MINUTES OF THE SPECIAL SARASOTA CITY COMMISSION MEETING OF AUGUST 18, 2001, AT 9:00 A.M. PRESENT: Mayor Albert F. Hogle, Vice Mayor Carolyn J. Mason, Commissioners Richard F. Martin, Lou Ann R. Palmer, and Mary J. Quillin, City Auditor and Clerk Billy E. Robinson, and City Attorney Richard J. Taylor ABSENT: City Manager David R. Sollenberger PRESIDING: Mayor Hogle The meeting was called to order in accordance with Article III, Section 9(b) of the City of Sarasbta Charter at 9:01 a.m. City Auditor and Clerk Robinson gave the Invocation followed by the Pledge of Allegiance. 1. INTRODUCTION (AGENDA ITEM I) #1 (0049) through (0366) Mayor Hogle stated that the six candidates for the City Manager position will be interviewed; that the six candidates will be ranked and a City Manager will be selected after the interviews are completed. William Campbell, Director, Human Resources, and Lewis Fox, Managing Director, DMG-Maximus (DMG), came before the Commission. Mr. Campbell stated that the search for a City Manager has been a four-month process; that the goal of hiring a City Manager by October 1, 2001, is achievable; that DMG is thanked for the help provided to the City. Mr. Fox stated that DMG submitted a final report to the Commission which is included in the Agenda backup material; that the final report contains background information concerning the. six candidates for the City Manager position; that the final report also includes a list of suggestions and tips for interviewing and 16 suggested questions which the Commission may choose to ask; that individual questions not included on the list may be asked; however, each City Manager candidate should be asked the same questions; that the * 16 suggested questions should be reviewed; that a determination of the questions which will be asked should be made prior to the first interview. BOOK 50 Page 21672 08/18/01 9:00 A.M. BOOK 50 Page 21673 08/18/01 9:00 A.M. Commissioner Quillin asked if additional information has been obtained concerning Christopher Holley, City Manager candidate? Mr. Fox stated no; that as the alternate, Mr. Holley was added late in the processi that additional information will be obtained and distributed to the Commission promptly if Mr. Holley is selected as the final candidate for City Manager. Commissioner Quillin stated that certain information which is not provided for Mr. Holley is provided for all other City Manager candidates. Mr. Fox stated that additional information is being obtained; that the additional information will be provided to the Commission if Mr. Holley is selected as the final City Manager candidate. Mayor Hogle stated that the 16 suggested questions will be asked by the Commission; that each Commissioner will ask one question in turn; that he will ask the first question; that the desire is to ask several personal questions after the 16 suggested questions are answered. Commissioner Quillin stated that individual Commissioner questions should be provided prior to beginning the interviews to avoid duplication. Commissioner Martin stated that sutticlent time may not be available for additional questions; that his personal questions were asked and answered during the previous individual interviews with the six City Manager candidates. Mayor Hogle stated that knowing the City Manager candidates' experience with Florida's Government in the Sunshine Laws (Sunshine Laws) is desired. Commissioner Martin stated that individual Commissioner questions in addition to the 16 suggested questions can be discussed. Commissioner Quillin stated that some suggested questions can be deleted and replaced with individual Commissioner questions. Mr. Campbell stated that the 16 suggested questions are not mandatory; that the Commission may ask other questions as long as every City Manager candidate is asked the same questions. Mayor Hogle stated that the City Manager candidates' experience with the Sunshine Laws can be asked after the 16 suggested questions. Commissioner Quillin stated that the 16 suggested questions should be asked; that other questions should be determined prior to the first interview. Mr. Campbell stated that time may not be sufficient to answer all the 16 suggested questions. Mayor Hogle stated that he will ask the first of the 16 suggested questions; that Vice Mayor Mason will ask the second; that the remaining questions will be asked on a rotating basis; that each City Manager candidate will be asked the same questions. Commissioner Martin stated that some questions can be deleted and - replaced with individual Commissioner questions if desired. Commissioner Palmer stated that the 16 suggested questions should be asked without any replacements. Mayor Hogle concurred; and stated that knowing the City Manager candidates' experience with the Sunshine Laws can be asked after the 16 suggested questions if time permits. Commissioner Quillin stated that knowing the City Manger candidates' experience with the Sunshine Laws is important. Mayor Hogle stated that the 16 suggested questions are acceptable. Commissioner Palmer concurred; and asked the suggested interview procedure and if additional time will be available at the conclusion of the interviews to consider all the information provided? Mr. Fox stated that a rating sheet for each City Manager candidate has been provided in the Agenda back material; that the City Manager candidates should not be discussed after the individual interviews; that discussion can be held after the conclusion of the last interview; that the top three City Manager candidates will be ranked by the Commission on a ballot; that the ballots will be tallied; that discussion will be held as necessary at that time. Commissioner Quillin stated that only the top three City Manager candidates should be considered and discussed. BOOK 50 Page 21674 08/18/01 9:00 A.M. BOOK 50 Page 21675 08/18/01 9:00 A.M. Commissioner Palmer stated that each Commissioner should provide a top three ranking for City Manager candidates; that discussion should be held as necessary at that time. Commissioner Quillin stated that the Commission should discuss the City Manager candidates to develop a general consensus of the top three. Mr. Fox stated that previous experience indicates two to three City Manager candidates will be Clustered at the top of the Commission ballots; that little discussion may be necessary. 2. INTERVIEW RE: : PAUL BEECHER (AGENDA ITEM II) #1 (0367) through (1945) Paul Beecher, City Manager, Dover, New Hampshire, came before the Commission. Mayor Hogle stated that the Commission will ask the same questions of all City Manager candidates; that the Commission is interviewing the City Manager candidates in alphabetical order. The Commission asked the following questions: We have all had an opportunity to review your resume. Please explain, from your perspective, how your background prepares you for this position. Mr. Beecher stated that current issues in the City closely parallel issues confronted during previous experience, based on research of the current issues facing the City and discussions with the Commission; that over 25 years as a City Manager provides ample experience. What are your overall responsibilities in your current position? What have been the recent high priority areas? Mr. Beecher stated that he is responsible for all City operations in Dover; that the budget in Dover is over $60 million; that the schools are governed by Dover; that $30 million of the Dover budget is allocated to the schools; that the schools submit budgets for review and submission to the Dover City Council which has final expenditure authority for all operations in Dover; that Dover is currently facing rapid housing development; that local, environmental, neighborhood, and community issues are being addressed to provide opportunities for affordable housing growth. What are your short- and long-term career goals? How does this position fit into those goals? Mr. Beecher stated that he has been the City Manager in Dover for nine years; that he has been an Assistant City Manager or City Manager for an average of 7 to 8 years in previous cities; that communities change rapidly; that the demands of communities are different; that the desire to refresh himself and seek out new challenges is necessary for career fulfillment; that the same issues the City of Sarasota faces currently have been faced in Dover; that the issues have been dealt with successfully; that success has been achieved in every city managed; that leadership and experience can be provided to the City; that he is 54 years old and would like to be the City Manager of Sarasota for 10 years prior to retiring. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Mr. Beecher stated that he is easy-going, very participatory, and enjoys helping others; that City Manager positions provide opportunities to help people on a regular basis; that consensus is the best way to shape a community and the community's future; that he does not enjoy authoritarian styles of management, is not a dictator, and is confident in his abilities. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? Mr. Beecher stated that mistakes have been made in his career as a City Manager; that while an Assistant Manager in Kansas City, Missouri, many departments in Kansas City were supervised, including the Special Facilities Department which had responsibility for arenas and convention centers; that a large bond issue was passed which included the renovation of Kemper Arena; that a Davis Cup tennis final match in St. Petersburg, Florida, was attended to prepare for a national tennis match scheduled for Kansas City at a later date; that the plan was to install clay and new lighting at Kemper Arena for the tennis match; that $1 million worth of lighting renovation was contracted BOOK 50 Page 21676 08/18/01 9:00 A.M. BOOK 50 Page 21677 08/18/01 9:00 A.M. without prior approval from the Kansas City Council; that the lighting contracts were approved after obtained; that the lesson was to ensure the current council or commission approves funding prior to obtaining contracts. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Mr. Beecher stated that the success of a city is dependent on the employees; that Staff should agree with the Commission's choice of a City Manager and must be comfortable with the style of management; that as a trusting person, he must be able to trust Staff; that freedom to govern and time to complete projects is required; that Staff is held accountable for the projects governed; that Staff will not be asked to do anything he is not willing to do also. Please describe to the Commission two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Mr. Beecher stated that dismissing employees is always difficult; that sometimes more chances for redemption are offered to employees than necessary; that a Police Chief was personally dismissed early in his career; that considering the decision was agonizing for several evenings; however, the city paid him to manage the city; that neither the Police Chief nor the city were being helped by wasting time over the situation; that procrastination allows situations to fester; that he has had to dis smiss many employees in his career; that dismissals are often necessary for the employee and the city to assure success. