IIaCITY OF SOUTH MIAMI
CITY MANAGER SELECTION COMMITTEE
To: City of South Miami Commission
From: Sally B. Philips, Chair
About: Candidates for City Manager
Date: 2 April 2013
As per Resolution No. 38-13-13856, the City Manager Selection Committee met and selected the
following six candidates from the twenty-one resumes it reviewed.
Joseph J. Alessandrine, Jr.
Steven John Alexander
Kelvin L. Baker, Sr.
Anthony J. Carson, Jr.
Scott S. Randall
Frank R. Spence
JOSEPH J. ALESSANDRINE,JR., MGA
March 18, 2013
City of South Miami
attn: LaTasha M. Nickel, Human Resources Director
City Hall, 1st Floor
6130 Sunset Drive
South Miami, FL 33143
Email: Inickle@southmiamfl.gov
Dear Mayor Stoddard; Vice Mayor Liebman; Commissioners Harris, Newman, and Welsh,
Ms. Nickle; and the Residents of South Miami:
This confidential letter is to express my interest in your City Manager position as advertised on
the League of Florida Cities website. Also enclosed are my curriculum vitae, illustrating my 15-
plus years of professional public and quasi-public management experience, as well as a list of
professional references. A completed city employment application is being faxed to Human
Resources.
The most recent phase of my administrative career has involved service as the Executive
Director of 501 (c) (3) non-profit Neighborhood and Business Improvement Districts-notably
the Toms River Business, NJ Development Corporation and the Downtown State College, PA
Improvement District. My responsibilities as chief executive officer have involved budgeting;
economic development; business recruitment and retention; the establishment and
management of public/private partnership development projects (including redevelopment
capital assistance grant funding and tax increment financing); redevelopment zones;
procurement; grant acquisition and administration; government, community, and town-gown
relations; human resources; marketing and tourism promotion; working with and recruiting .
national and regional retailers and restaurant chains; state-wide special event planning and
management; website development and content management; and oversight of student interns
and tens of community volunteers.
My experience in municipal government administration and legislation includes service as a
Municipal Business Administrator, Director of Revenue and Finance (for the City of Atlantic
City), and thrice-elected City Councilman, where I was elected by my colleagues for city council
leadership positions. In administrative roles, I have been responsible for budgets of
$200 Million, the receipt and disbursement of approximately a quarter of a billion dollars
annually, management of $67 Million in investments, and as many as 100 employees.
Departments I oversaw included: Finance, Purchasing, Tax Collection, Tax Assessment, Public
Works & Road Crews, Refuse & Recycling Collection, Clean & Green; Parks & Recreation,
Senior Center, Municipal Court, Municipal Clerk's Office, Engineering, Legal, Public Safety, and
Emergency Management.
Alessandrine, Jr., M GA, Joseph J. -Page 2
I also instituted a five-year capital improvement budget and plan, successfully secured NJ DEP
and NJ DCA grants (totaling over $3 Million), contracted with the International City/County
Management Association to execute a Performance Measurement and Program Management
operations analysis, instituted an Employee Assistance Program, partnered with county
government in a record retention reserve program, contracted with a municipal surplus on-line
auction firm (GovDeals.com), was involved with a municipal court merger, managed a shared-
service code enforcement division; took part in a multi-municipal studies for both shared service
refuse and recycling program study, as well as for the feasibility of a joint health insurance fund.
Additionally, I was responsible for all labor relations and contract negotiations and all human
resources compliance matters. In various administrative capacities, I have incorporated cross-
training and universal employee concepts where applicable.
My public management experience also includes serving as the inaugural Foundation Director
for the Atlantic City Convention & Visitors Authority, where I was involved with its formation as a
501 (c) (3). Simultaneously, I also served as either Sports Marketing or Marketing Partnership
managsi at the Authority. In various public official rol6s, I have regularly conducted constituent
service and community outreach meetings to foster transparency, and have served on countless
boards and committees; included among which are as a gubernatorial-appointed New Jersey
State Historic Trust Trustee for six years. During that time, I was tapped by my peers as
Chairman of both the Trust's Education & Outreach Committee and its Executive Board
Nominating Committee.
Academically, I earned a Master's Degree in Governmental/Public Administration, as well as a
Certificate in Public Finance, from the University of Pennsylvania. At UPenn, I was honored with
Stephen B. Sweeney Fellowship for my dedication to public service during my time in their
executive graduate program. I have been routinely asked by former professors to guest lecture.
My undergraduate degree is in Communications from Villanova University. In addition, I earned
both a Certificate in Labor Relations and a Certificate in the Principals of Public Purchasing from
Rutgers University. Since 1996, I have been a licensed New Jersey Realtor.
While I am very proud of the immediate contributions I have made in my current role, this highly
responsible position calls for the precise variety of experiences in which I have excelled, while
offering the professional challenge and career durability that I am eagerly seeking. Further, my
wife and I are at a point in our mutual careers that we believe it makes sense to continue them
in the place that we like best and to where we will eventually retire. Your consideration to be
such an integral part of your leadership team and proud community is sincerely appreciated. I
look forward to the opportunity of speaking with you to further discuss my qualifications, as well
as how they relate to your immediate needs and long-term vision.
Very truly yours,
Joseph J. Alessandrine, Jr., MGA
JOSEPH 1. ALESSANDRINE,JR., MGA
Curriculum Vitae
Proven successful professional experience in Public & Non-Profit Administration, including: overall
direction & management of operations; implementation of initiatives of a governing body/board of
directors; administrative policy analysis; strategy development & implementation; performance
measurement & program management; strong leadership qualities & motivational/team-building
skills; demonstration of excellent interpersonal communication skills with elected & appointed
officials on all levels, colleagues, rank & file employees, professional vendors, and constituents;
operating & capital budgeting; grant acquisition & contract management; economic development;
public/private partnerships; business development; human resources & labor relations, including
collective bargaining; risk management; purchasing & procurement; shared services; beach & bay
operations; marketing & public relations; town/gown relations; media relations; website & social
media management.
EXECUTIVE DIRECTOR TOMS RIVER BUSINESS DEVELOPMENT CORPORATION, Toms River,
NJ; 8/11-present
• Chief Executive Officer of a 501 (c) (3) non-profit State-recognized commercial property
Business Improvement (special assessment) District
• Responsible for all operations: revenue & finance; procurement/purchasing; grant-writing
& contract administration; constituent services & advocacy; economic development; all
government & member relations; Redevelopment Zone Planning; public-private
partnerships; business recruitment & retention; brand development; human resources;
payroll administration; clean & green initiative; student internships; public works; fund
raising/sponsorship & vendor sales; marketing plan creation & implementation, public
relations; advertising placement & media relations; website & social media oversight; and
volunteer recruitment/management
EXECUTIVE DIRECTOR, DOWNTOWN STATE COLLEGE IMPROVEMENT DISTRICT, State College,
PA; 9/08-8/11
• Chief Executive Officer of a 501 (c) (3) non-profit Commonwealth-recognized commercial &
residential property Neighborhood Improvement (special assessment) District
• Responsible for all operations: revenue & finance; human resources; health care &
investment plan management; payroll supervision; clean & green & safety enhancement
officers management; economic development; Penn State University, all government &
member relations; constituent services & advocacy; public-private partnerships; fund
raising/sponsorships; business recruitment & retention; procurement/purchasing; grant-
writing & contract administration; brand development; marketing plan creation &
implementation, public relations; advertising placement & media relations; student
internships; website & social media oversight; and volunteer recruitment/management
DIRECTOR OF REVENUE & FINANCE, City of Atlantic City, NJ (NJCSC); 5/08 -8/08
• Cabinet-member responsible for departmental oversight of $200 million budget & the
receipt & disbursement of approximately a quarter of a billion dollars annually, and
management of $67 million in investments
• Responsible for over 100 employees and 7 Divisions: Comptroller, Tax Collector, Financial
Management, Purchasing, Information Technology, Community & Economic
DevelopmenUCDBG, Director's Office Operations (including Real Estate Management);
familiarity with on-line surplus auctions; beach/bay front operations; labor negotiations;
and, knowledge of Edmunds finance software
CITY COUNCILMAN (thrice-elected), City of Ocean City, NJ (NJCSC); 11/98 -7/08
(did not seek re-election in 2008)
• Analyzed 10 municipal budgets (-$63 million); reviewed & approved contracts (including
compens<;ltion, health care & other benefit packages) for bargaining units & non-union
employees, totaling staff of 275 full-time & hundreds of seasonal & part-time employees
• Reviewed & approved RFPs for professional services & equipmenUgoods contracts--plus
annual health insurance & JIF/MEL activity, familiarity with tourism economy, beach and
bay front operations; served as Utility Advisory Commission liaison
TOWNSHIP BUSINESS ADMINISTRATOR, Township of Dennis, NJ (NJCSC); 1/07 -5/08
• Chief Operating Officer of 65-square mile Civil-Service municipality with 6,500 (plus
seasonal) residents, over 60 FT employees & a $5 million-plus budget
• Duties included: oversight of all municipal operations/departments: Human Resources
(including collective bargaining/labor negotiations, payroll & benefits oversight,
