LTC 265-2012 Updated Resumes 2 [ I B EAC H
OFFICE OF THE CITY MANAGER
No. LTC #;' 265-2012 LETTER TO COMMISSION
TO: Mayor Matti Herrera Bower" and Members of the City'Commission
FROM: . . - Kathie G. Brooks, Interim City Manager
BATE: October 15, 2012
-SUBJECT: 'Updated Resumes for City Manager- Recruitment Process-
The purpose of - this Letter to the Commission (LTC) is to "provide an update on the City.. -
Manager recruitment resumes. -
`Ms. S. Renee Narloch, of Bob Murray & Associates ( has notified us that the
.following two applicants for the position of City Manager have updated their resumes:
1. Mr. Kenneth R. • Fields' employment dates for Seminole Tribe have been
corrected (2002- 2006). Mr." Kenneth R: Fields was one of the (6) siz'.candidates
recommended by BM &A.
2: Mr. Emanuel - Mayer's Harvard School of Government Program of Leadership
(2012)• has= been added:.. Mr. Emanuel Mayer. was not` one of the (6) six
candidates recommended by BM &A. „
Ms. Narloch. has confirmed that based on the updated information her recommendations
.have :not changed.
Attached you will find the.updated resume for Mr. Fields. For those, Commissioners who
requested to see all resumes received, this 'LTC will also contain the updated resume for
Mr. Mayer.
KGB /REG /Ic
F:\CLER \$ALL \LILIA \LTC - Resumes.docx
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KENNETH R. FIELDS, MS
1064 SW 9th rive ❖ Boca Raton, FL 33486 ❖ (954) 610 -6672 krlield z(Febellsoutli.ner
CITY MANAGER
DYNAMIC I OUTGOING , EFFECTIVE
Dynamic change agent with experience in organizational structure design to improve efficiency and effectiveness in municipal
service delivery, as well as a strong track record of generating positive results. Outgoing leader with demonstrated creativity in
using innovative management techniques and technology to achieve greater efficiency, and a demonstrated ability to guide
elected officials through complex issues.
AREAS OF EXPERTISE
■ . Financial Management ■ Budget Planning ■ Public Safety
■ .Information Technology ■ Economic Development ■ Human Resources and Labor Relations
■ Infrastructure Development ■ Water and Wastewater ■ Communication
PROFESSIONAL EXPERIENCE
SOUTHWEST RANCHES, FLORIDA 2011 -2012
7,345 POPULATION; AYPROSL\IA 32 DfRECT AND CONTRACT FI'E EmPLOYTES; $1011 BUDGET
TOWN ADMINISTRATOR
Directed all town operations through contract services, including police, fire, planning, building, code enforcement and public works,
parks, and right -of -way maintenance.
KEY'ACCOMPLISHMENTS:-
■' Managed implementation of new procurement code. and application of new Broward County Code of Ethics.
■ Initiated implementation of new contracts for solid waste services, fire services, and janitorial services.
■ Improved staff morale through open door management style and team building.
ISLAMORADA, FLORIDA 2008 -2010
6,119 POPULATION; _3PPRO „ LNL\ I 125 DIRECT AND CONTRACT FTE E IPLOYEES; $10, BUDGi. ?T
VILLAGE MANAGER
Directed all village departments including planning, public works, utilities, capital construction, police, fire - rescue and emergency
management, building and code enforcement, parks and-recreation, and finance.
