HomeMy Public PortalAbout20161110AmendedCityCouncilPacket2.pdfTable of Contents
000_000_AmendedAgenda3....................................................................................................................................................................................... 1040_010_HunterArmyAirfield....................................................................................................................................................................................... 3040_011_cab-11082016115529....................................................................................................................................................................................... 4040_020_Small Business Saturday....................................................................................................................................................................................... 5050_010_20161020Minutes....................................................................................................................................................................................... 7050_020_20161027Minutes....................................................................................................................................................................................... 13050_021_attachment to minutes-11032016101727....................................................................................................................................................................................... 19050_030_20161107Minutes....................................................................................................................................................................................... 21120_010_20161110TEXT AMENDMENT-SEC. 3-080D....................................................................................................................................................................................... 22 Sec._3_080_off_street_parking_requirements_amendment 2016-AMENDED.pdf Sec._3_080_off_street_parking_requirements_amendment 2016-AMENDED....................................................................................................................................................................................... 28 A....................................................................................................................................................................................... 35 20161017_PC_MINUTES.pdf PLANNING COMMISSION CITY MANAGER....................................................................................................................................................................................... 24 Demery Bishop Diane Schleicher....................................................................................................................................................................................... 24 David McNaughton Edward M. Hughes....................................................................................................................................................................................... 24 20160919_PC_MINUTES.pdf PLANNING COMMISSION CITY MANAGER....................................................................................................................................................................................... 37 Demery Bishop Diane Schleicher....................................................................................................................................................................................... 37 David McNaughton Edward M. Hughes....................................................................................................................................................................................... 37130_010_31-2016 - Sec 2-265 - Master Plan Implementation Committee - 11.01.16....................................................................................................................................................................................... 39130_020_TEXT AMENDMENT Sec.4-050H TBR....................................................................................................................................................................................... 44 TEXT AMENDMENT-SEC. 4-050H-4-050F-C2....................................................................................................................................................................................... 44 Staff Report amendement to Sec 4-050 H, F PC-NOD-TBR C2....................................................................................................................................................................................... 48140_010_ColinBaenzigerAppendices - Tybee Island, GA City Manager 09-28-16....................................................................................................................................................................................... 49 When asked about mistakes, Mr. Morrill spoke of an area just outside of downtown Savannah that was to be
developed as a public park and for some other uses. It was a great project that would have had a very positive impact
on the neighborhoods in the.......................................................................................................................................................................................... 83 Weekly comments from Dale Martin....................................................................................................................................................................................... 144140_011_ColinBaenziger2Tybee Island, GA CM - FINAL Proposal 09-28-16....................................................................................................................................................................................... 145 City of Tybee Island....................................................................................................................................................................................... 147 403 Butler Avenue....................................................................................................................................................................................... 147 Tybee Island, GA 31328....................................................................................................................................................................................... 147 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the
contract is executed........................................................................................................................................................................................ 182140_012_StantonChase....................................................................................................................................................................................... 187
PERSONAL AND CONFIDENTIAL....................................................................................................................................................................................... 187 Develop Recruitment Profile....................................................................................................................................................................................... 187 Determine Search Strategy....................................................................................................................................................................................... 187 Presentation of Prospective Candidates....................................................................................................................................................................................... 188 Commercial Arrangements....................................................................................................................................................................................... 188 Cancellation Policy AGREEMENT....................................................................................................................................................................................... 190140_013_Underwood & Co.-Contract dated 10-4-2016 -Tom Berry....................................................................................................................................................................................... 191140_014_Tom Berrybiosketch copy....................................................................................................................................................................................... 194140_015_references-11082016133632....................................................................................................................................................................................... 195140_020_01-2016-10282016111519....................................................................................................................................................................................... 196140_030_Tybee Island Contract Addendum 1 (Public, Non-Federal Client)....................................................................................................................................................................................... 200140_031_Tybee Island Contract Modification #1 7-Nov-16 FINAL....................................................................................................................................................................................... 201 Tybee....................................................................................................................................................................................... 201150_010_City Council Goals - 2016 - October 2016....................................................................................................................................................................................... 202 Sheet1150_011_City of Tybee Island Master Plan Short Term Work Program....................................................................................................................................................................................... 206160_010_fottminutes91516....................................................................................................................................................................................... 212
AMENDED AGENDA
REGULAR MEETING OF THE TYBEE ISLAND CITY COUNCIL
NOVEMBER 10, 2016 7:00pm
Please silence all cell phones during Council Meetings
I. Consideration of Items for Consent Agenda 6:30PM
II. Executive Session
III. Opening Ceremonies
Call to Order
Invocation: Rev. David Laughner, Chapel by the Sea Baptist Church
Pledge of Allegiance
IV. Recognitions and Proclamations
1 Hunter Army Airfield
a) Colonel Jeff Becker, Commander, 3rd Combat Aviation Brigade, Hunter Army Airfield
b) LTC Mike Squires, Commander, US Army Garrison, Hunter Army Airfield
c) CW5 Timothy Smail, Command Chief Warrant Officer, 3rd Combat Aviation Brigade,
Hunter Army Airfield
d) CSM Bruce Rock, Command Sergeant Major, US Army Garrison, Hunter Army Airfield
e) CSM Mike Dove, Command Sergeant Major, 3rd Combat Aviation Brigade, Hunter Army
Airfield
f) Ernest Tafoya, Deputy Commander, US Army Garrison, Hunter Army Airfield
2 Proclamation, Small Business Saturday, November 26, 2016
V. Consideration of the approval of the minutes of the regular meetings of the Tybee Island City Council
1 Special City Council Meeting, October 20, 2016
2 City Council Meeting, October 27, 2016
3 Special City Council Meeting, November 7, 2016
VI. Consideration of Boards, Commissions and Committee Appointments
VII. Reports of Staff, Boards, Standing Committees and/or Invited Guest Limit reports to 10 minutes.
1 Jenny Orr, SEABAR, Pirate’s Fest 2016
VIII. Citizens to Be Heard: Please limit comments to 3 minutes. Maximum Allowable time is 5 minutes.
IX. Consideration of Approval of Consent Agenda
X. Public Hearings
1 First Reading, Sec 3-080(D) to create a use table with parking requirements and adjust parking
requirements.
2 Planning Commission Minutes, October 17, 2016
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XI. Consideration of Ordinances, Resolutions
1 First Reading, 2016-31, Sec 2-265, Master Plan Implementation Committee
2 Second Reading, 2016-30, Sec 4-050(F); C-2 Highway Business District
XII. Council, Officials and City Attorney Considerations & Comments
1 Jason Buelterman
a) Search Firm for City Manager Position
1. Colin Baenziger
2. Stanton Chase
3. Underwood & Company
2 Bubba Hughes
a) Extend the waiving of building permit fees for non-structural roof and siding repairs for
an additional 30 days
b) Extend the waiving of tree removal permit fees for damaged and downed trees for an
additional 30 days
c) Extend the waived fees for the City’s Transfer Station for disposal of storm related
debris
d) Extension, Emergency Ordinance, 2016-01
e) Work Order, Adkins
3 Wanda Doyle
a) Review water leak adjustment process as a result of a hurricane.
XIII. City Managers Report
1 Goals
XIV. Minutes of Boards and Committees
1 FOTT Minutes, September 15, 2016
XV. Executive Session
1 Discuss litigation, personnel, and real estate acquisition
XVI. Possible vote on litigation, personnel and real estate acquisition discussed in executive session
XVII. Adjournment
*PLEASE NOTE: Citizens wishing to speak on items listed on the agenda, other than public hearings, should do so during the citizens to be heard
section.
Citizens wishing to place items on the council meeting agenda must submit an agenda request form to the Clerk of Council’s office by Wednesday at
noon, eight days prior to the scheduled meeting. Agenda request forms are available outside of the Clerk’s office at City Hall and at
www.cityoftybee.org.
THE VISION OF THE CITY OF TYBEE ISLAND
“is to make Tybee Island the premier beach community in which to live, work, and play.”
THE MISSION OF THE CITY OF TYBEE ISLAND
“is to provide a safe, secure and sustainable environment by delivering superior services through responsible planning, preservation of our natural
and historic resources, and partnership with our community to ensure economic opportunity, a vibrant quality of life, and a thriving future.”
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Whereas, the government of Tybee Island, Georgia, celebrates our local small businesses and the contributions
they make to our local economy and community; according to the United States Small Business Administration,
there are currently 28.8 million small businesses in the United States, they represent 99.7 percent of all
businesses with employees in the United States, are responsible for 63 percent of net new jobs created over the
past 20 years, and
Whereas, small businesses employ over 49 percent of all businesses with employees in the United
States; and
Whereas, 89 percent of consumers in the United States agree that small businesses contribute
positively to the local community by supplying jobs and generating tax revenue; and
Whereas, 87 percent of consumers in the United States agree that small businesses are critical to the
overall economic health of the United States; and
Whereas, 93 percent of consumers in the United States agree that it is important for people to support
the small businesses that they value in their community; and
Whereas, the City of Tybee Island, Georgia supports our local businesses that create jobs, boost our
local economy and preserve our neighborhoods; and
Whereas, advocacy groups as well as public and private organizations across the country have
endorsed the Saturday after Thanksgiving as Small Business Saturday.
Now, Therefore, I, Jason Buelterman, Mayor of Tybee Island, Georgia do hereby proclaim, November
26, 2016, as:
SMALL BUSINESS SATURDAY
And urge the residents of our community, and communities across the country, to support small businesses and
merchants on Small Business Saturday and throughout the year.
_______________________________
Jason Buelterman, Mayor
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City Council Minutes 20161020
Mayor Buelterman called the Special City Council meeting to order at 4:30PM. Those present
were Julie Livingston, Monty Parks, John Major, Wanda Doyle, Barry Brown and Bill Garbett. Also attending were Diane Schleicher, City Manager; Bubba Hughes, City Attorney; Angela
Hudson, Director, Finance Department; and Janet LeViner, Clerk of Council.
Mayor Buelterman recommended trick-or-treating be moved from Lewis Avenue to the YMCA in
Memorial Park. This is due to the results of Hurricane Matthew as the City does not wish to
burden them. Also, Rising Tyde will be conducting a fund raiser for those in need and
information will be forthcoming.
Mayor pro tem Brown stated a mobile post office will be set up on Friday, October 21, 2016 so
residents will not have to travel to Wilmington Island for mail pick-up. When this information
becomes finalized it will be posted on the website and through social media.
Mayor pro tem Brown recommended the City research a Field Permit which would ensure work
is done by a licensed contractor. Council, Officials and City Attorney Considerations & Comments
Waive the building permit fees for non-structural roof and siding repairs for 30 days.
John Major recommended in addition to waiving the permit and not requiring a permit for 30
days on trees and structural damage, work be tied to the homeowner’s insurance claim. The
homeowner would bring evidence of having submitted a claim during those 30 days and when
the reimbursement is received they could still have the permitting fee waived. Ms. Schleicher
recommended the homeowner still apply for the permit within those first 30 days as the permit
is valid for one year. Ms. Doyle agreed with Mr. Major as claims will take longer to review and
therefore delaying payment. She reminded Council it is their responsibility to assist the
residents of the Island and recommended increasing the grace permit from 30 days to possibly
60 days. Mr. Hughes stated this is covered in the Emergency Ordinance/Resolution and the
Charter states 30 days but can be repealed automatically at the end of 30 days and be re-
enacted. Mr. Garbett confirmed the permit at no charge is just for non-structural construction.
Ms. Schleicher confirmed and all work is done by a licensed/registered contractor. Mr. Parks
recommended Mayor and Council will revisit in 30 days. Mayor Buelterman confirmed. Ms.
Schleicher recommended this be included on the agenda on November 10, 2016. Mayor
Buelterman confirmed. Wanda Doyle made a motion to approve. Monty Parks seconded.
Vote was unanimous, 6-0.
Waive the tree removal permit fees for damaged and downed trees for 30 days.
Wanda Doyle made a motion to approve. Bill Garbett seconded. Vote was unanimous, 6-0.
Waive dump fees for wet storm related household items and storm related
construction debris for 15 days. Ms. Schleicher stated DPW will be staffed from 8:30AM –
11:30AM each day, seven days a week, which will provide Atlantic Waste time to change out
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the containers. She reiterated this is only for household items and storm related construction
debris. Monty Parks made a motion to approve and to revisit at the November 10, 2016 City
Council meeting. Wanda Doyle seconded. Vote was unanimous, 6-0.
Waive late fees for October’s utility bills and Hotel/Motel tax returns. Wanda Doyle
made a motion to approve. Monty Parks seconded. Vote was unanimous, 6-0.
Suspend cut-offs for water customers who are on the cut-off list in October and
November. Bill Garbett made a motion to approve. Wanda Doyle seconded. Vote was
unanimous, 6-0.
Discuss debris removal to include the following options:
Approve staff preparing an RFP for storm related/damaged household contents,
construction debris removal and leaning trees, stringers and stump removal in City
r-o-w’s and City property. Ms. Schleicher explained the current debris removal on public
property and r-o-w only includes tree trunks and limbs. It does not include leaning trees,
stringers and stump removal as well as household contents and construction debris. CEMA has
been contacted and explained the City might be able to be reimbursed but needs to have a
contract that specifically has those items included. Mayor pro tem Brown asked the status of
private property. Ms. Schleicher responded the City does not have the authority to go on
private property but can address if the tree(s) is/are a public hazard. With the proposed RFP,
leaning trees, stringer and stump removal would be for public streets. Ms. Doyle stated that
the new 2016 FEMA Guidelines, City trees are not covered for re-imbursement. Ms. Schleicher
stated she will get a clarification. Mayor Buelterman recommended the City contact the Georgia
Forestry to assist with identifying trees that are at risk of falling. Ms. Schleicher confirmed. Ms.
Doyle recommended property owners inventory the trees on their property that are in danger of
falling and the City waive the fees associated with tree removal. Mr. Parks stated the
recommendation to the public is, if they feel it is a dangerous tree on the public r-o-w, contact
the City and not cut the tree down unless they want to incur the cost themselves. Ms.
Schleicher confirmed. Wanda Doyle made a motion to approve. Monty Parks seconded.
Vote was unanimous, 6-0.
Approve staff preparing an RFP for storm related damaged household contents,
construction debris monitoring and leaning trees, stringers and stump removal
monitoring in City r-o-w’s and City property. Ms. Schleicher explained if there is a
Mutual Aid Agreement with the County for services and if they have a debris contract in place,
the City could request the County assist in the debris removal. The County is contacting FEMA
for clarification. Ms. Doyle asked two questions: (1) who does the monitoring and (2) are the
issues at hand in FEMA/CEMA/TIMA Guidelines or, are we being made aware due to the
hurricane. Ms. Schleicher responded Adkins is doing the monitoring and the only items TIMA
has in place is the debris monitoring on public property and public r-o-w and defined as organic
matter. In her discussions with the County and the City’s debris monitoring company, in other
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municipalities there are contracts in place that allows the household items in the r-o-w and
stumps. Mr. Parks asked if Atlantic Waste will be allowed to bid on the RFP. Ms. Schleicher
confirmed but not the monitoring portion as a separate monitoring company is needed. Mayor
Buelterman stated after Hurricanes Katrina and Sandy, FEMA realized there was abuse in the
system and they have become strict. Monty Parks made a motion to approve. John Major
seconded. Vote was unanimous, 6-0.
Approve staff preparing an RFP for both yard debris and storm related/damaged
household contents and construction debris removal and from the shoulders of
private side streets including within gated communities contingent on FEMA
approval for said actions. Mayor Buelterman explained the County is making a request on
Friday, October 21st, for approval and the City will need to do the same. FEMA has not
approved as of yet. Ms. Schleicher stated this does not include leaning trees, stringers or
stump removal in private gated communities. Ms. Doyle asked for clarification if FEMA does not
approve. She continued, if FEMA does not approve what happens to the private communities
as (1) most homeowners did not realize their roads/streets were private and (2) they are
taxpayers. She stated Atlantic Waste trucks and Water/Sewer Trucks come in their private
community why can’t the debris company? Mr. Hughes responded it is a crime under George
law for a city to perform maintenance or improvement work on private property including
private roads. Mayor Buelterman interjected the City is doing everything possible to insure
things are done within the law. Mr. Parks asked when we will know if FEMA approved said
actions. Mr. Hughes stated he is not aware and should come in written form from an
authorized source that publically answers. Mayor Buelterman asked for clarification regarding
the laws with private property issues. Mr. Hughes responded if a tree is interfering with City’s
infrastructure, in his opinion, it can be taken down as well if the danger is interfering with
emergency access to residents. The Resolution he has prepared is to the extent legally
permissible. Ms. Doyle stated Friday, October 21st, she has a meeting with the District Manager
of Debris Removal from FEMA at Eagle’s Nest. They will outline the laws of the private
roads/communities. Mayor pro tem Brown confirmed the majority of the streets beachside are
private roads. Ms. Schleicher confirmed. Mayor Buelterman recommended moving forward.
Mr. Hughes stated written permission from the homeowners is required and it is contingent
upon being handled in a legal manner. This is a Right of Entry and Indemnification Agreement
that will need to be executed by each resident on a private road/community.
Marianne Greer, 6 Gabby Lane approached Mayor and Council. Ms. Greer stated that most
of the residents on Gabby Lane did not realize their street is a private lane. She continued if a
Right of Entry and Indemnification Agreement is to be signed how this is done if they are not
full time residents. Ms. Greer asked Mayor and Council how to go about changing the
designation of a private street to a public street. Mayor pro tem Brown stated the developer of
their property did not deed the road to the City at the time of construction. Mr. Hughes stated
that ordinarily within the title to the piece of property, as part of the description, would be
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language “bordered by a private lane”. This is considered notice that it is not a public street.
Mayor Buelterman thanked Ms. Greer for her comments.
Lisa Lepofsky, Eagle’s Nest Lane approached Mayor and Council. Ms. Lepofsky stated that
her property backs up to Highway 80 and the State law mandates that City employees cannot
come on private property to evaluate and eventually remove leaning trees. She asked that City
employees be allowed to enter the private property for evaluation of the trees and possible
removal. Mr. Hughes recommended this language not be included in a motion. Mayor
Buelterman recommended Ms. Lepofsky contact Georgia Forestry for evaluation of the trees she
has concerns with. Mr. Hughes stated that in the presence of an immediate threat to life and
property it will not be possible and furthermore he does not want residents to think that Mayor
and Council have agreed to clean the shoulders of private drives. He is working with the
County Attorney, John Hart, for a solution. He reminded residents that if they own property
and there is a leaning tree that might jeopardize their neighbor’s property or the City’s property,
it is their obligation to ensure the tree does not cause damage. With knowing the tree is bad,
the property owner is on notice and has potential liability if it were to be taken down by
anything other than an act of God.
David Turner, Eagle’s Nest approached Mayor and Council. Mr. Turner asked for an
explanation of a “private road”. Mr. Hughes explained that it depends on how the road was
originally created and whether it was dedicated to the City and accepted by the City. He
continued by stating FEMA is not about this rule regarding private property but about
reimbursement. Mr. Hughes explained the County and City are working together to work in a
way where (1) can get authorization to work on private property without being a violation of
law and (2) receive reimbursement from FEMA if the City can do the work. Mr. Turner
explained the easement the residents of Eagle’s Nest were restricted to for electric, telephone,
cable, etc.; with that easement does not that provide a right-of-way to the City? He also asked
if there could be a referendum whereas residents of private roads can petition the City to
accept them. Mr. Hughes responded those residents can petition the City to accept the
dedication of what was previously private roads and it is up to the City to accept as they are
under no obligation to do so. Mayor pro tem Brown confirmed with Mr. Hughes. Mayor
Buelterman thanked Mr. Turner.
Don Doyle, Eagle’s Nest approached Mayor and Council. He presented a Memorandum to
the City of Tybee Island where the residents and property owners of Eagle’s Nest grant
permission to the City of Tybee Island, its contractor, or the vendor determined by the City, to
remove the storm debris that has been placed along the roadside right-of-way within their
neighborhood (attached). Mr. Doyle outlined the impact of the debris and the issues with
safety. He feels there are issues with clearing the debris on private roads. He recommended
this be lobbied on a higher level and Mayor and Council do due diligence moving forward.
Mayor Buelterman thanked Mr. Doyle.
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Amy Gaster, Eagle’s Nest approached Mayor and Council to express her appreciation for
everything Mayor, City Council and City Staff has done in regards to Hurricane Matthew. Ms.
Gaster stated that the issue of debris removal on private road is a consequence of the storm
plans. She thanked Mayor and Council again for their efforts in assisting ALL City residents.
George Keeler, President, HOA, Sandy Shores, approached Mayor and Council to ask that
the trash collectors are not given the authority to determine whether debris is storm related or
not. Mr. Keeler expressed his concerns with the removal of appliances. Mayor pro tem Brown
provided Mr. Keeler contact information for a gentleman for the removal of appliances. Mayor
Buelterman thanked Mr. Keeler.
Kathryn Williams, 1503 Chatham Avenue, approached Mayor and Council. Ms. Williams
thanked the Mayor, Council, and City Staff for their exceptional service during and after
Hurricane Matthew. She expressed her appreciation to Mayor and Council that the community
is financially stable as the City is going through a crisis. Ms. Williams asked for clarification of
disposing of dry trash. Ms. Schleicher responded it can be taken to Memorial Park and on the
shoulder of Jaycee Park on Van Horn. There was a short discussion regarding access to North
Beach Parking Lot. Ms. Williams recommended a compromise for limited access while
preserving public safety. Mayor Buelterman asked Ms. Schleicher to contact the contractor for a
viable compromise. Ms. Schleicher confirmed. Ms. Williams thanked Mayor and Council again
for their continued support in the community in regards to Hurricane Matthew.
Monty Parks made a motion to approve as amended by removing the language “contingent on
FEMA approval for said actions” for the purpose of getting an RFP in process and request Staff
start preparing a document for the private neighborhoods to sign in conjunction with Mr.
Hughes approval. Wanda Doyle seconded. Vote was unanimous, 6-0. Discussion: Mr.
Hughes stated the document provided by Mr. Doyle will not be accepted as it is not a Right of
Entry and Indemnification Agreement. He will forward to the Clerk for distribution of those who
would like to sign. Mr. Hughes recommended it would be helpful to have a motion due to
FEMA’s documentation requirement to have a separate motion that approval by FEMA of the
removal and monitoring process from private drives. Monty Parks made a motion to approve.
Julie Livingston seconded. Vote was unanimous, 6-0.
Approve staff preparing an RFP for both yard debris and storm related damaged
household contents and construction debris monitoring for said debris removal from
private side streets including within gated communities contingent on FEMA
approval for said actions. Monty Parks made a motion to approve. Bill Garbett
seconded. Vote was unanimous, 6-0.
Consideration of Ordinances, Resolutions
Emergency Ordinance/Resolution. Mr. Hughes stated the document will need to be
revised in light of the previous discussion and recommended Mayor and Council not act on the
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Emergency Ordinance/Resolution. TO BE INCLUDED ON THE AGENDA FOR OCTOBER 27,
2016.
Wanda Doyle made a motion to adjourn. Barry Brown seconded. Vote was unanimous, 6-0.
Meeting adjourned at 6:00PM.
________________________________
Janet LeViner, CMC
City Clerk
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City Council Minutes 20161027
Consideration of Items for Consent Agenda
Mayor Buelterman called the consent agenda to order at 6:30PM on October 27, 2016.
Those present were Julie Livingston, Monty Parks, John Major, Wanda Doyle, Barry
Brown and Bill Garbett. Also attending were Diane Schleicher, City Manager; Bubba
Hughes, City Attorney; George Shaw, Director, Community Development; and Janet
LeViner, Clerk of Council.
Mayor Buelterman listed the following items on the consent agenda:
• City Council Meeting, September 22, 2016
• Special City Council Meeting, October 17, 2016
• New Police Vehicles - Best quote was from O.C. Welch Ford Lincoln, Inc.
Hardeeville, S.C. – Base price for 2015 Ford Sedan - $20,949 and for 2015
Ford SUV - $25,999 – Total cost including outfitting for all four vehicles (1
explorer and 3 sedans) is $119,406.49. City will need to pay for all or a
portion out of general fund to purchase. 2014 SPLOST will refund the general
fund as collected. Budget Line Item Number (if applicable): 322-3210-54-
2200 (2014 SPLOST – Police Vehicles) Discussion: Mr. Major made
reference to the low bid as it was for a 2015 vehicle and the specifications
are for a 2017 vehicle. The bids from OC Welch were for 2015/2016 and
asked Ms. Schleicher if this will cause an issue. Ms. Schleicher responded no.
Mr. Garbett asked which other vehicles were considered. Ms. Schleicher
stated that only Fords were considered as the City has had better success
with the Fords. Ms. Doyle explained with purchasing multiple vehicles there
is a greater discount.
• Coastal Regional Commission Contract for $17,800 of funding towards Phase
1 of the Marsh Hen Trail. Revenue line item – TBD.
• Two Separate GEFA Loan Applications - Water Line Replacement and UV
Disinfection – Total loans are for 1,997,000.00 – 1.232,000 for the water
portion at a 1.39% rate with the Water First designation and $720,000 for
the UV Projection at a .89% rate with Water First designation. Water project
consists of a second phase of water line replacement, replacing old asbestos-
cement and lead-jointed pipes with new C-900 PVC pipe. Second project is a
sewer project and the City intends to replace its aging UV disinfection system
at the WWTF. After discussing potential funding options with GEFA, they
have recommended that we split the Phase 2 water line replacement and the
UV disinfection repair projects into two separate loans. Discussion: Ms.
Schleicher stated GEFA recommended the loans be split into two which
gives the City a better interest rate. There was a brief discussion regarding
damages to the equipment from Hurricane Matthew. Ms. Schleicher stated
the paperwork has been completed and there is not a timeline as far as
payment for damages.
• Intergovernmental Agreement between Chatham County, CEMA and Tybee
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related to Hagerty Consulting. Discussion: Ms. Schleicher recommended
approval of the Agreement and stated Ms. Hudson will be able to accomplish
all the needed paperwork. Hagerty will be a resource in submitting the final
paperwork if needed.
• Comprehensive Plan – Adoption and Resolution
• Request for approval of funding for dune stabilization. Discussion: Ms.
Doyle explained the Beach Task Force has a Dune Stabilization Committee
and it is their desire to install three dune stabilization mechanisms to include
plantings on the Island. She is recommending funding of $25,000 for this
project. Ms. Doyle explained Mr. Padgett is working with the Beach Task
Force on permitting and in other areas of concern. Mayor Buelterman
recommended approval of the plan and requested Ms. Schleicher includes a
budget amendment on the November 10, 2016 agenda for final approval. He
further asked the area at 18th Street where there is access for City vehicles be
visited for dune stabilization. Ms. Schleicher recommended doing an RFP for
a company that could provide the City with large sand bags to shore up the
entrance. Recommendation: Approval with a Budget amendment to
come back for approval.
• Consideration of Community Resource and possible Master Plan Implementation Committees. Discussion: Mr. Garbett recommended a
committee be set to monitor and report to the public how the Carrying
Capacity Study and Master Plan are progressing. He stated the purpose of
this Committee is to monitor the implementation of the City’s Master Plan;
make recommendations to the City, i.e., how to prioritize, implement; and
make regular reports to Mayor and Council as well as the public on the
progress of the Plan’s goal. The Committee would have 7-15 members; duties
to include review the current Master Plan and Carrying Capacity Report;
monitor the City’s progress on their implementation; recommend strategies
for implementation; and make quarterly reports. Mr. Major concurred with
Mr. Garbett as the proposed committee would be a score keeper and not a
gate keeper: a committee to report back to Mayor and Council on a quarterly
basis. Ms. Schleicher confirmed and recommended a sun-set clause of five
years be included which could be renewed. Mr. Hughes to craft an
ordinance creating Committee.
• Official Public Announcement of Retirement Date for City Manager Diane
Schleicher – Friday, March 3rd, 2017. Discussion: Ms. Schleicher stated
she is excited to spend time with her husband and family with her retirement.
Mayor and Council accepted Retirement Letter.
Mayor Buelterman called the regular meeting to order at 7:00PM. All those present
for the consent agenda were present.
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Opening Ceremonies
• Call to Order
• Invocation: Ken Douberly, St. Michael’s Catholic Church
• Pledge of Allegiance
Mayor Buelterman asked John Dowell, Water/Sewer Department to come
forward to be recognized as the Employee of the Quarter. Mayor Buelterman thanked Mr. Dowell for his tireless service for the residents and City during Hurricane
Matthew. Mr. Dowell thanked Mayor Buelterman and the City for everything they did
during the hurricane. He acknowledged especially the TIPD, DPW, and TIFD as
everyone worked as a team and that is what saved the Island. Mayor Buelterman again
thanked Mr. Dowell for his 32 years of service.
