palm Beach Retirement System Board of Trustees PERSONAL INTERESTS: Hobbies include gardening, photography, reading, and listening to modern jazz. CURRENT SALARY: Available upon request, if applicable. REFERENCES: Highest references available upon request rnomas e�earo,a aes�me oa�o�oaie �J 8/28/2018 Vllage Manager ;h,c����� Br��dfo�d a Candidate Info # - :. Cover Letter Applied 5 hours ago. New � i i � Desired Pay � $195,000 RESUME Available Start Date Oct 1,2018 THOMAS GILL BRADFORD.III 44 Chesinut Trail Bom:Orlando, Phone Tequesta,FL 33469-2148 HeaNh:Excellei 561-346-6061 Telephone: Work: NA � Home: 561-7447640 Email Mo6ile: 561-346-6D61 tgbradford3@aol.com Email: Work:NA Home:tgbradford3�aol.com Address SUMMARY 44 Chestnut T2il � Tequesta,FL 33469-2148 Local govemment profession�with ski[is and Imowledge acquired through and e�cpeerience with proven leadership in the areas of elected offaial relati� , developmenk service delivery strategies,administration of service delivery College/University departrnents.intergovemmental relations,communications,human resourc UniversityofAlabama budgeting.capital improvement planning,and project management PROFESSIONAI EXPERIENCE Highest Education Obtained Other Town of Patrn Beach, www.tow�ofpalmbeach.com P.O.Bax 2029.Palm Beach,Florida 33480 Telephone:(561)838-5410 Referred By Title: Town Manager-01110l15 to 02/12/18 No one.Heard about it from residents Deputy Town Manager-d512006 to 01/09115 when discussing Village matters. Assistarrt Town Manager-02/12/�1 to 05f2006 Acting Town Manager-66/26100 to 02/11101 Pssistant Town Manager-Q5/Q1/04 to�06J26160 Assistant to Town Manager-05/31/85 to 64(30186 Administrative Assistant-04l18l83 to 05/34185 � i , ---•--� - - �- ' , - -- - -- -- -- - - - ' Application Questions 1. Have you ever filed an application with us before and if yes,when and what position(s)? Yes,1986 forVillage Manager. 2. Are any of your friends or relatives presently employed with the Village,and if yes,who? No 3. Have you ever been employed with us before and if yes,please provide deta�ls? Yes.Village Manager 1986 to 2000. 4. Have you ever been discharged from any employment or asked to resign?If yes,please explain. No.However,in Palm Beach I had to invoke the termination provisions of my contract. https:/ttequesta.bamboohr.com/hiring/candidates/1332#ats-info 1/2 8/28/2018 Village Manager 5. Explain any per�od betweenjobs where applicable. My(ast day of work in Palm Beach was February 12,2018.Since then,and to this day,I have been on a combination of paid administrative leave and severance pay,with full benefits. 6. Are you currently employed? No 7. Why do you want to work for the Village of Tequesta? Tequesta is my home and I want it to be the best it can be.I want to prepare Tequesta for the future by making sure it is on a firm financial footing and provides a uniqueness and chareder that continues to attred people so that its desirability and liveability continues to enhance property valueswell into the future. References Gail Coniglio,Mayor,Town of Palm Beach-561-838-5410 Richard Kleid,Former Town Council President,Town of Palm Beach-561-588-7631;CeI1:561-234- 0714 Michael Pucillo,Former Town Council President,Town of Palm Beach-561-236-6531 Liz Schauer,Former Mayor,Village of Tequesta,561-747-6217 Jack McDonald,Former Mayor,Town of Palm Beach,561-533-5000 Laurel Baker,Executive Diredor,Palm Beach Chamber of Commerce,561-655-3282 Karen Temme,Risk Manager,Town of Palm Beach(former subordinate)561-838-5496 Robert Weber,Coastal Program Manager,Town of Palm Beach,(formersubordinate)954-263-0667 Danielle Olson,Human Resources Director,Town of Palm Beach,561-227-6322 Bill Crouse,Former Human Resources Diredor,Town of Palm Beach,561-512-5930 John David Corey,Architectural Review Commission,Town of Palm Beach,617-590-0886 Bill Bone,Esq.,Chairman,Centennial Commission,Town of Palm Beach,561-513-5687 William Kelly,Reporter,Palm Beach Daily News,561-8203861 � Prroacy Pohcy Terms of Sernce Powered by�Q(TIbpOHR` https://tequesta.bamboohr.com/hiring/candidates/1332#ats-info 2/2 Thomas G. Bradford Please describe what the Tequesta community, Village Council and employees will see when they see you coming. I had a little chuckle when I first read this request. Not because I lack humility, think this exercise is silly, or because I possess an overabundance of self confidence thinking I can strut right up to people like the late actor John Wayne used to do in the movies, but rather I instantly remembered a very important event in my life when I read those words as they are related, at least tangentially, to the event I am about to describe. It was the day in 1981 when my father said goodbye to me in West Palm Beach after dropping me off to start my public service career there at age 26. Just when we finished saying our goodbyes as he headed back home to Alabama, Dad handed me a small pamphlet wherein he had marked a page for me to read when I got home. And so, as instructed, I waited until I arrived home and then I opened the little pamphlet to where it was marked and this is what he had highlighted for me to read: "A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. Fail to honor people, they fail to honor you. But of a good leader, who talks little, when his work is done, his aims fulfilled, they will all say, "We did this ourselves. " I have adhered to these words of an ancient Chinese philosopher ever since. So, you see when the people of Tequesta, their elected leaders, and the Village employees see me coming it would not bother me at all if they did not even know who I was because this 36 years of public service has not been about me; it's about