KEY ACCOMPLISHMENTS:
■ Jkfaintained village services in the face of declining property tax base through reorganization, job consolidation, wage and benefit
freezes and reductions and increased use of technology”
■ Completed on time and on budget over $8 million of major capital improvement projects including new Village Administrative
Center and Public Safety Headquarters, Community Center, Fire Station and Alarina Bathhouse;
■ ,Obtained FE11L-� funding for half the cost of the new Village Administration Building and Public Safety Center; ($2.8 million),
replacing space rental costs with lower debt service
■ Initiated completion of village's $127 million wastewater collection and treatment system to achieve compliance with state-
mandated standards and eliminating septic systems
■ Negotiated with the Department of Environmental Protection to prevent operators of on -site package wastewater treatment plants
; from having to pay twice for upgraded treatment technology to meet state standards; led to new legislation extending the deadline
for compliance by five years
■ 'Reduced costs and increased productivity by cooperatively providing services with other jurisdictions
SEMINOLE TRIBE OF FLORIDA, HOLLNAVOOD, FLORIDA 2002 -2006
3300 TRIBAL" IAIE`IBERS, 3500 RESERVATION RESIDENTS, 43,000 DAILY VISITORS; 1,500 EDTPLOYEES; $200i\1 BUDGET
EXECUTIVE ADMINISTRATIVE OFFICER (EQUIVALENT TO CITY /COUNTY MANAGER)
Directed all tribal government programs including public safety, public works, utilities, capital construction, planning, recreation, building
code enforcement, buildings and grounds, elder affairs, social services, public health, education, housing, environmental-protection and
aviation.
CONTINUED ...
K E N N E T H .F I E L D S PROFESSIONAL EXPERIENCE — CONTINUED PAGE 2
KEY ACCOMPLISHMENTS:
■ Improved management control and coordination by reorganizing over thirty tribal programs into five groups
■ Increased efficiency by eliminating the transportation of paper documents between seven tribal locations by initiating the
implementation of a new automated financial management system "
■ Increased public safety by initiating the accreditation process for the tribal police department and creating a professional fire- rescue
service of over 75 cross - trained fire fighter /ETWT /paramedic personnel, and by creating an emergency management function to
'coordinate emergency response for natural disasters, large scale public events, and terrorist threats for reservations and a major
tourist attraction with up to 45,000 visitors a day
■ Improved long -term economic sustainability by developing a comprehensive land use planning program to support multi -year
capital budget for infrastructure investment, including total planned projects exceeding $300 mil ion'in utilities, community facilities,
roads, recreation and housing
CITY OF HOLLYWOOD, FLORIDA 1994 -2002
139,443 POPULATION; 1,500 E PLOYEES; $22511 BUDGET
ASSISTANT CITY MANAGER
T\Ianaged a coastal city, providing analytical support to the city manager for all major decisions with a potential fiscal irripact, including
developer proposals and other, economic development initiatives.
■ Supervised Offices of jtlanagement and Budget, Human Resources and Risk Tanagement, Information Technology, and
Communications.
Conducted collective bargaining with 5 unions representing over 1,300 employees.
KEY ACCOMPLISHMENTS:
■ Increased private sector investment in the city by more than 100% and improved infrastructure by creating a multi -year capital
investment plan of $100 \Zillion
■ Increased productivity through flexible staff management, offsetting increased wage and benefits, by obtaining management
rights concessions from all 5 unions
■ Reduced health care costs by 35% and tied increases to federal reimbursement rates by negotiating new contracts with health care
providers fora self - insured employee health benefits plan
■ Led redevelopment of the beach area of the city by creating a new Community Redevelopment Agency
■ Controlled personnel costs (including pensions and health care) by developed' long term financial strategies
■ Balanced the annual budget by emphasizing alternative revenue sources, introduced performance measurements as part of budget
process, and created budget document in compliance with the Government Finance Officers Association format
CARNEGIE MELLON UNIVERSITY, PITTSBURGH, PENNSYLVANIA 1988 -1993
DIRECTOR, BUSINESS OPERATIONS, SOFTWARE ENGINEERING INSTITUTE
Directed financial management, facilities management, and administrative support services of a.300 person, $35 million federally funded
research and development center.
KEY, ACCOMPLISHMENTS:
■ lfaintained the same staff level in Business Operations while the institute grew from an approximately $18 million and 150- person
'operation to a $38 million and 300 - person operation
■ Improved overall efficiency and results by participated as a member of the management team implementing a Total Quality
T\Ianagement (TQll) methodology through extensive training, teaching and inspection
ARTHUR YOUNG & COMPANY 1983 -1988
MANAGER, NATIONAL GOVERNMENT SERVICES GROUP
\Managed local, state and federal government and non -profit organization consulting projects in the \lid- Atlantic region and then on a
national basis. .
