HomeMy WebLinkAboutDocumentation_Special Meeting_Tab 3_09/20/2018 _VM i
Professional Referenc� Interview Synopsis
, � . . .
Candidate Name Thomas Bradford
Interview Date September 12, 2018
Interviewer: D. Gleason
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Reference Name: Mr. Richard Kleid
Title Palm Beach Town Council
Past President
Address 2660 South Ocean Blvd
Palm Beach Florida
Relationship Council (Ret)
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Qerestions:
Overall professional relationship and duties:
Would you begin by describing your position,and then discuss your professional relationship
with Mr. 8radford?
I served as a council member for the town of Palm Beach for thirteen years. I was there during the time
vvhen he was our Assistant Town Manager and also when he was our Town Manager. The past two
years of rny term on council were spent as the council President.
As ToWvn Manager,what were his specific duties? I
In his role as Town Manager he oversaw all town operations. This included staff supervision, handled
our collective bargaining negotiations, dealt with pension issues for employees, and oversaw our capital
improvement programs and other duties which may have been assigned by council.
How would you characterize his overall ability to interact efFective! with ci staff?
I think he had a good rapport with most of the staff there. There were never any major controversies or
problems that I was ever aware of. And had there been, I certainly would have known about it.
Tom had to deal with some very difficult issues wifih some of our town employees when it carrie to some
jaQnsion m�t#Qrs, but alvvays l�ad tl�e best ir�ter�st of both the to�vr� and #he Qmployees at he�rt.
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Ho�nr many department heads did he oversee,and how would you characterize his ability to
interact effectively with his direct reports?
I believe he had six department heads there and he took a proactive involvement in working with the
different departments. I don't think there were any major issues between Tom and the different
department heads.
Economic developmenf/Capital improvement
, , What experience d9d he have in #he area of economic development projects?
He had quite a bit of involvement in some of the redevelopment of some of our commercial districts, and
some of our older infrastructure.
To what extent was he involved in re ional or intergovernmental efforts?__
I know that he was a member of several regional commit�ees workr�g o� various eiforts but for the most
part this was primarily the responsibility of the Mayor. The Mayor in that community was the point
person for those kinds of intergovernmental initiatives. But I do know that he worked very closely with
the Mayor because the Town of Palm Beach sits right across the causeway from West Palm Beach and
I know there were a lot of growth and development issues which had to be worked out befinreen the
communities.
Professional Strengths/yl/eaknesses
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�ram^�au�p�:sp�c��•:y,^::�a�i::•aUls��fl� �e�s�sl�r as h9s !�o5t s��r�9�,a���a�gfpss��na9 s#���_#�?
He's a very detai!-oriented person. VVhen he was the Deputy Town �bi�nager we were facing some � �
issues,which required some very detailed, in-depth planning and research. ,4nd ultimately Tom took
over and coordinated the Underground Utilities Task Force initiative. That was a huge undertaking for
our Town, but it was not without its detractors. But Tom led the Council through that process and it��vas
due to his insight and professional abilities that it came to fruition.
V►/ith re ard to professionai weaknesses, in what area s) do ou feel he could use ira�proverr�ere�?
� He could use some work Urhen it comes to his personal relationships. He doesn't come across as warm
and fuzzy. He's very business, and task oriented. He's not the guy that's comfortable in maybe just
going out for dinner or ha��ing a dr9nk��rith�ou.
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Management/Leadership style
How would you describe his managemenfi s� le?
I think everyone recognized him as the leader. He kept a tight lid on the staff and as I said earlier, he's a
very detailed oriented person.
If you were asked to rate the effecfiiveness ofi thafi styie on a scale ofi�i-10,v�rith �90 being the
hi hest, how would you rate ot?
Maybe a 9 or so.
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� Prafessional Rela#ionships
How would ou describe his overall relationshi with ci council?
In the beginning I think he had a very good relationship with council. He worked there for a long time and
he knew many of the people in the community and had a good relationship with council members.
The council make up changed in the later years and I think that ultimately led to his leaving the town.
Which of the following terms best described his overall relationship wifih Town Council?
Wouid ou consider it to have been Exceilent, Good, Fair, or Poor?
, I would say that it was very good for most of the time he was dealing with Council.
