CITY MANAGER- CITY OF PLANT CITY

SEMIFINALIST CANDIDATE REVIEW

CONFIDENTIAL

CONFIDENTIAL INFORMATION

SEMIFINALIST BRIEFING BOOK

This briefing book has been prepared for the

exclusive use of the City of Plant City.

All contents herein are proprietary information

owned by SGR and any release of names or other

information contained herein can reasonably be

predicted to cause damage to the persons contained

herein.

No names, or other information contained herein,

may be released or revealed in any way without the

approval of SGR.

November 29, 2017

CONFIDENTIAL AND PROPRIETARY

Honorable Mayor Lott and City Commissioners City of Plant City 302 W Reynolds Street Plant City, Florida 33563

Dear Mayor lott and Commissioners:

I am pleased to provide you this confidential briefing book on the semifinalist candidates to become the City of Plant City's next City Manager. Please recall that this Information is still highly confidential.

Behind each tab is the candidate's cover letter, resume, response to the questionnaire, and any other supplemental materials provided by the candidate.

Behind this letter, but in front of the tabs, is the Triage Scoring Form. This form should be used to assign a 1, 2, or 3 to each candidate. Those who you definitely would like to see continue in the process should be assigned a 1, those you may want to cont inue a 2, and those you definitely have no interest in seeing continue in the process a 3.

Please note that separate from the briefing book, we have also provided a website link (via email) for accessing and viewing the online video interviews for each candidate.

Our goal at the next meeting will be to determine which candidates will move on to the next level in the process. If you can come to the next meeting with the Triage Scoring Form completed, our time spent will be much more efficient.

Please feel free to call me at any time if you have any questions.

Respectfully submitted,

Douglas Thomas Senior Vice President, SGR DouglasThomas@GovernmentResource.com Cell: 863-860-9314

PO Box 1642 Keller, Texas 76244 817-337·8581 www.GovemmentResource.com

TABLE OF CONTENTS

SEMIFINALIST BRIEFING BOOK

I. Position Profile Brochure

II . Triage Scoring Form

Ill . Semifinalist Candidate Materials*

Tab 1: Billy (Bill) McDaniel

Tab 2: Jamie Croteau

Tab 3: Jeffrey (Jeff) Brown

Tab4: Jonathan Evans

Tab 5: Michael (Shawn) Sherrouse

Tab 6: Robert (Bob) M iddaugh

*Recorded video interviews are accessible online.

CITY MANAGER

PL~;l~r£}TY

EXECUTIVE SEARCH PROVIDED BY STRATEGIC GOVERNMENT RESOURCES

The City of Plant City is ideally situated in the center of Florida's west coast, approximately 25 miles east of Tampa, 13 miles west of Lakeland, and 70 miles west of Orlando. It covers 28 square miles and is located in northeast Hillsborough County, the fourth largest county in the state. The City is accessible via State Roads 39, 60, and 574, with U.S. Highway 92 and Interstate 4 traversing the community, and the Plant City Municipal Airport just three miles from the City's Historic Downtown Commercial District. The strategic location of Plant City provides easy access to west coast beaches and major tourist attractions In the region. The 38,220 residents who call this vibrant community home enjoy the comfort of small-town living with convenient access to the amenities of larger metropolitan areas.

Plant City was originally named "lchepucksassa" by its early settlers. It was later renamed "Cork" by a postmaster wishing to honor his home city In Ireland, as well as alleviate the confusion over the pronunciation and spelling of the original name. The City was incorporated in 1885 and again renamed. It became "Plant City," not in reference to its early agricultural success, but in honor of Henry Bradley Plant, who was responsible for the extension of the South Florida Railroad into the area. The City developed as an agricultural center, producing cotton and, later, strawberries as its main crops. Today, over three-quarters of

the nation's mid-winter strawberries are grown in Plant City.

The City has experienced steady economic growth over the years and has plans for future developments. The City Commission recently approved six voluntary annexations, totaling more than 57 acres. Since October 2013, nine companies have chosen to expand operations in Plant City. These expansions will create 818 new jobs and $154 million In capita l investment. Collectively, james Hardie, Florida Silica Sands, C&S Wholesale Grocers, Toufayan Bakery, Palm Harbor Homes, Dart Container, Fitlife Foods, and Cody Ta lbert Distribution will occupy more than 1.5 million square feet of office and manufacturing space. Significant economic developments in the last year include C.W. Roberts, a leading asphalt producer, and Mexico-based Peninsula Steel, in addition to expansions with Dart Manufacturing, Toufayan Bakery, and Patterson Companies. Other major employers in the area include International Paper, Paradise Fruit, Star Distribution, Plastipak Holdings, Gordon Food Services, Santa Sweets, and Highland Packaging Solutions.

Living up to its motto of "Embracing the Future, While Preserving the Past," the City works tirelessly to preserve the charm and friendly atmosphere of this vibrant community while also encouraging economic development in the area.

21 PLANT CITY, FLORIDA: CITY MANAGER

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3 I PLA!IiT CITY, FLORIDA: CITY MA!IiAGER

GOVERNANCEfUtCt ORGANIZATION

Plant City operates under a commission-manager form of government. The City Commission is made up of five members, including the Mayor, who is elected by the Commission. Commission members are elected at-large and serve three-year staggered terms with no term limits. The Commission has traditionally been very stable, with many members serving multiple terms. The City Commission hires a professional City Manager to lead the organization and oversee the daily operations of all departments. Additionally, the City Attorney and City Clerk report directly to the City Commission.

The Commission places a strategic focus on creating a unique sense of place within the City, building and maintaining a thriving local economy, providing quality services and infrastructure, encouraging citizen engagement, and creating a well-educated, highly-skilled workforce.

VISION STATEMENT:

An ethical, transparent, and creative organization, recognized for the depth and quality of our

service to our community.

MISSION STATEMENT:

Our mission is to provide excellent customer service,

ensure safety, preserve hometown values, and promote

economic opportunity.

FY-2018 BUDGET OF $75 MILLION

®.to SUPPORTED BY A GENERAL FUND

MILLAGE RATE OF 5.7157 MILLS

FULL ARRAY OF MUNICIPAL SERVICES

PROVIDED BY 430 NON-UNION

EMPLOYEES

4 I PLANT CITY, FLORIDA: CITY MANAGER

CHALLENGES CU1£t OPPORTUNITIES

MIDTOWN REDEVELOPMENT

The exciting plan calls for residential townhouses and multi-family buildings to help support a recommended increase In retail, commercial, and office space. A village green is planned for passive recreation and to anchor neighborhood coffee shops, bookstores, and other neighborhood-oriented busmesses. Offices that draw customers from a larger City-wide or regional service area are also part of the mix, alongside businesses that provide essential services to other businesses, both in midtown and in the historic downtown.

HISTORIC PLANT CITY MAIN STREET

Re-established six months ago, the Historic Plant City Main Street organization was one of the first five Main Street Programs m Flonda. Mam Street is currently raising public and private funds to commission a Downtown Master Plan to serve as a blueprint for future redevelopment initiatives and connections to the Midtown Redevelopment efforts.

INFRASTRUCTURE IMPROVEMENTS/ CAPITAL PLANNING

The City Commission recently adopted a 1 mill increase for the FY-2018 Annual Budget to generate a dedicated $1.9 million in new funding for local streets, which will be matched by a $2 mill ion allocation from Hillsborough County for the next two fiscal years. The new City Manager will oversee this new dedicated revenue stream and ensure that it is well-administered, with regular reporting on infrastructure improvements to the community.

BASEBALL COMPLEX

The City is currently in negotiations with a development group headed by former Major League Baseball all-star Gary Sheffield, GCJ Sports, LLC, to redevelop Plant City Stadium and the surrounding areas to build the roughly 130-acre, $100 million state-of-the-art Gary Sheffield Sports Vtllage, coupled with mixed-use residential, hotel, and retail areas.

5 1 PLAl'\T CITY, FLORIDA CIL Y MA:--JAGER

6 I PLANT CITY, FLORIDA: CITY MANAGER

The City Commission is seeking an energetic, visionary leader with advanced interpersonal skills and a passion for public service to be its next City Manager. The ideal candidate will have a collaborative management style that empowers staff and encourages cooperation across departments. The chosen City Manager will unite the organization with a shared sense of purpose, promote teamwork, fully articulate expectations, delegate responsibility with clarity, and create a culture of accountability.