Moses Robbins approached Mayor and Council to express his concerns with the flood
surge that occurred at 18th Street. He feels the storm surge could have been
minimized if huge sand bags had been placed prior to the hurricane. Mayor Buelterman
stated the Beach Task Force will have this on their agenda for November 17, 2016 and
bring recommendations to Mayor and Council by the end of January 2017. Mr. Robbins
thanked Mayor and Council.
Consideration Local Requests & Applications – Fund, Special Events, Alcohol
License Alcohol and Entertainment License Request: Liquor/Beer/Wine/Sunday
Sales – Entertainment. Nickie’s 1971 Bar and Grill, Inc., - Food and Bar
Service (New Owner) 1513 Butler Avenue. WITHDRAWN BY APPLICANT.
Wanda Doyle made a motion to approve the consent agenda. Julie Livingston
seconded. Vote was unanimous, 6-0.
Public Hearings – Zoning Map was in the Room
Variance and Special Review: Consideration of Request to place materials in
a marsh. Marsh Hen Trail. North side of Hwy 80/Zone R2/PIN 4-0024-02-
036, 4-0024-02-034, 4-0023-01-001 and 4-0022-01-001. George Shaw
approached Mayor and Council. He explained the variance from the City expires after
one year and the variance through DNR expires in five years. This is a reapplication for
a variance from the City. The Planning Commission vote was unanimously to approve.
Monty Parks made a motion to approve. Bill Garbett seconded. Vote was
unanimous, 6-0.
First Reading, 2016-30, Sec 4-050(F), C-2 Highway Business District.
George Shaw approached Mayor and Council stating this is an attempt to clarify
language in the current ordinance. Currently there is a TBR (Transitional Business
Residential) and is listed in the City’s Districts but not mapped. This will allow the R-2
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uses in the C-2 District by right and removing the TBR District. This will ensure clarity
for property owners and Staff has to how to interrupt the C-2 area. The Planning
Commission continued this item as they choose not to act on it. Ms. Doyle confirmed
the TDB will be removed in its entirety. Mr. Shaw confirmed. Mr. Hughes stated the
Zoning Map is currently in the room and the C-2 corridor zone is the district impacted.
Basically, this codifies what has occurred in practical manner. Mr. Major stated by
approving this item, the same set-backs, height limitations and lot size for single family
would apply to R-2. Mr. Shaw stated the set-back rules that are included in the draft
before Mayor and Council are the set-back rules for the C-2 District. The R-2 set-back
rules are not included as the intent of the owner could change from commercial to
residential use. Mr. Shaw stated for clarification it is easier to have one set-back rule
for the entire district. Mr. Brown would prefer to have the set-backs that apply to the
use. Mayor Buelterman stated if the use changes from residential to commercial the
set-backs cannot be changed. Mr. Brown confirmed. He recommended the set-backs
residential set-backs apply to commercial uses. Mr. Garbett recommended Mayor and
Council discourage residential uses in the C-2 zoning district. Mr. Shaw clarified the set-
backs would be uniform throughout the District regardless of the structure. Mayor
Buelterman confirmed with Mr. Shaw that proper notification was sent to all adjacent
property owners as well as re-advertising and new signs. Mr. Shaw confirmed. Mr.
Major would like consistency within the districts. Keith Gay approached Mayor and
Council and thanked them for their diligence in preparing the proposed ordinance. Mr.
Gay agreed with Mr. Garbett regarding the C-2 District and the goal in this process is to
protect it. In the past, if you have a commercial property and convert to residential,
compliance was required for the R-2 set-backs. He feels this assists in assuring that
land owners do not abuse the process and understand that if they build a residential
property, they will be required to have the same set-backs. There also needs to be a
provision to protect those properties that are currently in the venue that are residential
so if are converted to commercial it can be done. Mayor Buelterman stated if Mayor
and Council move forward with the proposed ordinance, it becomes less restrictive than
before. Monty Parks made a motion to approve as written: commercial set-backs as
written would apply to residential use structure. Wanda Doyle seconded.
Discussion: Mr. Garbett expresses his concerns with the Planning Commission not
taking action on this item. Mayor Buelterman confirmed this is first reading and will be
open for discussion on the next agenda. Voting in favor were Julie Livingston, Monty
Parks, John Major, Wanda Doyle and Bill Garbett. Voting against was Barry Brown.
Motion carried 5-1.
Map Amendment: Request to rezone two adjacent parcels from C-2 to R-2.
Keith Gay – Lot 2 and Lot 2, Hwy 80 – Zoned C-2 – PINS 4-0026-02-029 and
030. Mayor Buelterman opened the public hearing for this agenda item. Keith Gay
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approached Mayor and Council. Mr. Gay made reference to first reading of the Text
Amendment, 2016-30, as it is his desire to wait until second reading to request the map
amendment. Mr. Hughes responded this item has been advertised for a public hearing;
have the hearing; and Mayor and Council have an open meeting for second reading of
the Text Amendment as well as include this agenda item on the next City Council
agenda. Also, defer the vote until November 10, 2016. Mayor Buelterman closed the
public hearing. Deferred to November 10, 2016.
Consideration of Ordinances, Resolutions
First and Second Reading, Emergency Ordinance/Resolution. Mr. Hughes
stated due to time constraints, the City does not have the time that is ordinarily
involved in taking certain actions in particular, proceeding with RFP’s on expanding the
scope of debris removal contract to include stump grinding, and other items. The
proposed ordinance also addresses the suspension of fees for the period of 30 days.
The proposed Emergency Ordinance, 2016-01, is an emergency ordinance as permitted
under the Charter. Mr. Hughes stated a provision has been added from the version
included in the packet before them, in light of FEMA requesting the use of City space to
allow the City Manager to sign Intergovernmental Agreements within her discretion with
governmental agencies as might be appropriate during this process. Mayor Buelterman
asked Mr. Hughes the County’s status on debris removal. Mr. Hughes responded the
County is waiting to hear FEMA’s response as they have sent their written request. This
was initially rejected and a conference call followed requesting FEMA’s reconsideration.
Ms. Doyle recommended moving forward with this Emergency Ordinance and
commended Mr. Hughes for crafting the proposed ordinance. Monty Parks made a
motion to approve first and second reading. Barry Brown seconded. Vote was
unanimous, 6-0.
Council, Officials and City Attorney Considerations and Comments Wanda Doyle stated this is the second time this has been brought forwarded on a
Beach Task Force Agenda for a Recommendation for Facilities Application to
address litter. Ms. Doyle asked Ms. Schleicher and Mayor Buelterman if the Beach
Task Force is tasked with litter. Ms. Lewis, Beach Task Force, asked Ms. Doyle to
include a statement in the Facilities Application to deter the use of plastic straws. Mr.
Hughes responded that the Beach Task Force is created for the purpose of promoting
the health, safety, moral, convenience and general welfare of City and to provide
recommendations to Mayor and Council. Ms. Doyle stated Mr. Arnold was asked to
attend the most recent Beach Task Force meeting with speak with them regarding litter.
Mayor Buelterman to contact Cathy Sakas, BTF Chair.
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Julie Livingston made a motion to adjourn to Executive Session to discuss litigation,
real estate acquisition and personnel. Wanda Doyle seconded. Vote was unanimous,
6-0.
Julie Livingston made a motion to return to regular session. Wanda Doyle
seconded. Vote was unanimous, 6-0.
Julie Livingston made a motion to adjourn. Wanda Doyle seconded. Vote was
unanimous, 6-0.
Meeting adjourned at 9:45PM
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Special City Council Minutes 20161107
Mayor Buelterman called the Special City Council Meeting to order at 3:30PM, November 7,
2016.. Those present were Julie Livingston, Monty Parks, John Major, Wanda Doyle, Barry Brown and Bill Garbett. Also attending were Diane Schleicher, City Manager; Bubba Hughes,
City Attorney; and Janet LeViner, Clerk of Council.
City Manager Search Firm. Mayor Buelterman stated Mayor and Council have discussed
the process and asked for further comments. Ms. Doyle stated she has not communicated with
Mr. Barry and is awaiting further information and recommend this item be deferred until
November 10, 2016 agenda. Mr. Hughes stated the arrangement with Dean Bare, Stanton Chase, is identical to that of the search for Manager, Chatham County, as the fee being a
percentage, one third, of the first year’s cash salary. Ms. Schleicher recommended a cap be in
place. Mayor Buelterman would like a firm number prior to proceeding. Mr. Hughes confirmed.
Mayor Buelterman recommend deferring this item until November 10, 2016 and feels it is imperative to bring in a professional firm to search for a new City Manager. Mr. Garbett stated
he spoke with Mr. Barry and checked his references and found him very comparable. Ms.
Livingston agreed with Mayor Buelterman as this is one of the most important decisions Mayor and Council will make and needs to be a professional individual/firm and look at both options
and determine what is best for the community. No action. To be heard November 10,
2016.
John Major made a motion to adjourn. Julie Livingston seconded. Vote was unanimous, 6-
0.
Meeting adjourned at 3:40PM
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MAYOR Jason Buelterman
CITY COUNCIL Barry Brown, Mayor Pro Tem Wanda Doyle Bill Garbett
Julie Livingston John Major
Monty Parks
CITY OF TYBEE ISLAND
CITY MANAGER Diane Schleicher CLERK OF COUNCIL Janet LeViner
CITY ATTORNEY Edward M. Hughes
City Council Agenda Item Request
Agenda Item Requests must be submitted to the Clerk of Council by noon on Wednesday a week prior to the scheduled Council meeting. If this form is received after the deadline, the item will be listed on the
next scheduled agenda. There is a three minute limit for all visitors.
Council Meeting Date for Request: 11/10/2016
Item: TEXT AMENDMENT
Explanation: TO LAND DEVELOPMENT CODE TO AMEND SEC.3-080D TO CREATE A USE TABLE
WITH PARKING REQUIREMENTS AND ADJUST PARKING REQUIREMENTS. ADDITIONALLY TO
AMEND SEC. 2-010 DEFINITIONS TO ADD A DEFINITION OF SHOPPING CENTER.
Paper Work: YES Attached
Audio/Video Presentation*
• If applicable, a copy of the presentation / report must be submitted with this agenda request. • If applicable, audio / video presentations must be submitted to the IT department at City Hall at least 48 hours prior to the meeting.
• Request will be postponed if necessary information is not provided.
Submitted by: LISA L. SCHAAF
Phone / Email: LSCHAAF@CITYOFTYBEE.ORG
Date given to Clerk of Council 10/ 27/2016
P.O. Box 2749 – 403 Butler Avenue, Tybee Island, Georgia 31328-2749 (866) 786-4573 – FAX (866) 786-5737 www.cityoftybee.org
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PLANNING COMMISSION CITY MANAGER
Demery Bishop Diane Schleicher
Ron Bossick
Marianne Bramble COMMUNITY DEVELOPMENT DIRECTOR
Tina Gann George Shaw
John King
Charles Matlock CITY ATTORNEY
David McNaughton Edward M. Hughes
Planning Commission Meeting MINUTES
October 17, 2016
Vice Chair Bossick called the October 17, 2016 Tybee Island Planning Commission meeting to order. Commissioners
present were John King, David McNaughton, Tina Gann and Ron Bossick. Commissioners absent were Demery Bishop,
Charles Matlock and Marianne Bramble.
Consideration of Minutes: Vice Chair Bossick asked for consideration of September 19, 2016 meeting minutes. Commissioner McNaughton made a motion to approve the minutes, Commissioner Gann seconded and the vote to approve was unanimous. Disclosures/Recusal: Vice Chair Bossick asked if there were any disclosures or recusals, there were none.
Old Business:
Text Amendment-to the Land Development Code to amend Sec. 3-080D to create a use table with
parking requirements and adjust parking requirements. Additionally to amend Sec. 2-010 Definitions to
add a definition of shopping center:
Mr. Shaw stated he amended the previous ordinance to encompass what he believed to be all of the Planning
Commissions comments and changes. Commissioner McNaughton stated that his preference would be to wait
until everyone was present. Commissioner King asked Mr. Shaw if Gas Stations are treated as retail which he did not see listed. Mr. Shaw stated yes because a stand-alone Gas Station almost never exist anymore and that is why he did not put it in the list. He stated the two we have now are also convenience stores so they are treated as retail. Commissioner McNaughton stated in the Shopping center definition the last sentence is not needed. Mr. Shaw stated that he agrees and will strike that sentence. Commissioner McNaughton made a motion to continue for
consideration of changes until the November 14th Planning Commission meeting, Commissioner King seconded the
vote to continue was unanimous.
New Business: Text Amendment-to the Land Development Code to remove Sec. 4-050H- TBR transitional business-residential district and to amend Sec. 4-050F –C2 highway business district to allow for residential uses
by right and above commercial districts:
Mr. Shaw stated right now the City has a zoning district in the ordinance as TBR which is not on our zoning map, it
is described somewhat and as zoning administrator he was never comfortable with where it existed, and in his
opinion you can’t have a zoning district that is not on your map if you have something zoned that way. He stated this
is neither an overlay or a district itself it is an interpretation that he is not comfortable with so he would like to
remove the TBR and make the R2 uses by right in the C2. Commissioner McNaughton stated that he does not understand the second sentence at all. Mr. Shaw stated as an example a home occupation is allowed after special review in R2 so if they want a home occupation in C2 that would also require special review. Commissioner King
asked if the idea of this new one is that they would use the C2 or the R2 setbacks if it was a residential use. Mr. Shaw stated perhaps he should add that to be sure and that is an important point. Vice Chair Bossick asked if an
R2 comes in and it is in a C2 area will there have to be a buffer requirement. Mr. Shaw stated there is one in the C2
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and he thinks that does need to be stated. Commissioner McNaughton made a motion to continue until the
November 14th Planning Commission meeting, Commissioner Gann seconded the vote to continue was unanimous.
Variance and Special Review-consideration of request to place materials in a marsh. Marsh Hen Trail,
north side of Hwy 80/zone r2/pin 4-0024-02-036, 4-0024-02-034, 4-0023-01-001 and 4-0022-01-001:
Mr. Shaw stated this is a continuation of our bike route and will be an off road portion from Byers to the base of
Lazaretto Creek the Trail will stop at Battery Row until the Bridge is fixed, which will have a bike lane. This was
approved by Planning Commission and City Council a couple years ago and DNR also approved the Marsh Buffer their
approval is good for 5 years where ours is only good for a year and has since expired. That is why this if before you again. Commissioner Gann made a motion to approve, Commissioner McNaughton seconded and the vote to approve was unanimous. Commissioner McNaughton made the motion to adjourn and Commissioner King seconded, vote to adjourn
was unanimous.
Meeting adjourned 7:30pm
Lisa L. Schaaf
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PLANNING COMMISSION CITY MANAGER
Demery Bishop Diane Schleicher
Ron Bossick
Marianne Bramble COMMUNITY DEVELOPMENT DIRECTOR
Tina Gann George Shaw
John King
Charles Matlock CITY ATTORNEY
David McNaughton Edward M. Hughes
Planning Commission Meeting MINUTES September 19, 2016 – 7:00 p.m.
Chair Bishop called the September 19, 2016 Tybee Island Planning Commission meeting to order. Commissioners
present were Marianne Bramble, John King, Charles Matlock, David McNaughton and Ron Bossick.
Commissioner Gann was not present.
Consideration of Minutes: Chair Bishop asked for consideration of August 15, 2016 meeting minutes. Commissioner Bramble made a
motion to approve the minutes, Commissioner King seconded, and the vote to approve was unanimous.
Disclosures/Recusal: Chair Bishop asked if there were any disclosures or recusals, there were none.
Old Business:
Chair Bishop asked if there were any old business, there were none.
New Business:
Text Amendment – Section 3-080 – off street parking requirements: Mr. Shaw approached the commission and stated that City Council has expressed interest in changes to our C-2 parking requirements. The last time he went to City Council with Planning Commission’s recommendation of no changes, they decided to rethink this in another way. So he came up with a use table for all commercial properties that expands the number of uses, he said he tried to think of as many uses as he could, on a couple of items he
reduced the parking requirements from what it currently is. Commissioner Bossick stated that Sec. D page 3 were
it talks about commercial off street parking it doesn’t reference zoning only activity so does that mean any of those
homes on Laurel that are C-2 could open a surf shop without a review. Mr. Shaw stated yes, and it is his
understanding that all those homes on Laurel were offered the chance to not be commercial and they turned it down
so they should be aware that their neighbor could be a surf shop at any second. Planning Commission could put a
clause in there to require a review. Commissioner Bossick stated where it states commercial activity about
charging a fee for profit, does that mean short term rentals will fall into that category. Mr. Shaw stated that our
attorney Bubba Hughes opinion is because the transactions do not take place in the house that they are just
residences. Commissioner Matlock asked why the parking plan is marked out in D2. Mr. Shaw stated that he could put it back in. Commissioner McNaughton asked since this reduces parking can the current businesses under the current rule eliminate parking and add more space to the building. And he would like more definitions to what staff listed as businesses. Mr. Shaw answered yes they would be able to eliminate parking and add on. Commissioner Bramble stated this request is not in the proper line because in the next month we’re going to be
looking at rezoning two parcels in the commercial district. Mr. Shaw stated that was last month. The October
meeting will have a text amendment allowing residential in the C-2 and if that passes the rezoning you approved last
month would be withdrawn. Commissioner Bramble commented this should be tabled and brought back after text
amendment. Chair Bishop commended Mr. Shaw on answering questions that the Planning Commission has had
with this proposal. He also stated in D-1 of the proposal is that Owner or Lease. Mr. Shaw stated he is looking at
the use of the building. Chair Bishop asked if retail could be struck out of the description. And also the drive
through business needs some tweaking. Mr. Shaw stated yes that could be done and he agrees. Commissioner
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McNaughton asked what is the potential loss of public parking spaces. Mr. Shaw stated he was not sure but would
try to look into that. Chair Bishop stated that he
would like to see the changes that were raised tonight fixed and come back to them before they move forward with a
recommendation. Also there should be an applicable date added so current established businesses would not be able
to add on. Commissioner King stated that this proposal is a great start. Commissioner McNaughton made a
motion to continue till next month’s meeting with the answers to our questions. Commissioner Bramble seconded,
the vote to continue was unanimous.
Text Amendment – request to amendment to the soil erosion, sedimentation and pollution control – Article 15 – Section IV number 17: Mr. Shaw stated that recently the state changed their marsh buffer rules, they brought it back so they want us to
change our soil erosion, sedimentation and pollution control amendment which is a model ordinance that the state
sends down to everyone, to reflect the change. The change is under Section IV number 17 and that spells out the
buffer requirements under state law. And we also have a marsh buffer in our ordinance in another section of the Land
Development Code. Commissioner McNaughton asked if they had to made changes to Tybee’s code. Mr. Shaw
answered no Tybee uses the jurisdiction line to go off of. Commissioner Matlock made a motion to approve,
Commissioner Bramble seconded, the vote to approve was unanimous.
Mr. Shaw asked if the Planning Commission would like to change the November and December meetings to the third
week currently November is on the second week and December is on the third week. Commissioner Bossick
motioned to keep the November meeting on November 14th, and Commissioner McNaughton seconded, the vote
was unanimous. Chair Bishop stated that the five members that are here tonight do not have a problem with December 19th meeting date so that date will stay the same, so no vote was needed. Commissioner Bramble made the motion to adjourn and Commissioner King seconded, vote to adjourn was unanimous.
Adjourned 8:00pm
Lisa L. Schaaf
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1657756.1
ORDINANCE NO. 2016-31
AN ORDINANCE TO AMEND THE CODE OF ORDINANCES
FOR THE CITY OF TYBEE ISLAND, GEORGIA,
SO AS TO REPEAL ORDINANCE 2016-15-A AND TO
ESTABLISH IN ITS STEAD THE MASTER PLAN IMPLEMENTATION COMMITTEE IN LIEU OF THE COMMUNITEE RESOURCES COMMITTEE,
TO ESTABLISH AN EFFECTIVE DATE AND FOR OTHER PURPOSES
WHEREAS, the duly elected governing authority for the City of Tybee Island, Georgia,
is authorized under Article 9, Section 2, Paragraph 3 of the Constitution of the State of Georgia
to adopt reasonable ordinances to protect and improve the public health, safety, and welfare of
the citizens of Tybee Island, Georgia, and
WHEREAS, the duly elected governing authority for the City of Tybee Island, Georgia
(“City”), is the Mayor and Council thereof, and
WHEREAS, the governing authority desires to adopt ordinances under it police, zoning,
and home rule powers, and
WHEREAS, the City has previously passed an ordinance to add Section 2-265 to
establish a Community Resources Committee; and
WHEREAS, the City desires to abolish the Community Resources Committee, which has
become inactive and dormant and to create a City’s Master Plan Implementation Committee; and
WHEREAS, the City has secured a Carrying Capacity Report that is directly relevant to
future planning for growth and resources; and
WHEREAS, the City desires to establish the Master Plan Implementation Committee and
to codify the same at Section 2-265.
NOW, THEREFORE, It is hereby ordained by the Mayor and Council of the City
of Tybee Island that Section 2-265 shall be deleted with respect to references to the Community
Resources Committee and hereafter such section shall read as hereinafter provided.
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SECTION 1
The Code of Ordinances is hereby amended so that Section 2-265 shall be deleted with
respect to references to the Community Resources Committee and hereafter Section 2-265 shall
read as follows:
Section 2-265.
(a) Creation. Pursuant to Section 3.11 of the City Charter there is created a Master
Plan Implementation Committee (hereinafter the “Committee”) established by the Mayor and
Council. The provisions of Section 3.11 of the Charter are incorporated herein.
(b) Purpose. The Committee shall review the Master Plan and Carrying Capacity
Report and monitor progress on their implementation and recommend strategies and priorities for
implementation to the City in reports to the City Council. The Committee shall issue quarterly
reports or such other reports as might be requested by the Mayor and Council concerning
implementation of the Master Plan, the Carrying Capacity Report and improvements therein and
recommendations for the updated Master Plan to occur in five (5) years. Following the
completion of the updated Master Plan, the Committee may be terminated by the Mayor and
Council.
(c) Membership. The Committee shall consist of not less than seven (7) nor more
than fifteen (15) members to be appointed by the Mayor and Council by a majority vote. Such
appointees shall be selected on the basis of their knowledge and interest in creating and
conforming to the Master Plan and familiarity with the Carrying Capacity Report. Members of
the Committee shall serve five (5) year terms unless otherwise directed by the Mayor and
Council.
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(d) Functions and Duties. The Committee shall:
(1) Review the current Master Plan of the City, which is a long range plan,
and to report no less than quarterly to the Mayor and Council on the implementation thereof.
(2) Review the Carrying Capacity Report provided to the City and report, no
less than quarterly, on events or changes that have impacted the findings of the Carrying
Capacity Report or which are projected to impact the Carrying Capacity Report and findings
therein.
(3) Recommend strategies and priorities for implementation of the Master
Plan in the Committee reports to the City.
(4) Serve as a consultant body to the City through the Mayor and Council on
such issues as might be requested by the Mayor and Council.
(5) Assist with the preparation of the updated Master Plan at the next required
five (5) year interval.
(6) Perform other duties related to the above functions as may be directed by
the Mayor and Council or the City Manager.
(e) Administration. The Committee shall elect one of its members as chair and
one member as vice chair and may elect as its secretary one of its members.
(f) Rules of Procedure. The Committee may establish such rules, bylaws and/or
regulations not inconsistent with the City Charter, ordinances, or laws as the Committee deems
appropriate and necessary for the fulfillment of its duties or the conduct of its affairs. Copies of
such rules, bylaws and/or regulations shall be filed with the Clerk of Council.
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(g) Meetings. Meetings of the Committee shall be scheduled by the chair or the
membership and all meetings shall be conducted in compliance with the Georgia Open Meetings
Act and all records of the Committee shall be subject to the Georgia Open Records Law.
(h) Oath. Each member of this Committee shall take an oath of office before each
term of service as a member. The Mayor is to administer the oath. A written representation of
the oath is to be signed by the appointee and retained by the Clerk of Council as an official City
record. The oath shall be administered as follows:
I do solemnly (swear) (affirm) that I will faithfully perform the duties of a
member of the Master Plan Implementation Committee of the City of Tybee
Island and that I will support and defend the Charter thereof as well as the
Constitution and laws of the State of Georgia and of the United States of America.
SECTION 2
The sections, paragraphs, sentences, clauses and phrases of this ordinance are severable
and, if any phrase, clause, sentence, paragraph, or section of this ordinance shall be declared
illegal or invalid by the valid judgment or decree of any court of competent jurisdiction, such
illegality shall not affect any of the remaining phrases, clauses, sentences, paragraphs and
sections of this ordinance.
SECTION 3
All ordinances and parts of ordinances in conflict herewith are expressly repealed and
this is to specifically include the repeal of the ordinance establishing the Community Resources
Committee.
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SECTION 4
It is the intention of the governing body, and it is hereby ordained, that the provisions of
this ordinance shall become effective and be made a part of the Code of Ordinances, City of
Tybee Island, Georgia, and the sections of this ordinance may be renumbered to accomplish such
intention.
SECTION 5
This ordinance shall be effective upon its adoption by the Mayor and Council pursuant to
the ordinances of the City.
ADOPTED THIS DAY OF , 2016.