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Public Relations/Customer Service
� � ;a�vt�at zxt�r�t vvas ar�va9v�d 9r� foca!�vents,�orn�nunat�,r��fairs, �s��sc o� ar�9z�t�o�?s? _
I don't know the extent of vvhat he uvas involved with other than some local ci��ic c�roups and the
� i Charr�ber o�Coirnrnerce. �
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Individual Ratings
On a scale of 1-10 with 10 being the highest, �� 9 g 7 6 5 4 3 2 1 N/A
how would you rate him in the following? - -
1. Integrity �
2. Personal initiative �
3. Overalf dependability �
4. Interpersonal skills �
� � 5. �rga^9zat9ona;ski!!s � r' � � � � � � � � �
� 6. Ability to communicate eifectively, both ,�
verbally and written
7. Decision making abilities �
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8. Ability to effectively direct activities of �
staff under his su ervision
9. Ability to provide effec6ve leadership to �
de artment heads
10. Experience in municipal long-range �
lannin
, 11. Ability to work effectively with state and �
local overnment officials
12. Knowledge of,and experience in labor ,�
mana ement/union matters
i 13. Knowledge of, and experience in public �
utilities management
14. Ability to effectively interact with local �
citizens
15. Conflict resoluti4n skifls `�
i i 16. Understanding of,and experience in i i i � ✓ i
local govemment purchasing
17. Ability to effectively manage a local �
i government budget
18. Understanding of local, state and
federal regulations as they relate to ✓
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munici al mana ement
� 19. Experience in and ability to,work ,�
effectively with a diverse population
i 20. Ability to provide reliable guidance and
make effective recommendations to �
� elected officials
� ! 21. Aoili'ry'to iceap counci�i��o�ad and ,� , i I !
� i uo-datzd on current issues i � 1 i I � � � � � 1
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22. Ability to establish and maintain an
effective, professional relationship with ✓
elected officials.
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Question#- 16
I'm not sure 1 can rate him here.
Personnel/ssues
To our knowled e,were there ever an alle ations ofi misconduct lod ed againsfi him?
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' Has he ever exhibited an behavior which has interfered with his abili to perform his duties?
No
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' Are you aware ofi any attributes or qualities fihat he possesses which may adversely affect his
ability to perform the duties and responsibilities of this position?
I No ____
Are ou aware of an thing in his past which may have a negative impact on the Village if hired?
Nothing, no.
, Are you aware of any past or pending litiga#ion 9n which he was, or may be r�amed i+a civi! or I
I criminal roceedin s?
B am not personally aware of any litigation and would have no insight here.
�o�1�f �o� offer ar� ins�ght 9�to tt�e�9rc�mstan�es s���o�andin his departure firom the town?
IYes, there had been a shift in council and politics, politics, politics got involved. I think that Tom was just
i ' tne uniortunate vi��rn in tha#�vhofz a�fair. '
�o you have any ciosing comme���, o�°as ti�e�e anytt�ir�� ��r�h�r yva�a.�,��t9t3 lake t� ad�i �r� 9��s
4ehai�?
Tom has a great background in municipal operations and is very professional. He's not a glad hander,
he's not Mr. Personality. But he's very solid and you can count on him to solve any problem facing a
city. He has experience in coastal community management and I also feel that would be of benefit for
I the Village of Tequesta also. If I were to sum him up, I would say that he is a true professional and I
i don't think the Village could go wrong in hiring him.
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Professionai Reference Interview Synopsis
� , . . .
Candidate Name Mr. Thomas Bradford
Interview Date Se tember 10, 2018
interviewer. D. Gleason
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i ' Referen�e iVa�ie: ' i��. Gai� C��� ii�
Title Mayor
Town of Palm Beach
Address 104 S Clematis Street
West Palm Beach, FL
Relationship Council/Mayor
uestions:
Overall professional relationship and duties
� Would you begin by describing your position, and then discuss your professionai relationship
with Mr. 8radford?
l've been on town council since 2007. In 2011 I was elected as Mayor and am currently serving at the
position. There are five council members including myself.
As i'own Manager,�,vhat were t�is speci�Fc du�ies?
I first got to work closely with Tom after I came on council, and that vvas when he was our Assistant
� � 7own Manager. He's served at various positions fior the town ever since 1983 or so. The town has a '
population base of around 8,000 and that increases quite a bit during the winter months. We work on a
General Fund of about$80 million and we employ more than 300 people. When he was our Assistant
and Deputy Town Manager he oversaw a number of different departments.V�/hen he became Town
Manager obviously his position responsibilities increased to include oversight of all day to day
operations of our town which would include supervision of department heads, budgeting, and various
other administrative tasks.