The successful candidate will be an ethical, transparent, trustworthy, and highly-disciplined municipal manager capable of building upon Plant City's legacy of exceptional governance. Ideally, the person selected will be an outstanding listener and remarkable communicator with highly-developed problem-solving skills and a dedication to customer service. An ability to identify and co-opt best practices, embrace emerging technology, increase professionalism, and promote innovation will be extremely important. A transformative leader capable of challenging the status quo when change serves the best interests of the City and its residents is strongly desired.

Politically sawy but never political, Plant City's new City Manager will skillfully guide the Commission through the decision-making process. The ideal candidate will communicate directly and frankly, but always positively and respectfully. Gaining an understanding of the Commission's preferred method of receiving information and fully informing its members in the most appropriate and timely manner will be important. Creating a close, positive, trusting, productive, and lasting

relationship with all members of the Commission will be paramount.

The incoming City Manager will focus on economic prosperity and possess a growth mindset. The successful candidate's broad knowledge of municipal finance, proven budget skills, sound business acumen, and relentless pursuit of long-term financial sustainability will ensure that the City never fails to meet its financial responsibilities or obligations. The person selected should have the knowledge, skills, and ability to guide the Commission in cost management strategies, financial policy alternatives, creative public financing strategies, and public-private financing strategies.

The City seeks a highly strategic thinker with planning, development, redevelopment, and economic development skills. Building a close working relationship with the Plant City business community and ensuring that City policies, as well as personnel, are business-friendly will be on-going priorities. Ideally, the person selected will be a highly effective negotiator and mediator who can build consensus and forge strategic partnerships, internally as well as externally.

It will be important for the new City Manager to be highly visible and active in the community, professionally as well as socially. An accessible, outgoing people person who passionately embraces Plant City's culture and genuinely supports its traditions while also implementing strategies to make the community appealing to residents and visitors alike will be successful.

EDUCATION aftd EXPERIENCE

The selected candidate must hold a bachelor's degree in public administration or a closely related field and must have a minimum of ten years of progressively responsible experience in the management of municipal operations, including a demonstrated record of effective staff management, strong management of budgetary and financial matters, strong community relati ons, and experience in working with a governing body or board. A master's degree in a related field is preferred. Any equivalent combination of experience and training which provides the knowledge, skills, and abilities necessary to perform the work will be considered. Residency in Plant City is desired.

71 PLANT CITY. FLORIDA: CITY MANAGER

COMPENSATION AND BENEFITS

Plant City offers a competitive sa lary, depending on experience and qualifications. Benef its are excellent, including an employee self-directed pension plan, generous vacation and sick leave allowances, and cafeteria-style healthcare options. A 401 a plan, with 8% contribution by the employer and a five-year vest ing period is offered.

APPLICATION PROCESS

Please apply online at: http://bit.ly/SGRCurrentSearches

For more information on this position contact:

Doug Thomas, Senior VIce President Strategic Government Resources DouglasThomas@Govern mentResource .com 863-860-9314

This position is open until fi lled. To view the status of this position, please visit: http://bit.ly/SGRCurrentSearches

The City of Plant City is an Equal Opportunity Employer and values diversity in its workforce. Applicants selected as fi nalists for this position wi ll be subject to a comprehensive background check.

CON Fl DENTIALITY

Pursuant to the Florida Public Records Act, all applications are subject to public disclosure upon receipt; however, public record requests regarding candidates do not typically occur prior to the selection of semifinalists and/or fi nalists.

CITY OF PLANT CITY CITY MANAGER CANDIDATE REVIEW

TRIAGE SCORING FORM

Billy (Bill) McDaniel 1 2 3

Jamie Croteau 1 2 3

Jeffrey (Jeff) Brown 1 2 3

Jonathan Evans 1 2 3

Michael (Shawn) Sherrouse 1 2 3

Robert (Bob) Middaugh 1 2 3

Instructions:

In the space beside each candidate, simply circle a 1, 2 or 3 to each candidate. "1" designates a candidate that you DEFINITELY would like to continue to the next step of the process; "2" designates a candidate you MIGHT want to continue to the next step of the process, and "3" designates a candidate that you DO NOT want to continue in the process.

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November 10, 2017

Doug Thomas Strategic Government Resources

Via Website Submission

Dear Mr. Thomas:

Billy C. McDaniel, Jr.

It is with great enthusiasm that I submit my qualifiCations for the City Manager position in Plant City, Florida. I believe that I possess all of the rEQJISite knowledge, skills, and abilities to successfully serve Plant City in this

highly responsible position. My resume has been uploaded to the Strategic Government Resources website for your review.

For the past four years, eight months, I have served as the Assistant City Manager for the City of Plant City.

In this role I have managed both the Police Chief and Fire Chief. as well as the Code Enforcement, Community Services, Information Technology, and General Services departments. For the past three years I have also served as "Chief of Staff", responsible for interacting with and managing all other City department

heads as directed by the City Manager. In 2015, I also served for five months as interim Director of Utilities while maintaining all of my other duties and responsibilities.

Prior to being appointed as Assistant City Manager, I served as Plant City's Chief of Pollee for 15 years,

having risen through the ranks of the police department from officer, to sergeant, to captain, and ultimately chief. During my tenure as Chief of Police, I was responsible for modernizing the police department, introducing numerous innovative technologies and procedures, and tncreasing the level of police services

provided to the community. I also led the poliCe department through a highly successful initial accreditation process and two subsequent, equally successful, re-accreditation processes.

With nearly 33 years of progressrve responsibility serving the City of Plant aty, I am uniquely qualified to take

on the leadership role of City Manager. My intimate knowledge of the City of Plant City's orgarization, staff, strengths, weaknesses, opportunities, and threats means that I am ready to hit the ground ruming with no loss of momentl.JTl and no time needed to familiarize myself with City operations.

I am deeply invested in Plant City's past. present. and Mure. I look forward to the opportunity to further discuss my qualifications and desire to serve as Plant City's next City Manager.

MdA~ Bly~~;;

DILL) C. \f < D \ \ I E I. . .J H.

PROF ILE

A seasoned manager and experienced leader. Achievement-oriented, outcome focused

and accountability driven, with strong communication, organizational, and motivational

skills. More than twenty years of upper management experience, including both

departmental and executive level positions. Strong abilities in budgeting, public safety,

community relations, strategic planning, technology implementation, and team building.

EXPERIENCE

ASSISTA NT CITY MANAGER; CITY OF PLAN T CITY, FL- 2013 ·PRESEN T

Highly responsible executive management position reporting directly to the City Manager.

Direct responsibility for Police, Fire, Information Technology, Code Enforcement, General

Services, and Community Services departments. Responsibilities expanded in 2016 to

include serving as "Chief of StaW with responsibility to carry out City Manager directives

through all department heads, while also retaining all direct reports mentioned above.

Also served as Interim Director of Utilities for five months in 2016, while maintaining all

other assigned duties, responsibilities, and direct reports.

CHIEF OF POLICE, CITY OF PLAI\ T CITY, FL- 1 996 . 2012

Highly responsible executive management position in charge of all law enforcement

operations, investigations, personnel administration, budgeting, financial management,

professional standards, and community safety. Responsible for a $1 0 million budget, and

95 law enforcement and civilian personnel assigned to the police department. During my

tenure as Chief of Police I was responsible for modernizing the Plant City Police

Department, securing initial state accreditation, and successfully leading the police

department through two additional state reaccreditation processes.

POLI CE CAPTAIN ; CITY OF PLANT CITY, Fl - 1994 -1996

Mid-level executive management as a division commander responsible for all operations

of various units within each division under my command as assigned by the Chief of

Police. Areas of responsibility included the 9-1-1 emergency communications center,

training, internal affairs, administrative services, professional standards, financial

management, and community relations. Responsible for up to 25 civilian and law

enforcement personnel assigned to various divis1ons under my command.

P.O. Box 241 6, Plant C1ty, FL33564 813-436-7263 billmcdnl@gma1lcom

POLICE SERGEANT; CITY OF PLANT CITY, FL - 1989 1994

First line supervisory position responsible for the daily management of various units as

assigned by the Chief of Police. During this period I supervised the 9-1-1 emergency

communications center, training, crime prevention, internal affairs, and administrative

services. Responsible for up to 15 civil ian and law enforcement personnel.