them in more ways than one. Contrary to what you may think of me, or any other city manager, I do not need, nor do I seek, notoriety. I have only been telling you about myself and some of my accomplishments of late because it is the time to do so in order to gain employment. I am not accustomed to tooting my horn. All I care about are successful outcomes. Now, please be assured, I am not naive. I know in this hypothetical exercise you will all see me coming and you will know who I am. There will, no doubt, be such times should we have the opportunity to work together. If and when that day comes, what I wish for you and the others to see when I come sauntering your way is simply a reflection of you, figuratively speaking. I wish for myself to be a reflection of all that is good about Tequesta, its history, and its people. Because I seek to do good things for you in the name of the Tequesta people, I wish to be seen as a sort of personification of goodness, decency, and fairness; an arbiter of justice if you will for all those hurting or aggrieved, whether real or imaginary. Not everyone will be completely satisfied by my recommendations and decisions along the way but, if treated fairly and listened to with earnestness from me, they should all know they were not ignored or mistreated. Hopefully, when most see me coming they will be able to say at least to themselves — here comes a good guy; here comes a friend. This includes all my subordinates as well. It is not difficult to be the boss and to be friendly, too. In fact, setting goals and objectives with workforce involvement in a collegial sort of way makes for better results, with greater employee buy -in. Lastly, if you and the others were to see me coming I would also hope you would see the smile on my face in response to me seeing you and that this will help you and your day be a little bit brighter than before. Friendliness and kindness goes a long way to help one realize success in any municipality. Thomas G. Bradford How involved have you been in adopting and implementing technological changes in your current or most recent organization; and how will you use your knowledge and experience to ensure that Tequesta is maximizing technology to enhance customer experience? Commencing in the year 2000 in Palm Beach, the IT Manager, originally titled Information Systems Manager, reported directly to me until the year 2015 when I became Town Manager, but I remained involved with all major IT initiatives as Town Manager. Therefore, I have been intimately involved in the adoption and implementation of technological changes in the Town of Palm Beach for 18 years. The primary IT goal or mission in Tequesta, should I become Village Manager, is to provide an interactive approach with the stakeholders to identify, prioritize, manage, support, and partner successfully to execute an approved menu, or to do list, of digital initiatives and solutions that align with Village organizational and related IT strategic goals, including budget, in keeping with industry standards and IT principles while making available project management tools and techniques to staff. The part about how one will go about using one's knowledge and experience entails an initial assessment of the status of all things deemed to be IT in conjunction with the IT Manager. Systems security is of paramount importance. Redundancy and robustness of systems is also high on the list. Education of the workforce is very important. It serves no useful purpose to deploy digital improvements if the workforce does not know why or how to use them. The "how to" includes provision of strategic direction and multi-year planning of the digital environment in support of and to facilitate the betterment of village -wide operations. Service levels have to be defined in order to gauge success in customer service. If not in effect, we will establish policies, procedures (SOP), and memorialize ever evolving best practices to be followed. Day to day IT activities will include coordination of services and solutions to problems for maximum efficiency and effectiveness of limited digital resources. With your approval and budget authorization, we will provide digital solutions that further support transparency and citizen involvement in Village affairs. In order to be successful in maintaining the IT program, we will have to regularly compare the Village IT environment against emerging threats and adjust accordingly. Provision of security training to staff on a regular basis is critical. Often, the weakest link in the protection of the digital systems is the employees of the organization who unknowingly can create havoc by simply opening a questionable email or document containing malware. I do not know how Tequesta is configured but, if you have centralized systems, we will have to be diligent in their support, service, replacement, and programing to deliver high availability. Planned and unplanned PC maintenance will be a given along with planned upgrades in hardware and software. I used 10 -year equipment replacement programming in Palm Beach. PC's are typically removed from service every 3-5 years to ensure continuity and avoid unplanned downtime. We also coordinated, regulated, and educated all users on all computer, telephone, and electronic systems to achieve the safety and control inherent in centralization of systems. In conclusion, it is through review and analysis of existing systems and procedures in conjunction with the IT Manager that plans are developed to secure, maintain, enhance, procure replacements, and educate stakeholders about each and every digital and electronic platform of the organization.