Now would ou characfierize his aysral9 a�ility �o interacfi effectiveiy w9t� cifi.jr staff?
i would characterize it as excellent he had good rapport�viih rriost of the staff. You have to remembeT
� � that he work�d at many difFerent levels of the town over the years anci had a very good reputatiQn �
among the town staff.
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�low many department heads did he oversee, and how would you characterize his ability to
interact effectivel vvith his direct reports?
As the Town Manager he had direct supervision of six different department heads. Tom was always very
fair and very thoughtFul. He always allowed his people to have a direct line of communication with him.
Economic development/Capital improvement
Whafi experience has he had in the area of economic development projects?
i � o^Js!!, ±he 7�w� of P�lm Sea�h �s tot��ly b�afiT�o�ut and �n�e reaiiy ddn't have need for any significant i i
economic development projects. The town's revenue is primarily based upon our rather expensive
property values.
What experience has he had in capital improvemenfi projects?
Toir�was very heavily involved with severaf major issues. One of those��vas our underground utilities
which turned out to be a huge undertaking. I was really grateful that Tom spearheaded the project
research for that. He was pretty much the one that got that project up and running, and that was when
he was our Deputy Town Manager.
To what extent has he been involved in re ional or inter overnmental efforts?
I The position of Town Manager has somewhat of a shared relationship with the Mayor when it comes to
regional or intergovernmental affairs. The Mayor's office is pretty much the point of contact for
coordinating regional or intergovernmental agreements and undertakings. But Tom and I did vvork
together on a number of initiatives regionally.
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� Professional�trengths/Weaknesses
�rom your perspecfi�ve,what wouid ou consider as his rrios�t signi�canl p+•ofessior+al st�er��tl�?
He has an extreme attention to detail. Once Tom puts his mind to something he finds a way to work
through an obstacle by careful and calculated planning.And he does so in a collaborative way.
With regard to professior�al weaknesses, ir�whafi area(s)do you fee! he could use improvement?
Not really, even though I'm considered the governmental liaison he and I worked very closely together
over the years Urhen he�;vas our fVlanager. We were always focused on forwarding the mission of the
� town. I think our relationship was extremely e�fiecti�ie and i can't think of any significant weakn�ss I coulc�
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identify fior him.
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Management/Leadership style
How would you descril�e his mana ement style?
Tom's a very calm, patient kind of person with a calculated leadership style. Even though he was
I somewhat laissez faire, he always knew what was going on. He didn't micro manage, and he liked to
lead by example. But as far as the day to day operations of the town went, he pretty much left the
management and running of the departments up to the department heads
If you were asked to rafie the effecfiiveness of that style on a scale of�I-10,wifih 10 being the
i � !�i t��sty l���v vvo���d 4�a r�t$��? � �
I'd rate it highly, probably a 9.
Professional Relationships
Which of the following terms would you use fio describe his overall relationship with city
council?
Would ou consider that relationship to have been Excellent, Good, Fair, or Poor?
I think that for a very long time it was excellent. It was only during recent years, in my opinion that things
started to change. And that change had nothing to do with Tom or his abilities. i
iHow would ou describe his overall relationship with ci council?
I would characterize our council make up as"Type A" kind of people, and people who are very
successful. And of course, everybody thinks things can be done better their way. Even though Tom
�r��uld try and explain to them what needed to be�one and how it should be done, there were many
times when my councilmates felt that what they had to say was more important than his opinion. I
; o�erate on the concept of being a team �layer, but that was not the way that some members of council i
sa�v their role. Even though Tom and I would at times, have pointed discussions at the end of the day he
and I worked very well together.
Public Re/ations/Cusfomer Service
To wvhat extent was involved in local �vents, community affairs, civ9c organ9zations?
He was involved in the local Rotary, he was a participant also with the United �Nay and also involved in
our local League of Cities.