KEY ACCOMPLISHMENTS:
■ Improved transparency and efficiency by converting a state government's financial reporting to generally accepted accounting
' principles (G_ AP), and supporting installation of a new automated financial management system
■ Conducted management and operations reviews of a major health insurer, school financial and general management processes, and
a Federal agency's budget process
Evaluated the financial management, overall management, and development capabilities of arts and cultural organizations for the
National Endowment for the Arts
i CONTINUED ...
K E iV N E T H F I E L D S PROFESSIONAL EXPERIENCE — CONTINUED PAGE 3
CITY, OF PITTSBURGH, PENNSI�"LN'ANIA 1976 -1983
450,000 POPULATION; 4,500 EMPWYE.E_S; S I 50 BUDGET ,
BUDGET AND RESEARCH OFFICER /FISCAL OFFICER
Prepared the Mayor's annual budget Developed budget policy, reviewed departmental budget requests, and advised on tax and revenue
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KEY ACCOMPLISHMENTS:
• Created the city's first comprehensive management and budget office
■ Led management negotiations in collective bargaining «ith 9 labor units covering 4,000 employees.
■ Improved accuracy by introducing statistical revenue forecasting techniques, quantitative management analysis methods, and
automation the budget preparation process
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PROFESSIONAL AFFILIATIONS
International City/County Management Association- 1976 present
f Florida City and County Management Association, 2008 - present'
Government Finance Officers Association, Budget Reviewer, 1976 -2006
COMMUNITY LEADERSHIP
Leadership l4onroe County- Participant and Organizer of Florida Keys Days during Legislative Session, 2008 -2010
Leadership Hollywood- Participant and Organizer of Local Government Day, 1994 -2002
Boca Bobcats (Ice hockey team for Boca Raton High School in FSHL), Volunteer Coach, 2000 -2006
City of Boca Raton Roller Hockey League, Volunteer Coach, 1994 -2000
Soccer Association of Boca Raton; Volunteer'Coach, 1998 -200=4
Boca Raton Softball Association, Volunteer Coach, 1998 -2004
EDUCATION
MS, PUBLIC POLICY AND MANAGEMENT
Carnegie Mellon University, H. John Heinz III College of Public Policy and Management, Pittsburgh, Pennsylvania
BIE, INDUSTRIAL ENGINEERING/ OPERATIONS RESEARCH
Cornell University, Ithaca, New Fork
CERTIFICATIONS
Federal Emergency Management Agency Incident Command System 100, 200, 300, 400, and 700
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Emanuel Mayer
925 Arthur Godfrey Road, Suite 103, Miami Beach, Florida 33140
mayerdevelopment ()vahoo.com (305) 613 -8077
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CHIEF EXECUTIVE OFFICER
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40 i plus years -Miami Beach resident; degreed engineer; leader in business and community;
strategic visionary; expert negotiator; accomplished entrepreneur (founder of Miami -Beach
based engineering and construction firm); state - licensed general contractor; over zo years
experience in management of construction, engineering, projects (U.S. and international) and
business development; recruited to advise City of -Miami Beach City Manager and Commission
on critical City issues and City's strategic plans
Key Attributes:
Life -long Miami.Beach resident, Miami -Beach homeowner, and owner of Miami -Beach based
business; degreed engineer; analytical problem- solver; natural motivator and communicator;
established working relationships with management level personnel in Miami -Dade County and
in municipalities neighboring Miami Beach; established excellent working relationship with
current City Commission and City Mayor; established excellent working relationship with City
department directors and staff
Rea dy for job on Day 1 (e.g. have concrete strategic plans to effectively deal with City's fire and
police unions in equitable manner); proven team leader; consensus builder; trained negotiator;
graduate of City of Miami Beach Employee Academy
Broad overall knowledge of City of Miami Beach, its and challenges in the near- and
long -term; intimately familiar with the City of Miami Beach in the following critical areas:
` • City's key intended outcomes ("KIO's ")
• - City's Convention Center master plan
• City's stormwater master plan and technical issues related to same
• City's aging infrastructure (roads, water and sewer systems) and technical issues related
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to same
" • City's Capital Improvement Program (including ongoing projects)
• City's Public Works Department
t • City's Building Department issues
• City's Code Enforcement /Compliance issues
I • City's challenges regarding collective bargaining agreements
• City's community leaders and other City stakeholders
:• City's standing advisory committees and boards
• City's existing talent pool and redundant and /or inefficient staffing
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Pro Experience
Mayer Development Group, Inc. 1996 to present (with hiatus noted below)
Miami Beach, Florida
President and founding rinci al of consulting e firm
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Key' accomplishments:
• work at all levels of management of construction and development including direct
interaction with owners; banks, community, developers, other. professionals, planners,
designers and labor
• work on budgeting and budget implementation for firm and firm projects
projects
labor
project management of large-scale roj
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• labor efficiency and management training .