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Mr. Beecher stated that direct credit is hard to take for initiating and implementing projects; that Staff's creativity is fostered; that many ideas may be considered but not implemented; that Staff's ideas are cherished; that additional time to think about the qyestion would be appreciated. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Mr. Beecher stated that the creation of an industrial park in Dover was advocated while the economy was in decline; that the private sector was not developing at the time; that approximately 80 percent of the revenue in Dover is generated from property tax; that the Dover City Council was not interested in allocating $300 million to build an industrial park in which land would be donated to attract industry; however, the industrial park was built and has been very successful; that property tax revenue generated by the industrial park has more than paid for the debt service. Commissioner Martin stated that the decision to build the industrial park must have met with resistance; and asked if the industrial park was built based on Mr. Beecher's assumption of the success of the industrial park? Mr. Beecher stated that other industrial parks which were built and overseen in Missouri were significantly successful; that the local business community in Dover was very supportive of building an industrial park; that all risky decisions require persuasion to accomplish goals; that confidence in the success of the industrial park was held. Give us an example of a project you moved forward on, in spite of considerable opposition or organizational restraints. What did you do to make it successful? Mr. Beecher stated that answering the question will also answer the previous question concerning the implementation of an innovative project; that Excelsior Springs, Missouri, was a relatively poor spa community at the time of assuming the position of City Manager; that the community was founded on mineral waters; that the City Hall in Excelsior Springs included a swimming pool and a mineral water bar; that Missouri allowed cities to charge a half cent Transportation Sales Tax for funding transportation improvements; that the assumption was the community would accept the half cent Transportation Sales Tax in the interest of gaining transportation improvements; that the half cent Transportation Sales Tax was not well promoted as community support was assumed; that the half cent Transportation Sales Tax failed at the polls; that the ballot question was. amended to include a five-year clause concerning the Transportation Sales T'ax; that an oversight committee was established to review the Transportation Sales Tax funds and ensure transportation projects were being constructed as BOOK 50 Page 21678 08/18/01 9:00 A.M. BOOK 50 Page 21679 08/18/01 9:00 A.M. planned; that the ballot question was approved by an overwhelming majority; that the lesson learned is to assure participation and involve the community. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Mr. Beecher stated that personal management styles were adjusted to fit the organization during the beginning of his career; that now the organization adapts to his personal management style; that significant time is devoted to departmental projects; that utilizing skills of employees which may not have been utilized in prior job positions is enjoyed; that he leads by example; that risky ideas intended to make Dover better are welcomed; that employees should enjoy work; that big words and complex theories are not necessary; that instead, belief is placed in the fundamental and logical ideas of working; that employees should çome to work, perform their jobs accurately, and work hard. Describe your leadership style and approach. How do you motivate people? How do you balance your time between managing staff and working effectively with external concerns? Mr. Beecher stated that gaining the trust of the organization is a top priority sO greater effectiveness can be provided to the Commission and the community; that all employees are given the opportunity to succeed; that cities will be around long after the current Commissions are gone; that he will help the City be the best possible. Please describe for us the actions you would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Mr. Beecher stated that managing a city is a team effort; that all employees should work together to get the job done; that who works for whom is not a necessary detail as everyone works for the betterment of the City. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Mr. Beecher stated that good relationships with business communities in the cities in which previously worked have always' been held; that Dover was a very contentious City at the time the position of City Manager was assumed; that prior to his arrival, the local family-owned newspaper frequently reported on the Dover City Council in an unfavorable manner; that the newspaper owners frequently sought his advice on running the newspaper after the City Manager position was assumed; that business leaders have shown confidence in his abilities. Commissioner Martin asked the involvement with community neighborhoods? Mr. Beecher stated that neighborhood groups tend to get lost in big cities; that Kansas City created a Neighborhood Department which was very successful; that Dover does not have a neighborhood department; however, the employees of different departments in the Dover perform many of the functions of a typical neighborhood department. Please describe your experience with the State Sunshine Laws. Mr. Beecher stated that having worked with government in the Sunshine for the majority of his career, the Sunshine Laws fit with his open-management style. To what extent have you worked with Federal, State, or other local agencies on an intergovermmental basis, particularly concerning City and County issues? Mr. Beecher stated that counties are very small in New Hampshire; that New Hampshire does not have unincorporated areas; that significant experience has been gained with interlocal agreements in Missouri and Texas; that Kansas City has a very active regional planning commission which promoted local cooperation; that Kansas City is located within seven counties; that all cities and counties in Clay County, Missouri, meet every quarter to work on projects of mutual benefit; that he is President-Elect of the New Hampshire Municipal Association Executive Board which is similar to the Florida League of Cities, Inc. Will the October 1, 2001, start date for the City Manager position be an * obstacle if you are the successful candidate? Do you have any questions for the Commission? BOOK 50 Page 21680 08/18/01 9:00 A.M. BOOK 50 Page 21681 08/18/01 9:00 A.M. Mr. Beecher stated that beginning October 1, 2001, is agreeable; that Dover will continue to run efficiently while missing him as a person. Vice Mayor Mason asked Mr. Beecher if he has any questions for the Commission? Mr. Beecher stated that the Commission has been honest and forthright; that he can effectively do the job the City requires; that the personal desire is to assume the position as the next City Manager; that the Commission should set priorities of projects which are scheduled for completion; that the City has many projects currently; that he is the first candidate to interview and does not want to be forgotten by the conclusion of the interviews; that Commissioner Quillin previously indicated the City should "fish or cut bait" during the search for a new City Manager; that the Commission should be reminded the first piece of bait seen in a day is generally the best; that the Commission and the City are kind; that the stay has been enjoyable. The Commission recessed at 9:55 a.m. and reconvened at 10:15 a.m. 3. INTERVIEW RE: : STERLING CHEATHAM (AGENDA ITEM III) #1 (1946) through (3385) Sterling Cheatham, Assistant City Manager, Norfolk, Virginia, came before the Commission. Mayor Hogle welcomed Mr. Cheatham and stated that all of the City Manager candidates will be asked the same questions. The Commission asked the following questions: We have all had an opportunity to review your resume. . Please explain, from your perspective, how your background prepares you for this position. Mr. Cheatham stated that he has an extensive background in local government management; that a Bachelor of Arts Degree in Political Science and a Master of Public Administration Degree have been obtained; that an interest in local government has been held since his sophomore year in college; that skills have been improved and developed for the opportunity of becoming a City Manager. What are your overall responsibilities in your current position? What have been the recent high priority areas? Mr. Cheatham stated that key policy issues including transportation, financial, environmental, strategic planning, and legislative issues are supervised; that previous direct oversight was held over the operating departments, such as Public Safety, Finance, Human Resources, Technology, and Human Services; that the most recent key issues have been legislative including the financial relationships between the revenue generated by the State of Virginia and the revenue coming to the local government; that Norfolk believes a disparity is present in the two revenuesi that cities and counties in Virginia do not overlap; that each city and county is completely autonomous; that 15 to 20 key strategic projects are being identified which each community can support and will be presented to a 15-city region; that the projects will be presented to the General Legislative Assembly in Virginia for permission to impose an additional tax to construct a baseball stadium, an arena, an opera facility, and to enhance public education facilities. What are your short- and long-term career goals? How does this position fit into those goals? Mr. Cheatham stated that becoming a City Manager in a progressive urban environment is a short- and long-term goal; that the City provides the correct opportunity for achieving the goal. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Mr. Cheatham stated that he is out-going; that the focus is on issues which are germane and important; that he is very time sensitive and appreciates an organized environment; that employees will exceed performance levels if provided with proper resources, training, and direction; that independent decisions within certain parameters are encouraged to complete a project; that he is an outcome-oriented person. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? BOOK 50 Page 21682 08/18/01 9:00 A.M. BOOK 50 . Page 21683 08/18/01 9:00 A.M. Mr. Cheatham stated that a professional decision which should have been changed in hindsight cannot be remembered; however, desiring a professional decision to have a different outcome is a normal occurrence; that increased wastewater treatment rates have been proposed in Norfolk recently; that two of the seven council members in Norfolk previously ran on campaign platforms promising no wastewater treatment rate increases; that the increased wastewater treatment rates passed; however, the two council members were put in a precarious position which was not desired. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how, you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Mr. Cheatham stated that a team effort is important; that the team must identify the overall objectives and goals and prepare a plan to achieve the objectives; that each department head must be vested in the plan; that ambiguity is not desired; that the goals set forth in the plan will be accomplished and reported regularly with changes in the goals as necessary or desirable. Please describe to the Commission, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Mr. Cheatham stated that termination of employees is difficult; that two employees who were misusing office equipment and continued to do sO after being warned were terminated; that the employees were considered friends as well as colleagues; that all employees must have a sense of values in the workplace concerning what is and is not acceptable; that involvement in other disciplinary actions as the Assistant City Manager in Norfolk have occurred; that the lesson is to have all the facts of a situation before a judgment is made. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Mr. Cheatham stated that several new financial policies to solidify Norfolk's financial standing have been instituted through the help and implementation of other employees; however, direct credit cannot be taken for any one project; that all completed projects are the result of a team effort. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Mr. Cheatham stated that city management positions require risky management decisions; that Norfolk owns the majority of the water resources for the region; that difficult arrangements have been made to determine which area gets how much water at what time; that interlocal agreements have been arranged with Portsmouth, Virginia, for the sale of additional water which required significant strategic decisions; that obtaining support for the interlocal agreement was risky. Give us an example of a project you moved forward on, in spite of considerable opposition or organizational restraints. What did you do to make it successful? Mr. Cheatham stated that the Norfolk Police Department criminal justice information system was recently converted into a new computer format; that efforts to convert were unsuccessful twice with two different vendors; that a new system was required; that the contract was negotiated; that the software was working in 11 months after the second conversion failure prior to January 1, 2000; that decisions concerning the scope of the project based on set priorities were required; that he determined and endorsed vendor support selection and technical meetings to ensure the conversion took place promptly and successfully. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Mr. Cheatham stated that he is an outcome-oriented manageri that the management style should be adopted to the situation; that employees should be provided with training, direction, and resources to complete a project; that vesting employees in the completion of projects is important; that many successful departmental restructurings have been experienced; that departmental failures are not recalled; however, priorities could have been organized differently such as Norfolk's determining downtown infrastructure improvements as a higher priority than normal pay increases for employees. BOOK 50 Page 21684 08/18/01 9:00 A.M. BOOK 50 Page 21685 08/18/01 9:00 A.M. How do you balance your time between managing staff and working effectively with external concerns? Mr. Cheatham stated that time is spent with staff in the departments; that external entities require significant time; however, being available and accessible to provide guidance and encouragement to departments is necessary. Please describe for us the actions you would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Mr. Cheatham stated that an effort will be made to meet individually with department heads to determine what department heads believe the City does and does not do well; that a workplan for the coming twelve months will be requested of each department to identify key projects and timeframes for completing the projects; that the workplan will be shared with the Commission on a preliminary basis to determine Commission reaction. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Mr. Cheatham stated that Norfolk has many commercial districts which are primarily composed of business interests; that strategic initiatives determined by Norfolk which may or may not have been properly reported in the media are shared with the business district leaders; that a significant road improvement project was recently completed through a major commercial area of Norfolk which demolished several small businesses; that working with the small businesses in advance to identify the project properly and assist with relocation costs if applicable is an example of the successful approaches used with local businesses; that Norfolk has over 100 civics leagues; that he is available and accessible to each civic group and is required to respond immediately if the presence of a Norfolk official is required at a civic group meeting; that he works with many citizen-appointed boards and committees directly; that a committee was formed to develop a strategic plan for the revitalization of a major cmercla/esidential corridor which was previously the African-American Financial District for Norfolk; that an implementation strategy for revitalization is being developed; that much work is done with local businesses, community groups, and individuals. To what extent have you worked with Federal, State; or' other local agencies on an intergoverrimental basis? Mr. Cheatham stated that in South Carolina, he was responsible for working with the County to develop a dual-tax agreement, which was a resolution of the inequity of the tax rate imposed by the County on City residents for County services versus the City services provided to County residents; that the agreement became a model for South Carolina; that Norfolk has been very active in complying with the Water Pollution Prevention and Control Act, 33 USC Chapter 26 (Clean Water Act); that Norfolk is a Housing Opportunities for People Everywhere (HOPE) VI community; that relationships must be maintained at the Federal and State level to keep the programs intact. Please describe your experience with the State Sunshine Laws. Mr. Cheatham stated that Florida's Sunshine Laws have not been directly experienced; that the Freedom of Information Act has similar principles; that government is for and by the people; therefore, the business of government should be open to all interested parties. Will the October 1, 2001, start date for the City Manager position be an obstacle if you are the successful candidate? Do you have any questions for the Commission? Mr. Cheatham stated that no obstacles are foreseen with assuming the position by October 1, 2001, if a final determination of candidacy is made prior to August 24, 2001; that the opportunity to meet and interview with the Commission is appreciated; that the City is considered a high-quality and forward-moving City of which the Commission should be proud; that the City Manager candidate the Commission believes would best increase the vitality of the City should be chosen; that he is the best City Manager candidate. Mayor Hogle asked if Mr. Cheatham had any other information to provide the Commission? Mr. Cheatham stated no. The Commission recessed at 10:45 a.m. and reconvened at 11:15 a.m. 4. INTERVIEW RE: CHRISTOPHER HOLLEY (AGENDA ITEM IV) #1 (3385) through #2 (1623) BOOK 50 Page 21686 08/18/01 9:00 A.M. BOOK 50 Page 21687 08/18/01 9:00 A.M. Christopher Holley, County Manager, Okaloosa County, Florida, came before the Commission. Mayor Hogle welcomed Mr. Holley and stated that all City Manager candidates will be asked the same questions. The Commission asked the following questions: We have all had an opportunity to review your resume. Please explain, from your perspective, how your background prepares you for this position. Mr. Holley stated that living in Florida for most of his life has provided significant experience with the major identifiers of the State such as hurricanes, the environment, and substantial tourism; that previous experience is in both city and county government in Temple Terrace, Collier County, Naples, Suwannee County, and currently in Okaloosa County, Florida; that Naples is very similar to the City of Sarasota with many affluent and demanding citizens; that Naples had problems with finding affordable housing for service workers within an affluent community similar to Sarasota's; that the position in Naples was as the Community Services Director; that he left the Assistant County Manager position in Collier County to become a department head in Naples to better understand the situation of department heads; that the position of County Coordinator was accepted in Suwannee County after leaving Naples; that Suwannee County is a rural community which is naturally beautiful; that the current position as County Manager in Okaloosa County has been the most challenging; that automation of government services is an important issue; that fiber optic cable is being installed throughout Okaloosa County; that Okaloosa County is doing more with less; that his entire career has prepared him for the opportunity of becoming the City Manager of Sarasota. What are your overall responsibilities in your current position? What have been the recent high priority areas? Mr. Holley stated that he administers and carries out policies set by the Commission; that guidance and direction are given to a staff of over 750 employees; that Okaloosa County has 27,000 water and sewer customers; that the primary goal is to keep the Commission informed of the issues within the organization and to facilitate decisions; that motivating, training, and directing staff provides a higher level of service for residents; that high priority areas include a sales tax on the referendum ballot; that Okaloosa County is under a court order to construct a new court facility; that the County has exceeded jail capacity; that a new conference center is being constructed; that worthy government projects take time and effort; that three new Commissioners were elected to the Okaloosa County Commission in November 2000. What are your short- and long-term career goals? How does this position fit into those goals? Mr. Holley stated that he is satisfied with the balance in his life; that he has three children and desires to keep an equal work and home life; that the City of Sarasota is similar in size as well as current and past issues to Okaloosa County; that the desire is to work hard for Sarasota as well as spending time with family; that being City Manager for the next 10 to 12 years and then retiring in Sarasota would be ideal; that family is located nearby; that a career change is not actively pursued; however, becoming the City Manager is of interest. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Mr. Holley stated that government is stressful; that many demands are placed on government employees which can build negative environments; that a creative and enjoyable work environment is desired; that new, challenging, and innovative ways to fulfill job duties can create a more enjoyable work environment; that the status quo is not acceptable; that department heads do not require constant oversight and are challenged to exceed expectations; that he is not a micro-manager; that regular staff meetings and management retreats are held; that lack of patience for inefficiency or low productivity is a personal fault; that expectations of Staff are high. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? Mr. Holley stated that all personnel decision are difficult; that department heads have been hired in the past which were not successful; that the transition process can be difficult; that working with staff is in a fair manner. BOOK 50 Page 21688 08/18/01 9:00 A.M. BOOK 50 . Page 21689 . 08/18/01 9:00 A.M. Commissioner Palmer asked if previous experiences which failed have been applied to new situations for a more positive outcome? Mr. Holley stated that high-level management positions generally recruit competent people; that the most difficult part of hiring is finding someone who fits the current organization and the community. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Mr. Holley stated that a monthly Capital Improvement Project spreadsheet is distributed to the Okaloosa County Commission as an update; that monthly one-on-one meetings are held with department heads; that a separate status report of assignments made by the Okaloosa County Commission is reviewed at staff meetings; that many Capital Improvement Projects are through the Public Works Department; therefore, the Public Works Director is required to submit weekly ceportsi that written documentation of projects is kept; that the steps to complete major projects are documented. Please describe to the Commission, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Mr. Holley stated that employees are the major resource as well as the major cost for and can make or break a company or government agency; that sexual harassment issues, improper internet use, and improper relationships with co-workers are personnel issues which have been experienced; that personnel issues relating to sex are the most sensitive and the most difficult to handle; that two ambulance attendants who were intimately involved in the ambulance while on duty were previously terminated. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Mr. Holley stated that direct credit is not easy to take; that as the County Manager, he is ultimately responsible for project failures; that the effort for automation of government services is the most creative project on which personally worked; that the technology department in Okaloosa County is writing software for complaint tracking; that a program is being written in which a description of a complaint can be entered into the system on the date the complaint is received and the department which should handle the complaint will be notified automatically; that the department has access to the software to enter the date an answer is offered to the complainer and the action to rectify the complaint; that automating small services such as complaint tracking allows more time for more important projects. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Mr. Holley stated that funding an educational program concerning the sales tax with $100,000 of County revenue was riskyi that the citizens of Okaloosa County do: not fully understand the reasons for expending funds to explain an increase in the sales tax; that Okaloosa County is still experiencing negative feedback concerning the program; that voters must be educated regardless of the issue; that facts tend to become muddled if special interest groups become involved in an issue and negatively impact the educational campaign; that the decision to run an educational campaign for voters to fully and correctly understand the requirement for an increased sales tax was risky. Commissioner Martin asked the number of cities located within Okaloosa County and the largest population in a city? Mr. Holley stated that Okaloosa County has nine incorporated municipalities; that Ft. Walton Beach, Florida, is the largest city in Okaloosa County with approximately 25,000 residents; that Destin, Florida, is growing rapidly; that Okaloosa County has 170,000 residents; that 100,000 residents are located within the southern part of Okaloosa County. Give us an example of a project you moved forward on, in spite of considerable opposition or organizational restraints. What did you do to make it successful? Mr. Holley stated that the new conference center planned in Okaloosa County has divided the community for 10 years; that the new conference center will be an asset for the community which is a high tourist area; that four separate taxes have been enacted which generate $6 million in revenues annually; that half of the four tax revenues are allocated for constructing the conference center; that explaining to the citizens the conference center will BOOK 50 Page 21690 08/18/01 9:00 A.M. BOOK 50 Page 21691 08/18/01 9:00 A.M. be funded by tourists but will be available for public civic uses such as high school graduations, fund raisers, car and boat shows, and benefit dinners has been difficult; that the conference center has been such a divisive issue Okaloosa County Commissioners have lost re-election efforts due to past voting on conference center issues; that developing the proposals for the conference center, holding numerous public hearings, and educating voters on the benefits of the conference center has been controversial for over 10 years; that the conference center is finally planned for construction; that he is certain of the positive outcome of constructing the conterence center despite the immense community division. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Mr. Holley stated that one management style does not fit in every situation; that his personal style is a piece of every style; that certain staff requires certain management styles; that he is a participatory manager who utilizes different management styles according to the situation and the employee; that a creative and enjoyable work environment is developed; that management ability and motivational skills are sometimes more necessary in a department head than the technical skills required; that the Okaloosa Public Works Director is female which is unusual; that an unsuccessful attempt was made to recruit an African-American Purchasing Manager; that a well placed and functioning team which provides exceptional service is the biggest accomplishment for a City Manager; that his biggest failure is not spending enough time with employees who are not department heads. How do you balance your time between managing staff and working effectively with external concerns? Mr. Holley stated that electronic mail is answered; that the Okaloosa County Commission is visited each morning; that personal service on several local County boards such as the United Way and the Rotary Club is important; that he is actively involved with his church. Please describe for us the actions you would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Mr. Holley stated that staff can make or break a company or government agency; that upon assuming a new position, an entire day is spent in each department to understand department staffing issues and department projects; that the Okaloosa County Clerk staff is the budgeting staff; that creating the budget is a team effort between the Okaloosa County Manager's Office and the Clerk's Office; that the Okaloosa County Attorney has been the County Attorney for 24 years; that the County Attorney assists in frequent strategizing and detailing projects in Okaloosa County; that personal and professional relationships with Charter Officials have always been good; that the first six months to one year of a new position is a whirlwind of developing relationships and earning the trust of employees. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Mr. Holley stated that a commitment is made to finding win-win situations in dealing with other governmental agencies; that meetings are held with all the city managers in Okaloosa County once a month to review interlocal agreements and concernsi that currently a local airline carrier is contemplating moving to another airport; that airports require a low-cost carrier to keep prices competitive; that the community has committed to traveling on the local airline carrier a certain percentage of the yeari that the Tourist Development Council in Okaloosa County is developing a marketing strategy to boost revenue for the local airline carrier; that local partnerships should be created frequently sO all parties succeed; that partnerships are part of the daily business of managing a city. Commissioner Martin asked the experience with neighborhood groups or typically under-represented groups? Mr. Holley stated that quarterly meetings with the Southern Christian Leadership and the National Association for the Advancement of Colored People (NAACP) are attended; that while working in Naples, significant time was spent developing neighborhood strategies to create safe neighborhoods; that a community center, public gymnasium, and renovations on a youth center and public pool were completed. Commissloner Palmer stated that the next question concerning interaction with Federal, State, and local agencies has been well covered through previous answers and recommended passing over the question. BOOK 50 Page 21692 08/18/01 9:00 A.M. BOOK 50 Page 21693 08/18/01 9:00 A.M. Please describe your experience with the State Sunshine Laws. Mr. Holley stated that his entire career has been spent working within the Sunshine Laws. Will the October 1, 2001, start date for the City Manager position be an obstacle if you are the successful candidate? Do you have any questions for the Commission? Mr. Holley stated that the preference is for 60-days notice of leave in Okaloosa County; that leaving Okaloosa County sooner can be arranged to accommodate arriving in the City at a mutually beneficial date; that the Commission has many projects currently being pursued; that the current City Manager and Ken Thompson, the previous City Manager, are respected; that the sense of community shown through the August 17, 2001, City Manager candidate reception and the attendance of the community and current and past government and local business leaders was impressive; that the City is congratulated on an excellent and fair City Manager search; that all candidates are well qualified for the position and would be well suited for the City; that the Commission must determine the best fit for the City. Mayor Hogle asked if Mr. Holley has any other information to provide to the Commission? Mr. Holley stated that he will be visiting relatives the remainder of the day and can be reached for additional information. The Commission recessed at 12:05 p.m. and reconvened at 1:00 p.m. 5. INTERVIEW RE: : ROD IRWIN (AGENDA ITEM V) #2 (1624) through (3344) Rod Irwin, Assistant County Manger, Arlington County, Virginia, came before the Commission. Mayor Hogle welcomed Mr. Irwin and stated that all City Manager candidates will be asked the same questions. The Commission asked the following questions: We have all had an opportunity to review your resume. Please explain, from your perspective, how your background prepares you for this position. Mr. Irwin stated that he has over 30 years of experience which offers a broad perspective in city and county management in a variety of different size municipalities; that working in different size municipalities in different states provides the benefit of working with different forms of government and different methods of problem-solving; that the City is facing dynamic growth and change; that his planning and development background will be helpful in implementing the City of Sarasota Downtown Master Plan 2020 (Downtown Master Plan 2020); that promoting compromise with neighborhood groups and development communities has been greatly experienced. What are your overall responsibilities in your current position? What have been the recent high priority areas? Mr. Irwin stated that primary supervision includes Planning and Economic Development, Neighborhood Revitalization, Community Services, Parks and Recreation, Libraries, and Commercial Revitalization; that personal experience includes direct involvement with project negotiations; that a $200 million mixed-use project is currently being completed on which he was the lead project negotiator. What are your short- and long-term career goals? How does this position fit into those goals? Mr. Irwin stated that the planning and development experience was broadened through previous employment as the Director of Parks and Planning for the National Capital Park and Planning Commission in Silver Spring, Maryland; that the desire is to combine the planning and management experiences in a management situation. Describe your personality. How would others who work with you describe your personality? What. type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Mr. Irwin stated that he is most comfortable with clear direction; that a city manager should set clear direction and priorities for an organization to move forward; that department heads should take responsibility for areas in which services are delivered; that a city manager should work with the Commission and the department BOOK 50 Page 21694 08/18/01 9:00 A.M. BOOK 50 Page 21695 08/18/01 9:00 A.M. heads to understand and clearly define the established policies and the. manner in. which the policies should be enacted; that city government is to serve the community and the objectives of the elected officials; that he is demanding, fair, and supportive of staff; that professional satisfaction is received from specific accomplishments. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? Mr. Irwin stated that he was previously hired by a municipality to completely restructure the organization; that the commitment and understanding of the other involved parties was not assessed prior to the restructuring; that a previous assistant became a valued friend and employee but vacated the position due to an overburdening of responsibility for which the assistant was unprepared; that the lesson learned was to be more aware of appropriately pacing others. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Mr. Irwin stated that meetings will be scheduled with department heads collectively, and individually to determine projects and objectives set forth by the Commission; that defining the services and timeframes for completion of projects will be directly linked to the direction given; that a city manger sets the direction, stays close to the direction setting reasonable timetables for completion of projects, and still allows department heads certain freedoms; that unreasonable expectations will not be given without available resources. Please describe to the Commission, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Mr. Irwin stated that a difficult collective bargaining issue was previously experienced concerning the unionization of all employees; that Clarifying the scope of the bargaining unit as to the possible inclusion of department heads as union employees was prolonged before the State Labor Relations Board; that the lesson learned was to compromise and seek levels of accommodation as no benefit accrues from winning less than would have been originally lost. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Mr. Irwin stated that Yonkers, New York, was entering bankruptcy at the time he became City Manager; that Yonkers had a $200 million budget and was ending the fiscal year with a $40 million shortfall; that the school system was planning on closing early due to a $15 million shortfall in the budget; that the' Yonkers City Charter was heavily amended; that a long-range financial plan was developed which balanced the budget and stabilized Yonker's resources; that three consecutive balanced budgets were produced regaining financial control; that the financial plan was successful; that Yonkers has remained financially stable since that, time; that the financial plan included labor contracts with unions limiting pay increases over a period of yearsi that revenues were slightly raised and services were returned to avoid chaos in the community; that taxes were increased which was not desired; however, curbside trash collection as well as Police foot patrols in key areas of Yonkers were reinstated. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Mr. Irwin stated that a previous municipality which he managed was subject to a State tax constraint referendum which severely limited taxing capacity; that infrastructure was deteriorating in municipalities throughout the State due to the limited taxing capacity; that most municipalities in the State continued to fund operational programs and defer capital investments due to the lack of revenuei that a complete financial analysis with priority decisions as to funding of infrastructure was recommended and instituted; that a capital bond issue was also recommended; that the recommendation was met with considerable skepticism; that a multiple-service bond issue to rebuild several fire stations, improve parks, and retro-fit a library was developed; that various interests realized the benefit and recognized the need; that an outside investment firm was identified to provide some pro bono services and to develop a tight financial analysis for. the municipality; that the Council committed to supporting the bond issue, which was successfully passed despite the controversy; that the decision was risky but correct and necessary. BOOK 50 Page 21696 08/18/01 9:00 A.M. BOOK 50 Page 21697 08/18/01 9:00 A.M. Give us an example of a project you moved forward on, in spite of considerable opposition or organizational restraints. What did you do to make it successful? Mr. Irwin stated that a large mixed-use project was in the planning stages for many years in a previous community; that the community desired a mixed-use presence for the area including a grocery store, civic presence, etc.; that the project could not move forward without a public and private partnership requiring financial investment; that a 20-year loan was approved for a parking structure; that the citizens were very concerned; that educating the community was very difficult; that much criticism was received; that the council unanimously approved the project which is now being completed. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Mr. Irwin stated that a strong management team involving the entire organization is the most effective management style; that the city manager and the commission must effectively articulate the direction and focus of a strategic plan; that services must be operated and delivered within a properly structured organization; that key issues should be completed in a cost-effective and efficient manner. How do you motivate people? How do you balance your time between managing staff and working effectively with external concerns? Mr. Irwin stated that employees are motivated by a complete understanding of the purpose of the organization and the direction in which the organization is headed as well as feeling contributions are valued in the mission of the organization; that employees may not fully agree with the manner in which an organization's goals are being accomplished; however, understanding the reason behind the goals is important; that external demands are greater on city managers today than in the past;. that communities desire available and effective city managers; that connections must be made with neighborhood organizations and business interests in the community; that time management is key and responsibilities should be prioritized. Please describe for us the actions you would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Mr. Irwin stated that an organizational management meeting will be scheduled to explain personal management philosophies; that meeting with each department head individually is important; that each department head will be asked to prepare a list of issues relating to the individual department and the organization as a whole; that meetings with the Charter Officials will also be scheduled to understand important issues and areas in which support is required. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Mr. Irwin stated that he has an on-going relationship and open-dialogue with local businesses and community groups; that meeting with relevant community members within and outside of the official capacity is important; that meetings with Staff and community members such as newspaper editors will be scheduled to address pertinent City issues to provide different perspectives; that beneficial and constructive relationships with community, development, and city interests are possible. To what extent have you worked with Federal, State, or other local agencies on an intergovermmental basis? Mr. Irwin stated that he has a 30-year background cooperating with Federal, State, and local governments; that a regional public safety dispatch facility for seven municipalities was previously negotiated; that he is a past Chairman of the Ridgewood, New Jersey, Water Utility which included negotiating interlocal agreements with surrounding municipalities; that he was previously Arlington County's representative for the Northeast Solid Waste Consortium; that differing city and county perspectives are understood. Please describe your experience with the State Sunshine Laws. Mr. Irwin stated that he is experienced with EeNEIrN-amNine laws; that information is public and should not be restrained. BOOK 50 Page 21698 08/18/01 9:00 A.M. BOOK 50 Page. 21699 08/18/01 9:00 A.M. Will the October 1, 2001, start date for the City Manager position be. an obstacle if you are the successful candidate? Do you have any questions for the Commission? Mr. Irwin stated that assuming the City Manager position between October 1 and October 15, 2001, is possible; that the hospitality provided by the City is appreciated; that