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lndividual Ratings
�n a scale of 1-10 with 10 being the highest, 10 9 8 7 6 5 4 3 2 1 N/A
how would you rate him in the following? — — — — — — — — —
1. Integrity ✓
I2. Personal initiative ✓
3. Overall dependability ✓
4. Interpersonal skills ✓
i S. Otgarizat��ra1 skills ` ' � i � � '
� 6. Ability to communicate effectively, both ✓
verbally and written
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7. Decision making abilities �
� 8. Ability to effectively direct activities of ✓
staff under his su ervision
9. Ability to provide effective leadership to ✓ i i
de artment heads
10. Experience in municipal long-range ✓
plannin
11. Ability to work effectively with state and ✓
local ovemment officials
12. Knowledge of, and experience in labor ✓
mana ement/union matters
I 13. Knowledge of, and experience in public �
utilities management
14. Ability to effectively interact with local �
I citizens ^
15. Conflict resolution skills � I
� , '6. Urderstarding of,and experience in � � i i i i i i
' local govemment purchasing
17. Ability to effectively manage a local �
government budget
18. Understanding of local, state and
federai regulafions as they relate to ✓
munici al mana ement
19. Experience in and ability to,work �
effectively with a diverse population
20. Ability to provide reliable guidance and
make effective recommendations to ✓
eiected officials
I 21. Ability�o keep council infiormed and I � ! ( ' � �
�o-c�ated on cUrren#issues � � ' `
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22. Ability to establish and maintain an
effective,professional relationship with ✓
elected officials.
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Personnel/ssues
To your knowledge,were there ever any aliegations oP unis�onduct lodged a ainst him?
No
Has he ever exhibited any behavior which has interfered with his ability to perform his duties?
No
� Are you aware of any attributes or quaiities that he possesses which may adverseVy affect his
' ability to perform the duties and responsibilities of this position?
No
I Are you aware of anything dn his past which may hays a negative impacfi on the Village af hired?
; Nothing, no.
Are you aware of any past or pending litigation 9si wh9ch �e was,or►x�ay be named 9n civil or
criminal proceedin s2
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I do not know of anything personally, no.
iCould ou offer an insight into the circumstances surrounding his departure from the town?
We have a very interesting dynamic going on in the town. I was very disappointed when the council did
I not reach out and work in a more team approach effort. But I feel that some council members took the
stance that"iYs my way or the high��ray"And I was�extremely disappointed the vvay fihat whole situation
unfolded. I don't believe that in a public forum it's appropriate to just up and say, "No,we're not going to
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I �enew your contract". i tt�ink we owe the public and our citizens morz of a prof2ssional approach than
that. But at the end of the day, Tom needed three votes to have his contract renewed and that didn't
� happen.
Do you ha�e any ciosing comments,or is khere anything Furthe�you wouid iike to add on his
behalf?
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I uvish him the best; he would do a fine job as a Manager for any city who vvould consider him.
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Professional Reference Interview Synopsis
� � , . . .
Candidate Name Thomas Bradford
Interview Date September 12, 2018
! Interviewer: D. Gleason
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� � t�eference �Vame: � ��licnaei Puciiio � �
Tifile Former President
Palm Beach Town Council
Address 224 DunbarRoad
Palm Beach, FL
Relationship Council member/Former Council President
Questions:
Overall professional relationship and duties:
Would you begin by describing your position,and then discuss your professional rela#ionship
with Mr. 8radford?
I was on the Town Council for six years, I left in 2016. During the time I was on council I worked with
Tom in both of his positions as Assistant Town Manager, and then as Town iVlanager. During the two
years that i was Council President, Tom was our Town Manager. So, he and I worked much more
closely togzther during that time.
i As Town Manager,whatwere his specific dut►es?
As the Deputy Town Manager, he worked with and answered to our then, Town iVianager. In that role he
had various assignment and oversights of some of the operational aspects of the town. After he was
appointed to Town Manager his supervision responsibilities and related management duties ob��iously
increased. He was ultimately in charge of all of the operations of a very active resort-based community
which had a general fund budget of over$80 million.
How wouid ou char�acterize his overall abil�tg►t+� ��nt�ract��F��tiv�9 �v�tt� ci sta#�
It�-vas good. He spent quite a few years there in different rotes. I think he actually began working there in
�he early �9Sa's so he�vas vvell kr�awn �y 2veryone o� city stafF.
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H�w maray departrraent heads did he aversee, and how would you characterize his ability to
interact effectivel with his direct reports?
The structure of the town was such that our department heads ali reported to Tam as Manager and this
included around ten different town departments.
Economic development/Capital improvement
What experience i�as he had in fihe area ofi economic development projects?