_____________________________________
MAYOR
ATTEST:
CLERK OF COUNCIL
FIRST READING: ______
SECOND READING: ______
ENACTED: ______
572.1/Ordin/Master Plan Implementation Committee 10.28.16
572.1/Ordin/2016-31 Rev 11.01.16
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PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES
FOR CITY MANAGER FOR TYBEE ISLAND, GA
Volume II: Appendices
Colin Baenziger & Associates
Project Manager and Contact Person:
Colin Baenziger (561) 707-3537
Colin Baenziger & Associates
2055 South Atlantic Avenue • Suite 504
Daytona Beach Shores, FL 32118
e-mail: Colin@cb-asso.com
Fax: (888) 635-2430
…Serving Our Clients with a Personal Touch…
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PROPOSAL TO BE THE CITY’S
EXECUTIVE RECRUITING FIRM
VOLUME II: APPENDICES
TABLE OF CONTENTS
PAGE
APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1
APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 APPENDIX C: SAMPLE CANDIDATE REPORT C-1
APPENDIX D: SAMPLE SURVEY D-1 APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, FL E-1
APPENDIX F: CB&A’S VETTING PROCESS FROM DALE MARTIN F-1
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Appendix A
Searches by
Colin Baenziger & Associate’ Staff
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Governmental Search Assignments
Performed by the Staff of Colin Baenziger & Associates
Current Searches
City Manager, Port St. Lucie, FL (population 174,100) Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900)
Economic Development Director, Concord, NH (population 42,444)
Community Development Director, Danville, VA (population 43,000)
Social Services Director, Roanoke, VA (population 98,465) Water and Gas Director, Danville, VA (population 43,000)
Completed Searches in 2016
City Manager, Cocoa Beach, FL (population 11,325)
City Manager, Covington, VA (population 5,802)
City Manager, Danville, VA (population 43,000)
City Manager, Ft. Myers, FL (population 68,190)
City Manager, Fort Smith, AR (population 87,650) City Manager, Gainesville, FL (population 117,000)
City Manager, Orange City, FL (population 10,942)
City Manager, Mountlake Terrace, WA (population 21,700)
City Manager, Norwich, CT (population 40,500)
City Manager, Prosser, WA (population 5,802) City Manager, Savannah, GA (population 142,800)
County Attorney, Clay County, FL (population 196,400)
City Attorney, Daytona Beach, FL (62,300)
City Attorney, Fort Pierce, FL (population 41,590)
City Attorney, Port St. Lucie, FL (population 174,100) Chief Administrator, El Paso County, TX (population 827,700)
Chief Operating Officer, Amelia Island Plantation Community Association (population 3,000)
Deputy City Manager, Danville, VA (43,000)
Deputy City Administrator, Dickinson, ND (population 22,300)
Deputy City Manager, Sammamish, WA (60,000) Finance Director, College Park, MD (population 32,256)
Finance Director, DeLand, FL (population 28,230)
Finance Director, Miramar, FL (population 130,300)
General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461)
Chief of Police, Mooresville, NC (population 35,300) Director of Administration – Public Safety, Ocean Reef Community Association (pop. 2,000)
Procurement Director, Collier County, FL (population 357,305)
Public Works Director, Aventura, FL (population 37,200)
Public Works Director, Sammamish, WA (60,000)
Utilities Director, Danville, VA (population 43,000)
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Governmental Search Assignments (continued)
Completed Searches Prior to 2016
City/Town/Village Manager/Administrator City Manager, Alachua, FL (population 6,200) in 2001
City Manager, Albany, GA (population 75,600) in 2011
City Manager, Ankeny, IA (population 45,600) in 2013
City Manager, Ashland, KY (population 21,000) in 2013 Village Manager, Bal Harbour, FL (population 3,300) in 2013 City Manager, Bartow, FL (population 16,000) in 2007
Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007
City Manager, Bellevue, WA (population 122,400) in 2014
Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Cape Canaveral, FL (population 10,200) in 2010
City Manager, Cape Coral, FL (population 154,300) in 2012
City Manager, Casselberry, FL (population 25,000), in 2005
City Manager, Chamblee, GA (population 17,000) in 2011
City Manager, Cocoa Beach, FL (population 11,200) in 2012 and 2015 City Administrator, Connell, WA (population 4,200) in 2014
City Manager, Cooper City, FL (population 32,000) in 2008
City Manager, Coral Gables. FL (population 43,000) in 2009
City Manager, Cottonwood Heights, UT (population 34,000) in 2004
Town Manager, Cutler Bay, FL (population 35,000) in 2006 City Manager, Dania Beach, FL (population 28,000) in 2009
City Manager, Daytona Beach, FL (population 65,000) in 2002
City Manager, Delray Beach, FL (population 64,100) in 2014
City Manager, Deltona, FL (population 83,000) in 2006 and 2008
City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Doral, FL (population 24,000), in 2004
City Manager, Doraville, GA (population 8,500) in 2013
Town Manager, Dundee, FL (population 3,000) in 2006 and 2009
City Manager, Ellensburg, WA (population 18,350) in 2014
City Manager, Elmira, NY (population 29,200) in 2014 Village Manager, Estero, FL (population 26,600) in 2015
Growth Management Director, Collier County, FL (population 328,000) in 2015
City Manager, Fayetteville, NC (population 208,000) in 2012
City Manager, Fernandina Beach, FL (population 11,000) in 2006 and 2015
City Manager, Fife, WA (population 8,700) in 2010 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008
City Manager, Fort Pierce, FL (population 41,900) in 2012
City Manager, Fruitland Park, FL (population 4,100) in 2013
Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005
City Manager, Greensboro, NC (population 259,000) in 2009
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Governmental Search Assignments (continued)
City/Town/Village Manager/Administrator (continued)
City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010
City Manager, Indianola, IA (population 15,108) in 2015
Town Manager, Juno Beach, FL (population 3,600) in 2005
Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003
Town Manager, Lantana, FL (population 9,600) in 2000
City Manager, Lake Worth, FL (population 37,000) in 2003 and 2007
City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 City Manager, Leesburg, FL (population 20,390) in 2013
City Manager, Madeira Beach, FL (population 12,300) in 2011
Town Manager, Mangonia Park, FL (population 1,400) in 2001
City Manager, Marathon, FL (population 11,500 in 2002 and 2004
City Manager, Marco Island, FL (population 15,000) in 2014 City Manager, Medina, WA (population 3,000) in 2013
City Manager, Melbourne, FL (population 72,500) in 2002 and 2012
City Manager, Miami Gardens, FL (population 101,000) in 2004
City Manager, Mill Creek, WA (18,828) in 2015
City Manager, Miramar, FL (population 122,000) in 2013 City Manager, Monroe, NC (population 33,500) in 2013
City Manager, Mount Dora, FL (population 12,000) in 2005
City Manager, Mount Pleasant, MI (population 26,000) in 2014
City Manager, Mountlake Terrace, WA (population 20,700) in 2014
City Manager, New Smyrna Beach, FL (population 23,000) in 2009 City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015
City Manager, North Miami, FL (population 62,000) in 2010 and 2014
Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005, 2007 and 2012
City Manager, North Port, FL (population 55,800) in 2011
City Manager, Oakland Park, FL (population 42,800) in 2014 City Manager, Ocala, FL (population 52,000) in 2008 and 2015
City Manager, Orange City, FL (population 10,000) in 2010
City Manager, Orange Park, FL (population 9,100) in 2010
City Manager, Oviedo, FL (population 33,000) in 2008
City Manager, Palm Bay, FL (current population 101,000) in 2002 and 2015 City Manager, Palm Coast, FL (population 71,000) in 2006
Village Manager, Palmetto Bay, FL (population 24,000) in 2003
City Manager, Panama City Beach, FL (population 12,018) in 2012
Village Manager, Pinecrest, FL (population 19,300) in 2011
City Manager, Pompano Beach, FL (population 101,000) in 2007
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Governmental Search Assignments (continued)
City/Town/Village Manager/Administrator (continued)
City Manager, Portland, ME (population 65,000) in 2011 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 96,000) in 2009
City Manager, Sarasota, FL (population 55,000) in 2012
City Manager, Satellite Beach, FL (population 10,100) in 2013
City Manager, Scottsdale, AZ (population 217,400) in 2013 in 2013 City Manager, Seminole, FL (population 17,800) in 2015 City Manager, Sequim, WA (population 6,700) in 2015
Town Manager, Sewall’s Point, FL (population 2,000) in 2006
Township Manager, Springettsbury Township, PA (population 26,700) in 2014 and 2016
City Manager, St. Pete Beach, FL (population 10,000) in 2014 City Manager, Stuart, FL (population 17,000) in 2006
City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011
City Manager, Sunrise, FL (population 84,400) in 2012
City Manager, Sunnyside, WA (population 15,860) in 2013
Town Manager, Surfside, FL (population 6,000) in 2014 City Manager, Tacoma, WA (population 200,000) in 2011
City Administrator, Tavares, FL (population 11,000) in 2006
City Manager, Titusville, FL (population 43,940) in 2014
City Manager, West Melbourne, FL (population 15,000) in 2009
City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Winchester, VA (population 26,000) in 2014
City Manager, Yakima, WA (population 91,000) in 2011 and 2012
County Administrator / Manager - Completed Searches
County Manager, Alachua County, FL (population 251,400) in 2014
County Manager, Baker County, FL (population 27,000) in 2006
County Administrator, Bay County, FL (population 158,000) in 2005
County Manager, Brevard County, FL (population 536,000) in 2009
County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clackamas County, OR (population 383,900) in 2013
County Administrator, Clay County, FL (population 160,000) in 2005 and 2011
Chief Administrator, El Paso County, TX (population 827,700) in 2014
County Administrator, Emmet County, MI (population 32,900) in 2014
County Manager, Flagler County, FL (population (83,000) in 2007 County Manager, Fulton County, GA, (partial search) in 2015 (population 894,300) in 2015
County Administrator, Hernando County, FL (population 172,800) in 2012
County Administrator, Highlands County, FL (population 98,000) in 2008
County Administrator, James City County, VA (population 69,000) in 2014
County Administrator, Martin County, FL (population 140,000) in 2005
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Governmental Search Assignments (continued)
County Administrator / Manager - Completed Searches (continued_
Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011 County Administrator, Monroe County, FL (population 80,000) in 2004
County Administrator, Nassau County, FL (population 60,000) in 2004
County Administrator, Okaloosa County, FL (population 183,500) in 2013
County Administrator, Okeechobee County, FL (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011
County Manager, Seminole County, FL (population 410,000) in 2006
County Administrator, St. Johns County, FL (population 162,000) in 2007
County Administrator, St. Lucie County, FL (population 284,000) in 2014 County Manager, Union County, NC (population 198,600) in 2010
County Administrator, York County, VA (population 66,269) in 2015
Completed Searches – Assistant/Deputy Managers
Assistant City Manager / Operations, Corpus Christi, TX (population 308,000) in 2013
Assistant City Manager / Utilities, Corpus Christi, TX (population 308,000) in 2014
Deputy City Manager for Community Building, Durham, NC (population 220,000) in 2009
Assistant Town Manager, Jupiter Island, FL (population 654) in 2010
Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant City Manager, Lake Worth, FL (population 37,000) in 2004
Assistant County Administrator, Martin County, FL (population 140,000) in 2006
Assistant City Manager, Tamarac, FL (population 55,500) in 2001
Assistant City Manager, West Palm Beach, FL (population 101,000) in 2004 and 2013
Completed Searches – City or County Attorneys
County Attorney, Fulton County, GA (population 996,319) in 2015
County Attorney, Prince William County, VA (population 438,580) in 2015
City Attorney, Roanoke, VA (population 96,000) in 2012 City Attorney, West Melbourne, FL (population 15,000) in 2008
Completed Searches – Community Development/Growth Management/Planning
Growth Management Director, Collier County, FL (population 328,000) in 2015 Director, Building and Development, Loudoun County, VA (population 336,900) in 2014
Community Development Director, Miami, FL (population 408,000) in 2008
Director of Planning, Building and Development, Roanoke, VA (population 96,000) in 2012
General Manager, North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008
Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Community Development Director, Tamarac, FL (population 55,500) in 2007
Growth Management Manager, Wellington, FL (population 55,000) in 2009
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Completed Searches – Economic Development / Redevelopment Executive Director, Camden County (GA) Joint Development Authority (pop. 51,400) in 2014
Economic Development Director, Collier County, FL (population 328,000) in 2012
Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009
Economic Development Director, Roanoke, VA (population 96,000) in 2012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 326,000) in 2010
Economic Development Director, St. Johns County, FL (population 162,000) in 2011
Completed Searches – Engineers City Engineer, Gulfport, MS (population 90,000) in 2008
Director/Engineering/Public Works /Utilities, Hallandale Beach, FL (population 39,000) 2013
Deputy County Engineer, Martin County, FL (population 140,000) in 2006
Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006
Staff Engineer, Wellington, FL (population 55,000) in 2009
Completed Searches – Facilities Management
Director, Performing Arts & Convention Center, Federal Way, WA (population 92.700) in 2015
Director, Landscaping, Weston, FL (population 65,300) in 2013
Completed Searches – Finance and Budget
Finance Director, Altus, OK (population 19,800) (background check) in 2012
Finance Director, Danville, VA (population 43,000) in 2014
Finance Director, Daytona Beach, FL (population 31,860) in 2012
Finance Director, Escambia County Housing Authority (population served: 302,700) in 2014
Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012
Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010
Finance Director, Lauderdale Lakes (population 32,000) in 1998
Finance Director, Miami, FL (population 408,000) in 2013
Treasurer, Miami, FL (population (408,000) in 2013 Finance Director, Oregon City, OR (population 31,860) in 2012
Finance Director, Roanoke, VA (population 99,000) in 2014
Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014
Budget Director, St. Petersburg, FL (population 248,000) in 2009
Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010
Finance Director, Surfside, FL (population 5,700) in 2012
Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009
Finance Director, West Palm Beach, FL (population 101,000) in 2007
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Completed Searches – Fire/EMS/Dispatch Fire Chief, Cape Coral, FL (population 154,300) in 2013
Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999
Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA, in 2013
Fire Chief, West Palm Beach, FL (population 101,000) in 2005 Completed Searches – General Services / Administration
General Services Director, Loudoun County, VA (population 349,700) in 2015
Completed Searches – Housing/Building
Building Official, Jupiter Island, FL (population 580) in 2005 and 2010
Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Jupiter Island, FL (population 580) in 2005 and 2011
Building Official, Miami Beach, FL (population 91,000) in 2005
Building Official, Sewall’s Point, FL (population 2,000) in 2006
Building Official, Tamarac (population 55,000) in 2008
Completed Searches – Human Resources
Human Resources Director, Boca Raton, FL (population 84,000) in 2006
Human Resources Director, Cape Coral, FL (population 154,300) in 2013 Director, Human Resources, Gainesville, FL (population 125,000) in 2014
Director of Personnel, Fulton County, GA (population 992,000) in 2010
Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015
Human Resources Office, Loudoun County, VA (population 326,000) in 2011
Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001
Director, Human Resources, Sunrise, FL (population 88,800) in 2015
Director, Human Resources, Roanoke, VA (population 99,000) in 2014
Personnel Director, Vero Beach, FL (population 17,900) in 2003
Human Resources Director, West Palm Beach, FL (101,900) in 2013 and 2014
Completed Searches – Health and Human Services
Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010
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Completed Searches – Information Technology
Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998
Information Services Director, Palm Beach County Tax Collector (population 1,300,000) in 2012
(partial search) Chief Information Officer, Weston, FL (population 65,300) in 2015
Completed Searches – Parks/Recreation/Libraries
Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,292,000) in 2015 Director, Parks and Recreation, Hobbs, NM (population (35,000) in 2014
District Manager, Holiday Park Recreation District (population 1,400) in 2007
Library Services Director, St. Johns County, FL (population 162,000) in 2007
Director, Parks and Recreation, West Palm Beach, FL (population 101,000) in 2006
Completed Searches – Police
Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) Police Chief, Farmington, NM (population 45,900) in 2014
Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial search)
Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search)
Police Chief, Sewall’s Point, FL (population 2,000) in 2007
Police Chief, St. Augustine Beach, FL (population 6,200) in 2012 Police Chief, Sunny Isles Beach, FL (population 17,000) in 2010
Completed Searches – Public Works
Public Works Director, Chandler, AZ (population 250,000) in 2007
Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004
Vice President, Public Works & Operations, Ocean Reef Community Association (population
2,000), Key Largo, FL, in 2001
Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL (pop. 17,000) in 2007
Assistant Public Works Director, Sumter County, FL (107,000) in 2015
Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008
Public Works Director, Tamarac, FL (population 55,500) in 2003
Solid Waste Director, Tampa, FL (population 335,700) in 2014 Director, Landscaping, Weston, FL (population 65,300) in 2013
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Completed Searches – Utilities Water Resources Director, Asheville, NC (population 87,200) in 2015
Utility Director, Danville, VA (population 43,000) in 2015
Power & Light Division Director, Danville, VA (population 43,000) in 2015
Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 Executive Director, Onslow Water & Sewer Authority (Jacksonville, NC) (pop. 160,000) in 2009
Executive Director, Sewerage and Water Board of New Orleans (population 369,000)
General Manager, Tampa Bay Water (population served 2,400,000) in 2008
Utilities Director, Lake Worth, FL (population 37,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012
Director, South Martin Regional Utilities (population 22,000) in 2013
Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008
Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 and 2013
Completed Searches – Work Force Management
Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches – Other
City Clerk, Lauderdale Lakes (population 32,000) in 1998
Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009
Executive Director, Lakewood Ranch Inter-District Authority (population 15,000) in 2011
Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL
(population 200,000) in 2003
Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV (population 14,000) in 2015
General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007
Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998
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Appendix B
Sample Brochure:
City Manager Search
Savannah, GA
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Appendix C
Sample Candidate Report
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Sample Candidate Report
[Note: The following materials are provided with the permission of the candidate.]
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TABLE OF CONTENTS
PAGE
RESUME 1
CB&A INTERVIEW 5
BACKGROUND CHECKS 11
REFERENCE NOTES 13
INTERNET SEARCH 28
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Christopher Morrill
Resume
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Christopher Morrill
CB&A Interview
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Education
Master of Public Administration, University of North Carolina Bachelor of Arts, College of the Holy Cross
Experience
Assistant City Manager, City of Savannah, GA 2001 – Present Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC 1999 – 2001
Research and Budget Director, City of Savannah, GA 1994 – 1999
Peace Corps Volunteer, Ukraine 1992 – 1994
City of Savannah, GA 1988 - 1992 Research and Budget Director (two years) and Senior Management Analyst (two years)
Senior Budget Analyst, Catawba County, NC 1986 – 1988
Downtown Project Manager, Lynn, MA 1984 – 1985
Background
The population of Savannah is 143,000 people. The City has 2,600 employees and Mr. Morrill
supervises 220. The total budget is $280 million while the general fund component is $180 million. The three most important issues that face Savannah:
Financial impact of the recession. Revenues have declined yet the demand for services
remains high;
Citizen engagement. Citizen participation in local government, and indeed awareness of what it is doing, has declined. Governments need to find new ways to engage and inform their residents; and
Balancing the economic development with environmental goals while maintaining a high
quality of life.
Interview Comments Mr. Morrill has been an Assistant City Manager for eight years in Savannah, GA. Although he
feels no need to leave his position, he sees the City Manager position in Roanoke as an opportunity
that he cannot pass up. Roanoke is a progressive community and has some of the same challenges Savannah has. He notes that over the past 20 years, Savannah has made many significant changes for the better and he wants to bring not just his skills, but what he has learned, to Roanoke. He
feels he can make a difference and help Roanoke become not just a better city but a better
community. From a personal point of view, it is also one of few cities Mr. Morrill would consider
moving to and living in. He enjoys the mountains and would be closer to family.
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On a day to day basis, Mr. Morrill’s management style is to promote collaboration. Teamwork
and unity is important. He empowers his staff to accomplish their goals but provides the guidance
to be successful. He is not a micromanager but gives his staff both the responsibility to get the job done but also the authority. Accountability is important as well. In times of crisis, Mr. Morrill will take full command and make the decisions that are necessary. He has a good understanding
of when it is appropriate to guide and when he must lead.
Employees who have worked with Mr. Morrill would say he is enjoyable to work with and is a good mentor. He guides his staff and helps them develop. As they set priorities together, he is there to give them the resources and support they need. They would also note that it is not just
business. He has a good sense of humor and attempts to make the workplace pleasant. Finally, he
feels it is important to celebrate their successes.
The elected officials would say Mr. Morrill is a strong leader. He is proactive, assesses problems quickly and resolves them. He is a good manager and a team player. With the downturn of the
economy, Mr. Morrill has taken more of a leadership role. Everyone recognizes that finance is
one of his specialties and they tend to lean towards him for advice. He closely monitors the budget
and keeps the elected officials well informed of the City’s financial status. Mr. Morrill’s greatest strength is in financial planning. He has a strong finance background and
is well experienced with budgets. In fact, he served as a resident advisor to the National Treasury
of South Africa for about two years. He knows how to build a strong management and financial
team. He enjoys learning, tackling new problems and resolving issues. He listens to people so he can understand their issues and learn from them. He is patient and sympathetic.
In terms of weakness, Mr. Morrill recognizes he focuses more on the big picture than the details.
To combat this, he surrounds himself with good people who are detail oriented. By doing this,
they help him see the details. It also allows him the freedom to pursue the projects and efforts that he and the City Manager feel will lead to improving Savannah.
Mr. Morrill’s biggest achievement has been a recent budgeting change in Savannah. Specifically
he introduced a new budgeting philosophy called Budgeting for Outcomes to the staff and the City
County. He had learned about the approach at a government finance conference in 2007 and thought it would be particularly appropriate in difficult financial times. The idea is to allocate funding to those services that are a priority to the residents instead of focusing on cuts in each
department. As such, the City focuses on funding the services with the greatest positive outcomes.
It took some effort but he has now educated the staff and Council. Everyone has embraced the
idea and last January the Council set the City’s seven priorities for the next year. Then teams were created to address the priority teams. In all it involved 70 employees from different departments
serving on seven teams. These teams have researched best practices from across the nation and
followed examples in Washington and Iowa where the same philosophy has been implemented.
They are ninety percent the way through the conversion. The result has been that they have found
ways to maintain the core services and reduce costs. The effort has also lead to an increased level of collaboration within the government and in sharing services.
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The teams will make a presentation to the Council on November 30th where they will report their
progress.
When asked about mistakes, Mr. Morrill spoke of an area just outside of downtown Savannah that
was to be developed as a public park and for some other uses. It was a great project that would
have had a very positive impact on the neighborhoods in the area. However, the City did not do
the leg work upfront to keep the neighborhoods apprised of the nature of the project nor the benefits
that would result from the project. As a result, the residents fought the project and it was cancelled. He learned the importance of involving the community early on in a project so they are informed,
supportive and can provide input to make the project better. The City missed an opportunity to
develop a great area because it assumed the community would support it. The central lesson was,
“Do not assume the community members will see and embrace the vision of a project if you do
not spend the time educating them.”
As the City has changed to Budgeting for Outcomes, it has provided a new way of measuring the
performance of the organization. They are able to compare their outcome with other cities across
America. Funding is provided to those services that have had clear outcomes of meeting priorities.
Mr. Morrill still monitors the individual performance of each employee. At the year’s beginning, he discusses their strengths and weaknesses with them and makes a plan to accomplish their goals
for the year. Their progress is checked periodically and another formal meeting is conducted at
midyear.
When asked about terminating employment, Mr. Morrill noted he has terminated the employment of several employees during his career. He tries to work with those who have performance issues
through coaching and mentoring. Sometimes no improvements can be made. The person is simply
in the wrong job from the point of view of skills or personality. It is hard to let people go under
these circumstances but it has to be done. Ideally you can find a position in the organization that
does suit the individual but that is not always a possibility. Those employees who misuse their privileges or break the law are very easy to let go. On one occasion he had to fire an individual in
the parks department who was misusing public funds.
Mr. Morrill sees the challenges facing the next Roanoke City Manager as:
• Encouraging economic development that is a good fit with the community;
• Finding ways to help the poor climb out of poverty rate;
• Working with the school board to improve the City’s schools;
• Working with the community to improve the neighborhoods; and
• Addressing code enforcement issues.
If given the opportunity to serve as the next Roanoke City Manager, Mr. Morrill would spend his
first six months doing the following:
• Examining City’s issues;
• Learning the history of the City and its neighborhoods;
• Listening to the Council Members’ goals and vision;
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" F a m i l i a r i z i n g h i m s e l f w i t h s t a f f s s t r e n g t h s a n d w e a k n e s s e s ; a n d
" A s s e s s i n g t h e C i t y s f i n a n c i a l p o s i t i o n . G e t t i n g a p r o p o s e d b u d g e t t o g e t h e r q u i c k l y f o r t h e 2 0 1 0 2 0 1 1 f i s c a l y e a r w i l l b e a p r i o r i t y .
M r . M o r r i l l f e e l s t h e n e w m a n a g e r m u s t b e o u t i n t h e c o m m u n i t y a n d t r a n s p a r e n t i f h e / s h e i s t o
e a r n t h e t r u s t o f t h e c o m m u n i t y . W h e n t h i n g s a r e w r o n g , o n e m u s t a c k n o w l e d g e t h a t . T h e y a l s o n e e d t o b e f i x e d w i t h o u t , t o t h e e x t e n t p o s s i b l e , a s s i g n i n g b l a m e . C i t i z e n s r e s p e c t h o n e s t y . A l s o , g o o d c i t i z e n e n g a g e m e n t h e l p s t h e r e s i d e n t s f e e l t h e y h a v e a v o i c e i n t h e c o m m u n i t y . M r . M o r r i l l
m e n t i o n e d a c i t i z e n s a c a d e m y t h a t S a v a n n a h o f f e r e d . I t w a s a n e i g h t w e e k c o u r s e t h a t f o c u s e d
o n t h e d i f f e r e n t d e p a r t m e n t s o f t h e c i t y g o v e r n m e n t . H e f e l t a f t e r t h i s p r o g r a m t h e c i t i z e n s h a d a
b e t t e r u n d e r s t a n d i n g a n d r e s p e c t f o r t h e c i t y g o v e r n m e n t . T h e y c o u l d s e e a l l t h e w o r k t h a t w e n t i n t o m a i n t a i n i n g t h e C i t y a n d t h e s e r v i c e t h e s t a f f r e n d e r e d i n t h e i r b e h a l f .
M r . M o r r i l l h a s a g o o d r e l a t i o n s h i p w i t h t h e m e d i a . I n h i s c u r r e n t p o s i t i o n a s A s s i s t a n t C i t y
M a n a g e r , h e i s n o t i n t h e m e d i a m u c h . H o w e v e r , w h e n n e e d e d , h e h a s s t e p p e d i n f o r t h e C i t y
M a n a g e r . H e h a s w o r k e d w i t h b o t h t e l e v i s i o n a n d p r i n t . H e u n d e r s t a n d s t h e m e d i a p l a y a n i m p o r t a n t r o l e . H e i s h o n e s t a n d s t r a i g h t f o r w a r d w i t h h i s a n s w e r s .
I n h i s l e i s u r e t i m e , M r . M o r r i l l e n j o y s b e i n g w i t h h i s f a m i l y , r e a d i n g , b i k i n g , h i k i n g a n d
s w i m m i n g . O n o c c a s i o n h e h a s b e e n a j u d g e a t s w i m m e e t s .
R e a s o n f o r W a n t i n g t o L e a v e C u r r e n t P o s i t i o n :
M r . M o r r i l l i s h a p p y w h e r e h e i s b u t w o u l d l i k e t h e o p p o r t u n i t y t o b e c o m e a C i t y M a n a g e r . H e i s
i n t h e p e a k y e a r s o f h i s c a r e e r a n d i s r e a d y t o l e a d a n o r g a n i z a t i o n . H e h a s h a d t h e o p p o r t u n i t y t o w o r k f o r a n d b e m e n t o r e d b y a n o u t s t a n d i n g C i t y M a n a g e r . H e h a s a l s o p a r t i c i p a t e d i n t h e r e b i r t h o f S a v a n n a h . H e w a n t s t o p u t w h a t h e h a s l e a r n e d i n t o p r a c t i c e i n R o a n o k e . H e j u s t f e e l s i t i s a
g r e a t c o m m u n i t y , a c o m m u n i t y t h a t h a s n o t r e a l i z e d i t s p o t e n t i a l a n d a c o m m u n i t y h e w a n t s t o l i v e
a n d w o r k i n .
M o s t R e c e n t B a s e S a l a r y
$ 1 5 0 , 0 0 0 b a s e s a l a r y
A d j e c t i v e s o r p h r a s e s M r . M o r r i l l u s e d t o d e s c r i b e h i m s e l f :
" E n j o y s w o r k i n g w i t h p e o p l e ,
" V i s i o n a r y ,
" P r o g r e s s i v e ,
" G o o d s e n s e o f h u m o r ,
" V a l u e s r e l a t i o n s h i p s , a n d
" B u i l d s c o n s e n s u s .
2 0 1 6 1 1 1 0 A m e n d e d C i t y C o u n c i l 2 P a c k e t P a g e 8 4 o f 2 1 3 2 0 1 6 1 1 0 9 / j r l
Interviewer’s Impressions
Energetic, experienced, competent, congenial, and straightforward. Intelligent and creative with a good sense of humor. Has an easy laugh and ready to be a City Manager.
Interviewed by:
Tiffany Gremmert Colin Baenziger & Associates
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Christopher Morrill
Background Checks
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Background Check Summary for
Christopher P. Morrill
Criminal Records Checks: Nationwide Criminal Records Search No Records Found
County
Chatham County, GA No Records Found Durham County, NC No Records Found
State
Georgia No Records Found
North Carolina No Records Found Civil Records Checks:
County
Chatham County, GA No Records Found Durham County, NC No Records Found
Federal
Georgia No Records Found
North Carolina No Records Found Motor Vehicle
Georgia No Records Found
Credit Excellent
Bankruptcy No Records Found
Education Confirmed
Employment Confirmed
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Christopher Morrill
Reference Notes
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Michael Brown, City Manager, City of Savannah, GA, (912) 658-3523
Mr. Brown hired Mr. Morrill in 1988. He recognized his strong skill set and wanted him to be a
part of his management team. When Mr. Morrill went overseas to perform international services, Mr. Brown thought so highly of him that he held positions open for him. He simply wanted him back and on his team.
Mr. Morrill is a very skilled manager and a remarkable person. He combines precise analytical
skills with an upbeat and optimistic personality. He is diplomatic with those he serves and considerate to their wants and needs. Mr. Morrill’s background makes him a strong candidate. He was in the Peace Corp for two years in Ukraine. He also spent time in Northern Ireland, Peru, and
South Africa with the Kellogg National Leadership Program. He wrote a local government finance
law for South Africa cities and modeled if after what local governments do in the United States.
Mr. Morrill has led many redevelopment projects in Savannah. The redevelopment of Ellis Square is a recent one and involved redeveloping one of Savannah’s squares that was first established in
the 1700’s. At some point, the square had been turned into a parking lot. Mr. Morrill noted that
the lease was expiring and suggested the City redevelop the area as community square. He took
the lead on the project and coordinated with developers and city groups. He also oversaw the financing of the project. The new community square is a huge success and is surrounded by shops and restaurants, and includes an underground parking structure.
Another project Mr. Morrill headed was Savannah River Landing, a fifty-four acre undeveloped
tract adjacent to the historic downtown. Mr. Morrill coordinated with the developers to include an expansion of the river walk, retail stores, two hotels, single family homes, restaurants, and office buildings. He was the manager of the public part of the project. He forecast the cost of the
necessary infrastructure, worked with the developers, rallied the support of the County and
schools, and also sold the tax allocation district proposal to the voters. The project is underway
and is much anticipated by the community. Mr. Morrill listens well and is able to identify the essence of what someone is trying to say. He is
a good communicator. He also is empathetic and patient. Often the City Council prefers to speak
with him rather than the City Manager. He is easier to talk to and knows how to hold his ground.
He is a good public speaker. He took a private sector speaker training course that monitored, criticized and improved his speaking skills. He is comfortable presenting.
Mr. Brown, as the City Manager, spends most of his time working with the Council to keep their
interests on track. They are often difficult and demanding. He is not able to do much of what he
used to do as City Manager. The Metro Police Department also demands much of his time and attention. As a result, he has turned over much of the day-to-day management of the City to Mr. Morrill. That includes projects, budgeting, pension plan changes, and policy initiatives. Although,
Mr. Morrill has not officially held the title of City Manager, in reality he has had more
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experience in urban city management than some City Managers in other cities. He has dealt with
a high poverty rate, a large area of public housing, and many inner city problems.