much information has been gathered; that the City is very impressive. Mayor Hogle asked if Mr. Irwin has any additional information to provide to the Commission? Mr. Irwin stated that he has attended the Urban Land Institute (ULI) and received certification in Real Estate Development Analysis which would be of immense benefit to the City in the implementation of the Downtown Master Plan 2020; that the certification provides a greater understanding of the financial dynamics of development. The Commission recessed at 1:36 p.m. and reconvened at 2:00 p.m. 6. INTERVIEW RE: BONNIE KRAFT (AGENDA ITEM VI) #2 (3344) through #3 (1087) Bonnie Kraft, City Manager, Gresham, Oregon, came before the Commission. Mayor Hogle welcomed Ms. Krait and stated that all City Manager candidates will be asked the same questions. The Commission asked the following questions: We have all had an opportunity to review your resume. Please explain, from your perspective, how your background prepares you for this position. Ms. Kraft stated that Gresham is very similar to the City of Sarasota; that Gresham has completed projects similar to the City's Downtown Master Plan 2020 (Downtown Master Plan 2020); that citizen involvement is highly prized personally and in Gresham as in the City of Sarasota. What. are your overall responsibilities in your current position? What have been the recent high priority areas? Ms. Kraft stated that she is the Gresham City - Manager" and supervises eight departments; that Gresham has a neo-traditional, multi-use development being constructed near the historical downtown; that the development being constructed was chosen very carefully as the land is adjacent to the historical downtown of Gresham; that the land was subjected to a zoning overlay to ensure the development would be designed similarly to the historical downtown; that retail, residential, and arts tacilities are being included in the development; that Gresham's City Hall is located on the land between the beginning of the historical downtown and the development; that the development is a rail-stop on the light-rail system which connects Gresham to Portland, Oregon. What are your short- and long-term career goals? How does this position fit into those goals? Ms. Kraft stated that remaining a City Manager is a short- and long-term career goal; that the immediate career goal is to become the City Manager of Sarasota; that great success has been experienced in Gresham; that Gresham is a vibrant community and. is very similar to Sarasota; that a second immediate goal is to carry the success experienced in Gresham to Sarasota. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Ms. Kraft stated that she is out-going, humorous, and energetic; that high expectations are held of staff and accountability is important; that hiring and retaining the best people is important; that recruiting and retaining the best department heads in Oregon is a source of personal pride; that a team effort is desired; that antagonistic and malcontent work environments are not desired; that city employees should be fully committed to the city. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? Ms. Kraft stated that previously a highly qualified Fire Chief was hired through a national recruitment; that a personal comfort level was not felt with the candidate; that the Fire Department and Gresham were unanimous in the desire to hire the candidate; that three months after assuming the position of Fire Chief; the BOOK 50 Page 21700 08/18/01 9:00 A.M. BOOK 50 Page 21701 08/18/01 9:00 A.M. candidate revealed he had taken a leave of absence from the previously held position and had rot resigned; therefore, the candidate was still an employee of the previous city; that further, the candidate did not desire to retain the Fire Chief position in Gresham and was returning to the previous employment; that the subsequent Fire Chief remained in Gresham for four months prior to leaving for San Francisco, California; that the qualifications for the Fire Chief position were reviewed and amended with the Human Resources Department at that time; that an in-house employee who had the requisite management skills was successfully identified for the Fire Chief position; that the lesson learned is to rely on personal instinct. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Ms. Kraft stated that department heads are valued and critical to the success of the city; that significant time and effort was utilized to create the current team of department heads in Gresham; that meetings will be scheduled with department heads collectively and individually; that the team of department heads is responsible for accomplishing city goals; that restructuring the organization may be necessary to ensure efficient and well run departments. Please describe to the Commission, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Ms. Kraft stated that the continual search for a permanent Fire Chief was difficult; that another difficult personnel situation involved a joint investigation with the Portland Police Department concerning a prostitution ring operating in both Portland and Gresham; that the Portland Police Department investigation indicated a lieutenant in the Gresham Police Department was utilizing. the services of the prostitution ring in Oregon and Washington; that the preference was to handle the situation internally as a personnel matter; that the Police. Union demanded certain documents become public information; that the entire investigation became public at the time the documents became public; that the community was very divided over the situation; that the lieutenant was terminated and subsequently reinstated as a street officer through the decision of an arbitration hearing. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Ms. Kraft stated that direct credit is difficult to take; that her accomplishments are included in the accomplishments of staff; that establishing a five-year Management/Business Plan in Gresham is a source of pride; that the goals of the Gresham City Council are directly linked to the projects being completed by departments in the Management/Business Plan; that department heads are held accountable for department projects; that the Gresham City Council is informed of new projects which supercede previous projects in priority to accomplish the goals of the Gresham City Council; that on-going communication between herself, the Gresham City Council, department heads, and staff is important; that the Management/Buginess Plan has been very effective in accomplishing the goals of the Gresham City Council and completing the corresponding projects in a timely manner. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Ms. Kraft stated that the previous hiring of a new Police Chief was a risky management decision; that a lieutenant with the Oregon State Police who was politically connected and a former Gresham City Councilman was recruited and hired for the position; that the lieutenant had developed a reputation in Gresham due to previous service as a Gresham City Councilman; that Gresham had a difficult relationship with the Police Union which the new Police Chief was able to mend; that the decision to hire the lieutenant as the new Police Chief was met with resistance in the community; however, the decision has been very successful. Give us an example of a project you moved forward on, in spite, of considerable opposition or organizational restraints. What did you do to make it successful? Ms. Kraft stated that a pay-for-perfommance system was previously developed for employees of Gresham; that at the time a standard cost-of-living adjustment was offered to all employees once a year as well as merit increases on anniversary dates; that the pay-for-performance system was easily instituted due to the Management/Business Plan as expectations of employees were very BOOK 50 Page 21702 08/18/01 9:00 A.M. BOOK 50 . Page 21703. 08/18/01 9:00 A.M. clear; that the pay-for-performance system was met with great resistance within the organization; that developing the evaluation tool for the supervisors to use to implement the pay-for-performance system required two years; that significant time was spent educating employees on the pay-for-performance system and ways in which to be successful in the system; that the employees were afraid pay increases would not be offered if the supervisor did not like an employee, regardless of the work performed; that the pay-tor-Periormance system was successful after being established; that the pay-for-performance system was established on a three-year trial basis and was terminated after the second year by the Gresham City Council for lack. of funding; that the organizational culture was negatively impacted; that the employees have recently indicated through an internal survey the desire to reinstate the ay-toi-Perrormance system. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Ms. Kraft stated that accountability is important; that employees should be empowered; that calculated risks and teamwork are supported; that department heads are empowered to run departments as desired; that meetings are scheduled with department heads individually and collectively on a weekly basis; that the Gresham City Council is an integral part of the management team; that the successful collaboration of the Gresham City Council and the department heads is a source of personal pride; that the Gresham City Council and department heads. are mutually trusting which is unique in city government; that a personal failure is impatience with project timelines which are not met. How do you balance your time between managing staff and working effectively with external concerns? Ms. Kraft stated that balancing attention given to the organization and to external concerns is difficult; that meetings are scheduled with employees on a regular basis to develop trust and belief in upper management; that membership is held with many community organizations including the Gresham Rotary Club and the Mount Hood Legacy Medical Center; that community involvement fosters trust in city leaders and develops significant community connections. Please describe for us the actions you. would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Ms. Kraft stated that she meets regularly with the Gresham City Attorney who is the only other Charter Official; that Charter Official relationships are critical and continually strengthened; that meetings will be scheduled with Staff to determine relationships within the organization; that a mutual understanding with all city employees is important for efficient management of the organization and to accomplish the goals of a city. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Ms. Kraft stated that she is well connected with and believes strongly in the community; that the strategic planning process previously begun in Gresham was very intensive; that a strategic planning committee was established with a goal of 20 community members; that 29 community member were invited to participate on the strategic planning committee with the assumption several would decline the offer; that all 29 community members accepted the invitation; that the Chairman of the Board of a local bank was recruited to chair the strategic planning committee and accepted the position indicating the reason for acceptance was because she personally offered the invitation; that the community supports the Gresham City Government because the Gresham City Government supports the community. To what extent have you worked with Federal, State, or other local agencies on an intergovernmental basis? Ms. Kraft - stated that intergovermmental relationships with Portland are excellent; that the Mayor of Portland has requested she serve on numerous boards; that a 15-year project with the county concerning a Federal and State mandate to install sewer systems in the western part of Gresham was recently completed; that the relationship with the county varies according to the project; that emergency services, solid waste and recycling services, and business services are provided to three other cities in the countyi that wastewater treatment is provided to two of the cities; that the services are offered through interlocal agreements. Please describe your experience with the State Sunshine Laws. BOOK 50 Page 21704 08/18/01 9:00 A.M. BOOK 50 Page 21705 08/18/01 9:00 A.M. Ms. Kraft stated that she does not have experience with government-in-the-sunshine laws; that Oregon has aggressive open meeting and public record laws; however, the laws are not as aggressive as Florida's Sunshine Laws; that weekly meetings are held with the local newspapers; that the personal theory is "nothing to hide, nothing to fear." Will the October 1, 2001, start date for the City Manager position be an obstacle if you are the successful candidate? Do you have any questions for the Commission? Ms. Kraft stated that the preference is to assume the City Manager position on November 1, 2001; that the date is negotiable; that the Commission has been very open and honest concerning the City's current issues; that Staff is wonderful; that the City is delightful; that the desire is to become the new City Manager. Mayor Hogle asked if Ms. Kraft has any additional information to provide to the Commission? Ms. Kraft stated that she is the best fit for the City; that a strong commi tment will be made to the success of Sarasota; that the Gresham City Council does not desire her to vacate the current position which is flattering and an honor as well as a good indicator of her capability to the City. The Commission recessed at 2:36 p.m. and reconvened at 3:00 p.m. 7. INTERVIEW RE : MICHAEL MCNEES (AGENDA ITEM NO. VII) #3 (1088) through (3406) Michael McNees, Assistant County Manager, Collier County, Florida, came before the Commission. Mayor Hogle welcomed Mr. McNees and stated that all City Manager candidates will be asked the same questions. The Commission asked the following questions: We have all had an opportunity to review your resume. Please explain, from your perspective, how your background prepares you for this position. Mr. McNees stated that the previous 17 years of employment have been directly with local government in southwestern Florida; that' neighborhood, utility, water reuse, environmental, and development and redevelopment issues have all been experienced; that he has spent his career in training for the City Manager position; that public administration skills have been learned on the job rather than through a Masters Degree program; that a Masters Degree in Business Administration has served him well; that a Bachelors Degree is held in Chemistry. What are your overall responsibilities in your current position? What have been the recent high priority areas? Mr. McNees stated that he is the Assistant County Manager of Collier County and supervises all day-to-day operations; that he is the final appeal for the Collier County Disciplinary Board; that all projects which the County Manager does not desire or does not have time to accomplish are his responsibility; that passing a half penny Infrastructure Sales Tax for which he is responsible is currently the highest priority in Collier County; that he is responsible for the half penny Intrastructure Sales Tax; that a long-term planning process similar to the Downtown Master Plan 2020 was completed.recently. What are your short- and long-term career goals? How does this position fit into those goals? Mr. McNees stated that the short-term career goal is to be the new City Manager for Sarasota; that an application was submitted for the City Manager position in Clearwater, Florida, which was not a primary objective but provided the opportunity to meet with DMG to further the objective of becoming the City Manager in Sarasota; that the sole interest was in becoming the City Manager for Sarasota rather than Clearwater; that the long-term career goal is to be extremely successful as the City Manager of Sarasota; that becoming the City Manager of Sarasota is strongly desired. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? Mr. McNees stated that he generally adapts to situations; that he is personally very private and thrives in an organization in which achievements are rewarded and non-production is not; that problems should be resolvéd only once; that a measure of success is not the BOOK 50 Page 21706 08/18/01 9:00 A.M. BOOK 50 Page 21707 08/18/01 9:00 A.M. number of problems but rather if the problems are different from the previous year; that employees are provided with varying degrees of autonomy; that employees are managed to the extent required to accomplish goals; that turf-guarding and allowing personality conflicts to impede the timely completion of projects will not be tolerated; that the City belongs to the citizens rather than the government officials and employees; therefore, the responsibility is to accommodate the desires of the citizens; that allowing pettiness to impede the timely completion of projects is self-indulgent and a waste of taxpayers' money; that his personal assistant would indicate he is the best supervisor an employee could have. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? Mr. McNees stated that a belief is held in principle-Dased decisions; that principles do not change; that previous hiring mistakes have been made which might be changed in hindsight; that an organization lives and dies by the employees hired. The City Manager depends on Department Heads' assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your city's overall goals and objectives? Mr. McNees stated that * decisions of department heads will be supported; that the City Manager's responsibility is to support and protect the department heads; that Commission criticism should be made of the City Manager rather than department heads; that instant accountability for failed projects and encouraging creativity to develop new projects should be balanced; that department heads will be encouraged to develop creative plans and projects if the City Manager is willing to take the responsibility of a possible failure. Please describe to the Commission, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you have learned from those experiences. Mr. McNees stated that he is responsible for final appeals for the Collier County Disciplinary Board; that previously an appeal was made by an employee who was terminated due to the inability to co-exist peacefully with supervisors and co-workers and a bad attitude; that the employee had previously worked diligently for the County for many years; that the first appeal upheld the termination; that during a personal investigation, he determined the supervisor was at fault; that the supervisor did not take corrective action at the time the situation began to escalate; that the termination was reversed and the employee was reassigned to a different department; that the supervisor was demoted with the understanding reinstatement could occur after specific training; that the employee is currently very happy and successful in the new position; that the effort expended to fully understand and successfully rectify a sensitive situation was personally satisfying. Describe for us the most innovative project or accomplishment that you can take direct credit for initiating and implementing. Mr. McNees stated that a workforce assessment was implemented recently in Collier County in which Florida Gulfcoast University surveyed employees on issues within the organization; that the employees repeatedly indicated dissatisfaction with the quality of supervision received; that he and Staff in the Human Resource Department developed a curriculum for a training Class for supervisors; that he facilitates the class which concerns organizational values and basic supervisory skills; that class attendants are encouraged to note personal weaknesses for further training; that the training class has been successful. Describe the most difficult or risky management decision you have made in the past few years, and include what issues you considered in making that decision. Mr. McNees stated that all management decisions are risky; that decisions are based on principles rather than risks; that high risk decisions are made based on factors including the amount of risk, the time involved, and the resources available; that the quality of the decision is more important than the risk involved. Give us an example of a project you moved forward Qn, in spite of considerable opposition or organizational restraints. What did you do to make it successful? Mr. McNees stated that years ago co-workers and business leaders repeatedly indicated an Infrastructure Sales Tax would never pass in Collier County; that three years ago, co-workers and business leaders indicated an Infrastructure Sales Tax would never make a BOOK 50 Page 21708 08/18/01 9:00 A.M. BOOK 50 Page 21709 08/18/01 9:00 A.M. ballot; however, Collier County will be voting on an Infrastructure Sales Tax on November 6, 2001, due to significant personal effort; that significant community education has been personally facilitated during the previous two and one-half years; that all cities within Collier County have agreed to the Infrastructure Sales Tax due to perseverance in negotiation. Describe your approach to management and leadership. Do you believe any one method works best? What have been some of your greatest management successes and failures? Mr. McNees stated that the different variables in situations call for different management styles; that understanding the differences between situations is key; that many successes have been experienced in Collier Countyi that as Management and Budget Director, he successfully led Collier County out of a recession in the late 1980s at the time the State sales tax declined significantly; that the subsequent position as the Utilities Administrator was successful in boosting morale in a depressed department; that unattainable goals have been consistently reached during his career; that the greatest personal successes are demonstrated through the complete body of accomplished goals; that project failures are not recalled; that assigned projects will always be successfully completed; that the desire is not to be arrogant but rather to indicate the willingness to put forth the required effort to ensure a project is completed and goals are