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The fiown of Palm Beach is not big on economic development project; it simply is not something which is
really needed. There realiy isn't much land left to develop. There is a concern however, on how retaii is
doing in the current economic condition. So, there's always been some tension within the town of Palm
Beach befinreen commercial interests and those who view the town as a primary residential area. Ideally
you woulti have a mix of both commercial and residential, and I think that Tom recogn�zed that
importance as well. I think he was supportive of the business in town and was viewed as someone who
was receptive to the business community.
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To what extent has he been involved in re ionai or intergovernmental efforts?
� There was a certain amount of that which he took part in, due to his level of involvement in local
� government. Much of that however, would have been the Mayor's responsibi(ities.
� Professional Strengths/Weaknesses
�rom our perspectiv�,w�at vvoa�ld �u �oras9de�as his ra�ost si nifiicarot profess9�na!stre� th?
From my perspective I think he has great insight, and very perceptive. He was a very steady hand when
it came to working with difficult situations and difficult people. He was always very professional, and he
' always handled himself in a professional manner.
With regard to profiessionai weaknesses, in whafi area(sj do ou feel he couid use improvement?
After I left I think he got himself into the middle of a political crosswind. There's politics in every town and
he either misread what was going on, or more likely was unwilling to go along with some of the politics
� of the time. And that may have been his undoing. So, if he has a weakness I think it may be his
underst�nding of#he poli#ical side, but as far as a management side he's very capable.
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Management/Leadership style
How would ou describe his mana ement siyle?
As I said ear{ier, he's pretty unflappable. He's steady and takes a very calm approach. I think that's his
strength, and his style.
If you were asked to rafie the effecfiiveness of that sij/le on a scaie of 1-10,with �10 being fihe
highest, how would you rate it?
i i f',�i �iyF it� A �3r 1 f� i �
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Professional Relationships
� How would ou describe his overall relationship with ci council?
, f think it was good early one. He was Deputy!V➢anager as you knc�,r�, for many years and worlced under a
� very respected Manager. I feel that he filled the position well, he did a good job. He understood the
needs of the job and his role as a Manager.
� Which of the following terms best described his over relationship with Town Coun�il?
Would you consider it to have been Excellent, Good, Fair, or Poor?
� Early on, I would say it was very good, bordering on excellent.
Pubtic Re/ations/Customer Service
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�'���33a�eY1�e���as 9��v�lvPs3 ��� 9���� �v��ts,co�munis+r affairs, �9vic organizations.
Tom was involved in the United Way and he liked to get out into the community. And I think he did so at
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about the level which was expected in that position.
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Individual Ratings
On a scale of 1-10 with 10 being the highest, 10 9 8 7 6 5 4 3 2 1 N/A
how would you rate him in the following? — — — — — — — — —
1. integrity ✓
( 2. Personal initiative ✓
3. Overail dependability ✓
4. Interpersonal skills ✓
� i � • , , I � i i i i I i
� �. ���an�zat��na�sk���s
� 6. Ability to communicate effectively, both �
verball and written
� 7. Decision making abilities ✓
� 8. Ability to effectively direct activities of �
staff under his su ervision
9. Abiiity to provid�efFective leadership'ro �
� de artment heads
i
10. Experience in municipal long-range ✓
lannin
11. Ability to work effectively with state and ✓
� local ovemment officials
12. Knowledge of,and experience in labor �
mana ement/union matters
I 13. Knowledge of, and experience in public �
utilities management
14. Ability to effectivety interact with local �
� citizens
15. Conflict resolution skills ✓
i 16. Understanding of, and experience in � ✓ i i i i
local govemment purchasing
17. Ability to effectively manage a local �
I government budget
18. Understanding of local,s#ats and
federal regulations as they relate to ✓
� munici al mana ement
� 19. Experience in and abifity to,work �
efFectively with a diverse population
20. Ability to provide reliable guidance and
� make effective recommendations to ✓
elected officials
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29. ,��ilify to iceep council iniormed and i � � i i i
I ��n-r,13tQL�L��!�arre�t issaes � � � � � I I � � �
! � "� � � e i i i i � i � i i i
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22. Ability to establish and maintain an
effective,professional relationship with ✓
elected officials.
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Question#-22
For me it would have been a 10. After I/eft however, 1 know that some of the council would not
; have rated him as highly.