Mr. Morrill is an ICMA (International City/County Management Association) Credentialed Manager. Through the ICMA he worked with an area in Indonesia to develop their tourism and the historical preservation of the Sultan’s Water Palace Complex. This effort was to preserve and
restore 50 acres of historic land. He helped the City get grant funding to restore the area. He also
helped them write the first historical preservation ordinance. Along with the restoration of the
Water Palace, a beautiful shopping corridor was created. Working with the largely Muslim country of Indonesia has educated Mr. Morrill. He was able to associate with the U.S. Ambassador to Indonesia and experience governmental processes in another country.
Again, even though Mr. Morrill does not hold the official title of City Manager, he has the
experience and skill set to take this position. Mr. Brown highly recommended him although it would be a huge loss to him personally and to Savannah to have Mr. Morrill leave.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Strong family man,
• Diplomatic,
• Considerate,
• Articulate,
• Humble,
• Well traveled,
• Bright, and
• Optimistic.
Strengths: Analytical skills, financial ability and diverse experience.
Weaknesses: None identified.
Lise Sundrla – Executive Director, Savannah Development and Renewal Authority, Savannah,
GA – (912) 651-6973
Ms. Sundrla has known Mr. Morrill since 2001. They have worked as colleagues. The Savannah Development and Renewal Authority is not a city department. As a separate entity they have coordinated economic development in the downtown area of Savannah.
Mr. Morrill has been a critical component for much of the redevelopment in downtown Savannah.
He has engaged the City and partnered with other agencies. He was integral to the planning efforts of Ellis Square. This area had been a historical square but was developed into a parking lot. He spent several years cobbling together the funding to restore the area to its original purpose of a
public space. An underground parking lot was constructed along with several shops, restaurants
and businesses. He was a guide and a mentor to the developers and to
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the Renewal Authority on several issues and concerns regarding the project. He also spent many
hours working with the Council to gain its support.
Mr. Morrill created strategic goals to focus on revitalizing the Martin Luther King corridor, once a premier historical African American neighborhood bustling with life. The placement of an overpass on I-16 stunted the growth of the area and limited the access to other areas. He has
pressed for the overpass to be removed. By doing so, our lost street connections and nine acres of
developable land would be reclaimed. He has negotiated local option sales tax and capital
improvement dollars to fund the project. He coordinated the efforts of the City, the Renewal Authority and other private entities to stimulate the integral corridor. Already, a full size grocery store has opened in the area.
Another major project Mr. Morrill has orchestrated was Savannah Landing located in eastern
downtown Savannah. The area has been underdeveloped since 1909. He secured the funds and involved the necessary agencies. The development links and compliments the historic downtown area. It also opens up connections to six lost streets and expanded the river walk 2,000 feet. Public
squares were donated back to the City. Mr. Morrill petitioned for the first tax allocation to be used
to support the economic development of the area.
Oddly, when it is time to make a presentation to the City Council, the person who is best is Mr. Morrill. They often try to do things that are not in the best interest of the City. They rely on Mr.
Morrill to give them honest criticism and advice. He can speak on their level.
Ms. Sundrla trusts Mr. Morrill implicitly, which she considers a bold statement. She has approached him with personal and political issues. He has offered guidance and solutions to support her efforts. He is gifted with people. He respects others and in turn is well respected. He
has excellent communication skills and is an attentive listener.
Mr. Morrill would be a fine choice for City Manager. He is well qualified. He has the skills and the character to lead.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Reliable partner,
• Thorough planner,
• Engaging,
• Mentor,
• Respected, and
• Gifted with people.
Strengths: Team building, vision, people skills, and communication skills.
Weaknesses: None identified.
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Lester B. Johnson III – Assistant City Attorney, City of Savannah, GA – (912) 238-5100
Mr. Johnson has known Mr. Morrill since 2001. Mr. Morrill has a fine personality and a calm
demeanor. He has a good rapport with the citizens of Savannah. He also has a good working relationship with his staff and with the elected officials.
Mr. Morrill oversees the financial and budget concerns. He keeps a meticulous budget. One of
the results is that the City has not needed to use any of its reserves since Mr. Morrill became the
Assistant City Manager. As another of his responsibilities, he oversees the Recorder’s Court. He makes sure the Court is making more money than the operating budget. He has worked closely with Mr. Johnson to find ways for the Court and the Judge to be more efficient.
Mr. Morrill also oversees all problems with ordinance violations. One of the trickier situations
involved the some wealthy and very powerful residents of an historic district and the Savannah College of Art and Design. The neighbors were not happy about having the School in their neighborhood and complained it violated the parking ordinance. The ordinance required that a
certain number of off street parking spaces per building were required if the building was to be
used and the school did not have enough spaces. Mr. Morrill investigated every building in the
area and the school was not the only building without enough parking spaces. To preserve the historic district, satellite parking lots were developed. Students were shuttled from them to the school buildings. Mr. Morrill communicated frequently with the neighbors and calmed their
concerns. He demonstrated to them the financial importance the school to the City and how it
brought millions of dollars to the community every year. He showed them that it was vital that
they worked together. He was a good mediator between these two strong willed entities and was able to find a reasonable compromise.
Mr. Morrill is well respected by the public. He often speaks in town meetings regarding the
financial state of projects. A major project was underway to solve the City’s drainage issues. He
spoke often in the town meetings explaining the project’s finances. Many citizens were concerned the funds would run out before it was completed. Mr. Morrill explained in clear terms the financial condition of the project and the status of the contingency funds. He responded well to the large
crowd, spoke in simple terms and reassured them that the money was there to complete the effort.
Mr. Morrill is designated to take over the City Manager’s position when he is absent. He is also on call for every Council meeting to answer any questions or provide any financial information.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Strong family man,
• Competent individual,
• Calm demeanor,
• Good rapport with others,
• Easy personality, and
• Responsible.
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Strengths: Financial skills, problem solving skills, and building relationships.
Weaknesses: None identified. Kenneth Sadler – Former Alderman, City of Savannah, GA (912) 661-0484
Mr. Sadler has known Mr. Morrill since 2000. Mr. Sadler was an Alderman for four years.
Mr. Morrill is bright and well educated. Even though finance had been his primary background, he has developed skills in other fields through his position as Assistant City Manager. He is a
good leader and provides strength to his staff. Many of them lean on his expertise and ask for his
advice. He mentors his staff and helps them grow.
Mr. Morrill’s primary skills are in finance and planning. He knows how to maintain the long term financial health of the City and has helped it weather the financial downturn. He did so through
sound financial practices and thorough planning. He actually anticipated the financial problems
and adequately prepared the City for them. He understands how to spend money responsibly and
which services are capable of producing revenue. Mr. Morrill has a good relationship with each member of Council. He is responsive to their
requests. They are willing to delegate to him because he follows up on projects and keeps them
informed. He is straightforward and easy to talk to. Frequently Mr. Morrill has been easier to
contact and work with than the City Manager. Mr. Morrill focuses on people. Whether it is a Councilman or a citizen of the community, he will
take time to listen to the issues they raise and look for a solution. He has an optimistic demeanor
that puts people at ease. He has a good grasp of city issues and a sensitivity to their importance.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Smart,
• Capable,
• Good planner,
• Strong financial background,
• Understands communities, and
• Relates well with people.
Strengths: Organization skills and financial background.
Weaknesses: None identified
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Carol Bell – Central Services Director, City of Savannah, GA (912) 651-6401
Ms. Bell has known Mr. Morrill since 1994. They were colleagues when he was Budget Director and she now reports directly to him in his position as the Assistant City Manager.
Mr. Morrill is a dedicated public servant. He focuses on serving the people and is often a voice
for the underprivileged. He volunteers his time to support agencies which help needy citizens.
The City has benefited from his strong financial background. He has improved the financial operations by utilizing his analytical skills and thinking beyond the norm. Mr. Morrill is a member of the Government Finance Officers Association (GFOA), has written finance articles and taught
classes for the Association.
Mr. Morrill is people oriented. He develops good relationships with entities outside the city government. He makes time to speak with residents and is well respected by them. He is an excellent communicator who can take technically complex issues and easily explain them to the
common citizen.
Mr. Morrill has been a fantastic liaison between the City and the County helping facilitate the merger of police departments. Both agencies had their own police departments and had been policing much of the same territory which was not very cost efficient. In 2003, it was decided to
formally merge the departments within a year. The merger was complex and Mr. Morrill was a
major factor in its success. He focused on the commonalities and the benefits this partnership
would provide for the citizens. The two separate departments combined to become the Savannah-Chatham Metropolitan Police in 2005.
Mr. Morrill is team oriented. He has been able to break down barriers, form unlikely partnerships
and is creative. An example is a budgeting strategy he introduced to the City called Budgeting for
Outcomes. Each department’s budget is evaluated and projections are made based on priorities and results. Priorities were established by Council and Mr. Morrill then created seven results teams. Each team consisted of a broad base of global thinkers along with an expert member. For
instance, the public safety team might have a member of the Fire Department or Police Department
as an expert member. However, the team could also have members from Parks and Recreation, or
Social Services. The result has been to bring the departments and their staff members together to accomplish the common goal of cutting costs and carrying out the elected officials’ goals.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Analytical,
• Encouraging,
• An advocate for the underprivileged,
• Involved,
• Experienced, and
• Knowledgeable.
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Strengths: Dedication to serving the public. Strong background and experience in local
government. Excellent people skills.
Weaknesses: None identified.
Jim Burgess - Mayor, City of Social Circle, GA (770) 464-3366
Mr. Burgess has known Mr. Morrill since 1996. He works as a lobbyist for the City of Savannah
and is also the Mayor of a small town in Georgia.
As Mr. Burgess lobbies on behalf of Savannah to State Legislature, he relies on Mr. Morrill to
provide him with pertinent financial information. Mr. Morrill gives him impact research and
analysis reports related to specific pieces of legislation. He creates slides, charts, and graphs for
Mr. Burgess to present to the State. He is quick to respond to Mr. Burgess’ needs and provides
him with thorough information.
Mr. Morrill is bright and well educated. His staff members have a high regard for him and value
his high morals. He has strong people skills and is not overbearing. He is very easy to work with
because of his first-rate personality.
Mr. Morrill has a good relationship with the governing body. He is very astute about political
relationships. They may often disagree, but Mr. Morrill knows when to push and when he must
submit. The Council can sometimes be more involved in day to day operations than they should.
Mr. Morrill has successfully managed working with this group of individuals.
Mr. Morrill has worked on several successful projects in the community. He focused on cleaning
up certain rundown areas and providing renewal in low income communities. One downtown
renewal project included a parking facility, the expansion of the river walk, and added retail space.
His financial acumen has been a big asset in making these projects successful.
Mr. Morrill has worked under a superb City Manager. He has been fully exposed to his skills and
learned much from emulating them. He has academic training and has managed a diverse city.
Advancing to City Manager would be an ideal step for him, and the timing is right.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Good personality,
• Strong academically,
• Not overbearing,
• High morals,
• Bright, and
• Quick to respond.
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Strengths: People skills.
Weaknesses: None identified.
Dick Evans - CFO, City of Savannah, GA (912) 651-6440
Mr. Evans has known Mr. Morrill since 2001. They have worked together monitoring the finances
of the City. Mr. Morrill has a strong background in budgeting and knows how to balance a budget.
He is very precise and concerned with numbers.
Mr. Morrill is very good at keeping others informed. He is open, clear, and direct in his
communications. He knows how to word financial reports in ways that are understandable to
anyone. He is a good consensus builder. He welcomes the input of his staff, keeps them informed,.
He then creates the appropriate solution to the problem.
Mr. Morrill pitched the idea of a new budgeting process to the City. It is called Budgeting for
Outcomes. He authored this process of establishing priorities first, then budgeting to finance the
services which address those priorities. This new process has had the added bonus of organizing
all departments to work toward a common goal.
Mr. Morrill developed good relationships with other entities outside the city government including
the Chamber of Commerce, the historic community, developers, and other organizations. He
represents the City well and has high standards.
Mr. Morrill would make a very good City Manager.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Methodical,
• Personable,
• Analytical,
• Technically strong,
• Competent, and
• Works well with people.
Strengths: Financial skills.
Weaknesses: None identified.
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Chris Miller – Creative Economy Consultant, Savannah, GA (912) 484-7192
Mr. Miller is a resident of Savannah and an entrepreneur. He has known Mr. Morrill since 2001. Mr. Morrill has proven a tremendous support and vital contact for Mr. Miller. He helps facilitate Mr. Miller’s efforts by being accessible and getting involved in his projects. Mr. Morrill returns
calls and follows up. He is open to new ideas and is supportive whenever he feels it will benefit
the community. He focuses on results, not on politics. He takes on a role beyond simply handling
the paperwork. He sees the whole community as a team. He uses his influence in the government to help outside projects succeed, projects that benefit the community. He understands that, if he helps outside agencies better the community then the pressure on the City to provide these services
or changes will lessen or, alternatively, there will be more money to ay for the services.
Mr. Morrill is very patient. He has a pleasant approach to handling difficult situations. Whenever issues become politically charged, he is able to calm the waters, allowing the real issues to become clear. He listens willingly and is open to reconsideration of any preconceived ideas. His goal is
to align the community so it can be the best it can be.
At times, Mr. Morrill has had to work with people who do not have the best interests of the City in mind. The options in dealing with such people are either: refuse to work with them, or work with them and realign their interests. Mr. Morrill has been a very positive influence and has a
talent for turning negative intent into positive results.
As an example, the Savannah River landing is a 100 million dollar project proposed for the development of 54 acres in the downtown area. The developer had planned to create a gated community of single family homes. Mr. Morrill recognized the importance of developing this
area. However, he did not feel a gated community would adhere to the historical sense of the area,
nor would it be the best use of the land. He was able to convince the developer to make changes
which would benefit them and the City. The project now consists of a 5-star hotel and spa, several luxury condominium towers, 17 single family riverfront homes, 11 blocks of single family town homes, retail stores, restaurants, art galleries and office buildings. Also, the public squares were
donated back to the City. Both the developers and the City will greatly benefit from this project,
which is currently under construction.
Mr. Miller knows of a major developer out of Atlanta who has taken a special interest in Savannah. He expressed to Mr. Miller that he has chosen Savannah primarily because Mr. Morrill has always
been willing to talk to him about his investments. He returns his calls and helps him solve his
problems. Encouraged by his interactions with Mr. Morrill, the gentleman will keep investing in
the region. Mr. Morrill deserves the opportunity to move up from his current position as an Assistant City
Manager. He needs the freedom to bring about good things. It will be a large loss for the City of
Savannah if he is chosen by another municipality, but he will make an excellent City Manager.
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Adjectives or Phrases Used to Describe Mr. Morrill:
• Knowledgeable,
• Resourceful,
• Efficient,
• Possessing integrity,
• Professional, and
• Timely.
Strengths: Ability to work with outside agencies and create cohesion.
Weaknesses: None identified.
Beth Robinson, Human Resources Director, City of Savannah, GA, (912) 651-6925
Ms. Robinson has worked with Mr. Morrill since 1995 and reports directly to him.
Mr. Morrill’s strength is in finance. He is well respected and has been nationally recognized for
his work by the Government Finance Officers Association (GFOA). He has also been a member
of various committees in the financial community. Although finance is his specialty, he has shown
himself able to learn skills in many areas and to contribute in those areas.
Mr. Morrill is a team player. Rather than receive all the credit, he wants to see his whole team be
praised for their efforts. He values his staff and their talents. As a manager he knows how to help
redirect those who are not team players so they learn to collaborate. He is sincere, concerned, and
involved. He is a visionary. He can see where the City needs to go and how to get there.
One of the most significant changes Mr. Morrill has made is called Budgeting for Outcomes. He
has been the driving force and visionary behind this new method of doing business. It has taught
the City to look at its services form the citizens’ perspective and understand what services they
value. Mr. Morrill has also set up the priority teams. He chose individuals whose vision went beyond their immediate area. He was very successful in identifying their strengths and values. He
ensured the teams were a truly representative of all citizens: young and old, male and female,
African American and Caucasian. The new budgeting process helped bridge a 15 million dollar
shortfall.
Customer service is important to Mr. Morrill. He focuses his team’s efforts on providing good
service and lives up to that expectation himself. He does not use his position as Assistant City
Manager to avoid serving individuals. He takes time to speak with citizens and to help them. He
does not like conflict, but knows how to deal with it. He handles problems head on.
Mr. Morrill is a good presenter. He is comfortable in front of employees, citizens, and the Board.
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Adjectives or Phrases Used to Describe Mr. Morrill:
• Sincere,
• Involved in the community,
• Professional,
• Articulate,
• Genuine, and
• Earnest.
Strengths: Team building, vision, and good management skills.
Weaknesses: None identified.
Jenny Payne, Management Services Coordinator, City of Savannah, GA, (912) 651-6420
Ms. Payne has known Mr. Morrill since 2005. She reports directly to him. He has been a strong leader and is the heart of the organization. He allows his employees to grow without boundaries.
He trusts them and encourages them to do their work. He creates an environment in which the
staff want to work hard for him and produce their best work. He is a very qualified individual and
often acts as the City Manager when that person is absent.
When making a decision Mr. Morrill collaborates with his team to make the best decision for the
community. The results may not always be successful based on some traditional measures of
achievement, but they do represent the best interests of the whole community. That is his focus.
The City Council respects Mr. Morrill. They seem to respond to him better than they do the City Manager. Mr. Morrill speaks to each of them using their proper title. He understands they are the
most important decision making body in the community so he addresses them professionally and
with respect.
Mr. Morrill is very responsive. He quickly returns phone calls. He spends time with residents, often listening to their issues when the problem could possibly be handled by someone else. He
is sensitive and in tune. When holding a discussion with someone, he will get up away from his
desk to sit at a table, without his phone or Blackberry, so they can talk without distractions.
Mr. Morrill often plays the role of mediator. In one instance, some time ago, the Economic Development Authority was having an awards ceremony in a public place. Savannah Gay Pride
group was also in the area handing out flyers. Police who were monitoring the ceremony asked
the group to leave. Mr. Morrill was called regarding the situation. Although the Police Chief
should have been the one to handle the situation, Mr. Morrill understood the political sensitivity
needed. He met with the group and the Police Chief to explain and monitor the discussion. He helped the group understand that the police would have asked any group to leave the venue had
the situation been reversed. The request of the Police was meant as an attack against their
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specific group. He was successful in calming this group. He even arranged for the Economic
Development Authority to follow up with the group and express its regrets.
As explained in earlier references, Ms. Payne mentioned his implementation of Budgeting for Outcomes. This new program has led to collaboration across departments. Another project Mr. Morrill facilitated was a 54 acre development of land adjacent to the historical downtown district.
As also previously noted, the owners of the land had wanted to create a gated community. Mr.
Morrill was able to convince them that sort of development would not be the best use of the
property or nor would it be fit well with the historic downtown area. Together they came up with a plan to develop the area for mixed use, including single family homes, the extension of the river walk, retail spaces, and public squares. A tax allocation district was created, and forty percent of
the land was donated back to the community. The owners of the property are very happy with the
plan and how it will best meet the needs of the community. The project is in development now.
The Master Planning for this project received the 2009 Charter Award from the Congress of New Urbanism and the 2009 Excellence in Government Finance Award from the Government Finance Officers Association of the United States and Canada.
Mr. Morrill has been the Chair for the Leadership Savannah Board of Directors since 2007.
Leadership Savannah is an organization that sponsors community leadership, networking, and training. Each year a group of thirty people is selected to participate through an application
process. The group reflects the diversity of the community and consists of people from every
sector. Mr. Morrill is well respected in this arena. He makes it a priority to participate in their
events.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Leader,
• Encouraging,
• Team player,
• Genuine,
• In tune with people, and
• The heart of the organization.
Strengths: Leadership skills and people skills.
Weaknesses: None identified.
Robert “Bob” Bartolotta, City Manager, City of Sarasota, FL, (941) 954-4109
Mr. Bartolotta has known Mr. Morrill since 1989. He was the Assistant City Manager in Savannah
when Mr. Morrill was the Senior Management Analyst to his office.
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The City has greatly benefited from Mr. Morrill’s financial skills. He negotiated a Local Options
Sales Tax shares for Savannah along with those of Chatham County, and six other municipalities.
He has devised employee incentives measured by productivity, and authored a bonus plan. He is an excellent writer and has published several articles regarding finance. He is a dedicated worker.
Mr. Morrill knows how to simplify complex issues. He can diffuse a heated situation through his
patience and calm demeanor. He has a strong moral compass and stands firm in what he believes.
He is an advocate for customer service. He has provided training to his staff in customer service. He listens to citizens’ complaints and will work with them to solve their problem. He follows up with each citizen to check on the progress of the solution.
Mr. Morrill’s communication skills are excellent. He is very talented at talking people through
issues and building consensus. He has a excellent vision of the big picture and how to coordinate the efforts of his team.
Mr. Morrill is well prepared to be a City Manager. He manages eleven department heads including
Budget, Audit, and Information Systems. He interacts with the Council every day and is well
respected by them. He has excellent people skills. Adjectives or Phrases Used to Describe Mr. Morrill:
• Visionary,
• Consensus builder,
• Focused on people,
• Hard worker,
• Ethical, and
• Excellent writer.
Strengths: Diplomatic skills, people skills, vision, and customer service oriented.
Weaknesses: None identified.
Gregg Schroeder, President, United Way, Savannah, GA, (912) 308-3810
Mr. Schroeder has known Mr. Morrill since 2002. Mr. Morrill is an active member of the United
Way Board of Directors. He is very enjoyable to work with because he has a genuine personality.
Mr. Morrill has been a good partner to the United Way. He has been a key player in the success
of several projects. One such project involved addressing the need for quality early childhood
education. Savannah has a high drop out rate. To combat the problem, the United Way wanted to
create a positive educational path for young children through use of a child care center.
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The community did not have one. United Way teamed up with a local construction equipment
company, JCB Inc. to develop a nationally accredited child care center. Mr. Morrill joined with
them as a City representative. JCB and United Way provided the funding for the project, and the
City provided the infrastructure for the center. Mr. Morrill shared the same vision as the United Way and used his resources and talents to bring their projects to successful completion.
Mr. Morrill is a key person in the city government. Often staff or citizens will approach him rather
than the City Manager. He takes anyone’s call and listens sincerely. He is very likable and easy
to work with. He has masterminded the financial stability of the City. His implementation of the Budgeting for Outcomes method has been a great success.
In town hall meetings, Mr. Morrill is very good on his feet. He treats others with dignity and
respect. He patiently listens to their complaints. Even when Mr. Morrill has to bring bad news to
neighborhood associations, he is able to explain the reasons in a manner that helps them understand. He has good rapport with the general public because he responds to their needs.
Mr. Morrill is experienced and well qualified to be a City manager. He is a hard worker and a
positive person to be around.
Adjectives or Phrases Used to Describe Mr. Morrill:
• Thorough,
• Accomplished,
• Outcomes focused,
• People oriented,
• Optimistic, and
• Realistic.
Strengths: Team player, vision and dedication to serving the community.
Weaknesses: None identified.
Prepared by: Tiffany Gremmert
Colin Baenziger & Associates
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Christopher Morrill
Internet Research
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Savannah Morning News (GA) November 6, 2009
ENMARK, CITY TO TRY FOR COMPROMISE Author: LESLEY CONN
A rezoning request for a planned Enmark station is being delayed two weeks so city officials and Enmark representatives can try to develop a compromise to appease residents dead-set against the station. Poplar Place residents are worried the rezoning will allow Enmark to build a convenience
store and pumps at White Bluff Road and Hampstead Avenue, which will further push commercial
development into their residential neighborhood.
Several City Council members at Thursday's meeting expressed their support for Enmark, which has promised to build a store that would use subdued colors, low signage and other design elements
to better blend with the residential neighborhood. Alderwoman Edna Jackson said she disagreed
with City Manager Michael Brown's initial recommendation to deny the rezoning. "That corner
has been an eyesore for years," she said. "Anything would be better." Aldermen Tony Thomas, Van Johnson and Jeff Felser concurred. As council members debated
the rezoning, Alderman Clifton Jones repeated and expanded on an allegation from one of the
residents. He stated that Ben Farmer, a local real estate agent and member of the Metropolitan
Planning Organization, had an agent who had sold the property to Enmark. Alderman Van Johnson called the allegation "very unsettling," and Mayor Otis Johnson directed city staff to investigate the claim. He was uncomfortable that the statement had been made publicly, he said, and said if
found untrue, it would be corrected publicly.
Farmer, reached after the meeting, said the claim was untrue. He once had a listing on the property, but it expired with no sale. "We had nothing to do with that transaction. If I had I would have disclosed it." Farmer and Jones spoke late Thursday, and the alderman said he will issue a public
apology. "I'm prepared to do that at our next meeting," Jones said.
In other action, the council: - Did a first read on a revised, proposed ordinance that would require mandatory alcohol server
training, registration and permitting. The council had been struggling with how broad the
ordinance should be, and after discussion determined it would not expand the requirement to
include all hotels, restaurants and other businesses that serve alcohol. Most of the problems with underage drinking center in nightclubs, they agreed, so other establishments would only be forced to comply if they were cited for alcohol-related issues.
- Because of lower sales tax revenues, the city is anticipating receiving $33 million less in special
purpose local option sales tax money, which helps fund projects like the Forsyth fort renovation, drainage projects, park improvements and similar work, Assistant City Manager Chris Morrill told council during its workshop.
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The city had been expecting $160 million, but more likely will receive about $130 million. That
will require reviewing the city's list of projects and delaying some of them, Morrill said. Council members did a preliminary review of dozens of projects, but will do a more detailed review of projects at its upcoming budget retreat, which is scheduled for Nov. 30.
Morrill also showed council that because of lower revenues, the city is reducing by several million
dollars the amount of money it sets aside in its general fund for capital improvements. From 2006 to 2008, the city spent about $5 million. This year, it set aside no money in the fund, and for 2010, plans to set aside $1.6 million. Because of the reduction in funds, the city will concentrate only on
needed maintenance projects with those monies.
- The council got an overview of the proposed Historic District Ordinance. Once passed, it will provide specific guidelines for building height, design standards and the approval process for new structures in the district. Brown called the public input and review process "one of the most
exhausting" the city has undertaken.
Council will consider the ordinance on first reading at its Nov. 19 meeting.
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Savannah Morning News (GA) September 25, 2009
BEST, WORST OF TIMES
LOCAL ECONOMY 'RIGHT IN SYNC' WITH REST OF STATE, NATION
Author: ARLINDA SMITH BROADY Economic growth in the Savannah Metropolitan Statistical Area, which includes Chatham, Bryan
and Effingham counties, significantly slowed in 2008, according to data released Thursday by the
U.S. Department of Commerce's Bureau of Economic Analysis.
Out of 366 metropolitan areas, Savannah ranked 144 with a Gross Domestic Product growth rate of 0.2 percent. "These statistics suggest that the Savannah area profile is right in sync with the rest
of the state and the nation," said Jeffrey Humphreys, director of the University of Georgia's Selig
Center for Economic Growth. "This recession was really tough on the entire region, and recovery
will be slow." The slowdown in economic growth didn't just affect this region, data showed. About 60 percent of
metropolitan areas saw economic growth slow down or reverse. Real Gross Domestic Product
growth slowed in 220 of the nation's 366 metropolitan statistical areas last year, from 2 percent in
2007 to 0.8 percent in 2008. Downturns in construction, manufacturing, finance and insurance restrained growth in many
metropolitan areas, including Savannah, with government spending showing the most growth.
"No one was really surprised by the data," said Chris Morrill, Savannah assistant city manager. "We knew the recession hit us harder and later than a lot of areas." And although it's down from previous years, the city is doing better than the state as a whole, which saw slightly negative growth
at -0.6 percent. "We're investing our very limited resources in economic growth and quality of
life," Morrill said, "and what's a more important quality of life issue than jobs?"
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Business in Savannah (GA) September 16, 2009
CITY PROJECTS WOULD HELP DOWNTOWN MERCHANTS
Author: ARLINDA SMITH BROADY
During a meeting of the Downtown Business Association last week, Savannah Assistant City Manager Chris Morrill outlined developments designed to help the association's members and
others. The first step in unifying economic development efforts was to unify the city logos,
Morrill said. So the city commissioned a new logo based on the city squares. "It's uniquely
Savannah, and it ties all the departments together," Morrill said. Another important step, he said, was to grow population. So the city annexed enough land to increase its area by 40 percent. "We were losing population for the past 30 years," Morrill said. He compared Savannah's fate to
Detroit, where residents moved to the suburbs, causing the city to raise taxes to fight crime and
urban blight.
Now, several plans are in the works, including developments around Ellis Square and the fort under construction in Forsyth Park. The Whitaker Street Garage, which lies beneath the square,
has been in use since October 2008. To break even for operations and debt service, the garage
must make $1.3 million this year, said Sean Brandon, director of the city's Mobility and Parking
Department. By the end of July, revenue figures for the Whitaker Street Garage are at $766,000. "We'll probably make our projections," Brandon said. "It's feast or famine. ... Some weekends we clear as much as $10,000, and others the garage is nearly empty."