POL CE OFFICER; CITY OF PLANT C 'TY, FL - 1985 1989

Entry level and first line law enforcement position. Assigned initially to the Uniform Patrol Division handling basic law enforcement responses and services to the public. Later

assigned to Crime Prevention & Training, Internal Affairs, and Administrative Services

functions. Selected as Officer of the Year in 1987 in recognition of outstanding

performance of assigned duties.

EDUCATION

WARNER SOUTHERN COLLEGE, LAKE WALES, FL- B.A. WITH HONORS, ORGANIZATIONAL MANAGEMENT · 1996

PRO FESSIONAL ASSOCIATIONS

INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION

FLORIDA CITY & COUNTY MANAGEMENT ASSOCIATION

SKILLS

leadership and organizational management, employee and team development, strategic

planning, budgeting, community relations, communication, fiscal management,

technology deployment, innovation, public safety, policy development, policy

administration.

REFERENCES

Kim Leinbach, Interim City Manager, City of Plant City, Florida. P.O. Box C, Plant City, FL

33564. 813-659-4200 x 4157. kleinbacb@olantcitvgov.com. Letter of reference enclosed.

Michael Herr, City Manager, Winter Haven, Florida. 451 Third Street NW, Winter Haven, FL

33881. 863-291 -5600. mbea@mywjnterhayen.com. Letter of reference endosed.

Gregory S. Horwedel, Deputy County Administrator, Hillsborough County, Florida.

Htllsborough County Center, 601 E. Kennedy Blvd, Tampa, FL 33602

horwedelg@hcflgov.net Letter of reference enclosed.

Davtd Sollenberger, City Manager Emeritus, City of Plant City, Flonda . ....-•

. ~- Letter of reference enclosed.

Dr. Mel Jurado, Mayor, City of Temple Terrace, Florida. Mayor's Office, 11250 N 56th Street.

Temple Terrace, FL 33617.- mjurado@templeterrace.com. Letter of

reference enclosed.

David Gee, Sheriff (retired), Hillsborough County, Florida.

Letter of reference enclosed.

Randy Larson, P.E., former City Commissioner and Mayor, City of Plant City, Florida. 207 N.

Franklin Street, Plant City, FL 33563. 813-240-7940. randv@rlarsoncompany.com. Letter of

reference enclosed.

CITY OF PLANT CITY

CIT'\ I\1A~A(,ER' OFFICE

Honorable Mayor and City Commission Members:

I want to take this moment to write a letter of recommendation, but more accurately, an evaluation for Bill McDaniel vis-a-vis the position vacancy of City Manager for Plant City.

During my tenure as Interim City Manager for this fine municipality since June, 2017, I have been afforded the opportunity to observe and witness first hand Mr. McDaniel's service as a senior city management official. Frankly, I believe he possesses the knowledge, skills, education and professionalism to serve this community (or any other in my opinion) as its City Manager immediately upon appointment He interacts extremely well with elected officials, staff and residents providing exemplary service to all. Bill knows Plant City inside and out and has a tremendous institutional, historical pe1spective that would maximize his effectiveness for the City.

Mr. McDaniel knows how to elicit the best from staff. He requires top notch customer service to citizens, both residential and commercial, and is fair in the application of municipal policies and services. He manages multiple complex projects expertly and always wants what is best for the City. When Bill needs to say "no", he does so with respect and effectiveness. In my absence or in my place, I have no doubt I am represented with the highest standards of professionalism.

In summation, Bill is extremely familiar with Plant City, its eclectic features, culture and rich history. He is tremendous municipal manager, skilled in the many aspects of his profession and would serve Plant City with great effectiveness.

If you have any questions or desire further information please do not hesitate to contact me.

Respectfully, / w 'It: (813)

CITY OF PLANT CITY

June 2, 2017

TO WHOM IT MAY CONCERN:

I've worked with Bill McDaniel, who is our Assistant City Manager, for close to three years.

Upon being hired as City Manager of Plant City, Florida in September of2014, Mr. McDaniel was Assistant City Manager of Public Safety. In this capacity Bill had direct reports of Police, Fire Rescue, Code Services, Information Technology and Community Services.

After our first week together I had a discussion with Bill about fulfilling the role of Chief of Staff so his responsibilities would be broader thus building better succession planning into the City Manager's office. Additionally, with Bill perfonning more like a Chief of Staff, this allowed me to lead the economic and redevelopment charge for the City since expanding our economic pie was the number one issue facing our City.

Bill's performance has been outstanding over the last two and a half years while assuming new opportunities to excel. I am pleased to serve as a reference for him regarding career pursuits as City Manager or Assistant City Manager. He will do a very good job!

Sincerely,

~cuhLv-Michael Herr City Manager

A 'li ~QI \L ()I>J>()R fl :\liT\ F. \1PI 0\ f R

The Honorable City Commission City of Plant City 302 W. Reynolds Street Plant City, FL 33563

NovemberS, 2017

Dear Commissioners:

1 am pleased to recommend Bill McDaniel as Plant City's next City Manager.

Bil1 cares deeply about the City, and I know - through direct experience working with him - that he has the requisite skills and abilities to perfonn at a very high level. Plant City faces both challenges and opportunities over the next several years, and choosing the right person to lead the City's admin.istration is a critical step toward ensuring the City's success.

When I was promoted to City Manager, one of my first duties was to promote Bill to Assistant City Manager. Many of the reasons I promoted Bill are still evident today:

• Sound Fiscal Analysis-As Police Chief and Assistant City Manager, Bill was always able to demonstrate exactly how to pay for a new initiative or enhanced senice. I relied on the information he provided as it was proven cotTCCt time and time again. In fact, I had Bill assit other department heads with their budgets; he was very detail-oriented and methodical in his review.

• Criricql Thinkinr - Bill has a good perspective oo solving problems, addressmg challenges. and seizing opportunities. His loug tenure at the City has enabled him to see what has worked and what failed in the pest. In my daily interaction with Bill, be often provided an excellent sounding board to identify flaws or offer alternative options to consider.

• Solid Leadership - If a difficult or thankless task needed to be completed, Bill would volunteer to take it on. I have seen Bill step up to help in many different situations, tbus inspiring others to do the same. Bill also was steady in implementing the various programs or initiatives delegated to him. He made sure that his assignments were thorougbly and completely carried out as planned. Bill made sure be kept me in the loop when things did not go as planned, and - more importantly - he developed alternatives to consider.

For all the reasons outlined above, r highly recoiiUIIelld BiU McDaniel for City Manager. I am certain that Bill will always strive to provide tbe best possible service to Plant City.

Please do not hesitate to contact me at~you have questions about Bill's character or accomplishments. I wiU be happy to go into further detail.

Best w isbe:s

~cdv"~.fiL---Gregory S. ~::~el '

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DAVID R. SOLLENBERGER

NOVEMBER 6, 2017

TO WHOM IT MAY CONCERN:

It is my pleasure to recommend Bill McDaniel to be Plant City's next city manager.

I say this because through my service as Plant City's city manager for eight years I am deeply acquainted with his abilities both as an administrator and a respected leader in his role as police chief and later as assistant city manager.

Bill demonstrates the kind of traits and values that make for a good city manager. Among these are:

1. INTEGRITY He tells the truth, keeps his word does what he said he was going to do and expects to be held accountable. I trusted Bill completely and had total confidence in him and never was disappointed.

2. TEAM BUILDER He explains what he intends to accomplish, holds people accountable, and treats subordinates fairly and respectfully. This enabled him to get things done and earned the support and respect of his subordinates.

3. INDEPENDENCE While he treats people respectfully, he does not allow anyone to push him around or influence him improperly.

4. ADAPTABILITY He moved in to the assistant city manager position from police chief and handled the diversity of work required effectively and well. I observed his performance in that role while I served as interim city manager and was pleased with how he handled his responsibilities.

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5. CHANGE MANAGEMENT When the police department building was designed and constructed, Bill made it a point to incorporate the latest proven technology to bring it to state of the art and he obtained outside funding for some features beyond the budget. A number of police chiefs and command staff from other jurisdictions who had visited it were most complimentary and wished they had comparable facilities.

6. TECHNOLOGY SAWY When I made the decision to change I

management of the information systems division I brought Bill in to handle 1 the change. Result was great improvement in service and user satisfaction.

7. BUDGETING SKILLS His planning expertise allowed him to submit budget proposals for improved operation while offsetting the added cost through reductions elsewhere. His police department budget, which accounted for a significant percentage of the general fund was always well prepared.