Personnel/ssues
To our knowled e,were there ever any alle ations of misconduct lodged a ainst him?
Not to my knowledge
i � f�as ta�e Qver Qach��a�tes9 an beh�v9�r�t�i�l� �a� is�te�f�r��i +n�9t�� n9��b�lity t� �+�r��rrn t��� duti�s� �
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iVot that I am aware
Are you aware of any attribufies or qualities that he possesses which may adversely affect his
abili to perform the duties and responsibilities of this position?
No ,
Are you aware of anything in his past which ma have a negative impact on the Villa e if hired?
No
Are you aware of any pasf or�ending litigation in which he was,or may be named in civil or
criminal proceedings?
Not that I'm aware of.
� Could you affer an insight into the c�rc�mstance��urrour+don his d�parture?
As I alluded to earlier, he simply got ca�ght in a political maPlstrom. There was a yiew on council by
some who wanted to go in a certain direction on budgeting and staffing and so on. He resisted that
i euort and I think that ultirnately cost him i�is job. i
Do you ha�oe any closirag comments,or is ��iere anything further you would like to add on hes
bet�aif?
I believe Tom did an admiral job in Palm Beach. He had a long career there and he did a lot for the town
and led us through some very difficult times and challenges. He's a very good manager; he worked well
�n�ith staff and the c�uncil. And for the most part I think a lot of his abilities. I wish him the best.
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Professiona! Reference interview Synops�s
� � . . .
Candidate Name Thomas Bradford
Interview Date September 7, 2018
Interviewer: D. Gleason
. . .
� Reference Narne: Vir. �ill Crouse � �
Title Human Resources Manager(Ret)
Town of Palm Beach
Address 2292 Newberry Drive
Bri hton, FL
I R�lationship I �rofessional Peer —
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Questions:
OveraU profess/onal relafionship and duties:
Would you begin by describing your position, and then discuss your professional relationship
with Mr. Bradfiord?
I was first hired by the town of Palm Beach in 1978 as their Personnel Director. I worked in personnel
services and was ultimately given the position as Director of Human Resources. I retired in 2010. Tom
came to work for the to��rm around �982 cr so and he had quite a fiew difierent positions over the years, �
think he started as an Administrative Assistant.
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As Town Manager,what v✓ere his specific duties?
He was in charge of numerous administrative functions for the town. I know he served off and on as
Assistant to the Town Manager, then Acting To�vn Manager then Deputy Town oVlanager and then was
promoted or appointed to the position as Town Manager in January of 2015. He was in charge of a very
large and active community and oversaw all town operations as Town Manager.
Ho�v�,voufd you �haracterBze t�9s�veral3 ab�l9#� to 9�#sr�ct sf#�ct9v�ly+rr9t�i c�1.y s#aff?
He had a very good relationship with the city staff. He's very personable and he interacted well with
everybody. I
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interact effec�ively wilh his�iirect�epo+�ts?
I think we had around thirteen or fourteen different departments, each of which had a director. When he
was Manager they all reported to him.
1
Economic development/Capital improvement
What experience has he had in the area of economic development pro'ects?
In my position I guess I wasn't the best one to ask about this. But Palm Beach is a very affluent resort
type of community and obviously economic and community development was a big part of his position
responsibilities. He understood the economic realities of running a city such as Palm Beach
What experience has he had in capital improvement pro'ects?
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i uvT �tiiii�t(� CuU�C1�iVE yvi.i 8ii'y'�tiiti� �iCi'c, � iTi iiOt 5LiT8.
To what extent has he been involved in regional or inter overnmental efforts?
He had extensive contacts throughout the area; he spent a long time there. As far as the specific
regional initiatives he may have been involved in I couldn't give you an answer other than to say I know
he was very active on all those kinds ofi activities.
Professional Sfrengths/Weaknesses
From our perspective,what would ou consider as his most si nifiicant profess�onal strength? �
I enjoyed very much how he interacted with the employees. He did an awesome job and worked well
with all the town staff and department heads as well. Since he rose up through the ranks so to speak, he
had a lot of experience working with various people and departments throughout the years, and he had
an excellent reputation.
With regard to professional weaknesses, in what area s) do you feel he could use imp�aveme�t?
i i
I'm not sure I could identify anything worth mentioning.
,�lanagement/Leadership style
How would ou describe his mana ement style?