• expert witness services (engineering and construction)
City of Miami Beach November 20o8- January 2011
Miami Beach, Florida
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Spe cial Assistant to the City Manager
Senior managerial capacity with broad oversight of the general efficiencies and operations of
the Capital Improvements Program and the Public Works Department
Key accomplishments:
j • advised City Manager and City Commission regarding cost, methodology and efficiency
' of City's Capital Improvements Program and Public Works Department
• ' successfully implemented new efficiency and cost - saving programs in.major projects
(e:g. in -house design)
• saved the City, of Miami Beach over $3.0 million the first year on the job through direct
negotiations with various parties and city vendors, analysis of relevant costs and ;
expenditures and performance of contractual reconstructing and cost - leveraging
techniques
+ • alerted City administration to major issues and flaws regarding Government Cut dredge
i project .
t • conducted a negotiations seminar to train management -level City employees to better
i negotiate contracts with City vendors
worked with the Procurement to develop a schedule'of professional fees to
be used for City vendors
• ' assisted Tourism Department in developing costs for City of Miami Beach Convention,
I Center master renovation plan
1 developed excellent relationships with City's community leaders through first -hand
knowledge and understanding of community's needs and wants
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• developed strategic initiative of "green alleys"
Artier & Associates May 19 94 1 99 6
Miami, Florida
Project Engineer for Consulting Structural Engineering firm
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Key responsibilities & accomplishments:
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• Project management
• Structural design
Structural and building inspections
United Nations October - December 1 994
Santo Domingo, Dominican Republic
United Nations Development Program
Engineering Project Manager
Key responsibilities & accomplishments:
• Conducted structural inspections of public school buildings
• Compiled data of evaluated structural components
• Prepared and presented, study to the United Nations for submission to the World Bank
i • Supervised and oversaw construction and material purchase orders for public school
buildings
• Preparation of specifications for material purchase orders for public school buildings
Notable Awards Awarded "Emanuel Mayer Day" proclamation on September 15, 2010 by the
City of Miami Beach City Commission and City Mayor to honor efforts in leading'and organizing
"Rock for Haiti," a city -wide concert which tapped the musical talent of city -wide employees to
raise funds for Haiti hurricane relief efforts
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Licenses State of Florida Certified General Contractor, CGC 059108
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Professional affiliations Florida Engineering Society
American Society of Civil Engineers
r National Society of Professional Engineers (Associate)
Order of the Engineer
Education Miami Dade College, A.A., 1 985 - 1987.
j Institute of American Universities, Aix -en- Provence' France, 1987
{� University of Florida, College of Civil Engineering, 1 9 88-1 993
University of South Florida, College of Civil Engineering, B.S., 1 993 -1 994
j Harvard University, Executive Education Program, Kennedy School of
Government, 2009
Harvard University, Program on Leadership & Negotiation, Harvard Law School,
Executive Education, 2012
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References available upon request.
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