The above-ground portion promises to be people friendly. "It will be the only square with a
building on it," Morrill said. There will be a hospitality center and permanent restrooms. One of the most fanciful features is the fountains with 12-foot water jets that can project 260 colors of LED lights. Those fountains can be turned off, and the square is wired to accommodate concerts
and other forms of outdoor entertainment. It can hold about 1,000 people and will have tables and
chairs instead of benches. "Benches aren't good for interaction," Morrill said. "We want this to
be a place to gather and be with friends and family." As for the fort at Forsyth Park, a temporary band shell will accommodate concerts, plays and other
events but can be disassembled for everyday use. When the band shell isn't in use, fountains
similar to ones at Ellis Square will be in place. "We envision a very family-friendly atmosphere
where kids can play and parents can relax," Morrill said. A restaurant leased by the Kessler Group, owner of the Mansion on Forsyth, and "the best
bathrooms in town" will be another draw. These projects and others are part of the city's plan to
partner with businesses to create a prosperous region. "We need to move away from the mentality
that citizens and businesses are customers," Morrill said. "We need to work toward partnerships. The way to get out of this recession faster is to build community relationships."
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Savannah Morning News (GA) September 9, 2009
MORE CITY BUDGET CUTS COMING
AS REVENUES FOR 2010 LOOK LOWER, TEAMS OF SAVANNAH CITY
EMPLOYEES PROPOSE CUTS TO SERVICES, DEPARTMENTS Author: LESLEY CONN
The city of Savannah is looking at further reducing staff, merging offices and ending some services
- decisions that will be made in the coming weeks to trim another $3 million in spending by the
end of the year. The bleak prospect for 2010 will further spur spending cuts. City budget analysts already see a $10 million decline in general fund revenue compared to 2009, sales tax revenue remains unpredictable and property assessments that generate the bulk of city income have been
ordered frozen until 2011 by the legislature.
One of the more visible city services being evaluated: Ending the Savannah-Chatham police department's mounted patrol unit. Officers would be rotated into patrol cars to fill vacancies. "We're questioning everything," said Assistant City Manager Chris Morrill. "If it was just about
today, we'd be OK, but the problem is we don't know about revenue for the rest of the year."
A lower city revenue base, he said, is likely going to stay lower for the next 10 years, which will require the city to re-examine its spending. The city already has reduced spending by about $12 million this year to offset lower revenues. That largely has been accomplished by leaving non-
essential jobs outside public safety vacant. Nearly 200 of the city's 2,600 positions are unfilled.
Bret Bell, the city's director of public information, said the city is continuing to look at eliminating
positions, but "we're not looking at mass layoffs." BUILDING A BUDGET
Many of the spending cuts for the 2009 budget will be implemented immediately and will be
handled as part of day-to-day operations. Others, such as a proposal to end the mounted patrol unit, have evolved as teams of city workers participating in a new budgeting process for 2010 evaluate city services. The teams are evaluating services under a variety of umbrellas, such as
neighborhood vitality, public safety, health and environment, poverty reduction and economic
development. City Manager Michael Brown will use their recommendations to build the city's
proposed budget in October. That will be presented to City Council members, who will evaluate the proposal and can mandate changes before approving the budget in a series of public hearings. That, too, shows a lean year ahead. The proposals the teams received for city services totaled $221
million, but the projected revenue available for them equaled $214 million.
LOOKING FOR SAVINGS Among some of the other cost-saving measures:
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- A employee task force created to find savings in city mowing services identified $627,000 in cuts.
Some was achieved by notifying citizens who had "tree lawns" - grassy strips between their street
and sidewalk - that the city no longer would trim them. But larger savings were found by not
hiring seasonal staff, reducing mowing frequency along streets, cutting back on plantings and using in-house staff to maintain Laurel Grove Cemetery rather than fill a maintenance contract. Small outlying parcels will be contracted out, Bell said, which will cost less than hauling the city
equipment as far south as Coffee Bluff to trim a small lot.
- Consolidating fire and police dispatch services by Jan. 1. The primary reason, Morrill said, is to improve services, but some cost-savings are anticipated.
- Merging offices and employees.
The Citizen Office, which coordinates public notices to neighborhoods during large city projects and other city initiatives, will merge with the Public Information Office.
Susan Broker, director of the Citizen Office, is filling an administrative position in the city
manager's office left open since Sean Brandon, the former assistant to the city manager, became
the city's director of mobility services and parking in April 2008. Three staffers under her will move into Bell's office, and by November, the city no longer will pay
rent at an office on Oglethorpe Square.
Annual savings: $15,000 in rent. "There are talks about doubling up other offices, and even though there may not be a personnel
reduction, there are reductions in rent, in office equipment and other resources," Broker said.
"Basically, everyone in the city is going through their budget and looking to see what they can do
without at least for the next year."
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Savannah Morning News (GA)
June 19, 2009
CITY STANDS BY RIVER PROJECT
OFFICIAL SAYS $20 MILLION OBLIGATION FOR SAVANNAH RIVER LANDING STILL A 'GO' DESPITE FLAGGING ECONOMY Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com
The city of Savannah isn't backing away from its commitment to Savannah River Landing, even
as the economy challenges the waterfront development and the city budget. At a City Council workshop session Thursday, Assistant City Manager Chris Morrill outlined the $20 million in road, drainage and other improvements the city will undertake. That money will come from
revenue collected from a special tax allocation district established around the riverfront
development.
Alderman Tony Thomas was the first to question why the city was proceeding during the uncertain economic times, especially given that from a public safety standpoint, President Street and General
McIntosh Boulevard have been issues for years. He said he supports the project but added: "This
raises a question for me. I've never seen us push an issue this hard."
The improvements, Morrill said, are about more than public safety. "Savannah River Landing cannot really have any economic development until we deal with President Street," he said.
Aldermen Van Johnson and Jeff Felser later said they believe the city is sending mixed messages
about the development. "It was always my understanding of them as being mutually exclusive projects," Johnson said. "Today I got the impression they are tied together."
Savannah River Landing's developers have invested $60 million in site improvements, Finance
Director Dick Evans said, and the $1.4 million in debt service the city is paying annually is still
manageable and worth it to honor the private developer's investment. The mixed-use residential/commercial and retail development has a total estimated price tag of
$800 million, and it promises to redefine more than 40 acres of the waterfront just east of the
Marriott Savannah Riverfront hotel. As part of the original development agreement for Savannah
River Landing, the city had signed off on elevating and widening President and General McIntosh and straightening a section of McIntosh. A second phase of President Street improvements, which include building a bridge over railroad tracks, was not part of the agreement. In trying to secure
federal stimulus funds for that phase, city officials emphasized its hurricane evacuation and
improved safety features. "I saw no difference in the plan as it was proposed all along,"
Alderwoman Mary Osborne said. "That's a major development. Nobody's going to walk away from that."
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The improvements along President help not only Savannah River Landing but also other planned commercial and residential developments on the south side of the road, Osborne and city officials said.
Should Ambling Cos., the developer, fail to move forward on its investment, City Manager
Michael Brown said, the city would have a site with improved roads, drainage, a riverwalk and established water and sewer lines. He and other city officials said they were confident Savannah River Landing would remain viable and were confident vertical construction would begin next
year, as company officials have stated.
Savannah River Landing continues to operate from trailers on the site. On Monday, the project plans to unveil a new Web site, said Kate Freeman, the company's marketing and community relations manager.
Sales efforts continue on the residential, commercial and retail front, but she said she could not
disclose any information about whether any new commercial or retail clients had been signed up. "The economic times have certainly been a lesson in patience for us," she said. "But we're still committed to the original vision of the project."
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Savannah Morning News (GA)
March 27, 2009
SAVANNAH TIGHTENING ITS BELT
COUNCIL TOLD BUDGET COULD BE SHORT BY $9 MILLION
Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com One out of every 10 city positions is going unfilled as the city of Savannah deals with declining
revenues expected to total $9 million. The city has left open 250 positions and by year's end
expects to have 330 positions vacant, said Chris Morrill, the city's assistant city manager over
financial services. Those openings so far have saved the city $1.6 million. A team of city administrators reviews any job positions to determine if it needs to be filled. Only lower-level police and fire department jobs are exempt from review so that public safety needs will continue
to be met. The city employs about 2,500 workers. Other teams of employees are examining key
aspects of city operations to look for further cost-cutting measures, but city leaders cautioned the
City Council on Thursday that the shortfall could be higher than anticipated. One factor that could change the financial projections is any changes the state legislature may pass
regarding property and sales tax collections. "Bottom line, we may need to cut $10 million to $15
million," City Manager Michael Brown said. "I hope it's not $20 (million)." Revenue reports from
the first two months of the year show collections down in some key areas, Morrill said. February sales taxes are down $388,000 from the same time in 2008, and hotel/motel taxes for
February are down $191,432. Building inspection fees are down $169,113. Some key areas are
doing better than expected. Recorder's Court fees were $142,148 above projections, and water and
sewer tie-ins - an early indicator of new building - are about $100,000 above projections. In February, the city collected $600,000 in tap-in fees.
Morrill's budget presentation came during a council workshop. During council's regular session,
they took the following action:
- Passed a resolution to be sent to the Georgia Department of Transportation restating the city's top priorities for transportation projects. None of the city's priority projects was included in the first
round of federal stimulus projects the state selected. Their top item for the second round will be
the widening and elevation of President Street, a $36 million project. Council members also asked
that local congressmen and groups such as the National League of Cities get a copy as well so they could see that stimulus money was not making its way past Atlanta.
- Asked city staff to return within 60 days with recommendations for instituting a registration and
card system for bartenders and servers, as well as stiffer penalties for minors who try to buy
alcohol.
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- Approved a contract for $1.5 million for curbs, gutters, underground storm drainage and pavement improvements in Fernwood, a neighborhood near Savannah State University. The project has been on the city's to-do list for several years.
- Granted a liquor license to the owners of Sweet Melissa's, 35 Whitaker St. Owner Denise White
Pipkin agreed alcohol would be served only to dine-in customers. City officials had been worried customers would be allowed to drink and congregate outside, which would contribute to pedestrian traffic problems at the busy intersection.
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Savannah Morning News (GA)
February 25, 2009
CITY PREVIEWS STIMULUS SPENDING
COUNCIL MEMBERS LIST $422 MILLION IN ELIGIBLE PROJECTS, RANGING
FROM TRANSPORTATION TO JOB TRAINING AND DAY CARE Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com
The city of Savannah has identified $422 million in local projects and programs that could be
funded under the federal stimulus package.
Entries include $50.7 million for widening and elevating the President Street Extension, $30 million to upgrade Savannah-Chatham police headquarters on Habersham Street, $182,300 for a
downtown day care center and $100,000 for an electricians training institute.
Now city leaders have to determine which projects should have the highest priority - and which will have the greatest chance of being deemed worthy by the 13 federal departments that will award funding to competing projects that will pour in from across the nation.
All the projects under review are considered "shovel-ready," meaning work - and the workers who
would be hired - would start quickly. Assistant City Manager Chris Morrill said the city was ahead of the game because of its five-year
capital improvement planning, which would drive what the city submitted. "It's a shotgun
approach," he said. "Those who will be successful will be flexible ... and will be able to mold their
project to fit the criteria."
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Savannah Morning News (GA)
February 24, 2009
CITY, COUNTY DISPUTE JAIL BILL
SAVANNAH, CHATHAM WORK TO RESOLVE $600,000 IN CHARGES
Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.com The time it takes Savannah to reimburse Chatham County for costs associated with housing jail
inmates has some county officials concerned. City officials say extra time is needed to scrutinize
the county's error-filled monthly bills. According to an intergovernmental agreement, Savannah
is supposed to pay the county $35 per day for each inmate arrested in the city. Bills are to be sent and paid monthly, but a back and forth between the two governments regarding certain charges has delayed the process. The delays have been a recurring challenge and county officials are trying
to speed up payments, said County Manager Russ Abolt. "It's money we feel we're due," Abolt
said. Some county commissioners voiced concerns after no reimbursements were received after
the first quarter and only a small portion of the amount budgeted had been received after the second quarter, which ended Dec. 31. Abolt attributed the delay to the time the city takes checking the bills. On average, it takes two to three months from the time the Sheriff's Department sends an
initial list of jail fees until the final bill is sent, said Linda Cramer, county finance director.
A final bill for August, September and October did not get sent until January, Cramer said. Once the bill is sent, Savannah typically pays in two to three weeks, Cramer said. Savannah paid the county about $1.3 million last year for inmate housing, she said. About $404,000 has been received
this year. "When we have an accurate bill, we pay it," said Assistant City Manager Chris Morrill.
But accuracy is not typically the case, Morrill said.
Between 2003 - when the agreement became effective - and 2007, more than $640,000 worth of errors were discovered, Recorders Court Director Prince Johnson said in a memo regarding the
issue. An average of 10 percent, or almost $10,700, worth of errors is found each month, Johnson
said. Sheriff Al St Lawrence and Jail Administrator Col. McArthur Holmes said there are
disagreements regarding certain charges. The city may refuse to pay for a city inmate once another jurisdiction places a hold on that inmate, Holmes said. The city should still pay the bill, he said. The day an inmate is "bound" to the courts is also commonly a matter of dispute. City officials
say inmates are often classified as city prisoners when the arrest actually took place in the
unincorporated county. The county has no similar complaints from the other municipalities, St
Lawrence said. Other municipalities may return their rosters more quickly, but their bills consist of only a small fraction of the bookings reviewed by Savannah, Johnson said. Savannah typically reviews an average of 930 inmates and more than $100,000 in charges, while Garden City was
invoiced an average of about $5,600 in charges for the first 10 months of 2008. The county
proposed having the city pay an average advance each month to speed up the process. Depending
on the actual expense, the city would later be credited or charged. City officials declined. The county should work on fixing the errors before the city should have to pay an incorrect bill, Morrill said.
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Entrepreneur
August 2008
GFOA's new president-elect and executive board.(Government Finance Officers Association) (Paul A. Macklem, Catherine R. O'Connor,)
The Government Finance Officers Association is governed by an 18-member executive board,
which consists of 15 members-at-large serving staggered three-year terms, the current president,
the previous year's president, and the president-elect. At the association's annual meeting in June,
GFOA members voted for a slate of nominees for president-elect and five new members-at-large, each of whom is profiled below.
[Note: We have included only the information for Christopher Morrill
who was appointed as an at-large board member.]
CHRISTOPHER P. MORRILL
Assistant City Manager--Management and Financial Services
City of Savannah, Georgia
Chris Morrill has been a GFOA member for 17 years. He is a member of the GFOA Committee
on Economic Development and Capital Planning and also served on the GFOA Committee on
Governmental Budgeting and Fiscal Policy from 1994 to 1999. Morrill has been an instructor for various GFOA training seminars including Budgeting for Budget Analysts, Capital Budgeting, and Best Practices in Budgeting. He also reviews budgets for the GFOA's Award for Distinguished
Budget Presentation Program. He has spoken on issues including economic development at GFOA
annual conferences as well as at Florida and Georgia GFOA conferences. He has also written
articles for the Government Finance Review.
Morrill shares his expertise internationally He was a municipal finance advisor to the South African National Treasury and a Peace Corps volunteer in public finance in Ukraine. He is a Fellow
of the Kellogg National Leadership Program. In Savannah, he instituted annual five-year financial
planning and five-year capital planning, reducing the tax millage rate by 27 percent in 10 years.
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Savannah Morning News (GA)
July 19, 2008
CITY MULLS HIKE ON TAX REVENUE, RISING FUEL COSTS
GAS PRICES, LOWER REVENUE BEHIND SAVANNAH'S CONSIDERATION
AGAINST ROLLING BACK PROPERTY TAX FOR FIRST TIME IN A DECADE Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.com
High city fuel costs and less consumer spending mean some Savannah property owners will pay
more in property taxes this year. City Manager Michael Brown recommended during a City
Council workshop Thursday that the board not roll back the property-tax rate as it has done for the past 10 years. "We could reduce it, but there are several reasons not to," Brown said. "We're recommending you stick with what you got at the moment." Maintaining the tax rate at its current
level of 12.5 mills - or $12.50 per $1,000 of assessed property value - means the owner of a
$125,289 home will pay $19 more than in 2007 due to increased property value, said Assistant
City Manager Chris Morrill. Those same property owners would only pay $9 in additional property taxes if the tax rate was
rolled back to the recommended level. Savannah officials contend the extra money is needed
because the city is facing a projected $1.1 million shortfall in sales-tax revenue and about $800,000
in unexpected fuel costs. Much of the revenue decline comes from a drop in food, automobile, home and lumber sales, Morrill said. A larger-than-expected increase in property-tax revenue is enough to cover the difference but only if the tax rate is kept flat.
Commercial and residential properties that are not primary residences could see more of an
increase because they're not protected by the Stephens-Day Homestead exemption, which essentially freezes a home's taxable value but factors in consumer price index fluxuations. There have been some positive developments during the year, Morrill said. Property-tax revenue is
expected to increase 3 percent more than the city originally anticipated, which would bring in an
extra $1.9 million. More than 60 percent of the growth in property value, about $228 million,
comes from new development as opposed to reassessed values of existing property. "This is the type of growth we want," Morrill said. The implementation of energy savings programs in city buildings last year, such as new heating and air-conditioning controls and weatherized buildings,
has resulted in a reduced power bill, Morrill said. "It's the first time I can remember we are
actually spending less on electricity," he said. Hotel and motel tax revenue appears likely to come
in even or slightly above the budgeted amount. "Savannah has been amazing the last five years," Brown said. "A lot of these (hotels) are running around with 70, 80 percent occupancy." Still, the tax rate needs to stay where it is to cope with the ongoing "recession," Morrill said.
Mayor Otis Johnson said he was concerned Georgia lawmakers could limit the amount of property-
tax revenue the city takes in after making unsuccessful tax reform measures this past legislative season. "So I think we have to take a very conservative approach to what we do," Johnson said. "The question is will we ... get caught up in the trend of the day and want to get on the rampart
and say we cut taxes. If we cut taxes, what are we going to cut in services?"
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Savannah Morning News (GA)
May 1, 2008
LNG NEVER PAID FIRE FEES
SAVANNAH OFFICIALS WANT TO COLLECT MORE THAN $500,000 IN UNPAID
BILLS Author: SCOTT M. LARSON, 912-652-0397, scott.larson@savannahnow.com
The El Paso Corp. made more than $1 billion last year, in part from the liquefied natural gas plant
it owns on Elba Island. But the company refuses to pay nearly $500,000 the city of Savannah claims the company owes in fire protection fees from the last three years, plus $178,000 due in October. "I can't imagine $178,000 to protect the community that they are located in would be a
real financial hardship for the company," said Assistant City Manager Chris Morrill.
In fact, in its 30-year existence on the island, the multi-national corporation has never paid for fire protection.
It never has paid for the eight calls to which Savannah Fire & Emergency Services has responded
since 2001. But the city still covered the plant, including a freebie on Sept. 24, 2001, to rescue four
people working at the site who got trapped in a basket 80 feet in the air. Now, the plant is in the middle of a fire protection controversy. After the city went to the company about the past due bill, El Paso decided to sign a contract with Southside Fire & Emergency Services. "I'm not sure what
their thinking is, but I can tell you if they want real fire protection for an industry, the city of
Savannah is the only entity that can provide that level of service," Morrill said. "So it must be
about money." El Paso spokesman Bill Baerg would only say that Southside is a better fit, although city officials
say Southside doesn't have the same capabilities. Fire aside, the plant and others like it are
concerns for environmental activists and politicians alike. Area activists argue that the plant poses
a serious fire and explosion threat. Liquefied natural gas is a natural gas cooled to minus-260 degrees, but it won't burn in its liquid state. Industry officials say that means it won't explode and level houses for miles as opponents claim. The Elba Island facility opened in 1978 but closed two
years later. It re-opened in 2001 and has never had any incident with the 200 ships that have
delivered cargo there since.
The U.S. Congress is worried about terrorists attacking liquefied natural gas ships. Last week, the House of Representatives passed a bill requiring the Coast Guard to enforce security zones around
arriving tankers. El Paso's Savannah site is approved to nearly double to 15.7 billion cubic feet by
2012.
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Savannah Morning News (GA)
March 26, 2008
LOGO UNITES CITY SERVICES
LOCAL DESIGN FIRM CREATES UPDATED BRANDING FOR CITY ON MODEST
BUDGET Author: EMILY GREEN, For the Savannah Morning News
You've probably seen it around town. The subtly scripted "Savannah" prominently placed in black
beside a tilted, abstract version of the city's historic green squares. The city of Savannah's new
logo is gradually showing up on everything from maintenance vehicles and parking meter receipts to letterhead and envelopes. "It was important that the design be timeless, not trendy, so it would not go out of style," Morrill said. "This should be a viable design for decades."
Don't let the simplicity of the logo fool you into thinking it is just another pretty design.
Months of research and proposed sketches by local design firm brightwhitespace, partnered with an identity design committee made up of city employees, went into the production and
implementation of the updated logo, now visible all around Savannah.
IDENTITY CRISIS The plan for rebranding the city of Savannah's image began during a conversation concerning the
more than 40 individual logos that represented various service departments. Film Commissioner
Jay Self and Assistant City Manager Chris Morrill discussed a need for one unifying look to
represent the city as a single entity and thus began the initial stages of rebranding. The many existing department logos were not coherent or recognizable as part of the city of
Savannah. Some didn't even represent the intended service to the public, creating potential
confusion for citizens wondering which services their tax dollars supported.
"We have thousands of employees, thousands of vehicles out there doing work all day and people don't think about them all being the city of Savannah," Self said.
THEY GET SAVANNAH
The city hired Ariel Janzen and Rigel Crockett of brightwhitespace to work on the project in stages. Their previous experience with identities for the Liberty Parking Shuttle and Tourism and Film
Department provided some established trust, but more importantly, the committee chose the local
firm because they "get" Savannah.
"There's so much about Savannah that's so subtle," Morrill said. "You really have to live here to get it. Having a local company rather than some big national firm come in was important to the
process."
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From studies and surveys to sketches with various colors, typography and imagery, the two teams collaborated throughout the process.
PLACE BRANDING
"With so much competition for businesses, for visitors, you have to put out a positive image," Morrill said. "You have to put out an image that says 'we have our act together.' "
Janzen and Crockett researched other cities with successful rebranding and conducted surveys with
Savannah residents, which they used to help compile a list of identity requirements, design
specifications and branding goals with the committee. "As with any identity problem, the challenge was one of perception," Crockett said. "Many city
employees did not feel good about their outdated 1950s-style, institutional business cards.
Additionally, because each of the city's departments had a unique logo, citizens were not always
able to identify which services the city was actually delivering." WHAT'S IN A NAME
"We realized that the word 'Savannah' itself has a very positive message in it," Self said. "It's a
beautiful name to visitors and to locals alike. Instead of minimizing that, the word 'Savannah' is in the center of the logo."
Deciding on an accompanying icon proved more taxing than choosing the main part of the logo.
After considering numerous icons, the committee selected one of the city squares tipped on point
because of its messages. The committee realized Savannah means different things to different people, however, the one thing unique to the city when compared to others is the public city squares.
"The central core of the Oglethorpe plan and the ward is the square, the open space, the green
space, the sense of public," Morrill said. "For us it's the simplicity of the symbol and the allusion to the public city squares," Crockett said. "This is important because the square not only represents Savannah's beauty and livability, but it reminds us that the city has always been responsible for
their care."
The official design brief explained that the shading of the city square "creates a positive forward motion." The use of green does justice to the countless parks and trees while emphasizing an environmental focus, and the feminine serif font of "Savannah" captures the welcoming spirit.
"Even though the symbol is kind of a downtown symbol, those values radiate throughout our
community," Self said, "not only in public land planning and public spacing but also with access
and involvement."
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A SOFT ROLLOUT The city purposely did not plan an official unveiling of the new logo mainly with the taxpayers'
best interest in mind. Instead, it opted for a soft rollout, which means using up supplies that
contained the old logos and waiting until vehicles are replaced. From start to finish the rebranding
cost totaled just less than $25,000, a cost virtually unheard of in most rebranding projects. "We wanted to roll it out more organically so that people would subtly discover it," Morrill said.
"Externally, the whole rebranding as an organization shows that we're one organization, we have
core values that we work toward."
Public safety services such as the police and fire departments were not required to switch to the new logo because of their widely recognized existing logos. Appointed city officials such as the
mayor and legal counsel will continue to use the more formal historic seal.
Brightwhitespace created a 42-page stylebook with specific guidelines for city employees to use in order to avoid relying on outside vendors for printing. The stylebook contains color variations of the logo in files formatted for Web and print and lists suggestions on how to use the graphics.
With city employees having access to the files, they can print on an as-need basis instead of having
to order in bulk.
"We thought there would be a lot of push back (internally) because it's difficult to implement change in any organization," Self said. "But to my knowledge it has been universally accepted
because we rolled it out in a way for our people that made it as easy as possible for them to embrace
it."
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Augusta Chronicle, The (GA) August 20, 2004
PROPOSAL BENEFITS TOURISM GATEWAY
Author: Scott M. Larson and Mary Carr Mayle, Morris News Service
SAVANNAH, Ga. - The tourist boulevard along Savannah's quaint River Street will expand soon with the construction of a $570 million mixed-use development that city officials say will
transform a chunk of land - next door to downtown Savannah - that resembles a wasteland.
"If you look at it right now as you drive in, it's one of the gateways to Savannah, and it's ugly looking," said Assistant City Manager Chris Morrill. "There are not many large sites in the city so close to downtown where you could really do a quality development that could extend the
Historic District."
In the past, the site has scared off developers because of extremely poor drainage. City officials said that, in the past couple of years, six or seven developers have met with the city
about the property but couldn't make anything work.
Mr. Morrill and John Hutton, the city's acting inspections director, are more optimistic about this proposal because three developers, including a group building a mall just to the south, are working together to address the big issues, such as drainage.
"All of a sudden, you are looking at doing something for one-third of the cost," Mr. Hutton said.
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Savannah Morning News (GA)
October 15, 2002
SAVANNAH OFFICIALS TO STAY IN INDONESIA
THREE CITY EMPLOYEES TO CONTINUE GOODWILL VISIT DESPITE VIOLENCE.
Author: Savannah Morning News Friday, three Savannah city officials departed for Indonesia on a goodwill mission to offer their
expertise to a sister city across the globe.
The next day, while the group was in midflight, a bomb exploded in a Bali nightclub. Sunday, the Savannah trio landed in Indonesia as thousands of Westerners attempted to flee the island nation.
The three - acting Revenue Director Buddy Clay; Development Services Administrator John
Hutton; and Public Development Coordinator Cindy Boyette - were given the option of returning, but decided to stay, despite a U.S. embassy order evacuating all nonessential personnel.
The city they are visiting, Yogyakarta, is located on the main island, they reasoned, and they are
being accompanied at most times by Indonesian security. As an extra precaution, they have
canceled planned media events to lower their visibility. "They feel safe and they are going to stay," said Assistant City Manager Chris Morrill. "If the
situation changes, we will get them out quickly." Morrill, City Manager Michael Brown and
Finance Director Richard Evans visited Yogyakarta in March to establish the sister-city
partnership as part of a program funded by the International City/County Managers Association. Hutton, Clay and Boyette will spend the week helping Yogyakarta improve its revenue system and inspections process.
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Savannah Morning News (GA)
September 13, 2002
LOST SOLUTION MAY BE FOUND
NEGOTIATORS TENTATIVELY AGREE HOW TO SPLIT ABOUT $45 MILLION A
YEAR, BUT THE COUNTY COULD BLOCK THE PLAN TODAY. Author: Jennifer Moroz, Savannah Morning News
After months of bitter back-and-forth, negotiators for Chatham County and eight municipalities
have reached a tentative agreement on how to split up millions of dollars in sales-tax revenue.
Under the proposed distribution of the Local Option Sales Tax (LOST), the cash-strapped county would get about $2.3 million a year more than it does under the current arrangement. County Commission Chairman Billy Hair and representatives of the municipalities, including Savannah,
agreed the deal was a fair compromise. But some county commissioners say that it does not go
far enough, and their voices count: The proposal needs the stamp of the majority on the nine-
member commission to become final. The commission is expected to consider the matter at its regularly scheduled meeting this morning.
Pooler Mayor Buddy Carter was confident: "We've got five votes lined up." County Commissioner
Frank Murray, one of two designated negotiators for the county, wasn't so certain.
"I don't think it's an offer that has the support to pass," he said.
Murray himself is against the proposal, which was hammered out over the last few days between
Hair and Savannah Mayor Floyd Adams Jr. Representatives of the other seven municipalities,
which have teamed up with Savannah in the negotiations, have signaled their approval. "I think we're getting close," Murray said, "but I don't feel the offer is where it needs to be right now."