employees' training/health & safety programs); municipal operating & capital budget
preparation/management; instituted 5-year capital improvement program; Finance
Department, Purchasing, Tax Collection, Tax Assessment, Public Works & Road Crews,
Refuse & Recycling; Parks & Recreation, Senior Center, Municipal Court, Municipal Clerk's
Office, Engineering, Legal Department, Emergency Management; ICMA Performance
Measurement & Program Management; and JIF/MEL participation (alternate municipal
representative); instituted on-line surplus auctions; facilities utilization & planning;
knowledge of Edmunds finance software
FOUNDATION DIRECTOR/SPORTS MARKETING MANAGER, MARKETING PARTNERSHIP
MANAGER, Atlantic City Convention & Visitors Authority; 9/04 -1/07
• Administered the formation & development of a 501 (c)(3) non-profit; developed non-profit
partnership initiatives with other local non-profits
• Identified and administered high-profile sporting events; coordinated involvement of city,
state and local agencies (including chambers of commerce, Special Improvement District,
etc.); content administrator of authority's intra-net
• Additional Professional Public Sector Experience-Education
TEACHER, Atlantic City Public Schools; 9/01-6/04
• Taught ih Grade class-all subjects; prepared lesson plans
• English & Social Studies Curriculum Coordinator (2002-2003)
EDUCATOR & MARKETING COORDINATOR, Atlantic-Cape Community College, Atlantic City
(Worthington) Campus; 2/01-9/01
• Taught Business Writing & ESL in Workforce Development Program
• Marketed Workforce Development Program curriculum to South Jersey businesses,
including the Casino industry
• Education:
UNIVERSITY OF PENNSYLVANIA, Philadelphia, PA
*Master's Degree, Public (Governmental/Public) AdministrationlPublic Policy (MGA),
Fels Institute of Government, September 2004
• Certificate, Public Finance
• Recipient, Stephen B. Sweeney Fellowship Award
• Academic Curriculum included: Public Management, Performance Management, Policy
Development, Politics & Public Leadership, Techniques of Privatization, Public Financial
Management, Advanced Budgeting, Economic Analysis in the Public Sector, Statistics for
Public Leadership, Political Theory; State Elective Politics
VILLANOVA UNIVERSITY, Villanova, PA
Graduate Studies, Theater, 1989 -1990
VILLANOVA UNIVERSITY, Villanova, PA
*Bache/or of Arts (BA), Communication Arts, May 1985
• Dean's List
• Recipient, Student Activities Award
• Notable recognitions, achievements, and memberships:
o Contributing Member, New Jersey Municipal Managers Association; 2007-2008
o Certificate Holder, Labor Relations for Elected Officials, Rutgers University, 2006
o Certificate Holder, Principals of Public Purchasing I, Rutgers University; 2007
o Certified Elementary Education Instructor; 2002
o Recipient, Stephen B. Sweeney Fellowship, University of Pennsylvania; 2003
o Guest Lecturer, Elective Politics, Fels Institute of Government, (every) Fall 2005-2011
o Guest Lecturer, Budgeting in the Public Sector, Fels Institute of Government, Fall 2004
o Guest Lecturer, CAS 100B-Group Communication, Penn State University, Summer 2010
o Guest Speaker, Preservation New Jersey Annual Conference, May 2000
o Trustee, New Jersey State Historic Trust Board of Trustees; 2002-2008
o Chairman, Education Outreach Committee, New Jersey Historic Trust; 2005-2008
o Chairman, Nominating Committee, New Jersey Historic Trust; 2008
o Organizer/Host, NJ League of Municipalities/NJ Historic Trust Seminar (Holmdel, NJ),
Benefits of Historic Preservation for Elected & Appointed Municipal Officials
o City Council Vice-President, Ocean City, NJ (three 1-year terms; 2 different councils)
o City Council Liaison, Ocean City Utility Advisory Commission; 1999-2008
o Citizen Member, Ocean City Utility Advisory Commission; 2008-2009
o Host, 56 First Ward Residents Meetings (as First Ward City Councilman); 1999-2008
o Member, Mid-Atlantic Center for the Arts & Humanities
o Past Member, Exchange Club of Ocean City
o Member, Margate Community Church
o "Person of the Year," Ocean City Sentinel Newspaper; January 2001
o Licensed Realtor, Cape May County (NJ) Board of Realtors; 1996-Present
o Member, Friends of The Wetlands Ocean City Board of Directors, NJ, 2007-Present
o Volunteer/Grant-writing Specialist, Beacon Animal Rescue, Ocean View, NJ, 2004-Present
o Volunteer, Special Olympics, Villanova University (as an undergraduate student)
o Guest Speaker, Preservation New Jersey Annual Conference, Ft. Hancock, NJ, May 2000
o ACCVA Representative, Atlantic City Restaurant Gala Committee; 2005 & 2006
o ACCVA Representative, Atlantic City Air Show Committee; 2006
o Member/Marketing Committee Co-Chair, Community Resources Fair, State College, PA;
September 2008-July 2011
o Member, Central Pennsylvania Convention & Visitors Bureau Beat The Winter Blues (off-
peak season) Tourism Marketing Committee, 2010-2011
o Member, Board of Directors/Recording Secretary, Discovery Space of Central Pennsylvania,
October 2008-July 2011
o Member, Board of Directors, Penn State Centre Stage, September 2009-July 2011; and
Chairman, Marketing Committee, September 201 O-July 2011
o Member, New Jersey Natural Gas-Twp. of Toms River Community Advisory Panel, October
2011-Present
>-Recent Promotional Appearances & Videos Personally Produced:
http://www.youtube.com/watch?v=9pBHj5Sd9Jg&feature=youtu.be
http://www.youtube.com/watch?v=4NbACjwWjA&feature=youtu.be
http://www.youtube.com/watch?v=dVAI8fgFJ04&feature=youtu.be
http://www.youtube.com/watch?v=WWSHTBF cfY
http://www.youtube.com/watch?v=TOvMoxo6ARc&feature=youtu.be
http://whttp:llwww.magicvariety.com/episodes.aspxww.youtube.com/watch?v=9pBHj5Sd9Jg&fe
ature=youtu.be
JOSEPHJ. ALESSANDRINE,JR., MGA
Professional References
Scott Evans, Battalion Chief, City of Atlantic City Fire Department
(Former Mayor, City of Atlantic City, NJ)
2130 E. Riverside Dr., Atlantic City, NJ 08401
(C) 609-287-3901; acfdt4@aol.com
Dr. Ronald L. Filippelli, Borough Councilman, State College Borough, PA
243 S. Allen St., State College, PA 16801
(0) 814-234-7110; (C) 814-441-2510; rlf@psu.edu
Thomas J. Fountaine II, Borough Manager, State College Borough, PA
243 S. Allen St., State College, PA 16801
(0) 814-234-7110; (C) 814-777-2321; tfountaine@statecollegepa.us
Dr. Carol A. Fredericks, Business Administrator, Hoboken Public Schools/Franklin Township Public Schools
(Former Business Administrator, City of Atlantic City, NJ)
226 Quakertown Rd, Quakertown, NJ 08868
(0) 908-735-7929; (M) 609-347-1063; carol.fredericks@gmail.com
Keith P. Hartzell, City Councilman, City of Ocean City, NJ
720 Asbury Ave. (Unit #3), Ocean City, NJ 08226
(C) 609-289-1484; kphoc@verizon.net
Albert G. Horvath, Undersecretary for Finance & Chief Financial Officer
The Smithsonian Institution; (Former Senior Vice President for Finance & Administration, The Pennsylvania
State University)
SI Bldg., Room 153, MRC 010, Washington, DC 20013
(0) 202-633-5241; horvatha@si.edu
Thomas J. King, Chief of Police, State College Borough
243 S. Allen St., State College, PA 16801
(0) 814-234-7150; tking@statecollegepa.us
Kenneth R. Schaffer, Jr., Former City Councilman, Brigantine, NJ
4329 Atlantic-Brigantine Blvd., Brigantine, NJ 08203
(H) 609-266-2305; (M) 609-231-1188; kschaffer@comcast.net
Jack Thomas, Former City Councilman, Ocean City, NJ
235 Newport Way, Little Egg Harbor Twp., NJ 08087
(H) 609-294-1406; (C) 609-602-7065; jackleh@verizon.net
Wayne A. Smith, President & CEO, Delaware Healthcare Association;
Adjunct Professor, University of Pennsylvania, Fels Institute of Government
(Former House Majority Leader, Delaware State Assembly)
1280 S Governors Avenue, Dover, DE 19904
(0) 302-674-2853; wayne@deha.org
STEVEN JOHN ALEXANDER
PROBLEM SOLVER, CHANGE AGENT, TEAM BUILDER,
STRATEGIC THINKER, COMMUNITY BUILDER
CITY OF SOUTH MIAMI
SOUTH MIAMI, FLORIDA
2013 to Present
INTERIM CITY MANAGER
GOVERNMENTAL EXPERIENCE
Appointed as Interim City Manager of South Miami. The City has a population of
approximately 12,000 residents and covers an area approximately 2.5 square miles. Its
overall budget is $21 million. Responsibilities included managing all administrative staff,
a full service Police Department, and incorporating the activities of a CRA. Immediate
actions included initiation of an investigation of allegations of impropriety and possible
ethical and criminal activities within the Police Department, elimination of dramatic
lack of organizational structure within the general administration, and moving an entire
governmental unit out of a structure contaminated by mold and began a safe and
scientifically sound mold removal process and rehabilitation of the facility. Additionally,
I secured approval of an extension of funding from Miami-Dade County for building a
community swimming pool and associated facilities, which funds had lapsed due to
political and administrative mismanagement.
TOWN OF CUTlER SAY
CUTlER BAY, FLORIDA
2006 to July 2012
TOWN MANAGER
Appointed as the first Town Manager of the Town of Cutler Bay. The Town has a
population of over 42,000 residents and covers an area approximately 10 square miles.
Its overall budget is $27 million. Responsibilities included hiring all administrative staff
and planning and providing for the execution of virtually every component of the Town
administrative functions. Initiated a series of economic development strategies for the
Town, which had been significantly stagnant since Hurricane Andrew. Was the initial
force behind the establishment of the Property Assessed Clean Energy (PACE) program
in the State of Florida and led the way to create necessary legislation, which enables
property owners to borrow money to finance and install solar panels on their homes.
Was also responsible for the Town becoming certified Silver by the Florida Green
Building Coalition (FGBC), the only local government in Miami-Dade County to achieve
such an award. Planted over 1000 trees in 5 years, which helped earn the Tree City USA
distinction. Virtually every department's budget and every project undertaken by the
Town has been at or under budget since incorporation. A maximum of 30, but typically
fewer, full time positions were established within the administration, not including the 51
sworn police officers, to manage the responsibilities of demands of the vibrant and
diverse community. Public safety is an ongoing top priority and crime has been
reduced significantly and response time has been substantially reduced each year.
The Town Manger has created reserves well over Government Finance Officers
Association (GFOA) recommended levels (92% of the operating budget of
approximately $17 Million). The Town has repeatedly received the GFOA award for
excellence in financial reporting.