8. PLANNING Bill is one who anticipates need for change, plans for it and weighs consequences of doing or not doing.

In my opinion, Bill is an excellent choice for Plant City city manager because of his dedication to the city and more than thirty years service. He is a take charge kind of manager and he will accomplish what the city commission wants. I believe he would be a long term manager which would provide continuity of administrative leadership with great organizational benefit.

It is for these reasons and many more that I recommend Bill McDaniel to be the next city manager of the City of Plant City.

Sincerely,

£41~-David R~'fc{e';J,erger

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TEMPLE TERRACE Amazing City. Since 1925.

November 7, 2017

The Honorable Rick Lott, Mayor City of Plant City 302 West Reynolds St. Plant City, Florida 33563

Mayor Lott and Commission Members:

~ill McDaniel is a consummate professional and a servant leader. I had the opportunity to work alongside Mr. McDaniel on multiple occasions when working with the professional staff of Plant City. He coordinated, provided background information, and served as a leadership champion in: facilitating the strategic planning sessions; identifying action plans; and, in implementing solutions that delivered results to the citizens and businesses of Plant City.

In observing Bill's interactions with fellow leaders and staff members, I've witnessed someone who can motivate and inspire others to positive action. There is a sense of personal responsibility and accountability, with a focus on producing meaningful results for those served. If the desire of the Plant City Commission is a leader who can plan, organize, delegate, direct, and produce results, I believe you have an outstanding internal candidate in Bill McDaniel.

I'd be happy to speak further to my wholehearted endorsement of Bill McDaniel for the position of City Manager of Plant City.

Regards,

Mel Jurado, Mayor mjurado@templeterrace.com

Mayor's Office 11250 N. 56th Street

Temple Terrace, FL 33617 -\\ W\\ .templetcrrace.com

Ill'

David Gee

11-2-2017

To whom it may concern,

l ·am pleased to recommend Bill McDaniel for the position of City Manager of Plant City. As the former

Sheriff of Hillsborough County, I had many occasions to interact with Mr. McDaniel on a professional

basis and to work with him on matters relating to public safety. Throughout my tenure as Chief Deputy

under Sheriff cal Henderson and during my administration, I worked closely with Bill on many complex

projects that involved a high level of knowledge relating to municipal government finance and long-

term planning. I have always found Bill to be a logical and thoughtful person not only in terms of

taxpayer dollars but also in his desire to keep Plant City competitive by hiring and retaining

a professional workforce. It is my belief that that Bill is a "franchise player" for Plant City and that his

personnel commitment for so many years demonstrates his sincere love and dedication to the city and

its citizens. In closing, I can say that given the opportunity, Bill McDaniel will do an outstanding job for

the city and without a doubt take on the many new challenges with the same dedication he has

exhibited in the past.

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R Larson Company 207 North Franklin Street

Plant City, Florida 33563 Tel 1813) 24Q-7940 Fax (813)754-5491 Randy@RLarsonCompany.com

NOVEMBER 8, 2017

City Commission, City of Plant City, FL

301 North Wheeler Street

Plant City, FL 33563

Dear Commissioners,

R LARSON COMPANY

I'm not often finding myself writing recommendation letters. On the rare occurrence I do offer approval of a

candidate, its most always in my world of professional engineering ... recommendation letters are required for those

entering the profession and those recommendations, good or bad, are taken very seriously. This effort rises to that occasion.

So, it is with great deal of respect and pleasure that l offer my personal recommendation for Bill McDaniel as our next

City Manager.

I have known Bill both personally and professionally for close to thirty years. I was on the City Commission when we

considered and selected him as our Police Chief replacing the retiring Troy Surrency. The character and

professionalism we believed Mr. McDaniel possessed at the time well exceeded our expectations in the years that

followed. We enjoyed leadership that was capable in adapting to a growing and changing community.

His excellent leadership and management skills notwithstanding, I firmly believe his love and dedication for Plant City

is what sets him apart from every other candidate you'll consider. That's a trait that simply cannot be brought in from

the outside.

Plant ~ity is clearly at the crossroads of incredible growth. lt is impercitive we look beyond one's leadership skill set

and examine the heart! This is the true test of one's character and predictability when the tough decisions and

circumstances arise. This arguably is a trait that is unknown for any other individual that might be considered.

For the past couple of years, I have personally observed Mr. McDaniel's ability to "get things done". I have been

impressed with his integrity and desire to do the "light thing" when facing adversity with a vocal minority. Leadership

ability combined with local knowledge are desired traits, but it is the Trust and Confidence in a candidate that should be the final determining factor. .. there simply is no way to gauge this in an individual unless you've invested years of

personal experiences with them.

I appreciate this opportunity to offer these thoughts on Bill. Having served this community in the past in your current capacity, I can tell you without pause, if it were my vote to make, Mr. Bill McDaniel would clearly be my choice as our

next. City Manager.

Thank you and regards,

Randy Larson, P.E., CCM, EASCE, FCMAA

PRESIDENT

City Manager Pre-Interview Questionnaire City of Plant City, Florida

Due NLT Friday, December 1, 2017 at 11:00 PM CST

Full Name (first, middle, last): Billy Carl McDaniel, Jr. Nicknames (if any): Bill

Please provide your cell, home, and office numbers to facilitate contacting you if needed.

Cell: Office Home.

Please answer each of the following questions completely and thoroughly.

1. How many employees, and what size budgets did you oversee in your last three positions?

As a Police Captain I managed a division within the Plant City Police Department that consisted of up to 25 employees. I was responsible for a budget of approximately $1,500,000, which was a portion of the Police Department's overall budget.

As Chief of Police I managed a department of 95 employees. I was responsible for a budget that ranged from $4,500,000 in 1997 to $9,100,000 in 2012.

As Assistant City Manager I was initially responsible for five department directors and managers, with a combined budget of approximately $15,000,000.

In 2014, my duties were expanded by City Manager Michael Herr to include the role of "Chief of Staff", which means that I have direct input and administrative authority with all Plant City department directors, managers, superintendents, etc. My responsibilities were also expanded with the addition of General Services, making my direct reports six.

Since 2014, I have been directly involved in the decision-making process for the entire City budget of approximately $75,000,000. This includes decision-making input on all aspects of personnel, salary, benefits, operations, capital improvements, infrastructure, etc.

2. Please detail the specific departments you have supervised in your last three positions.

Police Captain: Administrative Services Division (Communications, 9-1-1, Crime Prevention, Training, Professional Standards, Media Relations, Community Relations).

Police Chief: Executive management of the entire law enforcement operation of the City of Plant City, along will all related support functions. In 2007, City Manager David Sollenberger added the City's Information Technology Department to my responsibilities.

Assistant City Manager: Police; Fire Rescue; Community Services; Code Enforcement; Information Technology; and, General Services. Since 2014, also designated as "Chief of Staff" with responsibilities related to all City departments and operations.

3. Please explain why you left your last three positions.

Promoted in every instance. From Police Captain to Chief of Police, from Chief of Police to Assistant City Manager.

4. Are there any gaps in excess of two weeks in your employment history? If so, please explain in detail.

Yes. I was required to take a one-month break in service between retidng as Chief of Police (1113012012) and assuming my new duties as Assistant City Manager (0110712013). I did not work during this period and used the time to catch up on personal projects.

5. Please describe your experience and skills in strategic planning and visioning? How do you facilitate development of a clear vision for the organization and communicate that vision to all stakeholders?

I have actively participated in the City's last two organization-wide strategic planning and visioning exercises. In the latest strategic planning session, the City's current vision, values, and goals were defined; we are still operating under those ideals today. The latest session produced statements of our (City employees) Mission, Vision, and Values that serve to guide our interactions with peers, the public, and other external customers. I was integral to the facilitation process and the development of the resulting Mission, Vision, and Values statements. I was assigned by the City Manager to work with an outside consultant as part of this process. The collaboration involved numerous hours of research and preparation. Once the visioning process began it was done with participation and input from staff at all levels of the City's organizational structure. Instead of dictating an outcome, our process used open dialog, discussion, and buy-in to arrive at criteria that

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everyone could buy into and incorporate into our daily performance as City employees.