Proceeds from the 1-percent sales tax represent a major source of revenue for local governments,
which use the money to fund services - and lessen the property-tax burden on homeowners.
Over the next 10 years, the tax is expected to generate about $500 million. About 35 percent, or $175 million, of that comes from tourist spending. The proceeds are divided based on a number of criteria, including population, level of services provided by each government, and where the tax
is generated. The first split is between the county and the municipalities as a group; the
municipalities then decide how to divvy up their share. Under the current distribution formula,
negotiated in 1995, the county gets 19.22 percent of the annual proceeds - about $8.3 million last year. Savannah gets the bulk at 68.73 percent - about $30 million last year. Over the last three months, county officials have argued that they have lost millions a year as a result of the 1995
deal, when they picked up the cost of housing municipal prisoners in return for a slightly larger
piece of the sales-tax pie.
Commissioners, who just finished closing an $11.7 million hole in the county's operations budget, have blamed a large part of the county's ongoing financial woes on the prisoner issue.
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Municipal officials countered that the county has overestimated its losses, using faulty figures to
calculate prisoner costs. Under the proposed new agreement, the county would get 17.6 percent of the sales-tax revenue -
an amount equal to about $7.9 million next year. It would charge the municipalities $30 a day for
each municipal prisoner housed in the county jail. The county would pay for municipal prisoners
not yet bound over to the state court system after 28 days. County officials estimate those prisoner fees will bring in an extra $2.7 million a year. "I think
we've come to an agreement we can all live with," said Garden City administrator Tom Gates. "We
tried to do what was fair and right and protect the tax to make sure it continues to exist." If an
agreement is not finalized by Dec. 30, the tax expires. Up until last week, negotiations appeared deadlocked.
County officials had originally been asking for 18.6 percent of the tax proceeds, plus $45 a day for
each municipal prisoner.
City negotiators in return offered the county a 15.51 percent cut of the sales-tax pie, with no help to maintain the county jail.
Savannah Assistant City Manager Chris Morrill said the proposed deal was especially sweet for
the county. "They started at 18.6 percent and $45 (a day per prisoner) and look where this agreement is," Morrill said. "This is a good deal for them." The city, which last year got about $30 million of the proceeds and didn't have to pay to house its prisoners, would lose about
$600,000 a year. Morrill said he did not yet know how officials would make up the lost revenue.
If county commissioners ratify the agreement, the municipalities would decide how to divide the remainder of the sales-tax proceeds. That division is usually based on population, which would give Savannah 67.37 percent, or about $30.3 million next year. Bloomingdale would get 1.37
percent; Garden City 5.78 percent; Pooler 3.2 percent; Port Wentworth 1.68 percent; Thunderbolt
1.2 percent; Tybee Island 1.74 percent; and Vernonburg .07 percent.
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Savannah Morning News (GA)
February 1, 2002
SAVANNAH AGREES TO IMPROVE ACCESS SETTLEMENT WITH JUSTICE DEPT. COMES ALMOST 2 YEARS AFTER AUDIT
FOR COMPLIANCE WITH ADA
Author: Kate Wiltrout Navigating Savannah's streets - and its bureaucracy - will soon get a little easier for disabled
people. The city is one of 21 state and local governments that settled Wednesday with the U.S.
Department of Justice regarding compliance with the Americans with Disabilities Act. Now
almost 10 years old, the act requires that public facilities be made accessible to all people. Chris Morrill, an assistant Savannah city manager, said the 11-point agreement should take about
two years to complete. He estimated it would cost about $300,000, and that money would be found
in the budget for the improvements.
Some of the changes are easier than others. For instance, all letters sent from city offices will have a central TTY telephone number on them, so hearing-impaired residents can contact the city.
City Council chambers will be fitted with listening systems for the hard-of-hearing, as will
Grayson Stadium and the Martin Luther King Jr. Arena at the Civic Center. Others are more labor intensive. The city agreed to physical modifications so that "parking, routes
into buildings, entrances, doors, elevators, signage, public telephones, restrooms, dressing rooms,
locker rooms, service counters, drinking fountains and swimming pools are accessible to people
with disabilities." Carol Bell, Central Services director, said the city would go beyond what's required.
"We don't really have any qualms with the agreement," she said. City Hall will get one wheel-chair
accessible bathroom, though it was technically compliant already, with bathrooms in the nearby hospitality center on River Street, said city architect Thomas Perdue.
"God only knows whether the original City Hall even had bathrooms," Perdue said. "The city
occupies a lot of buildings that are very historic and very old, and most of those are the ones we
have problems with."
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Savannah Morning News (GA)
November 13, 2001
NEW ASSISTANT CITY MANAGER ALL OVER THE MAP
Author: Kate Wiltrout
Chris Morrill started his job as assistant city manager for management and financial services in August. The position is new to him - but City Hall isn't. Before spending two years in South Africa
working for the U.S. Agency for International Development, Morrill was Savannah's research and
budget director for seven years. That job was interrupted with a two-year Peace Corps gig in
Ukraine, where he advised the city of Lviv on finance, management and privatization issues. Morrill, who works out of an office in the top corner of City Hall, filled the spot left when Bob Bartolotta moved last October.
Here's what Morrill had to say during a break from last week's budget workshops:
What are some of your goals as an assistant city manager?
"First, to ensure that our city employees are well-trained, that they have a good work environment
and they have the support services (they need). ... Next is to maintain the city's strong financial
foundation, particularly through a possible recession." He also wants to improve the city's use of technology, both for services and to get information out
to citizens. Another top priority is getting citizens more engaged with local government.
How has your work overseas affected your views about local government? "In the Peace Corps (in Ukraine), I experienced government at its worst, where it's designed to
control and keep track of people rather than provide services. It really makes me want to focus on
the positive role government can play. In South Africa, post-apartheid, it was seeing that to really
have democracy you have to have citizen involvement. It impressed me how diligent they were at that."
How do you think Savannah changed while you were in Africa the past two years?
"I think what I saw coming back was a lot more economic development, downtown and in the neighborhoods. Areas like off East Broad Street that I thought were hopeless have all of a sudden come back. ... I personally have seen a much greater police presence in my own neighborhood
(Ardsley Park), and the city seems a bit cleaner."
What can Savannah residents expect if the economy goes into a prolonged recession? "If the recession is longer term and systemic, then we really need to look at prioritizing the services we provide and actively look at our revenue sources. I think an increase in property tax would
probably be a last resort."
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Savannah Morning News (GA)
June 8, 2001
SAVANNAH HIRES NEW ASSISTANT CITY MANAGER
Author: Bret Bell
Chris Morrill has spent much of the past five years helping to privatize the Ukraine and create a new financial framework for local governments in post-apartheid South Africa.
With that kind of background, City Manager Michael Brown figures he will have little trouble
coming up with a budget for little old Savannah. Brown announced Thursday that he hired Morrill, who helped create annual budgets for the city of Savannah for the better part of a decade, as assistant city manager for management and financial services.
Considered one of the top three most powerful positions in city government, Morrill fills a position
that had remained vacant since October, when Bob Bartolotta left to run the city of Jupiter, Fla. Finance Director Richard Evans served as assistant city manager in the interim.
Morrill will start work Aug. 13 with a $98,000 annual salary.
While working for the city from 1990-1992, and again, from 1994-1999, Morrill led an eight-member team that prepared and monitored a $170 million budget.
"Chris made many improvements in our budget and financial management systems, as well as in
the quality and clarity of our presentation and public information materials," Brown said.
In his new position, Morrill will oversee 10 city departments, including vehicle maintenance, finance, human resources, purchasing, central services and parking services.
Bartolotta drew some heat from city employees during his tenure when Vehicle Maintenance
Department employees claimed abuse and unsafe working conditions. The department's director later resigned during a city investigation.
Some of those worker complaints led to the unionization of service employees earlier this year.
CHRIS MORRILL'S RESUME WORK HISTORY
1999-present: senior municipal policy adviser for the National Treasury of South Africa -- United
States Agency for International Development
1990-1992, 1994-1999: research and budget director, city of Savannah
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1997-2000: fellow, Kellogg National Leadership Program -- studied community building in countries throughout the world
1992-1994: Peace Corps volunteer -- advised the city of Lviv, Ukraine, on finance, management
and privatization issues
1988-1990: senior management analyst, city of Savannah
1986-1988: senior budget analyst, Catawba County, N.C.
1984-1985: downtown project manager, Lynn, Mass. EDUCATION
Master of Public Administration, 1987 -- University of North Carolina, Chapel Hill
Bachelor of Arts, 1984, political science major -- College of the Holy Cross, Worcester, Mass.
Certificate in county administration, certificate in budgeting and financial planning -- North
Carolina Institute of Government
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Columbus Ledger-Enquirer (GA) October 14, 1996
GEORGIA BRIEFS Author: From wire reports
City to be compensated for Olympic security costs
SAVANNAH -- Savannah will receive $57,308 from the Legislature to compensate for
nonpersonnel security costs incurred during Olympic yachting events.
``The request was passed by the state legislature earlier on, and the governor's office gave it final
approval late last week,'' said state Rep. Tom Bordeaux, D-Savannah. ``The city is getting everything it asked for, which is a good sign for Savannah and its planning department.''
The money is coming from a $500,000 governor's discretionary grant fund approved by the
Legislature so cities hosting satellite Olympic venues -- such as Savannah with yachting or
Columbus with softball -- could be compensated for security costs.
Savannah's budget director, Chris Morrill, said the money is welcome, even though all Olympic
costs are already covered by the city's $88.5 million general fund budget for 1996.
``It's like getting a bonus at work -- you don't go out and spend it right away,'' Morrill said.
ACOG already paid Savannah $290,000 to help defray police overtime in a deal negotiated earlier
this year by Mayor Floyd Adams Jr. The city still incurred an additional $244,000 in police
overtime during the Games, although all of it was budgeted by city officials.
Savannah requested compensation for computers, police vehicle maintenance, bulletproof vests
and extra barricades and other items needed around the venues.
Research Completed by: Vanessa Garner Colin Baenziger & Associates
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Appendix D
Sample Survey
Savannah City Manager Quality Survey
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Sample City Manager Quality Survey
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Sample City Manager Quality Survey (continued)
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Sample City Manager Quality Survey (continued)
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Sample City Manager Quality Survey (continued)
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Sample City Manager Quality Survey (continued)
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Sample City Manager Quality Survey (continued)
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Sample City Manager Quality Survey (continued)
Put the NEEDS of residents of the City of Savannah FIRST! Before the tourists, the business
developers, etc.
A dedication to addressing the gun violence in our city.
More visibility to the community as a whole including the unincorporated areas, not just to specific groups.
Interest in building a bike and pedestrian friendly city.
A major interest in the environment and sustainability of it.
A familiarity with and support for Complete Streets.
Good working relationship with citizens and police. Ability to work to preserve
neighborhoods. Savannah is not just for tourists!
Highly ethical business practices. High moral values and integrity. Verifiable track record of
previous accomplishments in government or business.
Increasing mobility using plans like "Complete Streets". Making public transportation available for all in getting around the city (shuttles); making it safe for biking; better recycling
agenda (they're composting in San Francisco these days).
I'd like to see the City Manager riding his bike to work or walking to work and incorporate a
plan to always include sidewalks and bike paths in infrastructure for existing and especially
for new development.
Someone who will place traffic calming and safe streets as a top priority. We have virtually
no traffic enforcement (60 mph on E 52nd, my street, is not uncommon and there is NO
police enforcement).
We need to start making Savannah A Bike City friendly and make better changes for cyclists
safety , so that we won't have another horrible accident like on BRAG again.
Commitment to transportation issues in traffic calming through downtown for pedestrians,
bicycles, cars (speeding) and public transportation. Too many accidents, by any of these
modes of transportation, are completely avoidable or at least able to be lessened by enforcement of existing laws or the development of prevention measures.
Focus on the planning, development and maintenance of complete streets.
Previous experience in a city with similar challenges would be ideal, along with a demonstrated ability to manage large public projects from start to finish.
He or she must be someone the city staff will respect and find good to work for. I guess this is having the skills that most employees like to see in their employer. The new City Manager
should also have skills in delegating responsibility and giving credit to others for their
successes.
*16 samples responses from the 230 received.
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Appendix E
St. Johns County, FL Resolution Thanking
CB&A for Its Outstanding Service
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Appendix F
Comments from Dale Martin on
CB&A’s Vetting Process
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Weekly comments from Dale Martin
By Dale Martin, City Manager, City of Fernandina Beach
March 18, 2016 1:00 a.m. The vetting process employed by Mr. Colin Baenziger following my application to the City of
Fernandina Beach was the most thorough review of my career, credentials, and references that I
have ever experienced. In the months leading to my appointment here, I was interviewed in several
other communities for similar City Manager positions. Despite getting to the interview stage in those communities, none of my references ever indicated to me that they had been contacted. As part of the selection process here, I was required to provide an exhaustive list of references, some
very specific, such as my current Town Attorney, auditor, Chamber of Commerce, etc. To the best
of my knowledge, every single reference provided was contacted.
The historic information provided to the City Commission for each candidate was extensive. Reading through the older newspaper articles rekindled so many memories- the personalities and
issues from earlier days illustrate some peaks and valleys over the past twenty years. It has been a
wonderful ride.
Note: Mr. Martin reminisces about his career for the remainder of the article. The full article can
be found at:
http://fernandinaobserver.com/2016/03/18/weekly-comments-from-dale-martin-5/#more-65218
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PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES FOR CITY MANAGER FOR TYBEE ISLAND, GA
Colin Baenziger & Associates
Project Manager and Contact Person:
Colin Baenziger (561) 707-3537
Colin Baenziger & Associates
2055 South Atlantic Avenue • Suite 504
Daytona Beach Shores, FL 32118
e-mail: Colin@cb-asso.com
Fax: (888) 635-2430
…Serving Our Clients with a Personal Touch…
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September 28, 2016
The Honorable Mayor Jason Buelterman and Council Members Barry Brown, Wanda Doyle, Bill Garbett, Julie Livingston, John Major, and Monty Parks
c/o Mayor Jason Beulterman
City of Tybee Island
403 Butler Avenue Tybee Island, GA 31328
Dear Mayor Buelterman and Council Members Brown, Doyle, Garbett, Livingston, Major, and
Parks
Colin Baenziger & Associates (CB&A) would like to take this opportunity to submit a proposal to assist in finding your next City Manager. While selecting key personnel is never easy, CB&A has
developed a problem-free process that has been tested nationwide and found to be extremely
effective.
CB&A is a municipal recruiting firm with a national reach. We have conducted assignments from Florida to Alaska and Maine to California. We pride ourselves on providing not just high-quality
results, but, equally important, providing a great deal of personal attention to each of our local
government clients. To conduct a proper recruitment, we feel the project manager must do more
than just drop by occasionally. He/she must get to know the appropriate government officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few
clients at a time and focus on getting the job done properly. Further, we routinely complete our
work in sixty to ninety days. This timeframe includes preparation of recruitment and advertising
materials, candidate outreach, candidate screening, finalist interviewing, and manager selection. We also offer the best warranty in the industry.
Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right
people for your organization. We say people, and not person, because our goal is to bring you five
finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that six of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often you have passed a
resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal,
in fact, would be for you to be our next client to pass such a resolution.
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Some of our searches include City Managers/CEOs for Savannah, GA, Doraville, GA, Albany, GA, Ankeny, IA, Ashland, KY, Bellevue, WA, Cottonwood Heights, UT, Fayetteville, NC,
Greensboro, NC, Indianola, IA, Jupiter Island, FL, Key Biscayne, FL, Mill Creek, WA, Mountlake
Terrace, WA, Mount Pleasant, MI, Norwich, CT, Roanoke, VA, Scottsdale, AZ, Springettsbury
Township, PA, Tacoma, WA, Winchester, VA, and Yakima, WA. We have sought the County Administrators / Managers / CEOs for Fulton County, GA, Clackamas County, OR, Polk County, IA, Emmet County, MI, James City County, VA, St. Johns County, FL, Union County, NC, and
York County, VA, as well as the Borough Manager for Matanuska-Susitna Borough, Alaska (a
county the size of West Virginia).
Some of our current searches include the City Manager for Port St. Lucie, FL, Economic Development Director for Concord, NH, a Chief Executive Officer for Chatham Area Transit, FL,
a Social Services Director for Roanoke, VA, a Director of Water and Gas and a Director for
Community Development for Danville, VA.
Those authorized to bind the company are myself, Colin Baenziger, and Lynelle Klein, Vice President for Operations.
We look forward to formally presenting our credentials and working with you in the near future.
If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely,
Colin Baenziger Principal / Owner
…Serving Our Clients with a Personal Touch…
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PROPOSAL TO PROVIDE
EXECUTIVE SEARCH FIRM SERVICES
TABLE OF CONTENTS
SECTION PAGE
VOLUME I LETTER OF TRANSMITTAL
I. QUALIFICATIONS AND EXPERIENCE OF THE FIRM 1
The Firm
Technical Capabilities and Organizational Structure
Completion of Projects within Budget
Completion of Projects on Schedule
Diversity
Prior Names and Litigation
Insurance
Overall Executive Search Experience
II. PROPOSED PROJECT STAFF 17
Project Team and Involvement
Resumes of Key Staff
III. PROJECT COMPONENTS 23
Search Methodology
The City’s Obligations
IV. TIMELINE 29
V. FEE AND WARRANTY 31
VI. REFERENCES 33
VOLUME II
APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1
APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1
APPENDIX C: SAMPLE CANDIDATE REPORT C-1
APPENDIX D: SAMPLE SURVEY D-1
APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, FL E-1
APPENDIX F: COMMENTS ON CB&A’S VETTING PROCESS F-1
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The Firm, Its Philosophy, & Its Experience
Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm
established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship
headquartered in Volusia County, FL with offices in Sammamish, WA and Salt Lake City, UT.
As a sole proprietorship, we are not registered with any states as a corporation, foreign or
otherwise. Although our primary focus is executive search, we are often involved in operational reviews of governmental operations. Our consultants live in other areas of the country and
converge wherever the client’s needs exist. We develop an operational plan prior to arrival and our
team of experts quickly studies the issues, identifies problems and opportunities, performs the
necessary analysis, develops solutions, prepares reports and action plans, and completes the
assignment. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow-up work, however, our goal is to provide the client with
solutions that its existing staff can implement without additional outside assistance.
Colin Baenziger & Associates’ outstanding reputation is derived from our commitment to
timeliness and quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our
action plan. We do not ask the client for additional fees. Rather, we accept these situations as part
of our cost of doing business. We believe that once a contract is signed we have an obligation to
fulfill its requirements excellently and within the budgeted amount.
Since beginning our search practice in 1998, we have conducted searches and other related work
for clients in thirty states. Overall our staff has performed over 150 City, County, and Special
District Manager searches and approximately 200 local government searches. The basic approach
we have presented herein is the approach we have used in each of our searches. It has been refined
over the years to the point where it is problem-free.
Technical Capabilities and Organizational Structure
Colin Baenziger & Associates has developed its business model over the past 18 years. The model
has proven to be extremely effective in every state where we have applied it and for every type of position for which we have searched. In fact, we are often called when a government has a particularly difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately
eighteen people. Most staff members are independent contractors and are given assignments on a task
order basis. Consequently we can pay well while having a great deal of flexibility without the
overhead of many firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County Managers or elected officials. As a result, we understand multiple perspectives and have been very successful in identifying the right candidates for our clients. CB&A’s other staff are
all competent researchers and writers and most have been with us for a long time.
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Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we
quote a price to the client, that price is what the client will pay, no matter how difficult the search is
or what unforeseen circumstances may develop. We have never asked a search client for additional
fees, even when we were entitled to do so. Completion of Projects on Schedule
Colin Baenziger & Associates routinely completes its assignments in sixty to ninety days. Further,
since CB&A began performing recruitments, it has never missed a project milestone.
Diversity
CB&A has extensive contacts with individuals and organizations representing women and minorities.
We are thus able to identify and bring a diverse group of finalists to the City. The proof is that from
the beginning of 2009 through the end of 2011, forty-three percent of the individuals whom we placed as City and County Managers were minorities and/or women. Our placement percentage of women and minorities in 2014 was also 43%.
Colin Baenziger Summer Lord
Owner & Principal Senior Editor
Rick Conner David Collier John Darrington
Vice President Senior Vice President Senior Vice President
Lynelle Klein Jim Payne
VP / Operations Vice President
Internet Specialists (8) Senior Research Associates
(8)
Administrative Assistants
(2)
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Prior Names and Litigation
Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our
performance has never been questioned nor have we or any of our clients been involved in any
legal action as a result of our work.
Insurance
To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages:
(1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident,
and (3) professional liability insurance of $1 million per occurrence. As a small firm, predominantly
utilizing independent contractors, we are not typically subject to the requirements for workers
compensation and employer liability insurance. If required by the client, and if it is available to us,
we will obtain these two coverages prior to contract execution.
Overall Executive Search Experience
CB&A started its executive search business in 1998 from scratch. As a single father, he needed to
stay nearby and so his goal was to become Florida’s preeminent recruiter. In 2007 with his children
mature, he branched out into other states. His firm has now worked in 30 states, from Maine to California and Florida to Alaska. See the map below.
A complete list of our searches is contained in Appendix A.
We have served clients in the states highlighed in blue.
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2016 City / County Manager Searches Completed
Position Client Population Placement
Agency Size:
Number of Employees
1 City Manager Cocoa Beach, FL 11,200 James McKnight 250
2 City Manager Covington, VA 5,961 Richard Douglas 100
3 City Manager Danville, VA 42,900 Ken Larking 1,100
4 Chief Administrator El Paso, County, TX 827,700 Betsy Keller 480 under the Administrator
5 City Manager Fort Myers, FL 70,918 Saeed Kazemi 944
6 City Administrator Fort Smith, AR 87,350 Carl Geffkin 937
7 City Manager Gainesville, FL 117,000 Anthony Lyons 1,300
8 City Manager Mountlake Terrace 20,200 Scott Hugill 150
9 City Manager Norwich, CT 40,500 John Salomone 430
10 City Manager Orange City, FL 11,600 Dale Arrington 100
11 City Administrator Prosser, WA 5,845 David Stockdale 50
12 City Manager Savannah, GA 144,350 Roberto Hernandez 2,610
13 Township Manager Springettsbury Township, PA 26,700 Benjamin Marchant 100
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2016 City / County Manager Searches Completed (continued)
Client Contact Name Title Phone Email
1 Cocoa Beach, FL Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com
2 Covington, VA Thomas Sibold Mayor (540) 958-8983 tomsibold@yahoo.com
3 Danville, VA Sherman Saunders Mayor (434) 489-8738 sherman.saunders@danvilleva.gov
4 El Paso County, TX Carlos Leon Commissioner (915) 546-2014 mmejia@epcounty.com
5 Fort Myers, FL Randall Henderson Mayor (239) 321-7020 gpack@cityftmyers.com
6 Fort Smith, AR Sandy Sanders Mayor (479) 784-2204 Mayor@fortsmithar.gov
7 Gainesville, FL Todd Chase Council Member (352) 514-0168 chasetn@cityofgainesville.org
8 Mountlake Terrace, WA Rick Ryan Mayor Pro Tem (206) 940-0108 RRyan@ci.mlt.wa.us
9 Norwich, CT Deberey Hinchey Mayor (860) 823-3743 DHinchey@cityofnorwich.org
10 Orange City, FL Tom Laputka Mayor (386) 775-5403 tlaputka@ourorangecity.com
11 Prosser, WA Randy Taylor Mayor (509) 875-4367 RTaylor@ci.prosser.wa.us
12 Savannah, GA Eddie DeLoach Mayor (912) 210-1722 edeloach@savannahga.gov
13 Springettsbury Township,
PA Mark Swomley Board Chair (717) 805-3093 mark.swomley@springettsbury.com
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2015 City / County Manager Searches Completed
Position Client Population Placement Agency Size: Number of Employees
1 City Manager Cocoa Beach, FL 11,200 Ron McLemore 249
2 Village Manager Estero, FL 23,100 Steve Sarkozy 6
3 City Manager Fernandina Beach, FL 12,000 Dale Martin 268
4 County Manager(1) Fulton County, GA 984,300 Richard Anderson 6,500
5 City Manager Indianola, IA 14,800 Ryan Waller 92
6 City Manager Mill Creek, WA 18,800 Rebecca Polizotto 62
7 City Manager Normandy Park, WA 6,600 Mark Hoppen 27
8 City Manager Ocala, FL 56,600 John Zobler 940
9 City Manager Palm Bay, FL 105,000 Greg Lynk 748
10 City Manager Seminole, FL 17,800 Ann Deal 159
11 City Manager Sequim, WA 6,670 Charlie Bush 73
12 County Administrator York County, VA 66,300 Neil Morgan 721 (1) Partial Search. We performed background checks for two candidates, coordinated the interviews and negotiated the employment
contract. We did not search for candidates.
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Client Contact Name Title Phone Email
1 Cocoa Beach, FL Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com
2 Estero, FL Nick Batos Mayor (239) 292-2909 batos@estero-fl.gov
3 Fernandina Beach, FL Ed Boner Mayor (904) 556-7554 eboner@fbfl.org
4 Fulton County, GA Mark Massey Clerk to the Commission (404) 219-0451 Mark.Massey@fultoncountyga.gov
5 Indianola, IA Kelly Shaw Mayor (515) 962-5300 lkshaw@cityofindianola.com
6 Mill Creek, WA Pam Pruitt Mayor (425) 338-7158 ppruitt@cityofmillcreek.com
7 Normandy Park, WA Susan West Mayor (206) 248-7603 Susan.West@ci.normandy-park.wa.us
8 Ocala, FL Kent Guinn Mayor (352) 572-0312 kguinn@ocalafl.org
9 Palm Bay, FL William Capote Mayor (321) 292-0382 Mayor@PalmBayFlorida.org
10 Seminole, FL Leslie Waters Mayor (727) 430-7553 lwaters2@myseminole.com
11 Sequim, WA Candace Pratt Mayor (360) 582-0114 cpratt@sequimwe.gov
12 York County, VA Thomas Shepperd, Jr.Chairman (757) 868-8591 shepperd@yorkcounty.gov
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Position Client Population Placement
Agency Size: Number of
Employees
1 County Manager Alachua County, FL 251,400 Lee Niblock 855 under the Manager
2 City Manager Bellevue, WA 132,000 Brad Miyake 1,229
3 City Manager Connell, WA 4,200 Jed Crowther 19 + temp & seasonal
4 City Manager Delray Beach, FL 64,100 Donald Cooper 800
5 Chief Administrator El Paso County, TX 827,700 Stephen Norwood 480 under the Administrator
6 City Manager Ellensburg, WA 18,300 Jack Akers 128
7 County Administrator[1]Emmet County, MI 32,900 Marty Krupa 163
8 County Administrator James City County, VA 67,000 Bryan Hill 750
9 City Manager Marco Island, FL 13,300 Roger Hernstadt 210
10 City Manager Mount Pleasant, MI 26,200 Nancy Ridley 119
11 City Manager Mountlake Terrace, WA 20,200 Arlene Fisher 153
12 City Manager North Miami, FL 60,600 Aleem Ghany 364
13 City Manager Oakland Park, FL 42,800 David Hebert 240
14 Township Manager Springettsbury Township, PA 26,700 Kristin Denne 100
15 County Administrator St. Lucie County, FL 277,800 Howard Tipton 583 under the Administrator
16 City Manager St. Pete Beach, FL 9,400 Wayne Saunders 88
17 Town Manager Surfside, FL 6,000 Guillermo Omedillo 121
18 City Manager Titusville, FL 43,900 Steve Larese 478
19 City Manager Winchester, VA 26,900 Eden Freeman 560 under the Manager
[1] The actual title is County Controller but under Michigan Law, the duties are the same as those of a County Administrator.