VillAGE OF EL PORTAL
El PORTAL, FLORIDA
2003 to 2006
V!llA,GJ= MANAGER
Appointed as the first permanent '{illage Manager of the Village of EI Portal. The Town
was incorporated in 1939 but was managed only by the Village Council until this
appointment due to a Change in the Village Charter. The Village has a population of
approximately 2,500 residents, and covers an area of less than one square mile.
Brought modern computing, records keeping and management to the Village, which
had been in major disorganization for years. Balanced the Budget and held taxes level
while creating plans to lower the Villages taxes and increase the tax base by more than
a factor of 4 in a two year period.
BROWARD COUNTY
FORT LAUDERDALE, FLORIDA
1992 TO 1997
ASSISTANT TO COUNTY ADMINISTRATOR
Responsible for most critical issue management as determined and assigned by the
County Administrator or the County Commission. This included planning, organizing
and directing the activities and staff. Managed media coverage of several crises such
as an HIV testing issue, bomb threats and several hurricanes. Major accomplishments
included building and leading a team in the creation of a business framework for
Blockbuster Park; a proposed multi-million dollar entertainment and theme park,
building and leading a team to revise the jurisdictional, business franchise and
expansion issues of the Ft. Lauderdale International Airport; the business agreement and
construction oversight of the Hockey arena, home to the Florida Panthers now known
as the BankAtlantic Center; restructured financial components of the Resource
Recovery System; directed the merger of Port Everglades into Broward County and
restructured the County's Emergency Medical Service public/private delivery system,
maintaining the business and economic momentum of each entities growth during the
realignment process. Assisted County Administrator in all aspects of county
administration, including liaison activities with business groups, constituent groups,
media, elected officials and government administrators at all levels.
FLORIDA ATLANTIC UNIVERSITY
FORT LAUDERDALE, FLORIDA
1990 TO 1992
ASSOCIATE VICE-PRESIDENT
Created and executed a marketing and fund-raising program targeted on the business'
community for the University in Broward County. Directly supervised staff and assisted
the Provost with policy decisions and media. Coordinated and developed a board of
community and business leaders whose purpose was to raise funds for University
excellence enhancements, and to provide real world information to the university in its
planning and designing of academic programs. Direct responsibility also included the
development and dissemination of all publications and advertising. Responsible for all
media related products and contacts.
UNIVERSITY OF SOUTH FLORIDA
TAMPA, FLORIDA
1986 TO 1990
ASSISTANT TO EXECUTIVE VICE PRESIDENT
Worked closely with business and ,Community leaders towards integrating the
University's public relations mission with the community through public.and private
··interfaces.· Administered and developed, implemented;coordinafed and evaluated
theUriiversity's government relat.ions program, including. federal. state and local
governments. Conceived, planned and implemented a link between government
relations activities at the University and its development program. This included the
successful coordination of fund-raising events with the University's legislative and
programmatic goals. Represented the State University System in its legislative efforts.
FLORIDA DEPARTMENT OF ENVIRONMENTAL REGULATION
TAllAHASSEE, FLORIDA
1983-TO 1986
DIRECTOR, OFFICE OF PUBLIC AND LEGISLATIVE AFFAIRS
Special Assistant to the Secretary, Office of the Secretary
Administered the planning, development and implementation of the Department's
long-range marketing, public information and communication programs. Responsible
for all media related products and contacts. Analyzed environmental regulations and
public relations data to implement forecasting of long and short-range strategies for
revIsion. Served as Chief Lobbyist for the Department and supervised other
departmental Offices and lobbyists.
PRIVATE SECTOR ExPERIENCE
ALEXANDER GLOBAL COMMUNICATIONS.
MIAMI, FLORIDA
201 2 TO PRESENT
PRESIDENT AND CEO
Formed a consulting company to provide governmental representation and strategic
communications for public and private entities. The firm focuses on representing
private sector as well as public sector clients on all types of issues and products
including planning and zoning issues, regulatory issues, governmental consulting, and
privatization issues throughout the governmental entities in South Florida, the state
Capital in Tallahassee and in WaShington DC. Clients span a range of interests
including municipal governments, Sea Port shipping interests, clean energy efficient
lighting products and a national clean energy finance Jirm.
ALEX~NDER STRATEGIC POSITIONING CORP.
MIAMI, FLORIDA
2003 TO 2006
PRESIDENT
Formed a Company to provide strategic positioning for the public and private entities
through governmental representation and marketing. The firm focused on representing
the private sector on planning and zoning issues, regulatory ,issues, governmental
consulting, and privatization issues throughout the governmental entities in South Florida
and at the State Capital in Tallahassee.
Firm personnel have successfully represented clients before the Florida State Legislature,
Palm Beach, Miami-Dade, Monroe and Broward counties, and numerous municipalities.
Elected officials and key government staff credit the firm for having the highest level of
ethics while being extremely persuasive on issues the firm undertakes.
CLEAR CHANNEL COMMUNICATION INC.
MIAMI, fLORIDA
1999 TO 2003
DIRECTOR OF PUBLIC AND COMMUNITY AFFAIRS
Media giant Clear Channel Worldwide Inc. is a $56 billion publicly traded
communications corporation, which established operations in over 47 countries. His
responsibilities during his tenure at Clear Channel's Southeast Region included the
creation of a business plan, building a budget based on projections and costs, and
making the necessary changes during the year to meet the "budget and make a profit.
Responsible for marketing the corporation's various products and services.
Administered a small staff within the corporation's real estate and community affairs
department. This included, strategic planning on governmental, media, internal and
community relations programs. Successfully repaired a significant public image deficit.
created by a tragic accident resulting in a fatality, in October 1998, and re-established
public trust and confidence in the corporation. Responsible for all media related
products and contacts as corporate spokesperson. Supervised a team of employees
and consultants (including sales, marketing, legal, public relations and zoning). Worked
with community leaders and government officials at municipal, county, state and
federal levels, to generate community consensus and support; create a legislative
advantage and further corporate goals and strategic positioning.
TERRANOVA CORPORATION INC.
MIAMI, FLORIDA
1998 TO 1999
COMMERCIAL ASSOCIATE
Worked with major corporations such as First Union National Bank, K-Mart Corporation,
Circuit City, Michael Swerdlow Companies, Dayton Hudson Corporation (Target stores)
and private investors in the strategic positioning of their real estate holdings. Assisted
corporate entities to identify suitable market driven situations, for current and future
development opportunities. Evaluated criteria and options providing
recommendations to corporate authorities as part of an overall business plan.
STEVEN JOHN ALEXANDER INC.
MIAMI, fLORIDA
1997 TO 2003
PRESIDENT
Conducted research, develop and provide statewide recommendations for urban
renewal and urban infill for the Department of Community Affairs. Assisted corporate
entities in identifying suitable situations for current and future development
opportunities. Evaluated criteria and opportunities and make recommendations to
corporate authorities as part of an overall market driven plan.
EDUCATION
BACHELOR OF SCIENCE DEGREE, GRADUATED CUM LAUDE
MICHIGAN STATE UNIVERSITY, EAST LANSING, MICHIGAN
SPECIAL iNTERESTS
• MIAMI-DADE CULTURAL AFFAIRS COUNCIL
• BA YFRONT PARK MANAGEMENT TRUST, TRUSTEE
• MIAMI ART MUSEUM, SUSTAINING MEMBER
• COCONUT GROVE PLAYHOUSE BOARD OF TRUSTEES, EXECUTIVE COMMITIEE
• GREATER MIAMI CHAMBER OF COMMERCE, TRUSTEE
e VOLVO OCEAN RACE/MIAMI-BOARD OF DIRECTORS, FOUNDER, VICE CHAIR
• GREATER FT. LAUDERDALE CHAMBER OF COMMERCE, TRUSTEE
• BEACON COUNCIL, BOARD OF DIRECTORS
• WHITBREAD ROUND THE WORLD RACE COMMITTEE, BOARD OF DIRECTORS
• BROWARD DAY-TALLAHASSEE COMMITTEE, CO-CHAIR
• BROWARD ALLIANCE, BOARD OF DIRECTORS
it INTERNATIONAL SUBMARINE RACE HOST COMMITTEE
• BROWARD CULTURAL AFFAIRS COUNCIL, BOARD MEMBER
• LEADERSHIP BROWARD
• BROWARD ART GU!LD BOARD, BOARD OF TRUSTEES
• PALM BEACH ECONOMIC DEVELOPMENT COUNCIL
• COUNCIL FOR THE ADVANCEMENT AND SUPPORT OF EDUCATION
~ THE FLORIDA ORCHESTRA, PRESIDENTS COUNCIL
• TAMPA MUSEUM OF ART, BOARD OF TRUSTEES
• TAMPA CHAMBER OF COMMERCE, BOARD OF TRUSTEES
• HILLSBOROUGH COUNTY ENVIRONMENTAL ADVISORY COMMITTEE, CHAIR
KELVIN L. BAKER Sr.
. I . ' i'
February 28, 2013
City of South Miami
Re: Candidate for City Manager
Enclosed please find my resume for the position of City Manager of the City of
South Miami, Florida. As my resume highlights, I have served in senior executive
positions in city government for over twenty years and held titles ranging from
City Manager, Deputy Manager, Assistant Manager, Public Services Director,
Public Works Director and Assistant to the Director. Over the years, I have
managed large operations and constructed multimillion dollar projects.
Furthermore, I have served as manager of a full service city and casted long and
short term visions for the overall success of the agency. It would be an honor and
a privilege to serve as your next City Manager. Should you have any further
questions of me, please give me a call at the number highlighted below.
Sincerely,
Kelvin L. Baker Sr.
OBJEcrIVE
To be associated with a public or private agency whereby
my innovative managerial skills and talents can be
utilized to maximize the overall efficiency of the
organization.
EXPERIENCE
City of Opa-Locka, Florida
City Manager-Present
Provide daily management oversight to all departments
and staff of the city as well as coordinate all activities
involve in short term and long range planning for the city
with a population of 17,000 residents, 200 employees
and annuai budgei of35 million. Responsibilities
include overall management oversight of entire city
administration and operation which includes the
supervision of several utilities and enterprises services
offered by the city.
Kelvin L. Baker & Associates, Oct-2010 to Present
PRESIDENT/CEO
Provide managerial conSUlting services for public and
private organizations. The services consist of utility
studies, marketing initiatives, customer satisfactory
surveys, strategic planning, management and financial
audits, public private partnerships, grants research,
decentralization / consolidation studies, revenue
enhancement initiatives and miscellaneous assignments.