During my tenure as Chief of Police, I conducted annual strategic planning sessions with command staff and representatives of the entire department workforce. These planning sessions set goals for the year ahead and were used to adjust the department's long-term goals. All of my department goals, vision, objectives and values were communicated to and reviewed with the City Manager. Additionally, department values, vision, and goals were communicated to the public via printed materials, web sites, and social media. The department's Mission, Vision, and Values were also incorporated into the standard operating procedures manual that was issued to all police department employee's.

6. What do you feel are your greatest strengths as a leader and manager?

Communication skuts. Problem solving. AbWty to format an organization for maximum effectiveness. AbWty to adapt and learn. AbWty to act as a change agent and to embrace change. Commitment to customer service. Personnel development. Budget management. Knowledge of technology and the ability to incorporate it into operations for maximum effectiveness. AccountabWty for myself and for my team.

7. What is the most complex project you have coordinated? Describe the steps you took to ensure political, organizational, and community support for the initiative, highlighting specific challenges you faced, and how you overcame them to successfully implement the project.

One of several complex projects that I have undertaken during my tenure with the City of Plant City was the modernization and accreditation of the Plant City Police Department.

Upon my appointment as Chief of Police, I began a systematic overhaul of all police operations, organizational units, procedures, equipment, and professional standards. I set a long-term goal of implementing the highest possible standards for professionalism, service to the community, and organizational excellence. I also set goals for the police department to achieve accredited status and to establish the Plant City Police Department as a leader in the application of technology to law enforcement operations.

In order to accomplish these goals I first obtained buy-in from my internal team, starting with the command staff and then incorporating the entire personnel complement of the police department. We established timelines, benchmarks, focus teams, communications strategies, and training outlines as necessary to achieve each goal or objective. Additionally, personnel were assigned duties and tasks that related to individual talents and

strengths. As part of the overall plan, I sought and obtained numerous grants to aid in funding many of the goals that we set for the police department.

The overall plan, along with all goals, objectives, and funding strategies were communicated to the City Manager and then to the City Commission. I was extremely fortunate to have total support of these plans from the City Managers I served under, as well as the City Commission over the years that it I required to make such sweeping and deep changes to our organization's structure, culture, and service levels.

At the same time that I was engaging the internal stakeholders, City Manager, and City Commission, I was also communicating with the public about what the police department was doing, what we planned to accomplish, and how we intended to go about reaching our goals. I accomplished this public communication and buy-in through a variety of means that included press releases and interviews, publications such as newsletters, public speaking engagements, one-on-one discussions, small group meetings, and any other means of getting our message out to the community that we served. As social media and other forms of electronic communication became more reliable and effective, the police department was quick to embrace and utilize those platforms to reach out to the public with our message.

Achieving accredited status was the greatest challenge of all the goals that I had set, primarily because all the other goals had to be achieved before accreditation was possible. Accreditation meant that dramatic changes to organizational culture had to occur, standard procedures for all operations had to be developed where none existed previously, and a tremendous amount of training had to be conducted with every single member of the police department. All of this organizational development had to completed and institutionalized into all aspects of police department operations before even applying for our initial accreditation assessment.

The Plant City Police Department received initial accreditation from the Commission for Florida Law Enforcement Accreditation on February 9, 2005, with a flawless score on more than 600 accreditation standards.

Following initial accreditation, I also led the Plant City Police Department through two flawless reaccreditation assessments.

The foundation laid in those first three assessment processes continues to be built upon as the police department has completed two additional and flawless reassessments since I became Assistant City Manager.

Because it has maintained an outstanding level of performance in all its accreditation assessments, the Plant City Police Department is set to achieve "Excelsior" status after undergoing its fifth flawless reaccreditation I assessment process. The years of planning, developing, implementing change, messaging, and training that was necessary to achieve initial accreditation has proven to have been well worth the investment.

8. Describe your experience and successes in downtown redevelopment, and include specifically (as applicable), any projects involving historic preservation elements.

Over the past 25 years, I have worked closely with the Plant Oty Chamber of Commerce, the Downtown Merchants Association, and now Plant Oty Main Street, on a variety of programs, events, initiatives and common interests.

I was also instrumental in re-establishing Plant Oty's Main Street program beginning in 2015, and I serve as the Oty's liaison to Main Street through that agency's executive director and board of directors.

I also enjoy an excellent working relationship with the executive director of the East Hillsborough Historical Society, who also serves as chair of the Oty's Historical Resources Board.

9. Please describe your experience and skills by providing notable examples (as applicable) involving large scale public-private redevelopment initiatives.

I am currently an integral participant in all of the Oty's key development initiatives, to include: Midtown; Sports Village; North Park Isles; and others. I am involved in planning discussions, negotiations strategy sessions, developer interactions, document review and editing, and all other aspects of these key development projects. This participation makes me intimately familiar with the current status, goals, objectives, timelines, etc. of all of these important projects.

10. Please describe your experience and skills in capital infrastructure planning, maintenance, and financing.

Since 2012, I have had an increasingly larger role in the planning, review, and oversight of capital infrastructure plans and projects. As "Chief of Staff" I exercise administrative oversight of both the Oty Engineer and the Utilities Director, to include their various infrastructure projects, as well as operational issues. During this time, I have played key oversight roles in several projects, to include: Village Green construction; Westside Canal Water Quality Treatment project; Snowden Park reconstruction; Howard Street utilities and road improvement project; Vermont Street utilities and roadway improvement project; Turkey Creek Road widening project; utilities expansions on County Une Road and Sam Allen Road; and, the current list of ongoing road resurfacing projects throughout the city.

11. Please describe your philosophy and approach to building a strong team environment and motivating your employees to perform at their highest levels. I

I believe that team building and motivation begins with clear and frequent communication of expectations, goals, and the mission to be achieved. That communication is delivered in a variety of formats, to include: one-on-one discussions; group settings; training sessions; and, written communications. I also believe that an important element of both team building and motivation is to recognize successes, to "catch people doing good" and let them know their efforts and adherence to the organization's values are appreciated. I also believe that it is fundamental and critical for all leaders, including the City Manager, to demonstrate commitment to the expectations and standards by living them for all to see. I

Building a strong team also involves developing personnel at all levels of the organization. Talents must be recognized, acknowledged, and encouraged so that individuals can make their maximum contribution to the organization and to the community that the organization serves. Developing knowledge, skills, and abilities of team members is also integral to succession planning to ensure the organization's future strength and success.

I believe in setting high standards for performance and customer service and then holding team members accountable to those standards.

12. How do you facilitate open and transparent communication with the Governing Body, staff, residents, and other stakeholders?

Open and transparent communication begins with a commitment to honesty and integrity in all that one does as a leader. I have had the privilege to serve under several City Managers who have embodied this concept and practiced it, even when it may have been difficult to do so. They have served as a stellar example to me of the value of honest, open, transparent communication and conduct as a leader. I strive every day to live up to their example and to emulate the best of what they exemplified.

In all of my interactions and communications with people, whether they be elected officials, peers, employees, or citizens, I am determined that honesty and integrity guide my actions and my words. On many occasions, I have had to tell people things that they didn't want to hear, but that difficult message was delivered, nonetheless.

13. Plant City enjoys a large influx of tourists and visitors due to the Annual Florida Strawberry Festival, the International Softball Federation, and annual winter visitors. Describe your experience in working in communities that experience significant tourism events, including any strategies and/or initiatives you have utilized to leverage tourism activities for the overall betterment of your community.

I have been directly involved in the various aspects of the City of Plant City's support of the Florida Strawberry Festival and all of the other events listed above. I am intimately familiar with all of the services that the City provides and must deliver to make the Florida Strawberry Festival and other listed activities successful.

I have also been directly involved in the City's support of numerous downtown events and activities, to include Bike Fest, Car Show, Fresh Air Market, Empty Bowls, Rail Fest, etc.

14. Describe your experience and philosophy regarding intergovernmental relations with federal, state and local governments and organizations. Please highlight any particularly challenging circumstances you have faced, and how you addressed those situations.

I have over 30 years of experience interacting with representatives of all levels of government agencies and organizations. My philosophy for interacting with other governmental agencies is similar to the communication philosophy I described in responding to question 12, above; that is to be open, honest, and to act with integrity.

Recently, I had the opportunity to lead a complex discussion with executive level managers from another local governmental organization. Both sides of this discussion had things to give and things to gain. This meeting was a negotiation that would determine several critical outcomes for the City of Plant City. My approach was to first listen carefully to what the other side was saying and then to communicate to them openly, directly, and clearly about what the City needed and expected from this discussion. The outcome from this approach was beneficial to both sides of the table with both governmental organizations coming away with needs having been met. Additionally, relationships were forged or enhanced between the various players in the room that day and those relationships have the potential to pay dividends for both organizations for many years to come.