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Client Contact Name Title Phone Email
1 Alachua County, FL Lee Pinkson Commissioner (352) 264-6900 lpinkoson@alachuacounty.us
2 Bellevue, WA Kevin Wallace Deputy Mayor (425) 452-7810 KWallace@bellevuewa.gov
3 Connell, WA Bruce Blackwell Mayor (509) 234-2701 bblackwell@connellwa.org
4 Delray Beach, FL Cary Glickstein Mayor (561) 441-0222 glickstein@mydelraybeach.com
5 El Paso County, TX Carlos Leon Commissioner (915) 546-2014 mmejia@epcounty.com
6 Ellensburg, WA Rich Elliott Mayor (509) 962-7221 elliottr@ci.ellensburg.wa.us
7 Emmet County, MI Jim Tamlin Board Chair (231) 622-2433 jtamlyn@emmetcounty.org
8 James City County, VA Mary Jones Board Chair (757) 871-5977 mary.jones@jamescitycountyva.gov
9 Marco Island, FL Larry Sacher Councilor (239) 588-0112 LSacher@marcocitycouncil.com
10 Mount Pleasant, MI Kathleen Ling Commissioner (989) 773-7823 kling@mt-pleasant.org
11 Mountlake Terrace, WA Rick Ryan Mayor Pro Tem (206) 940-0108 RRyan@ci.mlt.wa.us
12 North Miami, FL Rene Monestine City Attorney (305) 895-9810 rmonestime@northmiamifl.gov
13 Oakland Park, FL Shari McCartney Mayor (954) 295-0527 ShariM@oaklandparkfl.gov
14 Springettsbury Township, George Dvoryak Board Chair (717) 683-4665 gdvoryak@Springettsbury.com
15 St. Lucie County, FL Dan McIntyre County Attorney (772) 462-1420 mcintyred@stlucieco.org
16 St. Pete Beach, FL Elaine Edmonds Administrative Services
Director (727) 580-5178 elaine@stpetebeach.org
17 Surfside, FL Daniel Dietch Mayor (305) 861-4863 ddietch@townofsurfsidefl.gov
18 Titusville, FL Jim Tulley Mayor (321) 567-3702 Mayor@titusville.com
19 Winchester, VA John Willingham Council President (540) 931-4655 John.Willingham@winchesterva.gov
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Position Client Population Placement
Agency Size: Number of
Employees
1 City Manager Ankeny, IA 45,000 David Jones 210
2 City Manager Ashland, KY 21,000 Benjamin Bitters 300
3 Village Manager Bal Harbour, FL 2,500 Jorge Gonzalez 37
4 County Manager Clackamas County, OR 380,000 Donald Krupp 2,300
5 City Manager Elmira, NY 29,000 Kim Middaugh 293
6 City Manager Fruitland Park, FL 4,100 Gary La Venia 52
7 City Manager Leesburg, FL 20,600 Alfred Minner 515
8 City Manager Medina, WA 3,000 Michael Sauerwein 30
9 City Manager Miramar, FL 122,000 Kathleen Woods-
Richardson 960
10 City Manager Monroe, NC 36,397 John D’Agostino 750
11 City Manager Normandy Park, WA 6,300 Glenn Akramoff 27
12 County Manager Okaloosa County, FL 170,000 Ernie Padgett 820
13 City Manager Satellite Beach, FL 10,000 Courtney Barker 120
14 City Manager Scottsdale, AZ 220,000 Fritz Behring 2,423
15 City Manager Sunnyside, WA 15,000 Donald Day 95
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Client Contact Name Title Phone Email
1 Ankeny, IA Gary Lorenz Mayor (515) 371-2141 garyl@ljmd.com
2 Ashland, KY Chuck Charles Mayor (606) 327-2001 ccharles@ashlandky.org
3 Bal Harbour, FL Jaime Sanz Council Member (786) 427-4154 jsanz@balharbour.org
4 Clackamas County, OR Paul Savas Commissioner (503) 655-8581 psavas@co.clackamas.or.us
5 Elmira, NY Susan Skidmore Mayor (607) 738-3714 mayor@cityofelmira.net
6 Fruitland Park, FL Chris Bell Mayor (352) 326-4291 cbell@fruitlandpark.org
7 Leesburg, FL David Knowles Mayor (352) 326-9300 Allstate2@earthlink.net
8 Medina, WA Michael Luis Mayor (425) 233-6400 mluis@medina-wa.gov
9 Miramar, FL Yvette Colbourne Commissioner (954) 560-5161 ycolbourne@ci.miramar.fl.us
10 Monroe, NC Lynn Keziah Vice Mayor (704) 221-2365 lkeziah@monroenc.org
11 Normandy Park, WA Clarke C. Brant Mayor (206) 248-7603 clarke.brant@ci.normandy-park.wa.us
12 Okaloosa County, FL Don Amunds Commission Chair (850) 585-8012 damunds@co.okaloosa.fl.us
13 Satellite Beach, FL Frank Catino Mayor (321) 223-7700 fcatino@satellitebeach.org
14 Scottsdale, AZ Suzanne Klapp Vice Mayor (480) 312-7402 sklapp@scottsdaleaz.gov
15 Sunnyside, WA James Restucci Mayor (509) 643-4343 jrestucci@sunnyside-wa.gov
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Position Client Population Placement
Agency Size: Number of
Employees
1 City Manager Cape Coral, FL 154,300 John Szerlag 1,300
2 City Manager Cocoa Beach, FL 11,200 Robert Majka 234
3 City Manager Doraville, GA 8,500 Shawn Gillen 104
4 City Manager Fayetteville, NC 208,000 Ted Voorhees 1,500
5 City Manager Fort Pierce, FL 41,590 Robert Bradshaw 361
6 City Manager Hallandale Beach, FL 37,100 Renee Crichton 449
7 County Administrator Hernando County, FL 172,800 Leonard Sossamon 1,297
8 City Manager Key West, FL 26,649 Bob Vitas 456
9 City Manager Melbourne, FL 75,000 Michael McNees 927
10 Village Manager North Palm Beach, FL 12,015 Ed Green 279
11 City Manager Panama City Beach, FL 12,018 Mario Gisbert 250
12 City Manager Sarasota, FL 51,917 Tom Barwin 599
13 City Manager Sunrise, FL 4,260 Alan Cohen 1,203
14 City Manager Yakima, WA 1 91,000 Anthony O’Rourke 730
1 The manager's wife developed cancer after 3 months on the job and he resigned to be with her during treatment. We repeated
the search at no cost even though it was outside the scope of our warranty.
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Client Contact Name Title Phone Email
1 Cape Coral, FL John Carioscia Council Member 239-242-3288 rerbrick@capecoral.net
2 Cocoa Beach, FL Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com
3 Doraville, GA Donna Pittman Mayor (678) 328-9181 donna.pittman@Doravillega.us
4 Fayetteville, NC Jim Arp Mayor Pro Tem (910) 728-2569 JArp@ci.fay.nc.us
5 Fort Pierce, FL Anne Satterlee Communications Manager (772) 460-2200 asatterlee@city-ftpierce.com
6 Hallandale Beach, FL Joy Cooper Mayor (954) 457-1318 jcooper@hallandalebeachfl.gov
7 Hernando County, FL Ronald F. Pianta Assistant County Administrator 352) 754-4002 RPianta@co.hernando.fl.us
8 Key West, FL Shirley Freeman Chair, Citizen’s Advisory
Committee (305) 304-1975 shirleyfreemankeywest@gmail.com
9 Melbourne, FL Paul Googleman City Attorney (321) 608-7200 cityattorney@melbourneflorida.org
10 North Palm Beach, FL David Norris Council Member (561) 841-3355 dnorris@village-npb.org
11 Panama City Beach, FL Gale Oberst Mayor (850) 235-1541 goberst@pcbgov.com
12 Sarasota, FL Susanne Atwell Commissioner (941) 954-4115 Suzanne.Atwell@sarasotagov.com
13 Sunrise, FL Kim Kisslan City Attorney (954) 746-3300 KKisslan@sunrisefl.gov
14 Yakima, WA Micah Cawley Mayor (509) 901-9114 micah_cawley@ci.yakima.wa.us
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Position Client Population Placement
Agency Size: Number of
Employees
1 City Manager Albany, GA 76,000 James Taylor 863
2 City Manager Chamblee, GA 17,000 Niles Ford 106
3 County Administrator Clay County, FL 160,000 Stephanie Kopelousos 1,514
4 City Manager Destin, FL 12,300 Mary Ann Ustick 65
5 Village Manager Key Biscayne, FL 12,350 John Gilbert 115
6 City Manager Madeira Beach, FL 4,260 Shane Crawford 71
7 Borough Manager Matanuska-Susitna Borough, A 88,000 John Mossey 275
8 City Manager North Port, FL 55,800 Jonathan Lewis 569
9 City Manager Orange Park, FL 9,100 Cindy Hall 110
10 Village Manager Pinecrest, FL 19,400 Yocelyn Gomez 158
11 County Administrator Polk County, IA 431,000 David Jones 1,300
12 City Manager Portland, ME 65,000 Michael Rees 1,100
13 City Manager Sunny Isles Beach, FL 17,000 Alan Cohen 178
14 City Manager Tacoma, WA 198,400 T.C. Broadnax 3,872
15 City Manager Yakima, WA 91,000 Don Cooper 730
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Client Contact Name Title Phone Email
1 Albany, GA Nathan Davis City Attorney (229) 431-2805 NDavis@albany.ga.us
2 Chamblee, GA Marc Johnson Interim Manager / Police Chief (404) 819-9346 chiefmj@chambleepd.com
3 Clay County, FL Travis Cummings Former Commission Chair (904) 376-5189 Not Available
4 Destin, FL Chuck Garcia Human Resources Director (850) 837-4242 cgarcia@cityofdestin.com
5 Key Biscayne, FL Conchita Alvarez Village Clerk (305) 365-5506 calvarez@keybiscayne.fl.us
6 Madeira Beach, FL Travis Palladeno Mayor (727) 239-5549 tpalladeno@madeirabeachfl.gov
7 Matanuska-Susitna, AK Sonya Conant Human Resources Director (907) 746-7432 Sonya.Conant@matsugov.us
8 North Port, FL Jim Blucher Vice Mayor (941) 628-2916 jblucher@cityofnorthport.com
9 Orange Park, FL Sarah Campbell Town Clerk (904) 278-3018 scampbell@townop.com
10 Pinecrest, FL Guido Inguazo Village Clerk (305) 234-2121 inguanzo@pinecrest-fl.gov
11 Polk County, IA E.J. Giovannati Former County Supervisor (515) 371-0782 EJGiovannetti@hhlawpc.com
12 Portland, ME Cheryl Leeman Search Chair / Council Member (207) 774-4308 cl@portlandmaine.gov
13 Sunny Isles Beach, FL Norman Edelcup Mayor (305) 792-1701 NSEdelcup@aol.com
14 Tacoma, WA Joy St. Germain Human Resources Director (253) 591-2060 jstgermain@ci.tacoma.wa.us
15 Yakima, WA Micah Cawley Mayor (509) 901-9114 micah_cawley@ci.yakima.wa.us
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Some of CB&A Clients…
City of Savannah, GA City of Bellevue, WA
City Manager City Manager
City of Fayetteville, NC City of Winchester, VA
City Manager City Manager
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Project Team and Involvement
Colin Baenziger & Associates is an experienced recruiting firm which strongly believes that the majority of the search work should be conducted by one knowledgeable person. Colin Baenziger
will be that person—he will serve as your project manager. He will conduct the interviews with
the elected officials, search for strong candidates, discuss the position with those candidates,
recruit them, conduct the interviews with the candidates, conduct the background investigations,
oversee the interview process, and assist with the contract negotiations. In addition to fifteen years as a consultant, Mr. Baenziger spent ten years in government as a senior manager. Overall, he has
been the firm’s Project Manager for more than one hundred and twenty-five city and county
manager searches. Prior to starting CB&A, he spent over 20 years hiring key staff.
David Collier, senior vice president, will be the Deputy Project Manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on
the search for strong candidates and candidate evaluation. Before joining CB&A as a recruiting
in 2006, he had over 30 years of experience as a senior level local government manager in several
states and in that capacity hired many key staff. He earned his Bachelor of Arts degree in
economics and his Master’s degree in public administration from the American University in Washington, D.C. He is a past president of the Maryland City Managers Association and the
Florida Association of County Administrators.
Rick Conner, vice president, will serve as the recruitment manager and assist with the
identification and screening of candidates. He has over 30 years of in local government and in executive recruiting. He earned Bachelors of Science Degrees in Business Administration and
Engineering from the University of Missouri.
Lynelle Klein, vice president for operations, will be responsible for coordinating the advertising
and production of the materials we will present to you as described in the Recruitment Approach.
Colin Baenziger David Collier
Project Manager Deputy Project Manager
Rick Conner Lynelle Klein
Recruitment Manager Operations Manager
Research Associates
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Colin Baenziger, M.P.A. Principal
Colin Baenziger is a student of local government and responsible for
the executive recruitment functions at Colin Baenziger &
Associates. Over the years, he has worked with a number of cities on recruitments and on management, operational, and organizational issues. As a former manager and someone who actively consults
with governments, he understands what it takes to do the manager’s
job effectively. Furthermore, because he is active in a number of
professional associations, he knows many of the nation’s managers on a first-name basis.
Some of Mr. Baenziger’s searches for local governments include:
• City Manager, Coral Gables, FL (population 42,000)
• City Manager, Cottonwood Heights, UT (population 34,000)
• City Manager, Fife, WA (population 8,200)
• City Manager, Fayetteville, NC (population 208,000)
• Village Manager, Key Biscayne, FL (population 11,000)
• Economic Development Director, Loudoun County, VA (population 326,000)
• Community Development Director, Miami, FL (population 373,000)
• Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000)
• City Manager, Mount Dora, FL (population 12,000)
• County Manager, Clackamas County, OR (population 380,000)
• City Manager, Palm Coast, FL (population 51,000)
• City Manager, Portland, ME (population 65,000)
• City Manager, Roanoke, VA (population 96,000)
• City Manager, Tacoma, WA (population 200,000)
• General Manager, Tampa Bay Water Authority (serving a population of 2.4 million)
• County Manager, Union County, NC (population 290,000)
Other recent efforts include a strategic planning session for the Florida Association of Special
Districts, an operational review of Tamarac’s water utility, a business practices review for a
division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of
the Marriott Corporation.
Mr. Baenziger has a master’s degree with distinction in public administration from Cornell University’s Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City
and County Management Association. He has also been called upon frequently to speak at
conferences of the Utah and Florida City/County Managers’ Associations, and the Florida Public
Personnel Association.
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Dave Collier, M.P.A. Senior Vice President
Before joining CB&A in 2006, Dave Collier spent over 30 years of
management experience in county and city government. Since there
is not much that he has not seen previously, Dave quickly produces
efficient and effective solutions to problems for his clients.
One of Dave’s specialties is executive search. With his many years
of experience, he can quickly separate the wheat from the chaff and
find the right person to join your senior staff or be your department
head. He also has successfully conducted organizational reviews,
sessions in team building and strategic planning workshops. Just as importantly in this day and age of the pressure to lower taxes, he has
developed strategies and action plans for coping with the tough
financial problems that local government often experience.
Dave has overseen the recruitment and selection of:
• County Manager, Brevard County, FL,
• City Manager, Coral Gables, FL,
• City Manager, Cape Canaveral, FL,
• City Manager, Dania Beach, FL,
• City Manager, North Miami, FL,
• City Manager, Orange City, FL,
• City Manager, West Melbourne, FL,
• City Administrator, West Park, FL,
• Finance Director for Tamarac, FL, and
• Environmental Resources Director for St. Lucie County, FL.
While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism of City Department Heads and staff through an emphasis on professional development and team
building. He also used his hands-on management style to emphasis the need for effective project
management and maintaining tight timelines in order to show citizens that the city government
was effectively managed and had a strong commitment to its customers. Prior serving in Stuart,
Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting.
Mr. Collier earned his Bachelor of Arts degree in Economics and his Master’s degree in Public
Administration from the American University in Washington, D.C. He was a member of the
International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is
involved in his community as a member of the City of Stuart’s CRA Advisory Board and as a
Director of Stuart’s Main Street Association.
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Rick Conner, P.E. Vice President
Rick Conner is a recent addition to CB&A’s strong cadre of
municipal operations experts. With over 30 years of management
experience in local government, he has seen it all and done most of
it. He possesses keen analytical skills and the ability to slice through
critical issues. As a result, he is another outstanding weapon in the firm’s arsenal of experts. His years in local government and his
many licenses and certifications help him to judge talent quickly and
effectively.
In addition to his experience as a City Manager, Rick’s previous positions such as a Public Works Director, gives him an excellent
perspective of the needs of local government operations and staffing.
Prior to joining Colin Baenziger & Associates in 2012, some of the
top leadership positions that Rick has held include:
• City Manager of Sunny Isles Beach, Florida,
• City Manager of Portland, Texas,
• City Manager of Marble Falls, Texas,
• Public Works Director of Nashville/Davidson County, Tennessee, and
• Public Works Director of Bryan, Texas While serving in these positions, Rick received national recognition for his Customer Service
programs. Over his career, Mr. Conner has been involved in a variety of recruitments. Some of
these include:
• City Manager, Fayetteville, NC,
• City Manager, Sarasota, FL,
• City Manager, Cocoa Beach, FL
• Chief Executive Officer/General Manager, Des Moines (IA) Water Works,
• Finance Director/Procurement Officer for a bedroom community to Corpus Christie, TX,
• Accounting Director for a medium size West Texas city
• Police Chief for a Florida barrier island community,
• Water and Wastewater Director for a medium size, central Texas city,
• Airport Fixed Base Operator for a Texas university community, and
• Airport Manager for a medium size Texas university city.
Rick holds a Bachelor of Science in Business Administration and a Bachelor of Science in Civil
Engineering from University of Missouri. He also worked towards Masters Degrees in both Math
and Civil Engineering before joining the work force. He is a Registered Land Surveyor and a Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee and
Texas.
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Lynelle Klein Vice President for Operations Ms. Klein is a skilled professional with a wealth of public and private
sector experience. Her particular expertise is in special projects,
compensation surveys, and background checks for our executive
search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns and by finding creative ways to solve their
problems. In her book, the client comes first.
Since beginning her working relationship with Colin Baenziger & Associates in 2010, Ms. Klein has been involved in virtually every executive search the firm has conducted.
Some of the more notable searches in which she has played a key role include:
• City Manager, Delray Beach, FL (64,100)
• City Manager, Doraville, GA (population 8,500)
• City Manager, Indianola, IA (population 14,800)
• Police Chief, Farmington, NM (population 45,000)
• City Manager, Leesburg, FL (population 21,000)
• City Manager, Mill Creek. WA (population 18,800)
• City Manager, Miramar, FL (population 122,000)
• City Manager, Norwich, CT (population 40,300)
• City Manager, Seminole, FL (17,800)
• City Manager and Finance Director Sunnyside, WA (population 16,000)
• City Manager, Winchester, VA (population 16,000)
• County Manager, Alachua County, FL (population 253,500)
• County Administrator, Clackamas County, OR (population 383,900)
• County Administrator, James City County, VA (population 70,500)
• County Manager, St. Lucie County, FL (population 283,900)
• County Administrator, York County, VA (population 66,300)
• County Attorney, Fulton County, GA (population 992,000)
• Director, Growth Management, Collier County, FL (population 340,000)
• Solid Waste Director City of Tampa, FL (population 347,000)
Ms. Klein’s prior employment was primarily in the private sector. For over 15 years she provided
contract financial and administrative services to companies who did not require full time office staff. Some of her clientele included TLC Cabulance, Clear and Clean Pool Service, Elizabeth Fountain
Interiors, a published author and a landscaping company. Ms. Klein has an Associate’s Degree from
Brigham Young University in Rexburg, Idaho. She currently resides in King County, WA.
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More CB&A Clients…
City of Roanoke, VA Oregon City, OR City Manager City Attorney Finance Director
Economic Development Director
Finance Director Human Resources Director Planning, Building and Development Director
James City County, VA City of Scottsdale, AZ
County Administrator City Manager
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The following search methodology has been refined over the past eighteen years and now is virtually foolproof. We will integrate your ideas into the process. Our goal is to ensure you have the right people to interview as well as the information you need to make the right decision.
Phase I: Information Gathering and Needs Assessment
Task One: Needs Assessment An important part of the recruiter’s work is selling the community to the very best candidates
(including those that are not actively looking for the next job) while also providing an accurate
portrayal of the community and the opportunity. In order to do this, CB&A must first determine
the needs of the client and the characteristics of the ideal candidate. Our approach is as follows:
• Compile background information from the jurisdiction’s website and other sources.
• Interview the Mayor and Council, other key parties (such as City staff) and stakeholders
(such as community groups, business owners, residents, government officials and property owners). Our goal is to develop a strong sense of your organization, its leadership, its short
and long term expectations, and its challenges;
• Determine the characteristics of the ideal candidate. These will likely include experience,
longevity, education, personality, demeanor, and achievements as well as other items the Council and stakeholders consider important), and
• Determine a reasonable compensation package.
We will also finalize the timeline so candidates can mark their calendars well in advance and will
be available when the Council wish to conduct the interviews.
If the City wishes, we routinely incorporate meetings with other stakeholders (such as the business
community, the non-profit community, City staff and so on) to gather their insights. We can also
solicit the input of your residents through an on-line survey. These forums and surveys are valuable as they provide additional perspectives and a better understanding of the environment and
the wants/needs of the community that the Manager will be working in. An example of an online
survey is included as Appendix D.
Task Two: Develop Position Description and Recruitment Materials Based on the information we gather, CB&A will next develop a comprehensive recruitment
profile. We will provide our draft for your review and comment. We will then meet with the
Council to discuss the results of our interviews and the resulting recruitment profile. Your
suggestions will be incorporated, and the final document prepared. A sample of our work is included as Appendix B. Other samples can be found on our firm’s website under the “Executive
Recruitments” / “Active Recruitments” tabs.
Phase II: Recruitment
Task Three: Recruit Candidates CB&A uses a number of approaches to identify the right people for this position. We say people,
and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom
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will do the job extraordinarily well and who are so good you will have a difficult time choosing among them. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are:
• Networking: The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Often excellent
candidates are reluctant to respond to advertisements because doing so may alienate their
current employers. When we approach them, their credentials are enhanced rather than
diminished. We also use LinkedIn as a source of candidates.
• Advertising While we will seek out the best, we will not ignore the trade press as it often also yields strong candidates. We intend to advertise through organizations such as the
International City/ County Management Association, Georgia Municipal Association,
Georgia City-County Manager Association and so on. We will also post it on our website, www.cb-asso.com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of
candidates our clients are seeking. If the City wants to have ads placed in local newspapers,
national newspapers and/or generic websites, it will need to bear the cost.
• Email: We will also e-mail the recruitment profile to our listserv of over twelve thousand managers and professionals who are interested in local government management. One of
the advantages of e-mail is that if the recipient is not interested, he/she can easily forward
the recruitment profile to someone else who may be interested.
Phase III: Screening and Finalist Selection Task Four: Evaluate the Candidates
Based on our most recent recruiting efforts, we anticipate receiving resumes from sixty to one
hundred applicants. We will narrow the field as described above and present information on
candidates to the Mayor and Council. This process requires a mixture of in-depth research and subjective evaluation. Our process is as follows.
It should be noted that selecting strong candidates is more an art than a science. While we consider
standard ranking factors and the elements of the job, ultimately the most important factor is who
we believe will be a good fit with the City and the community. Typically forty percent of our finalists are women and/or minorities.
Specifically, our efforts will involve:
Step One. Resume Review. CB&A will evaluate all resumes and identify the eight to fifteen high quality candidates.
Step Two. Screening Interview. Our lead recruiter, and possibly other senior
representatives of the firm, will interview each of these candidates. Using what we learned
in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether or not to consider them further.
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Step Three. Prepare a Report. We will prepare a written report summarizing the Results of the Recruitment and the top seven to ten candidates. We will forward our report to the
Council.
Step Four. Evaluate the Best Candidates. We will develop materials and background investigations for five to six candidates. For those that remain in consideration, CB&A will:
• Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to prepare a written introduction to themselves as part of their preliminary background checks. This is done for several reasons. First, it allows
the candidates to tell their own story and balance the negativity that is so often
characteristic of the press. It also allows the City to evaluate the candidates written
and communicative skills.
• Candidate Disclosure Statement: We will ask candidates if there is anything
controversial in their background that we should be made aware of prior to further
consideration. While it is unlikely that we find anything not previously publicized
in the press, we believe redundant checks offer superior security for our client.
• Interviews of References: We tell the candidate with whom we wish to speak.
These include current and former Council Members, the municipal attorney, the
external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the
candidate. We also attempt to contact some individuals who are not on the
candidate’s list. Typically, we reach eight to ten people and prepare a written
summary of each conversation.
• Legal Checks: Through our third party vendor, American DataBank, we will
conduct the following checks: criminal records at the county, state and national
level; civil records for any litigation at the county and federal level; and bankruptcy
and credit.
• Search the Internet and Newspaper Archives: Virtually every local newspaper
has an archive that provides stories about perspective candidates, the issues they
have dealt with, how they resolved them and the results. These articles can also
provide valuable insights into the candidate’s relationship with the public and the governing body. Of course, not all news sources are unbiased and we consider that
in our evaluation. This step is conducted in order to quickly discover candidates
with problems in their backgrounds and eliminate them.
• Verification of Education: We also verify claimed educational degrees to assure the candidate is being totally forthright.
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• Verification of Work History: We verify employment for the past fifteen years.
The goal in conducting these checks is to develop a clear picture of the candidates and to determine
which best meet the criteria established in Phase I. Each of the avenues we pursue adds a piece of the puzzle. We will crosscheck sources, search for discrepancies, and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly
researched. If we conclude the situation is damaging or even questionable, the situation reported
to the City, with the City’s concurrence, the candidate will be dropped from further consideration.
Note: We firmly believe that all background work we have outlined above should be completed early in the process. That way the client knows the individuals to be
interviewed are all top performers and do not have anything embarrassing in their
pasts that might come to light after selection. It also means that once our client has
made a selection, it can move forward promptly, negotiate a contract and make an announcement.
Task Five: Preparation and Presentation of Candidate Materials
For the selected candidates, CB&A will compile the information we have developed into a complete written report for each recommended candidate. Specifically, this information will
include: the candidates’ resumes, introductions, references, background checks and internet /
newspaper archive search results. A complete sample candidate report is included as Appendix
C. We will also provide some advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into), and some logistical information. The preceding information will be forwarded to you electronically.
Task Six: Finalist Selection Approximately a week after the City has received the candidate materials, CB&A will meet with
the elected officials to discuss our findings and make a final determination concerning who will
be invited to interview.
Task Seven: Notify All Candidates of Their Status
We will notify the finalists by telephone and give them the opportunity to ask additional questions.
We will also provide them with information concerning the interviews and travel if necessary. CB&A will inform those not selected of their status. Part of the notification will include advice
concerning the candidates’ resume and/or cover letter so, even though they were not selected to
go forward, they will have gained something valuable from participating in the process.
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Phase IV: Coordinate the Interview Process and City Manager Selection Task Eight: Coordinate the Candidate Assessment Process
Prior to the interviews, we will recommend an interview/assessment process for the City’s review including means to evaluate the candidates’ communication skills, interpersonal skills, and decision-making skills. As part of the process, we will recommend the City Council observe the
finalists in a number of settings. We will also recommend you invite the finalists’ spouses so they
can spend time in and evaluate your community.
Day #1: The finalists are given a tour of the community by a knowledgeable staff member or resident.
Later, that evening, the Mayor and Council host a reception for the candidates. The purpose
is to observe how the finalists respond to a social situation. Your next City Manager will, after all, represent your local government in numerous venues. It is thus important to know how the individual will respond in a social setting. The reception also serves as an ice-
breaker whereby the Council Members and the candidates get to know one another
informally.
Day #2: Beginning at approximately 8:30 a.m., each candidate interviews individually with each elected official for approximately 40 minutes. These meetings provide the City
Council Members with an opportunity to assess how the candidates might interact with
them on an individual basis. It is very important to know if good chemistry exists.
Ultimately, Managers succeed and fail based on their interaction with the City Council and the one-on-one interviews are an excellent way to test that interaction.
After lunch, the Mayor and Council as a group will interview each candidate so that they
can assess the candidates in a formal meeting. Part of the interviews may include a
PowerPoint presentation so the Council can observe the candidates’ presentational skills. Task Nine: Debriefing and Selection
Once the interviews have concluded, CB&A suggests the City Council Members adjourn and hold
a meeting a day or two later to select the next City Manager. Although the selection can be made the same day as the interviews, this decision is quite important and we recommend you take some time to consider what you have seen and heard.
In terms of the final selection, we have developed a simple methodology that moves the elected
body quickly and rationally to the desired outcome. Once the selection has been made, CB&A will notify the finalists of their status. Candidates are eager to know and we feel it is important to keep them informed.
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Phase V: Negotiation and Continuing Assistance Task Ten: Notification, Contract Negotiations and Warranty
We will then assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the
negotiations if desired. We have a standard contract you are welcome to use. Your attorney, of
course, will prepare the final contract. Since the basic parameters will have been discussed with
the candidates and the candidates have been thoroughly vetted, we expect a relatively prompt agreement.
Task Eleven: Continuing Assistance
Our work is not done when the contract is executed. We will stay in touch with you and your new City Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, we will conduct a team-building workshop, at no charge, to
resolve any difficulties. We simply feel it is part of our job to assure a successful relationship.
Communications: We will provide weekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in
person. We are also available at any time, day or night, to address any questions you have along
the way. To do so, we will provide you with our cellphone numbers and you should feel
comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We want to be responsive and to assist in any way we can.
The City’s Obligations
The City will be responsible for providing the facilities for the interview process, coordinating
lodging for candidates from outside the area, and making arrangements for the reception. The City
will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals, and incidentals for the interview weekend.