Jose Maria Vargas University 2012-Present
Adjunct College Professor
Teaching various business courses in the
School of Business Administration.
University of Ft. Lauderdale 2012-July 2012
Director of Admission
Primary responsibilities include direct and oversee
the marketing, recruiting and admissions program
of the University of Ft. Lauderdale, Florida.
City of Nortb Miami Beach, 1994 to 2010
CITY MANAGER-Sept. 08 to Sept. 10
INTERIM CITY MANAGER -June 08 to Sept. 2008
Managed a City of 43,000 in population, 700 employees
and a utility customer base of 185,000 with a combined
budget of $125 million. Provides leadership and
guidance to Mayor and Council and department heads
along with managing a full circle of municipal services
such as: Police, Parks, Public Works, Utilities, CRA,
Planning and Zoning, Commlmity Development, Code
Enforcement, Human Resources Management, and
Storm water Management. Recently developed a
management initiative called "CARE" Comprehensive
Assessment of Revenues and Expenditures. This was
designed to assist governmental agencies in maximizing
the usage of current funding and expenses.
DEPUTY CITY MANAGER -2006 to 2008,
ASSISTANT CITY MANAGER -2004 to 2006,
DIRECTOR OF PUBLIC SERVICES-1996 to 2004,
Reported to the City Manager of a City with a population
of 43,000 and a water utility customer base of 185;000.
Provide guidance and leadership to all operations of the
Public Services Department, which includes the
Recycling, Beautification, Streets and Stormwater,
BuildilJg Iv1aintenance, Solid \Vaste 1-v1anagement, Fleet
Maintenance, Administration Division, Engineering,
Water Production, Sewer, Meter, and Water Distribution.
Responsible for the formulation and administration of an
extensive departmental budget as well as managing 260
employees. Maintain standards set upon the department.
Coordinate with various internal departments and outside
agencies to attain municipal goals. Budgetary
responsibilities consisted of 50 million dollar general
fund/enterprise fund budget and 1.5 miIIion dollar
Stormwater Utility budget, 70 million dollar Water Plant
expansion project and a variety of Capital Improvement
Projects and Grants for construction projects.
DIRECTOR OF PUBLIC WORKS -1994 to 1996,
Reported to the City Manager of a City with a population
of 43,000. Provided guidance and leadership to all
operations of the Public Works Department, which
includes the Recycling, Beautification, Streets and
Stormwater, Building Maintenance, Sanitation, Vehicle
Maintenance and Administration Division. Responsible
for the formulation and administration of an extensive
departmental budget and managed 135 employees.
Maintained standards set upon the department.
Coordinated with various internal departments and
outside agencies to attain municipal goals. Budgetary
responsibilities consisted of 7.5 million dollar general
fund budget, 1.3 million dollar Stormwater Utility budget
and a variety of Capital Improvement Projects and
Grants for construction projects.
City of Miami, Department of General Services
Administration 1988 to 1994
ASSISTANT TO THE DIRECTOR
Reported to the Assistant City Manager of (GSA),
primary areas of responsibilities consisted of assisting
the ACM in managing over 600 employees, which
encompasses five divisions. The divisions are Property
Maintenance, Communication Services, Fleet
Management, Print Shop, Solid Waste Operations and
Procurement Management. In addition, have served as
Project Manager of many major projects throughout the
City. Also represented the department on several boards
and committees.
Centrust Bank Department of General Services
Administration 1984 to 1988
SUPPORT SERVICES MANAGER
Managed in-house printing center, mail service,
messenger services, courier services, transportation
services, and company's fleet armored car service.
Supervised a staff of 25 employees.
United States Marine Corps -1979 to 1982
ADMINISTRATION SERGEANT
Charged with the responsibility of supervising all office
services functions, which included pay allotments, mail
services, high volume reprographics, and typing
correspondence.
EDUCATION
• Bachelor of Science in Human Resources
Management, 1991
Trinity International University, Miami, FL
• Bachelor of Science in Biblical Studies, 1991
Trinity International University, Miami, FL
• Master of Science in Management, 1993
st. Thomas University, Miaini, FL
• Certification of Public Management, 1993
8t. Thomas University, Miami, FL
• Mini Master of Business Administration,
2004
St. Thomas University, Minneapolis, MN
• Ph.D. in Divinity, 2008 (Honorary)
Jacksonville Baptist Theological Seminary
Jacksonville, FL
AFFILIATIONS
• Dade County Public School (500 Role Models
of Excellence), 1993
• International City Manager's Association
(ICMA) 2007
• Miami Dade County, County and City Mangers
Association, 2007
• Leadership Miami, 1994
• National Forum for Black Public Administrators
(NFBPA),1995
• United Way (FEMA Board Member), 1996
American Public Works Association (APWA),
South Florida Branch Chairman 2003
• Solid Waste Association of North America
(SWANA),1994
2
• American Water Works Association (A WWA),
1996
• Black Executive Forum, 1995
• Water Environment Federation (WEF), 2000
• South Florida Water Management District,
Water Resources Advisory Commissioner
(WRAC), 2003
• Pembroke Shores (HOA) -Home Owner
Association Board of Directors, 2005
• North Miami Beach Water Fund Inc., President,
2004
• Trinity International University, Alumni
Chairman, 2006
AWARDS
• Florida Gold Coast Clean Cities Coalition -
Certificate of Recognition for promoting
• and deploying alternative fuel vehicles, 1994 to
1999
•. Humanitarian Relief A ward -Support in
Honduras during Hurricane Mitch, 1999
• Utility of the Year -Water Pollution Control
Operators Association, 1999
• Greater Miami Chamber of Commerce-
Environmental Business Practices, 2000
·11 Department of Health -Optimum Fluoride
Levels Award, 2001 & 2002
.. EPA Consumer Confidence Award -Large
Grand Water System, 2002, 2003
.11 Florida State American Water Works
Association -1st place Water Loss Detection
•• Florida State American Water Works
Association -Large Utility Public Education
... Florida State American Water Works
Association -Water Conservation -Water Fest
II Florida State American Water Works
Association -Best Tasting Tap Water, 2003
• Florida State American Public Works
Association -Member of the Year 2004-2005
• Florida Water Environment Association-
Individual Public Education A ward, 2006
• FSA WW A Region VII -Best Tasting Tap
Water, 2007
• FSA WW A Water Conservation Award of
Excellence 2007 Rain Harvesting Project
Kelvin L. Baker Sr.
Reference List with telephone number
1. Victor R. Biggs, Director
Development
1608 N.W. 171 st avenue
Pembroke Pines, f1 33028
786-229-1589
2.~yronRosner,~ayor
1121 NE 178th Terrace
North Miami Beach, Florida 33162
305-303-8111
..
3. Dr. Ron Gilbert, College
Professor, Consultant, Writer
1560 SE Ballantrae Court
Port St. Lucie, FL 34952
Ron.GilbertEMS@gmail.com,
"w\vw.GilbertEMS.com
561-212-2312
4. State Representative, John
Patrick Julien
2289 NE 174th Terrace
North Miami Beach, Flori~a 33160
786-985-3076
5. Greg Williams, Community
leader, Pastor, Activist
16269 S.W. 16th Street
Pembroke Pines, Florida 33027
305-733-6645
3
South Miami ,
1flOJ.
City of South Miami
Human Resources Department
6130 Sunset Drive
South Miami, Florida 33143
Instructions: PLEASE PRINT CLEARLY IN INK OR TYPE ALL INFORMATION. If you need additional space,
use a separate sheet of paper. You may attach a resume or additional documents to support your
application',1
POSITION APPLIED FOR ........... _____ C __ ....... ·l __ I_~::(4·· :_ .. _fl_,...,,~,;..;· .. _10 ________ _
MAIDEN NAME (if applicable):: ..... ,.,.. .. ri;l~;o;o •. : .... ·."",,· .•. '""' ... _ ... -. ,..........--,-",,,,....,.._'"""'. ",....,.."-,...,.,.".---..... '.,,.,.. ".,.-~L"..--.-;Z .... ,?J,.,.. ,....".,.. .. ".,-:=-.7 •. ·:.,..... ....... ,...",.....,. '_'.
PRESENT ADDRESS,:,,--_.,",_..., .. ,.._.,.,..-l_'-;.=!~'~-::;'-~_"""""'L_~~ . .•. ~
PRIMARY TELEPHONE: ............. ,.,.. ... ---':.....;....c~---', ............ > _ ......... ."......" ,]
ALTERNATE TELEPHONt;::f
I EMPLOYMENT AVAII..J\BILITY
Date Available: 3....; ~ t6{"3~ Salary Desired. {'fl)y ~6 n
Are you over 18 years of age? Yes ~ No
Are you legally authorized to work in the United States? Yes .V' No
I EDUCATION
...... . School ilia me/Address I: Old you Highest Grade/Level Completed
, Graduate/Degree
Received
HighSchool ( ~ 9 10 11 12 fJ." 1 jJu--J -"-" --... .................. . ..... .' .. No
College/University fJi7 /
.... " ' ........ Associates -Major
..... ..... . .... Yes No
College/University . ~.g?/ Bachelors· Major Yes .No ~ .
'1/. ... ?
Graduate
Yes No Degree
Vocational/Technlcal Yes No_._ --
License/Certificates Yes -No __
The City of South Miami is an Equal Opportunity Employer. Qualified applicants are considered for employment
and treated without regard to race, color, religion, sex, sexual preference, national origin, age, disability, marital or
veteran status (except if eligible for veteran's preference).
@
nllm CITY USA'
[ EMPlOYM~NT HISTORY _______________ J
You must complete this section even if you attach a resume.
Beginning with your present or most recent employer, list all full and part time employment for the past
10 years and account for all periods of unemployment, which exceed three months. Use additional
sheets if necessary, if you were employed under other names, list with applicable employers.
May the City of South Miami contact your present employer'? Yes No ...
NAME OF EMPLOYER:
_:_:_I:_:_h:_:_:_ffl='=S/=C=it=y,=S=ta=t=e=z=,p=: ==================~-'\:~ ~r;~---.. ----.. -----:--------
Supervisor's Name: _____ "...-__ ..,IF)·,) ·1'-···.7· --'-:--:7""/:'-'/-' _________________ _
Starting Date: 'Q l}'~ / Ending Date: _ _,_-----------,-----c-.