15. Please describe your experience in working with public-private economic development partnerships similar to that currently in place in Plant city involving the Plant City Economic Development Corporation and the Greater Plant City Chamber of Commerce?

I have an extensive history of working with the Greater Plant City Chamber of Commerce on numerous matters of mutual concern to the Chamber and the City. I have enjoyed an excellent working relationship with the former Chamber executive director, Marion Smith, and the current Chamber executive director, Christine Miller. I have previously served as founding co-chair, and then chairman, of the highly successful and long-running Plant City Bike Fest, which is a Chamber of Commerce event.

I served as a member of a team dedicated to raising private funds for the construction of a railroad viewing platform and tower in downtown Plant City. That effort was successful in securing the necessary funding to construct the platform and tower, which are now a center of focus for rail fans and other visitors to downtown Plant City. As part of this project, I worked with various officials and department heads to obtain required permits and other authorizations for construction from both the City and the railroad.

My current duties have provided me the opportunity to participate in Plant City EDC activities from the time the organization was formed. I have participated in and supported various PCEDC events, including "Plant City Right Now", the Midtown RFQ presentation, and various meetings on subjects ranging from developer needs to expanding high-speed data infrastructure in Plant City.

16. When we conduct a comprehensive background investigation and reference checks, what will we find that may warrant explanation or that could be of concern to the city?

I received traffic citations as a juvenile, no other known issues in my background.

17. What will we find in an Internet search of press coverage that may be controversial or of concern to the city? Please provide whatever explanation you think is appropriate to help us understand what we will find.

Federal investigation of the Plant City Police Department from 1999 to 2005, during my tenure as Chief of Police.

Numerous job-related stories and posts naming me during my tenure as Chief of Police and Assistant City Manager.

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18. Please provide a full description of your current compensation and benefit package and your desired compensation and benefit package if you were selected for this position.

Current annual salary= $133,057.60

Current benefits= Standard City of Plant City benefits package, including health insurance, basic life insurance, optional insurance coverage accessibility, and participation in the City's defined contribution retirement plan. Sick days per City policy. Two weeks of vacation time. Take-home vehicle.

Desired salary as City Manager= $150,000.00.

Desired benefit package= Standard City of Plant City benefits package, including health insurance, basic life insurance, optional insurance coverage accessibility, and participation in the City's defined contribution retirement plan. Sick days per City policy. Three weeks of vacation time. Car allowance.

19. What are the three most important questions you have for Plant City's Mayor & City Commission?

What are your goals and objectives for the new City Manager to accomplish in the first year of their tenure?

What are the key initiatives or projects that you feel the City must undertake over the next five years?

What do each of you see as the greatest challenges facing Plant City now and in the near future?

October 31, 2017

Doug Thomas, Senior Vice President Strategic Government Resources PO Box 1642 Keller, TX 76244

Dear Mr. Thomas:

I am writing in reference to the City Manager position for Plant City, Florida. I have worked in local government for the past 20 years. Serving as an Administrative Services Director, an Assistant City Manager and a City Manager has provided me with extensive experience in local government management.

As an Assistant City Manager and City Manager in full service cities, I have worked directly with all operating departments. This has given me a broad range of skills and a strong understanding of city finance. These positions have highlighted the importance of being accessible to the Commission, city residents, business owners, and staff.

In addition to my management experience, I possess leadership skills and the ability to deal with, and solve, complex issues and problems. I have dealt with difficult budgeting issues, restructured departments, implemented community redevelopment agencies, improved the use of technology, established goals and long term strategies for achieving those goals.

I would welcome the opportunity to discuss this position with you further. I have attached my resume for your consideration.

Sincerely,

Jamie Croteau

Jamie Croteau

SUMMARY OF QUALIFICATIONS

• Experienced leader with a commitment to excellence • Highly successful in staff development, strategic planning, contract negotiations, planning and

budgeting, and policy and procedure development

EMPLOYMENT

City of Boca Raton, FL December 2015 - Present Management Services Director Job Responsibilities: Responsible for the Human Resources and Risk Management Divisions. Duties includes over sight of Employee Benefits, including the self-funded medical program, safety program, training and organizational development. Achievements

• Brought in to oversee newly created division • Developed organizational structure • Streamlined benefit processing and saved $36,000 in annual fees • Working on developing a broad supervisory training program

City of Orange City, Orange City, FL April 2010- December 2015 City Manager Job Responsibilities: City Manager in a city of 11,000 with a general fund budget of approximately $11 million and an overall budget of $15 million. City was approximately 70% non-residential. Responsible for the oversight of Public Works, Fire/Rescue, Police, Utilities, Community Development, Community Relations, Human Resources, Parks/Recreation, Information Technologies, and Finance. Achievements

• Worked with citizens and Council to develop and implement long term goals • Reduced workforce by 7% with no service reduction • Developed an inter-local with City of DeBary to provide municipal services to DeBary • Worked with City of Deland to share purchasing services • Developed several new parks through combination of grants and general fund dollars • Negotiated a 25% reduction in residential garbage rates • Automated water meter reading and billing services • Developed and implemented a plan for correcting water/wastewater deficiencies • Received approximately $8,5 million from the State Revolving Fund to fix deficiencies • Employed technology to increase community outreach and enhance service delivery • Added almost $5 million to fund balance in preparation for achieving Council's long term goals • Implemented a Community Redevelopment Agency

City of Ocoee, Ocoee, FL January 2006- March 2010 Assistant City Manager Job Responsibilities: Full-range Assistant City Manager in a city of 34,000 with a general fund budget of approximately $34 million and an overall budget of $70 million. Responsible for the joint oversight of Public Works, Fire/Rescue, Police, Utilities, Community Development, Community Relations, Human Resources, Parks/Recreation, Information Technologies, and Finance. Achievements

• Implemented the City's first Community Redevelopment Agency • Managed the property acquisition process • Assumed residential garbage service from a private contractor • Coordinated legislative consulting services • Worked on implementation of new Fire Service Fee Assessment • Organized a goal setting/visioning session with the City Commission as a precursor to a full

strategic management plan

Seminole County Government, Sanford, FL September 1997- January 2006 Administrative Services Director Job Responsibilities: Department Director responsible for a $26 million operating budget and the oversight of four divisions- Facilities Maintenance, Fleet Services, Support Services, and Risk Management. Duties included property management, employee benefits, safety, security, vending services, mail/copy center operations, and construction management. Achievements

• Responsible for approximately $60 million in capital projects including project oversight for the new County Courthouse

• Negotiated construction contracts • Handled risk management/litigation settlements • Directed County's space needs assessment and master planning effort • Created infrastructure necessary to support county-wide operations • Developed departmental strategic plan • Instituted a service delivery method that reduced call-in work orders

Orange County Government, Orlando, FL October 1995- September 1997 Human Resources Administrator Job Responsibilities: Responsible for the daily operations of the Benefits/Records Section. Duties included developing recommendations for benefit plan changes, making presentations to the Board and various committees, negotiating with insurance carriers, managing a $30 million budget, implementing policy changes, developing targeted wellness programs, and motivating and coaching ten staff members. Achievements

• Negotiated a $5 million dollar savings on the medical program • Streamlined the medical benefits budgeting procedures • Partnered in the implementation of a new Human Resources Information System

University of Central Florida, Orlando, FL Master of Business Administration

Florida State University, Tallahassee, FL Bachelor of Science, Economics

ICMA Credentialed Manager

EDUCATION

PROFESSIONAL

City Manager Pre-Interview Questionnaire City of Plant City, Florida

Due NLT Friday, December 1, 2017 at 11:00 PM CST

Full Name (first, middle, last): -------=-J=-am=ie::........;C::;.:.r""o.:.;te:.:a::.:::u;;....._ ____________ _

Nicknames (if any): --------------------------

Please provide your cell, home, and office numbers to facilitate contacting you if needed.

Cell:

Please answer each of the following questions completely and thoroughly.

1. How many employees, and what size budgets did you oversee in your last three positions?

City of Ocoee - Assistant City Manager, $34 million general fund budget and overall budget of $70 million, approximately 350 employees.

City of Orange City - City Manager, $11 million general fund budget and $15 million overall budget, approximately 105 employees.