I'm not sure I could identify any one pahicular style. I thought he managed people by Uiorking with
people, not overthem. Tom had the ability to work effectively�nrith the department directars, the council
members, and everybody on staff. As the HR Director I saw a lot of interaction between staff who wers
i�aving prQblems and I can honesiiy say�hai f never s�wr or heard anyon�speak�egativeiy ab�ui ho��
I � h4 Su�r�ennco�l n±hors I I
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1�you were asked to rate �he effect6veness �f thaL•style on a scaie�F���i3,vv9lla °�0 being tf�e �
l�9ghes�, l��v�w�e�ld yoU rate it?
I'd give him very high marks here.
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Professional Relationships
Which of the fiollowing fierms besfi describes your overall relafiionship?
Would ou consider our relationship to have been Excellent, Good, Fair,or Poor?
It would definitely be excellent; I think a lot of him professionally.
How would you describe his overall relationship with ci council?
I think he did really good job at working with members of council. He saw a lot of council members come
and go over the years and he worked with council at different position levels, which included stints as
� �
the Assistant town Manager, Acting Town Manager, Deputy Manager and then ultimately Town
Manager. So he became very effective in dealing with council over the years.
Public Relations/Customer Service
�"o what extent was involved in local events, community affairs, civic organizat9ons?
I'm not sure I could answer this, I really don't know of his outside activities.
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Individual Rafings
On a scale of 1-10 with 1Q being the highest, 10 9 g 7 6 5 4 3 2 1 N/A
how would you rate him in the foliowing? — — — — —
1. Integrity ✓
2. Personal initiative �
3. Overall dependability ✓
4. Interpersonal skills �
� � . i � i i
5. �rganizationai siciiis °
6. Ability to communicate efFectively,both �
verball and written
7. Decision making abilities �
8. Ability to effectively direct activities of ✓
staff under his su ervision
9. Ability t��r�vid?effective leadership to �
de artment heads
10. Experience in municipal long-range ✓
lannin
11. Ability to work effectively with state and �
local ovemment officials
12. Knowledge of, and experience in labor ✓
mana ement/union matters
13. Knowledge of, and experience in public ✓
utilities management
14. Ability to effectively interact with local ✓
citizens
95. Conflict resolufion skills ✓ �
� 16. Understanding a�, and ex�erence in , , , , , , ✓ �
local govemment purchasing
17. Ability to effectively manage a local �
government budget
18. Understanding of local,state and
federal regulations as they relate to ✓
munici al mana ement
19. Experience in and ability to,work �
effectively with a diverse population
20. Ability to provide reliable guidance and
make effective recommendations to ✓
elected officials
21. fibility to lceep council inforrned and �
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22. Ability to establish and maintain an
effective, professional relationship with ✓
efected officials.
if�nmmAnt����arP marlP durina the ratina of the Candidate, they are incfuded on next page:
, _ _ - �
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Question#-- 10
I can't rate him here, 1 don't knouv.
Question#— 12
!can't answer because for the most part we were non-union
Question#— 13
i'm not sure I can rate him in this area.
Question#— 16
I can't rate him here either.
� Personnel tssues
To our knowled e,were there ever any alle ations of misconduct lod ed a ainst him?
I'm not going to get into it, but there were some political issues which he had to face. I'm very upset
about what happened there and I know that Tom vvas treated very unfairly.
Has he ever exhibited an behavior which has interfered with his abili to perform his duties?
No, never.
Are you aware of any attributes or qualities thafi he possesses which may adversely affect his
ability to perform the duties and responsibilities of this position?
No
Are ou aware ofi anything in his pasfi wi�ich may have a negafiive impact on lhe Villa e if hired?
9�0
Are you aware of any }�asc or pending 96tigation in which t�e wvas,or may be named in ciwil or
� � crimira�i proce��l9n s?
I cannot answer that.
Are you aware of the circumstances surrounding his depar�ure, and if so could you offer any
insigt�t?
I'm shocked that he was forced out; I can't believe what they did to him.
Do you have any closing comm�nts, or is there anything fiarther you would like to add on his
behalf?
!-!e's a top-notch Manager; I worke��^:ith him for a very long time. He v�+ould do an excellentjob over i:�
�"�r�uesia, espe�iaiiy since ne had ��evious ex�erie�c�w��ki�g ia�ine�n as weli.
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