Starting Salary; .y--./ . Ending Salary:
Brief Job Description: ./' ----------,.,..-----
Reason for Leaving (Be speclflc, this area M~e completed):~. -'-_____ -_---___ ---__ ----
NAME OF EMPLOYER:
.. /'
Reason for leaving (Be spedfl<:, this area must be completed) : ...... _~~~~~~-"'-" ___ ---------....... --------
NAME OF EMPLOYER:
Street address/Cltv, State Zip:
Telephone: ~ Job Titl:: Cc"",;.::;,,.:-'_:' ., .. -"
~~~~-~c:;.:,I.=.;.,..,...,....~.~
Supervisor's Name: __ ~~~~"-'-'~~~"_:_"'__~c:::=""'"'.:!.~::......."---,-'.'--~~~~_~-~-_--_--_
Starting Date:. ~ Ending Date:
Starting Salary: ~ _ Ending Salary: "-___ ~~ _ _"-'-'-"'-'-"_"_"--~'__'___'_
Brief Job Description: 7 Z --
Reason for leaving (Be specific, this area must be completedj·:_.' _:--_:--'--___ '=-__ ~ __ ~~ ______ _
... . ....
NAME OF EMPLOYER:
() .. '0 I .~ ,.J-./
Streetaddress/Clty, State Zip:···· . ... . .... .• ~v.. ----/,,--
-TelePhone:---.·-------·-· -'-\~jOb TI;"~;-::~~~:'--
Supervisor's Name: <'~? .,.,.--",-"
Starting Date: .. . .. ~I'lding Date: ___________ . ____ _
Starting Salary: __________ --::",..."Z'--_· _. _. _ Ending Salary: ~ _______ • ________ _
Brief Job DescriPtion: _____ --'-"'V7'---_·_· _________________________ _
..'
Reason for leaving (Be specific, this area must be completed) :' ....
2
Have you ever been term~ted for misconduct or unsatisfactory service, or forced to resign from any
position? Yes_ No_V_. J: Explain .
Are you related to anyone employed by The City of South Miami? Yes _ NO/If yes, give name(s)
and relationship: ~.
Were you referred for this position byan employee at The City of South Miami?Yes_' ._ ... ' NO ____ .Ifyes,
give name(s): ..;...;..---'------'----'-_--'-_...;.....;--'-__'_ ___ -'-__'_'--__'__---:..-~--'---'--c.;...;
Have you ever been employed by The City of South Miami? Yes _. _ .. NOV~lfyeSI complete the
following· l
Dates previously employed (From!To) .' / /I
Position:. {AY/ jK
Reasonfor Leaving: \
fulln dolngti)is J()b:.
Name of St:hool
D~sc::rlbeaJlyspec::ialequlpment or machinery you canoerate:
Special Equipment lV1achinery
List anY>Professional~ Techni~i~or Trade Association in which.you are a member:
!\ssoclat!on Affiliation
·1 REFERENCES p
List three (3) Personal or Professional references (No relatives).
You must be acquainted with the listed reference for 1 year or more .
Name Telephone ..... Years. Acquainted Relationship
'.. . ....
English: Speak_
Spanish: Speak _ Read Write
/J /I.e Q
~ tL fX;O~----
./
Other: ______ _
Other: __ ----.,-
3
-----
Speak_ Read
Speak_ Read
Write
Write
I
Anthony J. Carson, Jr.
------..,.---------i;I ~--.-, ----.------.. -----.-
February 10,2013
City of South Miami
6130 Sunset Drive
South Miami, FL 33143-5040
RE: City Manager Position
To Whom It May Concern;,
I'm contacting you in regards to the City Manager position for the City of South Miami, FL, advertised on the ICMA
website.
My relevant qualifications include an MPA in Public Administration with over 14 years of administrative city and county
leadership, as well as, an ICMA Credentialed Manager.
During my time as County Administrator for Trumbull County, Ohio (the 12th largest county in Ohio), I was
responsible for managing over $100 million general and non-general fund with over 1000 employees, with 420 under
my direct supervision. I was successful at balancing the budget in a very hard economic time. During my tenure, I
served as a lead negotiator in contracts with AFSCME;"and Teamsters Unions, effectively utilizing interest based
negotiating practices.
In my current position as Town Administrator for the Town of Berlin I have been responsible for reducing
expenditures by over 13 percent, which has resulted in a reduction of Town property tax by 7 percent. During the
construction of the Waste Water Treatment Plant upgrade and Spray Site I was successful in obtaining 10.5
million dollars in low interest loans and 11.3 million dollars of grants from USDA, CDBG, and MOE.
In addition, my positions with the Town of Berlin and Fenwick Island, which is a barrier island in Delaware, have
given me extensive and vital experience in emergency management preparations, including hurricanes and
flooding conditions. I have been responsible for the oversight of emergency management during Hurricane Irene
(2011) and Hurricane Sandy (2012).
With my skill set and proven track record, I can be a valuable addition to the City of South Miami, FL. I can be reached
for an interview at your convenience.
Thank you, in advance, for your consideration.
Best regards,
A~ J. C<;t.v~ Jv.
Anthon\/ J r."IrMn, Jr., MPA, ICMA-CM IRE ~i'lii'-' i
, FEB 1 5 2013
Anthony J. Carson, Jr.
Professional Profile
---------------------------------------------------
Qualifications
Highly accomplished, results-driven professional with excellent customer and project
management skills. Action-oriented with strong ability to communicate effectively with
executive and business audiences.
-------------------------------------------------------• Demonstrates diagnostic, negotiating,
and collaborative problem-solving skills
• Ensures customer satisfaction is afforded
the highest attention and priority
• Thrives in independent and team
dynamics
• Builds a!!iances
• Engages in cross-functional activities
o Able to find solutions for complex
problems
o Identifies/capitalize on opportunities to
improve work-flow, enhance productivity,
and boost revenue
• Insightfully and calmly responds to
tough situations
• Highly organized and detail oriented
o Established track record of developing
and implementing both short-term
objectives and long-range strategic
goals and managing key logistics
necessary for critical goal setting
o Excellent verbal and written skills
• Ability to be adaptive to the changing
needs of the community
Relevant Experience ." .. "" __ ----___________________________________ __
• Owned and operated three companies (Big A Drug Store, Carson's Mini-Mart, and Warren
Alternate Sentencing Program).
o Maintained over $2M worth of goods and services at Big A Drug Store and Carson's Mini~
Mart.
o Served as a Trustee for a county owned hospital for six years, serving as the President Pro -
Tem of the Board; the Chairman of the Personnel Committee; and the Chairman of the
Building and Grounds Committee.
• Track record of reducing budgetary expenditures.
• Successfully negotiated purchase power agreements for the Town owned electric utility.
Experience." ___________ ----------------------------------------------------
01/2009 -Current Town of Berlin Berlin, MD
Town Administrator
Manage and oversee daily operations of all departments and work closely with the Mayor and
Council ensuring that all information is disseminated quickly and effectively.
Responsible for obtaining 10.5 million dollars of low interest loans and 11.3 million dollars of grants
through USDA, CDBG, and MDE for Waste Water Treatment Plant upgrade and spray site.
(Salary: $105,000)
Reduced town resident property tax by 7%.
Reduced overall budget expenditures by 13%.
03/2007 -12/2008 Fenwick Island Fenwick Island, DE
Town Manager
Served as chief administrative officer of the Town.
Responsible to the Council for the proper administration of all affairs of the Town.
Prepared and maintained the Town budget and all financial operations of the Town;
Developed the Town's first personnel manual.
Reduced expenditures in all departments.
Prepared and implemented the Town's first compensation study.
01/2Q04 -0712006 Trumbull County Commissioners Warren, OH
County Administrator
Served as administrator of a county that is the 12th largest in the State of Ohio with a
population of 225,000.
Prepared a $40M general fund budget and oversaw the administration of a $73M non-general
fund budget with over 1000 employees, with over 420 under my direct supervision.
Instrumental in bringing needed funding into the Port Authority resulting in commercial airline
service to the local airport.
Served as the lead negotiator with four ASCME and Teamsters Unions, effectively utilizing
interest based negotiating practices.
03/2001 -01/2004 Trumbull County Commissioners Warren, OH
Director of Purchasing
Developediriitial bid specifications and an inventory control system which led to the 40%
redUction of county costs.
Implemented improvements including a natural gas program for governmental agencies to
allow county residents to participate in savings in heating bills.
Served as a heaiing officer resolving grievances between the union and management.
03/1998 -03/2001 Trumbull County Warren, OH
Deputy Auditor/Appraiser
Appraised residential property for tax purposes.
Addressed tax inquiries.
Earned Ohio State Residential Appraiser License.
Served on the Board of Revisions for tax disputes.
07/1997 -03/1998 NorthEast Ohio Community Alternative Program Warren, OH
Business Manager
Negotiated contracts with vendors.
Implemented initial purchasing department.
Managed approximately 66 offenders' financial accounts.
Education ---------------------------------------------------Valdosta State University, Valdosta, GA, US
Public Administration
Master of Public Administration
PI Sigma Alpha (National Political Science Honor Society)
Kent State University, Kent, OH, US
General Studies
Bachelor of Science
Affiliations --------------------------------------------------
•• International City/County Manager Association (ICMA)
•• ICMA Credential Manager
• Maryland City/County Manager Association
• Maryland Municipal League Legislative Committee
:.. Maryland Municipal League Communication Committee (2010-2012)
Scott S. Randall
ECEIVE
FEB 1 2 2013
CITY CLERK'S OFFICE
February 6,2013
The Honorable Philip Stoddard
Mayor -City of South Miami
6130 Sunset Drive
South Miami, FL 33143
Attn: Human Resources Director
Dear Mayor Stoddard:
I recently became aware of your recruitment for the position of City Manager for the City
of South Miami. After having reviewed your recruitment notice, position profile and the
City's website, I am extremely interested in being considered for this position. Therefore,
please accept the enclosed resume, with attachments, as my personal application for this
post.