City of Boca Raton - Management Services Director, $23 million not including self-insurance reserves, 21 employees.

2. Please detail the specific departments you have supervised in your last three positions.

Both Orange City and the City of Ocoee were full service cities with Police, Fire/Rescue, Public Works, Utilities, Community Development/Planning, Community Relations, Human Resources, Information Technologies, Finance, and Parks and Recreation. At Boca Raton I oversee Human Resources and Risk Management.

3. Please explain why you left your last three positions.

I had been at Seminole County eight years when I received a call from the former Deputy County Manager asking if I would be interested in applying for the position of Assistant City Manager. I had just completed two long term projects and it was a perfect time to make the change to the City of Ocoee and a position that offered more of a challenge. I had been at the City of Ocoee four years when I applied and received the City Manager position in the City of Orange City. I enjoyed working for the City of Ocoee and other than a desire for growth there was nothing that caused this change. I left the City of Orange City when I received the position with the City of Boca Raton. I had been at Orange City approximately five and a half years and left of my own volition. When I left, I left a very different City then the one I started at five years before. As for the City of Boca Raton, I am still employed.

4. Are there any gaps in excess of two weeks in your employment history? If so, please explain in detail.

I have not had any gaps in employment but twice I have taken three weeks off before starting a new position.

5. Please describe your experience and skills in strategic planning and visioning? How do you facilitate development of a clear vision for the organization and communicate that vision to all stakeholders?

I have participated in and/or organized strategic planning/goal setting sessions in my last four positions. To develop a strategic plan and a vision takes the participation of all stakeholders. In Orange City we started with a community meeting to gain insight on what our stakeholders saw for our future and items they felt needed to be addressed. We then had public workshops with Council and staff to develop a vision and list of multi-year goals. Staff then developed a departmental strategic plans that aligned their goals with the goals of the City. The goals were communicated to the community through multiple channels. Even after the plan was originally developed we continued to develop, refine, and reaffirm the goals on an annual basis. Following the original plan we had a workshop to address the traffic concerns along the 17-92 corridor after that session we began the process of implementing a Community Redevelopment Agency to help pay for the needed improvements.

6. What do you feel are your greatest strengths as a leader and manager?

The ability to communicate goals and expectations throughout the organization. My past success show the ability to set goals and work with stakeholders to achieve those goals.

7. What is the most complex project you have coordinated? Describe the steps you took to ensure political, organizational, and community support for the initiative, highlighting specific challenges you faced, and how you overcame them to successfully implement the project.

The development of a $43 million dollar courthouse in Seminole County. I managed the process starting from the master planning and space planning efforts. The project called for coordination and communication of the stakeholders including: the County Council, Judiciary, staff, the public and several Constitutional Officers. There were a number of challenges with this project such as the need to get support to bifurcate the Courts into separate Criminal and Civil courthouses, there was concern that moving the Courthouse could affect the businesses in the downtown location, balancing the needs and desires of the future occupants with the budget that was set, and keeping the project on time and on budget. All these items were worked through by listening to the stakeholders, reviewing alternatives, and by communicating information - good or bad- to everyone

involved. Communication with the public and stakeholders helped me gain support in a number of projects from implementing a new stormwater fee or building a new park.

8. Describe your experience and successes in downtown redevelopment, and include specifically (as applicable), any projects involving historic preservation elements.

I have implemented two Community Redevelopment Agencies to assist with redevelopment. At Orange City we partnered with the Chamber of Commerce to institute a business retention program and created an administrative process for implementing an economic incentive program to encourage growth in targeted areas. We also worked closely with the County Economic Development Department to assist existing businesses with incentives to encourage growth. I have also worked on streamlining the planning and development process to allow projects to move through the system more quickly which helped the City become a location of choice. In Orange City we reformed the Historic Preservation Board and revised our land development and zoning codes to help preserve the historic nature of certain districts/areas within the City.

9. Please describe your experience and skills by providing notable examples (as applicable) involving large scale public-private redevelopment initiatives.

Although I have worked on economic development projects, I have limited experience with public-private partnerships.

10. Please describe your experience and skills in capital infrastructure planning, maintenance, and financing.

One of the most pressing issues for the City of Orange City was aging infrastructure. To address water/wastewater deficiencies the City developed a capital improvement master plan, which included water plant improvements, improvements to the water distribution system, a city-wide meter replacement program, and the introduction of a reclaimed water system. The City also completed a multi-year Rate Sufficiency Study to ensure long-term sustainability. Adoption of the recommendations from this study along with funding from the State Revolving Fund allowed the City to address the needs outlined in the capital improvement master plan.

To address a number of drainage issues the City developed a Stormwater Master Plan and implemented a Stormwater Utility Fee to fund the plan.

The City also developed and implemented a five year dirt road paving program, a three year sidewalk repair program, and opened three new parks. The largest park was funded with a combination of general fund dollars, grants, and a state appropriation. During this time we also doubled the City's fund balance in anticipation of the city-wide capital improvement program.

At Seminole County I oversaw the Facilities Maintenance Division and vertical construction projects. This included planning and overseeing the construction of the $43 million Criminal Courthouse and remediation of the Sheriff's Office Public Safety Building. I also worked on a variety of master planning and facility/space planning efforts. At Seminole we also began the development of a deferred maintenance program.

11. Please describe your philosophy and approach to building a strong team environment and motivating your employees to perform at their highest levels.

I have done this in the past by clearly communicating expectations and goals to team members. I believe that communicating a vision and encouraging people to develop strategic plans that align their department plans with the overall goals of the City gets everyone moving in the same direction. I also encourage team members to work together which helps develop broader more complete solutions to problems. I have found that most people want to do a good job and that helping to provide them with the tools they need and encouraging staff development works to build a stronger team.

12. How do you facilitate open and transparent communication with the Governing Body, staff, residents, and other stakeholders?

In Orange City to communicate with residents and stakeholders with we developed a quarterly newsletter, a Face book page, community videos and implemented the OC Cares application which allowed citizens to report concerns on their mobile devices. The City also encouraged participation through community input sessions and public workshops on a variety of topics including implementing a Community Redevelopment Agency, raising water rates, and instituting a stormwater program. In Orange City I met with Council Members regularly to go over agendas or discuss high priority projects. I also work to communicate items of immediate importance to all Council Members in a timely fashion so that all Council Members receive the same information.

13. Plant City enjoys a large influx of tourists and visitors due to the Annual Florida Strawberry Festival, the International Softball Federation, and annual winter visitors. Describe your experience in working in communities that experience significant tourism events, including any strategies and/or initiatives you have utilized to leverage tourism activities for the overall betterment of your community.

I have worked in a number of communities that have worked to leverage their tourism activities for the betterment of the community. In Orange City, the Blue Spring Manatee Festival draws approximately 8,000 attendees annually. The City was working on ways to position itself as an eco-tourism destination by expanding the Festival and working to link the City with Blue Spring State Park and the River to Sea Trail.

14. Describe your experience and philosophy regarding intergovernmental relations with federal, state and local governments and organizations. Please highlight any particularly challenging circumstances you have faced, and how you addressed those situations.

I believe that there are often opportunities for governmental agencies to work together for the benefit of the community. At Orange City we provided both Fire and Animal Control Services to a neighboring City. We also shared purchasing services with another City. For the most part I have found these relationships to be beneficial, however there are times that a City has to do what is right for its citizens. In Orange City that meant a protracted battle with the County for a Community Redevelopment Agency. Although it took a couple of years the City did prevail in establishing a Community Redevelopment Agency.

15. Please describe your experience in working with public-private economic development partnerships similar to that currently in place in Plant city involving the Plant City Economic Development Corporation and the Greater Plant City Chamber of Commerce?

Both Orange City and the City of Ocoee worked closely the local Chamber of Commerce. In Orange City we worked with the Deland Area Chamber of Commerce to create the Deland-Orange City Alliance. That partnership allowed us to develop a Business Retention Program to strengthen the City's relationship with local businesses. Orange City also actively participated in Team Volusia. Team Vol usia was a public/private effort to diversify the local economy and economic prosperity for all of Volusia County.

16. When we conduct a comprehensive background investigation and reference checks, what will we find that may warrant explanation or that could be of concern to the city?

I can think of nothing that would warrant further explanation or cause concern for Plant City.

17. What will we find in an Internet search of press coverage that may be controversial or of concern to the city? Please provide whatever explanation you think is appropriate to help us understand what we will find.