accomplished; that the greatest failure is the lack of self-promotion, despite the obvious self-promotion in the current interview; that self-promotion is not personally important and has impeded career advancement in the past; that the merit of previous work is a source of personal pride; that the workday should be utilized to complete the tasks at hand rather than working to appear impressive. How do you motivate people? How do you balance your time between managing staff and working effectively with external concerns? Mr. McNees stated that employees cannot be forcibly motivated; that environments in which an innate desire to exceed expectations are created; that employees require the support, resources, and room to complete projects effectively; that employees instinctively desire to complete tasks well and be acknowledged; that prioritizing is key to effectively balancing time between staff and external concerns; that appropriate amounts of time must be dedicated to the organization for successi that external concerns are importanti however, nothing is accomplished if the organization is not efficiently managed. Please describe for us the actions you would take to familiarize yourself with your staff and other officials appointed by the Commission if you were selected. Mr. McNees stated that time will be required to understand the business relationships in the Cityi that previous conversations with the City Auditor and Clerk and the City Attorney have indicated perspectives of what is and what is not working in the organization; that the organizational structure is understood; that processes for becoming familiar with staff and other Charter Officials are similar in every local government; that conversations are had and questions are asked to determine the internal successes and failures of an organization; that he possesses the aptitude to determine and subsequently rectify the internal failures. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? Mr. McNees stated that significant interaction has occurred with local businesses and community groups concerning the Infrastructure Sales Tax; that understanding and working with neighborhood associations as separate entities rather than one collective group is important; that certain neighborhood associations have critical needs which can be forgotten due to the greater persistence of more affluent neighborhood associations with lesser needs; that significant time is spent with community organizations in Collier County. Commissioner Martin stated that previous conversations have indicated the significant work done with community theater in Collier County. Mr. McNees stated that he has previously served on the Board of Directors for Big Brothers/Big Sisters as well as on the Executive Board of one of the 10 largest community theaters in the United States; that significant time was spent building the community theater which is now fully funded. To what extent have you worked with Federal, State, or other local agencies on an intergovernmental basis? BOOK 50 Page 21710 08/18/01 9:00 A.M. BOOK 50 Page 21711 08/18/01 9:00 A.M. Mr. McNees stated that he drafted the strategic points for the transition of services for Marco Island, Florida, at the time of incorporation; that significant time is spent with Naples concerning interlocal service agreements; that he has previously served on the Florida Association of Counties' Policy Development Committee for Finance Administration; that previous lobbying efforts to members of the Florida House of Representatives and Senate led to Federal intervention in local land-use decision making for wetlands. Commissioner Palmer asked if Collier County was involved in the redevelopment planning in Naples conducted by Duany Plater-Zyberk & Company (DPZ) ? Mr. McNees stated no; however, Collier County is currently implementing a similar redevelopment effort prepared by a different firm. Please describe your experience with the State Sunshine Laws. Mr. McNees stated that the experience with Florida's Sunshine Laws is the only experience had; that secrets are not an option; that the personal principle is to not say anything if he is not prepared to hear it again on the evening news. Will the October 1, 2001, start date for the City Manager position be an obstacle if you are the successful candidate? Do you have any questions for the Commission? Mr. McNees stated that the October, 1, 2001, start date is perfect; that the understanding is the Commission is responsible for setting policy, assigning priority, and determining resourcesi that he is capable of ensuring a true Commission-Manager form of government is utilized; that another candidate should be chosen if the Commission is not interested in a true Commission-Manager form of government; and asked if the Commission is prepared to empower the new City Manager to run the operations as the City Manager sees fit to achieve the ultimate goals of the Commission? Vice Mayor Mason stated yes. Commissioner Quillin concurred and stated that a personal pledge is made to the success of the new City Manager; that the City of Sarasota Charter (1996) indicates a Commission-Hanager form of government which is personally supported. Mayor Hogle stated that the City Manager should be empowered to achieve the goals set forth by the Commission. Commissioner Palmer stated that professional management indicates the Commission sets the policy and the City Manager executes the policyi that empowering the City Manager to achieve the goals set forth by the Commission is supported. Commissioner Martin concurred. Mayor Hogle asked if Mr. McNees has any additional information to provide to the Commission? Mr. McNees stated that the Commission has spent time observing him and understands his strengths as a potential City Manager; that he has met more native senior residents concerned with the welfare of the City in the past two days than in 20 years of service with Collier County; that the City is not just a retirement paradise but is also home for many residents; that the concern for the welfare and progression of the City evidenced by the residents met is thoroughly respected; that becoming the new City Manager is strongly desired; that he is prepared to work diligently for the success of the Cityi that the Commission is guaranteed satisfaction with the work performed. The Commission recessed at 3:50 p.m. and reconvened at 4:05 p.m. 8. DISCUSSION RE: COMMISSION RANKING AND SELECTION OF TOP THREE CITY MANAGER CANDIDATES - APPROVED MICHAEL MCNEES, FIRST PLACE BONNIE KRAFT, SECOND PLACE, AND PAUL BEECHER, THIRD PLACE, AS TOP THREE CITY MANAGER CANDIDATES AND DIRECTED STAFF TO NEGOTIATE A CONTRACT WITH MICHAEL MCNEES FOR THE POSITION OF CITY MANAGER (AGENDA ITEM NO. VIII) #3 (3406) through #4 (0266) Mr. Fox stated that the top three candidates for City Manager should be ranked in order of preference by the Commission prior to discussion; that the individual Commissioner ranking will be compiled and reported to the Commission; that ranking forms are included in the final report in the Agenda backup material for the Commission. City Attorney Taylor stated that the Commission should sign the individual ranking forms. BOOK 50 Page 21712 08/18/01 9:00 A.M. BOOK 50 . Page 21713 . 08/18/01 9:00 A.M. Commissioner Quillin thanked Mr. Fox and DMG for the excellent service provided to the City; that the final City Manager candidates are exceptionally qualified, talented, and diverse professionals; that William Campbell, Director of Human Resources, is thanked for the significant effort placed into the City Manager search; that the City Auditor and Clerk and the City Attorney are thanked for proving teamwork is supported and utilized in the City; that the efforts of support Staff are appreciated. Vice Mayor Mason concurred; and stated that Mr. Campbell is thanked for obtaining the services of DMG. Mr. Campbell stated that the efforts of Staff of the Human Resources Department are appreciated. Mr. Fox stated that the assistance and support provided by the Director of Human Resources, the City Auditor and Clerk, and the City Attorney are appreciated; that the professionalism exhibited by the Commission during the search for a new City Manager is appreciated. Commissioner Palmer stated that the current City Manager search is the second search in which she has participated; that the efforts of Mr. Campbell and the Human Resources Department are appreciated; that the experience has been exhausting but also exhilarating; that the quality of the six final City Manager candidates is unparalleled; that the ranking process is difficult; that the chosen City Manager will be successful in leading the City above and beyond the current levels of excellence. Mr. Fox stated that the individual Commission rankings of the City Manager candidates have been compiled and are as follows: Hogle Mason Martin Palmer Quillin McNees 1 2 3 1 1 Kraft 3 1 3 Cheatham 1 Beecher 2 2 3 Irwin 3 2 Holley 2 Mr. Fox continued that the order of the top three City Manager candidates is as follows: Michael McNees, First; Bonnie Kraft, Second; Paul Beecher, Third On motion of Commissioner Quillin and second of Commissioner Palmer, it was moved that Michael McNees, Bonnie Kraft, and Paul Beecher be approved as the top three City Manager candidates and a contract be negotiated with Mr. McNees to become the new City Manager. Motion carried unanimously (5 to 0): Hogle, yes; Mason, yes; Martin, yes; Palmer, yes; Quillin yes. Commissioner Palmer stated that the motion is supported assuming a contract can be negotiated with Mr. McNees; that a contract should be negotiated with Ms. Kraft if negotiating a contract with Mr. McNees is not successful; that a contract should be negotiated with Mr. Beecher if negotiating a contract with Ms. Kraft is not successful. Mr. Fox stated that Mr. McNees is immediately available for contract negotiations. Commissioner Palmer stated that Mr. McNees has previously indicated the position of City Manager can be assumed prior to October, 1, 2001; that an overlapping period between Mr. McNees' assuming the position of City Manager and the effective absence of the current City Manager is supported; that Mr. McNees should assume the position of City Manager as soon as possible. Mayor Hogle, Vice Mayor Mason, and Commissioner Quillin concurred. Commissioner Palmer stated that a report concerning the status of the contract negotiations with Mr. McNees should be made to the Commission at the August 20, 2001, Regular Commission meeting. Mr. Campbell stated that a report will be made to the Commission at the August 20, 2001, Regular Commission meeting. Commissioner Quillin stated that the new City Manager should assume the position as soon as possible to begin working with the community. Mayor Hogle stated that the Commission and Staff are thanked for the professionalism exhibited during the City Manager search. BOOK 50 Page 21714 08/18/01 9:00 A.M. BOOK 50 Page 21715 08/18/01 9:00 A.M. 9. ADJOURN (AGENDA ITEM XI) #4 (0266) There being no further business, Mayor Hogle adjourned the Special meeting of August 18, 2001, at 4:17 p.m. - ALBERT F. HOGLE, MAOR ATTEST: 5 illyE Robertse BILLY E ROBINSON, CITY AUDITOR AND CLERK