! I have relevant local government management experience in a number of comparably-
sized, full-service, suburban municipalities -having served as City Manager in LaGrange
and Streamwood, Illinois, Clayton, Missouri, Auburn Hills, Michigan and Superior,.
Colorado. In total, I trust that this extensive experience can be beneficial in dealing with
some of the opportunities and challenges facing the City of South Miami.
Most recently, I served as the General Manager of Hot Springs Village, Arkansas -the
largest gated community in the United States. While the «Village" operates as a non-profit
corporation, we provide all traditional municipal services to a constituency of 15,000
residents and 34,000 property owners, with a $30 million annual operating budget and
more than 500 employees. I was hired in December, 2010 to serve as the community's
"change agent" -following the tenure of two managers that served, collectively, for 41
years. During this short time, I restructured the organization, eliminating 38 full time
positions (representing 14 percent of our fulltime workforce); introduced the first multi-
year fmancial budget, including a 20-year capital improvements plan; initiated a long-
stalled 2 MGD expansion to the Village's water treatment plant; implemented a
comprehensive communications/outreach plan; and improved the Association's bottom line
by more than $2.8 million in my first year; and another $2 million in the second year.
Prior to this assignment, I served as Town Manager in Superior, Colorado. Superior, with a
popUlation of 15,000, is an upscale suburb located between Denver and Boulder. As a
result of the community's relatively young age and recent explosive growth, the Town
operates with an incredibly lean staff of 26 FTE and provides the vast majority of its
services through third party contracts and intergovernmental agreements. I found that this
environment to be incredibly efficient and extremely supportive for pursuing innovation.
.
During my tenure, we significantly expanded services --including the introduction of
franchised solid waste collection and expanded residential recycling; contractual library
services; expanding police presence, with an emphasis on aggressive traffic enforcement.
calming and speed reduction; systematic code enforcement; expanded infrastructure
maintenance and replacement; a comprehensive economic development program; and
developed a plan to be energy self-sufficient within a decade -all while reducing our full
time staffing. The Town also adopted its first multi-year fmancial plan, including a 20-year
infrastructure maintenance and replacement program; significantly reduced property taxes;
and re-financed existing TIF debt which saved the community $2.6 million.
I previously served as City Manager for the City of Auburn Hills, Michigan. Auburn Hills
is a fast-growing suburb of Detroit, with a permanent popUlation of20,400 and a daytime
population in excess of 90,000, located 20 miles north of the metropolitan core. This
young city, only incorporated in 1983, serves as home to an impressive list of major
corporations, including Chrysler, Volkswagen of North America and Borg-Warner. The
City also hosts three institutions of higher education -including Oalt"Jand University,
Oakland Community College and Baker College.
During my tenure in Auburn Hills, we implemented a number of successful programs and
instituted significant changes for the betterment of the community. Having grown so
rapidly, the City never had an economic development plan -instead having relied upon the
multitude of development opportunities that presented themselves. As growth slowed, the
City needed a comprehensive economic development program, intent on diversifying its
employment base. This plan is now in place and bearing fiuit. We amended the City's tax
abatement policy to encourage re-use of existing structures, diversify employment
opportunities and benefit existing Auburn Hills firms; we were successful in attracting
more tbatll.2 million square feet of new commercial occupancy, representing more than
$350 million in new investment and attracting 1,500jobs in its first year; and a
comprehensive business retention program designed to maintain the significant
employment and investment base which previously existed.
In concert with the community's initial rapid expansion, the City's finances, while believed
to be prosperous, were lacking in typical management controls. As a result, the City's
compensation and fringe benefit packages exceeded regional norms, with fringe benefits
accounting for more than 60 percent of payroll; huge unfunded liabilities for egregious
pension and retiree health insurance plans; and systemic unauthorized borrowing, both
internally and externally. I brought in a new financial management team, and philosophy,
resulting in significant changes -including the adoption of a five-year budget; a cash
management program which tripled the City'sinterest income; a limited restructuring of
debt; and the accurate reporting of the City's true financial condition.
We also made a number of changes in the delivery of critical city services -including an
aggressive, pro-active neighborhood preservation and code enforcement program;
expanded paramedic services; and implementation of a traffic management program.
I also served as City Manager for the City of Clayton, Missouri. Clayton is an upscale,
inner-ring community of 15,900 residents, with a daytime popUlation exceeding 80,000.
Clayton combines a dense central business district, consisting of more than 10 million
square feet of occupied commercial space within the 16-block urban core, along with some
of the finest residential neighborhoods in the St. Louis metropolitan region. Clayton also
serves as home to all of St. Louis County governmental facilities as well as Washington
University, Fontbonne University and Concordia Lutheran Seminary. During my tenure in
Clayton,.the City experienced the most significant level of new private sector investment in
its rich history -adding more than two million square feet of commercial and office uses,
representing more than $450 million in new investment. The City also completed and
occupied a new $20 million, 134,000 square foot recreational facility, known as 'The
Center of Clayton'. The Center, developed in cooperation with the Clayton School
District, offers recreation, education and community service programs for all ages.
Clayton also partnered with two smaller, adjoining communities in pursuing a
comprehensive review of possible cooperative ventures to improve service levels andlor
enhance cost efficiencies. As a result of this study, more than two dozen intergovernmental
agreements were implemented for the benefit of the three bodies. The second phase of the
study explored the benefits and pitfalls associated with merging the three communities "-
and although that outcome remains in question, the entire process was incredibly insightful.
Clayton also completed an aggressive capital improvements program ~ having resurfaced
more than 40 miles of streets, replaced most sidewalks and streetlights in the central
business district, and placed the balance of its infrastructure program on a 20-year
replacement schedule. The City initiated a number of parking and traffic enhancements
designed to accommodate significant growth in the central business district, including the
construction of three parking facilities which added more than 1,900 public parking spaces
to the City's inventory, traffic signal coordination, intersection redesign; and the
preliminary stages of an intelligent transportation system. Finally, significant effort was
devoted to regional transportation improvements -including the Cross-County MetroLink
Extension, an eight-mile leg of the regional light rail mass transit system that now traverses
downtown Clayton; and the reconstruction of the 1-170 and 1-64 corridors, including three
new interchanges that significantly impact traffic flow throughout the community.
Prior to Clayton, I served as the Village Manager in Streamwood, Illinois. Streamwood,
with a population of 33,600, covers approximately eight square miles in the northwest
suburban corridor of Chicago. The Village is a full-service conimunity, predominantly
residential, with a good blend of commercial and industrial uses. As Village Manager, I
oversaw seven operating departments, with 172 full-time and 234 total employees, and an
operating budget of$27.0 million.
While in Streamwood, my most significant accomplishments were in the areas of economic
development, public safety and finance. During my tenure, the Village adopted an
aggressive approach to the annexation of, and extension of municipal facilities to,
previously unincorporated properties. This resulted in numerous annexations, an average
of more than 200 new housing starts annually, and the addition of approximately 500,000
square feet of new commercial and industrial property each year.
Streamwood was also recognized as a leader in the area of public safety. The Streamwood
Police Department implemented many ofthe principles of community oriented policing.
including targeted police responses, bicycle and foot patrols. the creation of numerous
neighborhood watch groups and significantly expanded police presence in local schools
through the DARE, GREAT and school liaison programs. A variety of cooperative efforts
with surrounding communities allowed for service enhancements in both the police and fire
departments while achieving significant cost savings. These initiatives included the
creation of a multi-jurisdictional dispatch center, joint ownership and maintenance of fire
apparatus, automatic first-response agreements and development of the Tri-Village Gang
and Investigations Task Forces.
In the area of municipal finance, the Village adopted its first multi-year operating and
capital improvements budget, completed a refmancing of all bond indebtedness, eliminated
its practice of short-term borrowing and approved the Village's first formal purchasing
policy. We significantly reduced the Village's reliance upon property taxes by cutting
expenditures, reducing the number of employees and adding alternative revenue sources.
These steps allowed the Village to freeze property taxes during each year of my tenure.
I have also served as Village Manager in LaGrange, lllinois. LaGrange, with a population
of 15,300, is a 120-year old, 2.5 square mile, predominantly upscale residential suburb of
Chicago. The Village is a full-service commuruty, consisting of six operating departments,
96 full-time employees and an annual operating budget of$18.2 million. Similar to those
experiences outlined above, my most significant contributions were in the areas of finance,
personnel and economic development. In 1988, the Village adopted its first five-year
financial plan -which eliminated one department, c()nsolidated two others and reduced the
number of employees. The Village created and financed a $2 million equipment
replacement program, eliminated all short-term debt and supported a $6.9 million annual
capital improvements program.
While in LaGrange, I also implemented a comprehensive economic development program.
Our commercial program consisted of a central business district revitalization strategy
which resulted in a joint-venture, mixed use redevelopment project that has served to
rejuvenate the Burlington-Northern rail corridor; publicly-financed fayade renovation
program; and a $3.6 million streetscape improvement project. In addition, the Village
initiated the LaGrange Main Street project in conjunction with the National Main Street
Center. Our industrial program consisted of an aggressive expansion and retention
strategy. Although limited in land and buildings, our efforts included improving public
facilities, vacating surplus rights-of-way and property tax abatements, all of which resulted
in the creation of new jobs and substantial private sector investment.
Prior to LaGrange, I was employed as Assistant City Manager in the Town of Normal,
Illinois. Normal is the home of Illinois State University and has a population of more than
45,000. My duties included supervision of seven departments including Finance, Data
Processing, Personnel, Purchasing, Parks and Recreation, Library, Community
Development and City Clerk.
While in Normal, I spent considerable time on economic development activities. This
included the creation of a multi-jurisdictional Enterprise Zone which served as the
cornerstone for successful negotiations with Mitsubishi Motors Corporation and Chrysler
Corporation to locate Diamond Star Motors, a joint venture automobile assembly facility,
in Normal. The Diamond Star development (now known as Mitsubishi Motors of
America), consisting of2.1 million square feet and employing 2,900, included a 1,200 acre
annexation with necessary infrastructure improvements. I was responsible for the
development and implementation of33 intergovernmental agreements, with the State of
Illinois and virtually every unit of local government, needed to complete this project.