I do not believe you will find anything that is controversial or that will cause concern for Plant City.

18. Please provide a full description of your current compensation and benefit package and your desired compensation and benefit package if you were selected for this position.

I make approximately $146,000 participate in the Executive Pension Plan, receive twenty-three paid vacation days, eleven floating holidays, twelve sick days, and a $350 per month car allowance. I would anticipate benefits for this position would be relatively similar,

with a competitive salary, an annual deferred compensation contribution in addition to participation in the City's retirement program and a monthly car allowance.

19. What are the three most important questions you have for Plant City's Mayor & City Commission?

What is the one item you would like to see the new manager tackle immediately?

What are your top three goals for the City?

What qualities are you looking for in your new manager?

October 29, 2017

Jeffrey E. Brown

Mayor and City Commissioners, City of Plant City, FL

P.O. Box C

Plant City, FL 33563

Mayor and City Commissioners,

I read with great interest your posting for the position of City Manager of the City of Plant City. I

have over 27 years of local government experience with 23 of those years in city management.

Currently, I have the opportunity and honor for the past 3 years to work for the City of Panama

City as City Manager and prior to that 11 years as the Assistant City Manager. I feel that my

experience and background have prepared me to be a part of the City of Plant City as City

Manager:

• Consistently developed budgets within existing millage rates that are fiscally responsible

yet meeting the needs and goals of commission and community.

• Worked with developers to bring commercial and residential development to Panama

City, Frostproof and Auburndale.

• Established a college tuition reimbursement plan for employees to develop talent and

prepare the next generation of supervisors and department heads within the City of

Panama City.

• Conducted many television and newspaper interviews to convey information to the

public or answer questions from the media.

• Took control of the Visual Arts Center from a director who was essentially operating the

facility without a board of directors. A criminal investigation was initiated and ongoing

due to discrepancies in billing. Placed management of the facility and programs under

the nonprofit organization that operates the Marina Civic Center for the City.

• Empower staff to do their jobs and hold them accountable and encourage staff to solve

problems at the lowest level in the organization.

In closing, I look forward to the opportunity to interview with you to discuss how I can assist

you, the staff and the City of Plant City to achieve its potential.

Sincerely,

Jeffrey E. Brown

E-Mail: gator1988@hotmail.com

SUMMARY

More than twenty years of local government experience with expertise in the following areas:

• Operations and Project Management • Financial Operations and Budget • Customer Service • Media Relations • Operations Analysis • Organizational Change and Development • Contract Monitoring

A proven leader with demonstrated organizational, analytical and communications skills. Experienced in managing change. Dedicated to providing excellent service; a collaborative manager committed to organizational and personnel improvement.

RELEVANT LOCAL GOVERNMENT EXPERIENCE

City of Panama City, FL City Manager (three years)

2004-2017

Panama City is a city with a population of37,000 covering approximately 35 square miles. It is in the Panhandle of Florida and is the county seat of Bay County Florida (population 180,000). It is also located on St. Andrews Bay and is largest city between Pensacola and Tallahassee.

Duties and Responsibilities: • Chief executive officer of a municipal government with 520 employees and a $81 million

budget. Oversight responsibility for the following functions: police, fire, roads, stormwater drainage, water and sewer utility delivery, parks, community development and affordable housing, planning, zoning, budgeting, three arts and culture facilities, two marinas and personnel.

• Administration of the city's day-to-day operations as well as working with staff to identify and provide solutions of long range issues.

• Preparation and monitoring of the City's operating and capital budgets. • Negotiation with public and private sector entities on a variety of issues ranging from

economic development projects to service delivery contracts. • Media presence of the City including appearances on television, interviews with the print

media. • Purchasing Agent and Personnel Manager for the City. • Responsible for the City's operational compliance with County, State and Federal

regulations.

JEFFREY E. BROWN Page2

Achievements: • Instituted a program to get City on a goal based budget including a goal development session

with department directors and City Commission. • Established college reimbursement program for city employees, increased training budgets

and instituted in-house personnel training opportunities for departments. • Established an employee wellness program that includes a health screening which identified

several employees with life threatening conditions. • Established an Economic Development Director position that has attracted numerous new

businesses to Panama City. • Constructed a two million dollar compressed natural gas station then converted Solid Waste

Division fleet to CNG to lower operating costs and operate the fleet more efficiently and lowered the City's carbon footprint.

• Reconfigured an underused baseball complex into a soccer facility that hosts several leagues and the local youth competitive team.

• Currently expanding and reconstructing a $34 million wastewater treatment facility that serve the needs of the City for decades to come.

• Negotiated development standards for Sweetbay, a 700-acre multiuse development which will eventually consist of 3,000 dwelling units, retail and office space, and a marina.

• Developed a Citizen and Employee Academy. A three-month program to introduce citizens to the City's operations. Past graduates are now strong advocates for the City. to highlight the City's departments.

Assistant City Manager (eleven years)

Duties and Responsibilities: • Assisted the City Manager with daily oversight of municipal operations. • Assisted with the development of the City's annual operating budget through expenditure

and revenue projections. • Provided daily oversight of six departments (Human Resources, Purchasing, Housing and

Neighborhood Development, Marinas, Leisure Services) and three divisions of the City Manager's Office (Planning and Land Use, Community Redevelopment Agency, and Equipment Maintenance).

• Represented the City to various external groups. • Interim City Manager when City Manager is out of town.

Achievements: • Transitioned the CRA from an outside agency to a city division. • Instituted the City's Biodiesel program utilizing used cooking oil from local restaurants

which lowered fuel costs. • Kept city operations intact while the City Manager went through an end of life disease.

Jeffrey E. Brown

City of Frostproof, FL City Manager

Page 3

1999-2004

Frostproof is a city with a population of 3,000 located in southeastern Polk County (population 602,000) in Central Florida.

Duties and Responsibilities: • Chief executive officer of a municipal government with 50 employees and a $6 million

budget. Oversight responsibility for the following functions: police, fire, roads, drainage, water and sewer utility delivery, library, parks, zoning, and building permits.

• Administration of the city's day-to-day operations as well as working with staffto identify and provide solutions of long range issues.

• Preparation and monitoring of the City's operating and capital budgets.

Achievements: • Secured USDA and bond financing for the construction of a wastewater treatment plant. • Constructed a multi-government funded multi-sport sport complex with input from citizen

committee. • Secured an infrastructure grant from the State of Florida for a Lowes Distribution Center. • Worked with a group of citizens to secure yearly state historical grant funding for the

renovation ofthe historic high school into City Hall.

City of Auburndale, FL Assistant to the City Manager

1994-1999

Auburndale is a city located on the 1-4 corridor in Central Florida between Orlando and Tampa.

Duties and Responsibilities: • Assisted City Manager with daily operations. • Human Resources Manager for 180 employee organization. • Community Development Block Grant (CDBG) program coordinator. • CRA Administrator for the City's CRA district • Established capital purchasing guidelines

Achievements: • Purchased all building materials for a five-field softball complex and public library that the

City acted as its own contractor. • Redeveloped three square blocks of Downtown as part of CRA program. • Worked with citizens committee to develop an historic district and develop guidelines for the

development in the district.

Jeffrey E. Brown

Polk County Board of County Commissioners Planner

Page4

1990-1994

Polk County is in Central Florida between Orlando and Tampa and has a population of 602,000.

Duties and Responsibilities: • Assisting with the development of the County Future Land Use Element. • Analyzed and drafted staff reports on zone change requests. Presented those reports to the

Zoning Advisory Board. Made presentations to the County Commission if the case was appealed to County Commission.

• Administered the County's Affordable Housing Program.

Achievements; • Established a working relationship with the USDA Farmer's Home Loan Program which

became a model program used throughout the state for leveraging state and federal housing dollars.

EDUCATION

University of South Florida MPA Emphasis on local government operations and financial management.

University of Florida Bachelor of Arts Majored in Political Science. Elected vice-president of Buckman Hall.

PROFESSIONAL AFFILIATIONS

• International City/County Management Association • Florida City/County Management Association

PERSONAL

Widower, raised one stepson. Hobbies include reading, volunteering, motorcycle riding and growing roses.

City Manager Pre-Interview Questionnaire City of Plant City, Florida

Due NLT Friday, December 1, 2017 at 11:00 PM CST

Full Name (first, middle, last): Jeffrey Edward Brown Nicknames (if any): Jeff