Finally, I served as the Town's chief negotiator with two employee labor organizations; as
risk manager, which included the creation of a successful intergovernmental insurance
pool; and was responsible for community and university relations -a unique task in light of
the ongoing conflicts that frequently exist in a university environment.
I have also been employed by the City of South Haven, Michigan as Director of
Community Development. South Haven is a resort community located on the eastern
shores of Lake Michigan. The City has a year-round population of 6,000, with a seasonal
peak in excessof20,OOO~ During my tenure in South Haven, I was primarily responsible
for the planning and implementation of three projects: 1) completion of three HUD
Community Development Block Grant programs with diverse public works and housing
rehabilitation components; 2) central business district revitalization consisting of
streetscape improvements, individually-financed storefront renovations, commercial
attraction and deVeloping of Ii tourism-based economy; and 3) industrial park development
and marketing.
I trust that my diverse professional experiences match those traits that the City of South
Miami may be looking for in filling this vacancy. First, I have worked in eight
municipalities, spanning more than 35 years, and am truly familiar with the opportunities
and challenges facing local government today. Furthennore, I have a proven record of
success -most notably in the areas of municipal finance, economic development,
intergovernmental relations and improving service delivery. Finally, I have an unbridled
commitment to my profession as well as to those communities I have served.
Mayor, I hope that you and members of the South Miami City Commission will fmd my
qualifications sufficient to warrant further consideration for this position. If so, I am
available to meet with you and all others involved in this process, at your convenience.
Finally, should you require any additional infonnation, please do not hesitate to contact me.
Present Address:
l' ,
Q :JI ---
Work History:
Personal Resume of
Scott S. Randall
Telephone:
E-Mail:
Hot Springs Village, Arkansas Property Owners Association (2010 -2012) -Served as
General Manager of a full-service, not-for-profit corporation serving 14,000 residents,
occupying 40 square miles and recognized as the largest gated community in the United
States; responsible for the delivery of aU traditional municipal services in an efficient and
cost-effective manner, including oversight of a $30 million annual budget with 230 full
time and 500 total employees.
Town of Superior, Colorado (2007 -2010) -Served as ToWn Manager for Cl young,
upscale, suburban municipality in the Denver metropolitan areet, with a population of
14,000; responsibilities include oversight of a $33 million annual operating budget lean
staff and emphasis on providing exceptional community services through third-party
vendors and intergovernmental service agreements. Significant accomplishments include
expanded service offerings and additional privatization; initiation of comprehensive
economic development and code enforcement programs; and implementation of a multi-
year budget.
City of Auburn Hills, Michigan (2004 -2006) -Served as City Manager for a fast-
growing suburb of Detroit, with a population of 20,400 and a daytime popu1Cltlon of
90,000; supervising 14 departments with 189 full-time personnel and a budget of $69
million. Significant accomplishments included implementation of a multi-faceted
economic development program, institution of needed financial management controls and
numerous neighborhood preservation and code enforcement initiatives.
City of Clayton, Missouri (1997 -2003) -Served as City Manager for a progressive.
upscale, inner-ring suburb of St. Louis, with a permanent popUlation of 15,900 and a
daytime population of 80,000; supervising seven departments with 185 full-time employees
and a $30.1 million budget. Significant accomplishments included oversight over the most
prolific construct jon boom in the City's rich history, consisting oimore than two million
square feet of new commercial development and large scale multi-family dwellings in the
central business district, continued reinvestment in high-end residential neighborhoods, and
extraordinary institutional expansion; led a regional study of cooperative efforts, centered
on three adjacent communities, that resulted in numerous service enhancements and cost
efficiencies; enhanced the City's financial position by introducing the first multi-year
financial plan, reducing reliance on property tax and the strategic use of debt; helped
implement a multi-faceted public art initiative; and built a $20 million, 134,000 square
foot, state-of-the-art community recreation center, in cooperation with the local school
district
Village of Streamwood, Illinois (1992 -1997) -Served as Village Manager of a fast-
growing, full-service community of 33,600, supervising seven departments with 172 full-
time employees and a $27 million budget. Significant accomplishments included
implementing a multi-year financial planning process, re-engineering various municipal
services and improving employee relations within a heavily-unionized environment.
Village of LaGrange, Illinois (1988 -1992) -Served as Village Manager of a mature,
full-service suburban community of 15,300; accountable for six departments with 96
employees and a budget of$18.2 million. Principle accomplislunents included initiating a
successful economic development program, upgrading municipal facilities and improving
the budgetary and financial management systems.
Town of Normal, Illinois (1984 -1988) ~ Served as Assistant City Manager, responsible
for Town-wide administration including oversight of seven departments. In addition,
assumed responsibility for economic development, community relations, risk management
and labor relations.
City of Portage, Michigan (1983-1984) -Served as Assistant to the City Manager;
responsible for general management, graIit procurenient,public information and special
projects. ..
City of South Haven, Michigan (1981-1983) -Served as Director of Community
Development; responsible for all economic development and community development
activities including central business district revitalization, industrial park development and
the administration of various state and federal grant programs.
Western Illinois Regional Council (1978 -1981) -Served as Manager of Community
Services, supervising a staff of seven and responsible for all local government technical
assistance activities including planning, grantsmanship and grant implementation.
Community Activities (representative):
Hot Springs Village Chamber of Commerce
Superior Chamber of Commerce
Auburn Hills Boys & Girls Club
Clayton Recreation, Sports and Wellness Commission
East-Central Dispatch Consortium -Vice Chair
St. Louis Art Fair -Executive Board
St. Louis Jazz Festival-Board of Directors
LaGrange Area United Way
Fifth Ward Alderman -City of Macomb, Illinois (two tenus)
Professional Memberships (representative):
International City/County Management Association -Credentialed Manager
ICMA -Governmental Affairs and Policy Committee (2008-2010)
Colorado Municipal League -Fiscal Issues Committee (2007-2010)
Colorado City/County Management Association
Denver Area Managers Association
National Renewable Energy Laboratory -Energy Executives -2009
Oakland County (MI) City Managers Association -President
St. Louis (MO) Area City M$lagement Association -Vice-President
Education:
(1978 -1981) Western Illinois University
Mac()lllb~ Illinois
C0i11pleted 51 semester hours of instruction to'\rvard I"v1aster ofBllsL~ess Administrat.ion
degree program
(1973 -1978) Western Illinois University
Macomb, lllinois
B.A. Political Science
Baccalaureate Certificate in Public Administration
(1969 -1973) Oak Lawn Community High School
Oak Lawn, Illinois
;uthMlami
~ 'till'
2001
City of South Miami
Human Resources Department
6130 Sunset Drive
South Miami, Florida 33143
RECEIVED
" .•. ' FEB 122013
HUMAN RESOURCES
Instructions: PLEASE PRINT CLEARLY IN INK OR TYPE ALL INFORMATION. If you need additional space,
use a separate sheet of paper. You may attach a resume or additional documents to support your
application.
POSITION APPLIED FOR CITY MANAGER ~~~~----------~------~----------~~----
J CURRENT PERS6N~L DATA' ' ..
FULL NAME; SCOTT S. RANDALL
MAIDEN NAM E (if applica ble); -';"~ ___ -,-~~-"--......... ..-......-~~_~=o.;."";,:",,,,,,,,,, ___ ,","",-~.-......;.;.,,,,,,,,,,,
PRESENT ADDRESS: ................... ..-.-.;; __ -'--"..,...,.,., ____ :.-....... ':.-' ':.-" "';"--'-" .~ .. -:.-.. :.-.. -......:;;..-;...--..;~ ___ """""-___ "'---.;C-.............
PRIMARY TElEPHONE: L) _~"':'-~;';';"-----.,. ___ _
ALTERNATE TELEPHONE: (_) -:--__ ..,.---,-__
'I EMPLOYMENT AVAilABiLITY' '1
I'
Date Available: 03 I ~ ~ Salary Desired,;.;..N_· _e_go_t_ia_b_le",-""" "'"""--' ________ ___. .............
Are you over 18 years of age? Yes ~ No
Are you legally authorized to work in the United States? Yes)( .' No
..
. .
. School Name/Address Did you Highest Gfade/LeilelCOmpleted
Graduate/Degree
...... Received
...... , ".' ,~,
9 01.90110 12111 HighSChool Oak Lawn Community Yesl~IN(j .. ..
College/Unlversity , "Western ..... . IZTr·~ ......
Illinois Univ, tes "No' Associates Major ... --
College/UniversIty
Yes 0 NO[J
..
Bachelors lL Major Poli Sci IPA
Graduate Western Illinois Univ. YeSDNO@ Degree MBA , vesD~90 Vocatlonal/Technlcal .. .'
ucense/certlficates. . •.•.•. leMA -Credentialed Manager yesf lN6
The City of South Miami is an Equal Opportunity Employer. Qualified applicants are considered for employment
and treated without regard to race, color, religion, sex, sexual preference, national origin, age, disability, marital or
veteran status (except if eligible for veteran's preference).
~
TRIlRCJWm
I EMPLOYMENT HISTORY
You must complete this section even if you attach a resume.
Beginning with your present or most recent employer, Jist all full and part time employment for the past
10 years and account for all periods of unemployment, which exceed three months. Use additional
sheets if necessary, if you were employed under other names, list with applicable employers.
May the Citv of South Miami contact your present empioyer? Yes 1./ , .. No 0
NAME OF EMPLOYER:
HOi Sprfngs VUlage
Street address/City, State Zip:
,895i)e$oto Blvd .. HotSpringsYIU~ge;AR 71909 .
Telephone: 501-922~5530 Job TItle:Generall\.1anag~r .-
Supervisor's Name: . JerryKosoglow :" .. Board President
starting Date: 0111 012011 .... 10/30/2012 Ending Date: .
Starting Salary: $130,000 ..... Ending Salary: $136,200 •.. ..... " ..... > .
, Brief Job Description: Chief Executive Officer -:-(See Resume) ,
..... ,
Reason for Leaving (Be specific, this area must be completed): Terminated -following~lectibn?rneW Board()f~lrectors
NAME OF EMPLOYER:
, Town of Superior .. , ..
Street address/City, State Zip:
• 122 E. Coal Creek Dr. Superior, CO 80027
'Telephone: 303-499-3675
'. .... ..
Job TItle:. Town. Manager
......... .... . ....... :.: .. : .......... :. . ......
Supervisor's Name: Andrew Muckle -Mayor
Starting Date: 03/12/2007 En~lng Date:, 09/27/201 0
.. , ... 'J
starting SalarY: $115,000 Ending Salary:, $126.,000
Brief Job Description: 9tliElf E:xecutive Officer .. (~ee~E3sume) . <: j:
.. Reason for Leaving (Be specific, this area must be completed): Resigned
NAME OF EMPLOYER:
,
. eltyof AUt/umHUls
.. Street address/City, State Zip:
1822 N. Squirrel Rd .. Aubum Hills, MI 48326 ... " .
Telephone: Job TItle: City . Manager
Supervisor's Name: .• Mart Edwards, Mayor
Starting Date: 12126/2004 , Ending Date:. 05/()1/2006
Starting Salary: $108,000, ..... ... .... . .... . ....... .. Ending Salary: $118,900
Brief Job Description: Chief Executive Officer -(See Resume)
Reason for Leaving (Be specific, this area must be completed):. Terminated -without cause
......... ...... ' .. : .
NAME OF EMPLOYER: :
City of Clayton ..
Street address/City, State Zip:
10.N. BemislonAye. Clayton, MO. 6.3105
Telephon~: 314~290-8400 ..... Job litle:. City Manager
Supervisor's Name: Frank Kenney -Mayor
Starting Date: 06/01/1997 Ending Date: 09/26/2003
Starting Salary: $92,000. Ending Salary: $110,500
' ..
Brief Job Description: Chief Executive Officer -(See Resume)
Reason for Leaving (Be specific, this area must be completed): ReSigned
2
I
I·
Have you eve~erltrrr;tin~tedfo. r misc,:on.duct .. or unsatisfactory Seryic.e,or . forced toreslghfrom(lny
position? Yes U No LiJ. Explain --~------------___ =c------
Are you related to anyon~empl()yedby Tne City()f South Miarnl? yesD NQI.; L If yes, give name(s)
and relationship: -c:--'-----,..-_------....,...---...:.----...:.--_...:.---:"'-.,__--==
Were you referred for this position by an employee atThe City of South Miami? yesD No l.;llf yes,
give name(s): .
Have you ever been employed by The City of South Miami? yesD No 1.;1. If yes, complete the
following:
Dates previously employed (From/To)
Positlon{.
Reasonfor Leaving: " .......•..
Ustany licenses certificates or additional skillsyoIJ have that maybe hetpftii In doing this Job' . , ..
Ucensil/ceitlflcates/Addltlonal Skills bate~ Received. {ifappllcabl(!) Name of Scbool ".
ICMA -Credentialed MarlCiger 2008
" . ....
NREL -Energy E:xecutive 2009 , .........................•..•..
SpecIal Equipment Machinery . .•. 'Years.Of Experience
... ". :
.. ."
I:
""...." ..
·As~c1atton/Afflllatliin ........... '
leMA -International and various statellocal affiliates I.· .~~~~~~~~~~~~~~ __ ~~~~~~~~~--~~~~~~~~~~~i
.........••
. : ...
.··:1.
List three{3) Personal or Professional references (No relatives).
You must beacqi.ialrited with the listed reference for 1'~ ¢ar or more.
Nami3 ,I', Telephone Years Acquainted .... Relationship
Dave Anderson I' 303-827-8010 29 Former Supervisor
Don Yucuis I' 501-545-9849 25 Direct Report
Mike Schoedel 314-872-7775 15 City Manager -Peer
Other: spe<lkD Read Write D
Other: speakD Read 0 Write D
3
FRANK R. SPENCE
Phillip Stoddard, PhD., Mayor
And City Commissioners
City of South Miami
South Miami, Florida 33143
February 12, 2013
Dear Mayor Stoddard and Commissioners:
Please accept this as my application for the position of City Manager.
I am a professional city manager with over thirty-five years of local government
managerial experience, mostly in South Florida. This includes twenty years in
Miami-Dade County having been City Manager of Miami Beach, Miami Springs,
and Biscayne Park. The City of Miami Springs is almost identical to South Miami
in population and providing full-service departments, except for County
FirelRescue. Additionally, I have been Executive Director of Delray Beach's CRA
and DDA, so I am very knowledgeable about its functions and successes. In
addition to my Summary Resume' I am attaching an Addendum listing my
successes in Miami Springs.
I hold a Bachelor of Arts Degree in Political Science and a Master of Public
Administration Degree from the University of Michigan.
I have lived and worked in a number of diverse cultural communities and countries
(including Liberia, West Africa; Saudi Arabia, the Heart of Islam; and Germany),
so I am well-versed and experienced in working with people different from me.
In conclusion, with my extensive, broad and diverse background, as well as twenty
years of managerial experience in Miami-Dade County alone, I am more than
qualified to carry out the duties and responsibilities required of your city manager.
Also, since I am incorporated with my own consulting firm, I could be available as a
contract manager for a lump sum with no expensive fringe benefits, like pensions
and severance packages, saving the city 35%-40% of base salary costs.
I am available immediately and ready to relocate to your city shortly thereafter.
Your favorable consideration of my application would be greatly appreciated.
Sincerely,
/SI
FRANK R. SPENCE
FRANK R. SPENCE, INC.
Specializing in Contract Management Services and Consulting
January 2, 2013
. SUMMARY
SUMMARY RESUME' OF
FRANK R. SPENCE
I am an ICMA professional local government manager with over thirty
five (35) years of executive level local government experience, mostly as
a city manager and mostly in South Florida, three in Palm Beach
County and three in Miami-Dade County. I also have lived and worked
overseas for seven (7) years.
EDUCATION
Bachelor of Arts Degree (B.A.) in Political Science
Master of Public Administration Degree (M.P.A.)
The University of MICHIGAN
. CITY MANAGER EXPERIENCE
• Miami Beach
• Miami Springs
• Biscayne Park
• Loxahatchee Groves
• Mangonia Park
• North Palm Beach
(Miami-Dade County)
(Miami-Dade County)
(Miami-Dade County)
(palm Beach County)
(Palm Beach County)
(Palm Beach County)
ASSISTANT CITY MANAGER EXPERIENCE
• Miami Beach
• Miami Springs
• Delray Beach
• Pensacola
COUNTY ADMINSTATOR.EXPERIENCE
• Alachua County (Gainesville)
(Home of the University of FLORIDA)
• Putnam County (Palatka)
RESUME' OF FRANK R. SPENCE
January 2, 2013
Page Two
OTHER RELEVANT EXPERIENCE
• City of Delray Beach, Executive Director, Community
Redevelopment Agency (C.R.A.)
• City of Delray Beach, Executive Director, Downtown
Development Authority (D.D.A.), concurrently with the C.R.A.
• City of Delray Beach, Director of Development Services
PROFESSIONAL ASSOCIATIONS AND PARTICIPATION
• International City/County Management Association (ICMA)
Member, 45 Years. (Credentialed status currently lapsed)
• Florida City/County Management Association (FCCMA)
Member, 45 Years. Board of Directors (Twice)
• Miami-Dade and Palm Beach County City Management
Associations. Past President (of both)
•• Florida Association of County Administrators
Past President
• American Society for Public Administration (ASPA)
National Council Member; Executive Board (Three years)
CIVIC AND EDUCATIONAL PARTICIPATION (partial list),
• Kiwanis International
Past President, Miami Beach & Hialeah-Miami Springs Chapters
Lt. Governor, District 25, North Dade County
• University of MICHIGAN Alumni Association
Past President, Local Chapter and Southeastern U.S. District
National Director (Three years).
• Gerald R Ford School of Public Policy, University of MICHIGAN
Alumni Board of Directors (Three years)
RESUME' OF FRANK R. SPENCE
January 2, 2013
Page Three
OVERSEAS EXPERIENCE
• U.S. ARMY, Military Police, stationed in Mainz, Germany.
• Advisor and Operational Executive to the Republic of Liberia,
Western Africa. U.S.A.I.D. funded project. Served as Chief
Administrative Officer to Secretary of Agriculture. (Two years)
• Administrator, King Faisal Specialist Hospital and Cancer
Research Center (an HCA Hospital), in Riyadh, Saudi Arabia.
I was the first professional city manager hired by Hospital
Corporation of America (HCA) to manage their full service free
standing medical city. We had our own water and sewage treatment
plants and power generation facility in addition to providing the
usual city service/city government functions of finance, personnel,
public works, recreation, transportation, plus housing and
processing the 3,000 employees from 140 countries under me.
(Three years)
FRANK R. SPENCE
January 11,2013
SUPPLEMENTAL ATTACHMENT ADDRESSING PRIOR SERVICE
TO THE CITY OF MIAMI SPRINGS
The following is intended to highlight some of my accomplishments and
near-successes during my eight and one-half years as City Manager of
Miami Springs, on the north side of the Miami International Airport:
• I facilitated the purchase of the Miami Springs Golf and County
Club from the City of Miami for $3.1 million.
• I helped get electorate approval for the $5 million G.O. Bond
Issue to pay for the purchase and renovation of the facility, and
worked with bond underwriters to solicit bids and close the
purchase on Wall Street.
• I managed the $1 million contract for the renovation of the Miami
Springs Country Club. The construction consortium was headed
by Julio Robaina, former Mayor of Hialeah.
• I secured a major grant frorn the County's Department of
Emergency Management LMS Program to purchase the large 85
KW emergency generAtor with electrical panel tie-in, and
hurricane storm shutters for all of City Hall which also houses the
Police Department and Miami-Dade County Fire Rescue vehicles.
• Was instrumental in getting Airbus to locate their training facility
in Miami Springs 0)1 NW 36th Street, next to MIA. Each flight
simulator was worth $1 million each at the time. A great addition
to the city's tax base. I was not successful in getting Boeing's
Flight Safety training facility that was also looking for a site on
NW 36th Street at the same time. This was because I couldn't
come up with a large enough available site. They eventually
located down the street in Virginia Gardens.
• I began a program to reduce leakage in the sanitation sewer
system by installing Insituform sleaving inside the pipes.
• I had a good working relationship with the employee and police
unions, especially with PBA labor negotiator Don Slesnick, then
Mayor of Coral Gables.
• I had a great team of department heads to help me.