The City should also plan to provide the following information, if it is not available on the City’s
website, to each of the finalists: the current year budget, an organizational chart, the latest
completed audit and management letter, any current strategic and long range plans, a copy of the City Charter, any job descriptions and other materials defining the role and duties of the City Manager, and any evaluations of the organization completed in the last year.
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Project Schedule
The following is the project schedule we suggest for this recruitment and one we could use for this
recruitment. We realize the schedule may need to be adjusted to accommodate the Mayor’s and
Council Members’ availability. Phase I: Needs Assessment / Information Gathering
October 18th: CB&A begins meeting with the Mayor and Council Members and, if
suggested, other stake holders to understand the job and its challenges.
October 25th: CB&A submits the draft of the full recruitment profile to the City for its
review. Comments will be due back on the following October 31st.
Phase II: Recruiting
November 4th: CB&A posts the full recruitment profile on its website and submits it to the
appropriate publications. It is also e-mailed to over 12,700 local
government professionals.
December 4th: Closing date for submission of applications.
December 9th: CB&A reports on the results of the recruitment.
Phase III: Screening, Reference Checks and Credential Verification
December 29th: CB&A forwards its reports and materials to the City for the recommended
candidates. These will include the candidates’ resumes and introduction as
well as the results of our reference, background and Internet/newspaper
archives checks.
January 5th: City selects the finalists for interviews.
Phase IV: Interview Process Coordination and City Manager Selection
January 12th: City holds reception for the finalists.
January 13th: One-on-one and full Council Interviews and possible decision.
January 16th: Selects its next City Manager if the decision has not already been made.
selects its next City Manager if the decision is not already made. Phase V: Negotiation, Warranty & Continuing Assistance
Post-Selection: CB&A works with City representatives and the selected candidate on an
employment agreement.
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More CB&A Clients…
City of Greensboro, NC Matanuska-Susitna Borough, AK City Manager Borough Manager
Union County, NC Loudoun County, VA County Manager Director – Economic Development
Human Resources Officer
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Fee CB&A offers a firm, fixed fee of $24,250 which includes all our expenses and costs. In other words,
the only thing the City will pay CB&A is the agreed upon fee. The only other costs the City will be
responsible for are the costs associated with the candidates’ (and spouses, if invited) travel,
accommodations and meals for the interview process. The advantage to the City is it knows exactly what it will pay. The advantage to CB&A is that we do not have keep track of every minor expense.
We will bill the fee as the phases are completed and according to the following schedule:
Requested Services for City Manager
Phase I: Needs Analysis / Information Gathering $ 3,000
Phase II: Recruiting 10,000
Phase III: Screening 9,000
Phase IV: Interview Process Coordination and Manager Selection 1,500
Phase V: Negotiation and Continuing Assistance 750
Firm, Fixed Fee Total $24,250
If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a
rate of $150 per hour. No such work will be performed without your written authorization. Please note, as previously stated, that we have neither billed nor requested additional funds beyond our originally quoted fee even when we have been entitled to it.
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Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have
confidence in our work. Provided the City instructs us with conducting a full search (Phases I-V) and
assuming it selects from among the candidates we recommend, we warrant the following:
1) We will not approach the selected candidate for any other position as long as the individual is employed by the City.
2) If the selected individual leaves for any reason other than an Act of God (such as total
incapacitation or death) within the first two years, CB&A will repeat the search for the
reimbursement of our expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after
the contract is executed.
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The following are relatively comparable and relatively recent City Manager placements
City Manager, City of Savannah, GA (population 96,000)
Contact: Mayor Eddie DeLoach at (912) 210-1722, or
edeloach@savannahga.gov Search Committee Chair and Alderman Van Johnson at
(912) 604-410, or AldermanJohnson1aol.com
CB&A was hired in late April 2016 to find Savannah’s next City Manager.
We were asked to identify someone with a strong background in working on redevelopment and social issues (specifically, generational poverty). Our
efforts involved searching the country for strong candidates, conducting
extensive background checks, recommending a strong field of candidates,
overseeing the interviews and providing a small amount of assistance with the
contract negotiations. Roberto Hernandez, formerly the Deputy County Manager of Broward County, FL, and Fulton County, GA, was selected in early August.
City Manager, Scottsdale, AZ (population 221,000)
Contact: Vice Mayor Suzanne Klapp at (480) 312-7402, or
sklapp@scottsdaleaz.gov Council Member Guy Phillips at (480) 312-2374,
or gphillips@scottsdaleaz.gov
Scottsdale retained CB&A just before Christmas, 2012 to help find its next City Manager. We were asked to begin work in late February, 2013. We met with the Council Members and based on what we learned, we crafted a
recruitment profile and began to search the country for outstanding
candidates. Background checks were thorough and three finalists were
selected. Interviews occurred on May 21st and 22nd and Fritz Behring, County Manager, Pinal County, AZ, was selected on the 22nd. Four weeks later, in mid-June, Mr. Behring was selected as American City and County
Magazine’s County Executive of the Year for his work in Pinal County.
City Manager, Tacoma, WA (population 198,400) in 2011 Contact: Mayor Marilyn Strickland at (253) 591-5100 or
Marilyn.Strickland@cityoftacoma.org Human Resources Analyst Margith Baker at
(253) 573-2321 or MBaker@ci.tacoma.wa.us
CB&A was hired in late September 2011 to find Tacoma’s next City Manager. As part of the recruitment process, we met with each of the nine council members
to learn their concerns, priorities and desires. We searched the nation and
developed a pool of 67 candidates, many of which were extremely capable. The
semi- finalist pool was also diverse containing both women and minorities.
Interviews were held in early December and Mr. T.C. Broadnax, formerly an Assistant City Manager with San Antonio, TX, was selected.
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City Manager, Miramar, FL (population 122,000) Contact: Commissioner Yvette Colbourne at
(954) 560-5161, or ycolbourne@ci.miramar.fl.us
CB&A began the search for Miramar’s next City Manager on May 13, 2013. We conducted a nationwide search with an emphasis on Southeast Florida.
Our work included extensive screening and background checks as well as
coordinating the interview process and negotiating the compensation
package with the selected candidate. The City selected Ms. Kathleen Woods-Richardson, formerly Director of Public Works and Waste Management for Miami-Dade County, on August 21, 2013. She began
working for the City on September 9, 2013.
City Manager, Fayetteville, NC (population 208,000) in 2012 Contact: Former Mayor Anthony G. Chavonne at
(910) 443-1992, or
Council Member Jim Arp at (910) 728-2569 or
JArp@ci.fay.nc.us
CB&A began work on April 11, 2012, to assist Fayetteville in finding its
next City Manager. Our work included scouring the nation to find the right
person for the job, interviewing the candidates, conducting through
background checks, recommending finalists for the city to interview and helping with the contract negotiations. Ted Voorhees, then Deputy City
Manager of Durham, NC, was selected on June 29th.
City Manager, Doraville, GA (population 8,500) Contact: Mayor Donna Pittman at (678) 328-9181, or
Donna.Pittman@Doravillega.us
Doraville changed its charter in 2012 to become a city manager form of
government. Although contracted to do just the City Manager search,
we also assisted the City in preparing the implementing ordinances. Our
work included scouring the nation to find the right person for the
position, interviewing the candidates, conducting through background checks, and recommending finalists for the city to interview. Mr. Shawn
Gillen, City Administrator for Grand Rapids, MN, was selected on
January 14, 2013.
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City Manager, City of Roanoke, VA (population 96,000) Contact: Council Member Court Rosen at (540) 597-3193 or
courtrosen@gmail.com
CB&A was hired in early September 2009 to find Roanoke’s next City Manager. Roanoke is the cultural and commercial hub of southwestern
Virginia. We were asked to identify someone with a strong background in
finance and redevelopment. In preparation for the recruitment, we had five
meetings to solicit public input (two with the public at large, one with the
business community, one with the neighborhoods, and one with the education, social services and non-profit community). We also had a separate meeting
with the media. Our efforts involved searching the country for strong
candidates, conducting extensive background checks, recommending a strong
field of candidates, overseeing the interviews and providing a small amount
of assistance with the contract negotiations. Christopher Morrill, formerly the Assistant City manager for Savannah, GA, was selected in early December
2009. We have since assisted the City in finding a City Attorney, a Finance
Director, an Economic Development Director, a Human Resources Director
and a Planning, Building and Development Director.
County Attorney, Fulton County, GA (population 992,000)
Contact: Mark Massey at (404) 612-8232 or
Mark.Massey@fultoncountyga.gov Fulton County Clerk to the Commission
141 Pryor Street SW
Atlanta, GA 30303
Fulton County is home to Atlanta and the capital of the State of Georgia. CB&A began work in late July 2015 to assist the County in finding its next
County Attorney. Our work included recruiting and advertising for
candidates, conducting background checks, selecting the most qualified,
recommending them for interviews, coordinating the interview process, and
assisting in the contract negotiations. Interviews took place in December and Ms. Patrise Hooker-Perkins, Immediate Past President of the State Bar
of Georgia was approved as Fulton County’s next County Attorney on
January 6, 2016. We have also assisted the County in finding a Personnel
Director, a Registrations and Elections Director,
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Candidate References
While it is important to deliver what the City or County expects, it is also important to keep candidates
informed and to treat them with respect and dignity. Accordingly, we have provided references from
four of those candidates.
Placement Formerly Recruited To Be Contact at
Dale Martin City Manager
Winchester, CT
City Manager
Appointed September
2015
(904) 557-5047
dmartin@fbfl.org
Eden Freeman
Assistant City
Manager Sandy Springs, GA
City Manager
Winchester, VA Appointed June, 2014
(540) 667-1815
citymanager@ winchesterva.gov
Bryan Hill
Deputy County
Administrator Beaufort County, SC
County Administrator
James City County, VA Appointed July 2014
(757) 253-6604
bryan.hill@ jamescitycountyva.gov
John Salomone
Town Manager Newington, CT
City Manager Norwich, CT
Appointed, December 2015
(860) 539-8906 cmoffice@cityofnorwich.org
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September 30, 2016
PERSONAL AND CONFIDENTIAL
Dear Mr. Buelterman:
We will be pleased to execute the search project to identify, evaluate and recruit qualified
candidates for the position of City Manager. Our experienced team with more than 15
years of executive search experience in the area will give us important insights as we go
forward. Jim Harvey and I will lead this effort for our office. Stanton Chase is ready to
immediately commit resources for the assignment.
Our process will provide motivated candidates who have been thoroughly screened and
who have passed our stringent standards for personal and functional excellence, and who
accurately match the requirements of the position.
Our methodology will be as follows:
Develop Recruitment Profile
Based on information that you will provided as well as additional material we will
need to discuss, a Recruitment Profile will be developed and presented for your
review and approval. This document will serve as a template against which we
measure candidates’ qualifications. It will also be instrumental in describing the
opportunity to source potential candidates and networking contacts during the
search process.
Determine Search Strategy
In this case, using the Recruitment Profile with a focused search process is
deemed to be the appropriate method. We will conduct systematic research into
selected governments, associations and target organizations. Individual sources,
specialty databases and our own databases will be consulted to identify potentially
qualified candidates. We will gladly accept any referrals of possible candidates
you would like to add to the pool of people under consideration, including internal
candidates, and assess their qualifications along with others in the group.
Evaluation and Selection of Prospective Candidates
All prospective candidates will be evaluated and pre-qualified through extensive
telephone and selective personal interviews. We will conduct personal reference
checks to ensure they have appropriate background, experience, and interest in
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pursuing the opportunity and a willingness to relocate to the client location if
necessary. If requested, we will assist you in finding avenues for any additional
personal background investigation you may desire to pursue regarding any
candidate.
We will use a third party assessment program to provide additional insight into
the personalities of finalist candidates. This information will be especially usual
in the on-boarding process and will be available for use if you choose additional
team integration services.
Candidates are recruited, evaluated and presented without regard for gender,
religion, ethnicity or country of origin.
Presentation of Prospective Candidates
A presentation of the background and experience of each candidate will be
developed. This presentation will include personal information, work experience,
specific skills, salary history, and a commentary by the consultant who personally
interviewed the candidate. Degrees and certificates will be verified and reference
reports will be submitted prior to a hiring decision. We will facilitate all final
interview arrangements according to your directions.
Commercial Arrangements
Our typical fee for this assignment will be one third of the first year’s total expected cash
compensation. Considering a base salary in the range of $X to $Y, we will set a
minimum retainer of $Z to be billed in three installments. The initial increment of $A
will become due when we begin the search. Additional increments of $A will be billed
on 30 day anniversaries. A final increment may be billed if the compensation package
accepted by the successful candidate is greater than $B.
Expenses
No “phantom/support” charges or administrative fees will be charged. Engagement
support expenses incurred on the project will be billed on a monthly basis to include only
actual expenses for consultant and candidate travel and other miscellaneous out of pocket
items.
Cancellation Policy
The search process will continue until you succeed in employing a candidate of your
choice or until we mutually agree to terminate the engagement. However, you may
cancel this engagement at any time without prior notice. If you find it necessary to elect
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this option, the fee increment for the current billing period, should such increment remain
unpaid, will be due. Engagement support expenses for that period will also be due and
included in our final billing, along with any remaining reimbursable expenses. If a
candidate identified during the search is employed by you subsequent to the cancellation
of the agreement, any portion of the total fee that remained unbilled will then be payable.
Confidentially
It is expected that the City of Tybee Island may confide confidential information during
the process of this assignment. Stanton Chase will keep such information confidential. It
will not disclose, publish, transfer or otherwise use confidential information except as
expressly authorized by you the client.
Relationship
It is understood that Stanton Chase will put the City of Tybee Island in an “off-limits”
status for a period of two years and will not recruit or refer any employee to another
company.
Warranty
We apply a high degree of professional discipline and control in our work. While
performance by a candidate cannot be guaranteed completely, our methods minimize the
potential for a serious mismatch because of an oversight or insufficient due diligence.
We would expect that a serious hiring mistake, resulting in the need to terminate a
candidate's employment, would most likely be evident within the first twelve months.
Should such occur in that time-frame, we will conduct a fresh search for a fully suitable
replacement, under the same terms, charging only expenses and crediting amounts
previously paid for professional fees.
Mr. Buelterman, it will be our honor and pleasure to work with you and others on your
team on this recruitment engagement. While it is not possible to predict precisely how
long it might take to complete this project, we work with a sense of urgency and will do
everything required to expedite the process to ensure an early successful conclusion. We
believe our approach will serve your needs and ensure a high level of standards and
quality.
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Please return an executed copy of this agreement for our files.
Sincerely,
Dean
A. Dean Bare
Managing Director
Stanton Chase International, Atlanta
AGREEMENT
The terms, fee arrangements, and other provisions contained in this letter constitute the
basis under which we retain Stanton Chase International to conduct this consulting
assignment on our behalf and hereby authorize them to commence the engagement.
Accepted Date: _________________________
Signature: _____________________________
Mr. Jason Buelterman
Mayor
The City of Tybee Island
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Proposal for City of Tybee, Georgia
Executive search for the Tybee City Manager
Underwood & Company
Underwood & Co. is a marketing and management services consulting firm with a
specialization in municipal government and governmental enterprise operations. Our firm
has extensive experience in all aspects of local government with over 40 years in executive
positions, economic development, utility management, marketing, executive search, and
planning positions. We offer you a strategic partnership that will result in a process that will
be both efficient and effective.
Principals and Partners
The partners of Underwood & Co. are Tom Berry and Debra Underwood. We are assisted by
experienced consultants and/or affiliates, as needed.
Job Scope
Underwood and Company is pleased to conduct the executive search for a permanent full
time City Manager.
The Search Process
We commit:
To listen to all stakeholders and make the search a collaborative process
To obtain candidates who most completely meet the qualifications as determined by the
City of Tybee.
To recruit a maximum number of quality applicants through extensive research
To screen applicants for the desired characteristics and qualities listed in a position profile
To assist in identifying and hiring candidates in a timely fashion; and
To provide transition assistance and start-up advice.
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2
Professional Fees
Search fees will be billed at $4,500. Select search expenses are additional and are explained
below.
Expenses: Normal expenses are included in the fee. If unusual travel is necessary,
additional expense reimbursement may be required. These expenses will be approved by
the City Council prior to travel.
Expenses: Additional expenses that are not included in Underwood & Co. fees and
indirect expenses will include the following:
•Candidates: Most clients budget $250 to $1,000 per person per trip. The City Council will
decide how many candidates they wish to see (e.g. five vs. ten) and should budget
accordingly. The travel expenses are reimbursable (with evidence of receipt). You may wish
to have a policy that caps daily hotel and food expenses and requires coach airfare.
•Background checks: Two background checks are included in the above fee.
Additional background checks will be reimbursed at cost.
Contact Information
Tom Berry
Underwood &
Co.
229-221-3240
tberry6@me.com
15125 U.S. Hwy. 19 South
PMB 348
Thomasville, Georgia 31792
Approved this day of _________ 2016 by;
City of Tybee ______________________________
Signature
Underwood and Co.
Tom Berry _______________________________
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Tom Berry Bio Sketch
Beginning 2004 to the present, Berry launched, with a partner, Underwood and Company
consulting firm. In that time he has consulted with numerous communities in the state
and served as interim city manager for Monticello, Cairo, Sylvester, Moultrie and
Elberton, Commerce, Albany and others. Berry also provides executive search services
for top municipal positions.
From 1986 until 2004, Tom Berry was city manager and utility director for the
community of Thomasville, Georgia. He combined utility and general government
functions and in doing so eliminated duplicate administrative and financial functions
resulting in significant budget savings. He managed an $84 million budget and led a staff
of 385 employees.
He also used incentive-based compensation strategies and encouraged cross-functional
and strategic thinking among the departments. He led the initiative to develop a robust
customer billing system that handles billing functions for several cities.
He was among the founding organizers of an intergovernmental authority that launched a
four-city initiative for telecommunication and entertainment television, CNS. The cities
are Cairo, Camilla, Moultrie and Thomasville.
Early in his career he was a District Operating Superintendent for Georgia Power
Company. He supervised 30 line workers.
Tom is a native of Georgia and a graduate of Southern Polytechnic University in
Marietta, Georgia.
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Rev. 04/11
PUBLIC CLIENT
Professional Service Agreement Addendum Addendum No. _______
THIS ADDENDUM to the AGREEMENT made and entered into _________________________, by and between Atkins North
America, Inc. and the Client identified herein, provides for the Additional Services described under Item 1 of this Agreement.
CLIENT:
PROJECT NUMBER:
SHORT TITLE OF MAIN CONTRACT:
SHORT TITLE OF ADDENDUM:
1. DESCRIPTION OF ADDITIONAL PROFESSIONAL SERVICES TO BE PROVIDED BY ATKINS (If additional pages
are necessary, they are identified as Attachment A):
2. THE COMPENSATION TO BE PAID ATKINS for providing the requested services shall be (If additional pages are
necessary, they are identified as Attachment B):
Direct personnel expense plus a surcharge of , plus reimbursable costs.
A Lump-Sum charge of $ , plus out-of-pocket expenses.
Unit Cost/Time Charges identified in Attachment B, plus reimbursable costs.
In accordance with the provisions for additional services compensation set forth in the
aforementioned Agreement.
IN WITNESS WHEREOF, this Addendum is accepted on the later date written below, subject to the terms and
conditions above stated, and the aforementioned Agreement.
(SIGN WITH BALL POINT PEN)
CLIENT: ATKINS NORTH AMERICA, INC.
SIGNED: SIGNED:
TYPED NAME: TYPED NAME:
TITLE: TITLE:
DATE: DATE:
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Labor Costs
Hours per Number of Total Labor
Personnel Classification Rate Week Weeks Hours Cost
Project Manager $163.00 84 6.5 1 546 $88,998
Billing and Invoice Analyst/Data Manager $65.00 84 6.5 1 546 $35,490
Crew Monitors $44.00 84 6.5 4 2,184 $96,096
Debris Site Tower Monitors $44.00 84 6.5 2 1,092 $48,048
Total Hours 8 4,368
Labor Cost $268,632
Number of Number of Reimbursable
Reimbursable Costs round trip per day per week Weeks persons Costs
Project Personnel Expenses
Mobilization Flight $500 0 $0
Direct Cost / Lodging $135 $945 6.50 1.5 $9,214
Meals Per Diem $59 $413 6.50 1.5 $4,027
Rental Cars (at Cost) $50 $350 6.50 1.0 $2,275
Gasoline (at Cost) $10 $70 6.50 1.0 $455
Mileage (25 miles/day @ $0.54/mile)$13.50 $95 6.50 4.5 $2,764
Total Reimbursable Costs $18,735
Total Task Order #1 Budget Estimate $287,367
Addendum B
Contract Modification #1
PROJECT BUDGET WORKSHEET
Hurricane Matthew Debris Monitoring
Client: City of Tybee Island, Georgia
Project: Debris Management Services - Hurricane Matthew
Task Order #1 (Debris Monitoring) Contract Modification #1
Number of
Personnel
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RATINGTASKGROUPINGASSIGNMENTPROJECTED START DATEPROJECTED FINISH DATEREMARKS6 Complete Marine Science Center Infrastructure (Roads, W/S)
Jason sent a letter County Chairman
asking for $2M as this is beach related.
Included public safety, life guards
6
Build dunes where needed (add crossovers, address vehicle access
areas
Non-public Safety Beach
Related
(1)Diane to get update from Marlow for
Phase II (2) Need match from State
$1.5M (3) Wanda to work with Dan
Parott, BTF (4) Need solutions for dune
crossovers, possible outsource
6 Finalize goal for hurricane reserve Finance/Energy Use Reduction In progress
6 Marsh Hen Trail Recreation
Non-mandatory Pre-bid meeting was
held on 10.18.16- Renewal of marsh
buffer variance is on the 10.27/16 c.c.
agenda for approval
4 Complete w/s upgrades Infrastructure (Roads, W/S
City to borrow from GEFA for upgrade to
the 3 sections of lead jointed waterlines
and to replace the WWTP UV system. T &
H is completing the EPD Compliance
work.
3 Long term plan for NB Parking Lot Infrastructure (Roads, W/S
RS&H has started parking plan analysis
for NB Parking Lot (2) Bubba looking at
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3 Secure State funding for Phase 2 of Channel Impact Study ($1.5M)
Non-public Safety Beach
Related
Jason going to Atlanta to meet with
Governor
3 Graphic reports actual vs. budget (highlight over/under Finance/Energy Use Reduction Monty would like more graphs.
3 Public restrooms - south end Tourism
(1) Refurbish bathroom at MSC (2) Stick
build at 17th and 18th (3) much like NB
bathrooms
3
Additional office space/safety features at city hall using general
fund/capital improvements fund
Public Safety/Hurricane
Preparation Design/Planning cost in budget
3 Improve Highway 80 Quality of Life
Diane requested GaDOT to improved
stripping at Bull River Bridge (2) reflectors
on bridge good (3) possible lane divider
on bridges. GDOT confirmed it is part of
their work plan.
3
Jaycee Park Improvements: batting cages, playground, restrooms,
storage, trail,. Mini golf course, dog park improvement Recreation
Remove batting cages and dog park
improvement from Jaycee Park Plan.
Batting cages in budget for use indoors in
the gym.
2 Review Code and get rid of some. Enforce what is not being enforced
Public Safety/Hurricane
Preparation
Group has been formed to review
municipal code for corrections, etc. Most
recent presentation regarding progress
was done on 8.11.16.
2 Dog park (improve/current/additional)Quality of Life
In progress - Additional landscaping was
installed. Monty, Julie and staff have met
with Tailspin who has a 501c3 to discuss
fund raising opportunities to improve the
dog park. Press Release about fund raiser
went out on 8.16.16.
2 Update Master Plan/Carrying Capacity Quality of Life
in progress - Master Plan has been sent
to Coastal Regional Commission for
review.
2 Follow DPW paving schedule Infrastructure (Roads, W/S In progress - FY 16 paving is completed20161110AmendedCityCouncil2PacketPage 203 of 21320161109/jrl
2 Pedestrian/Bicycle/ADA Improvements - Island wide Infrastructure (Roads, W/S
(1) Bike committee to bring plan to
mayor and council 9/22 re: north beach
area (2) north beach area need sidewalk
especially around Meddin
2 Beach rules enforcement Tourism
Additional Beach Patrol Officers will be
hired - in budget
2 Encourage development of family friendly business Recreation Wanda - in progress
2 Cameras @ Tybrisa area
Public Safety/Hurricane
Preparation In budget
2 Landscape/beautify sore spots (seamless cities)
Public Safety/Hurricane
Preparation
Jason to meet with Garden Club to
discuss
2 Redesign 16th Street Quality of Life
Wanda would like to make Tybrisa a
walking/ped mall
1 Disaster Recovery
Public Safety/Hurricane
Preparation
1 Explore options for Ocean Rescue
Public Safety/Hurricane
Preparation
1
Enforce golf carts on Hwy 80, texting and driving, blinking light
laws/bike safety
Public Safety/Hurricane
Preparation
1 Add Economic Development to goals
Public Safety/Hurricane
Preparation
1 Running routes Quality of Life
1 Positive police presence/increase Quality of Life
1 Noise/lighting Quality of Life
1 Rental housing stock retention/creation Quality of Life
1 Regular review of motel tax collection Finance/Energy Use Reduction
1 Resolve short Term rental business license - Independent vs Manager Finance/Energy Use Reduction New STVR Ordinance addressed this
1 Balance of $6M beach funds Finance/Energy Use Reduction
1 Shallow well beach showers - Island wide Tourism
0 Explore option for facilities @ north and south end
Public Safety/Hurricane
Preparation
0 Explore option for contracting out additional offices for busy season
Public Safety/Hurricane
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0
Start having annual legislative priority list and meeting at Capital in
January
Public Safety/Hurricane
Preparation
0 Re-do all street signs
Public Safety/Hurricane
Preparation
0 Support local/businesses/"shop local"Quality of Life
0 City sponsored events Quality of Life
0 City website Quality of Life
0 Trash/recycling Quality of Life
0 Clean beach Quality of Life
0 Signage All Quality of Life
0 Enforcement of ordinances Quality of Life
0 Continue sewer force main improvements Infrastructure (Roads, W/S
On hold until water line and UV System is
completed
0 Polk Street and Bright Street Drainage Infrastructure (Roads, W/S
Bright Street drainage is completed. Bay
Street is in-progress.
0 Visit Hilton Head to evaluate deep well costs Infrastructure (Roads, W/S Completed
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 1
Community Short Term Work Program
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
LAND USE/DEVELOPMENT PATTERNS
Review and update the Land Development Code in
accordance with the Vision of this plan 2017 Ongoing City Staff time/
Gen. Fund
Enforce existing height restrictions 2017 Ongoing City Staff time/
Gen. Fund
Review and revise the current zoning ordinance as necessary
to ensure development compatibility with existing
neighborhoods
2017 Ongoing City Staff time/
Gen. Fund
Allow upstairs residential in commercial areas when
commercial is the main use 2017 Ongoing City Staff time/
Gen. Fund
Discourage downzoning in commercial areas 2017 Ongoing City Staff time/
Gen. Fund
Increase minimum required square footage for duplex or
multi-family construction in R-2 2017 Ongoing City Staff time/
Gen. Fund
Continue development of comprehensive GIS database for the
City 2017 Ongoing City Staff time/
Gen. Fund
COMMUNITY PRESERVATION
Review and assess the current historic preservation ordinance
and update as needed 2017 Ongoing
City / Hist.
Pres.
Committee
Staff time/
Gen. Fund
Develop an education packet to be distributed to visitors
about the available activities/services/resources, as well as
information regarding protection of natural resources and
work with various agencies/rental companies on distribution
2017 2018 City/Tourism
Council
$25,000/
Gen. Fund; H/M
Tax
Explore the feasibility of establishing incentives for restoration
projects 2017 Ongoing
City / Hist.
Pres.
Committee
Staff time/
Gen. Fund
Develop a program to buy and remove grandfathered
billboards in the marsh 2018 Ongoing City/Tourism
Council Gen. Fund/DNR
Coordinate with appropriate agencies and historic
preservation groups to identify funding for preservation
projects
2017 Ongoing
City/Hist.
Pres.
Committee
Staff time/
Gen. Fund
Adopt local historic district designations 2017 2017 City Staff time/
Gen. Fund
Continue the economic development planning for the
business district
2017 Ongoing City/Main
Street
Staff time/
Gen. Fund
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 2
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
COMMUNITY PRESERVATION (continued)
Consider establishing architectural standards for historic
structures 2017 Ongoing
City/Hist.
Pres.
Committee
Staff time/
Gen. Fund
Protect the existing character of the island by limiting the
mass, scale, density and height according to established
ordinances
2017 Ongoing City Staff time/
Gen. Fund
Provide facilities and services needed by tourists and residents
while lessening the impacts of tourism on permanent island
residents
2017 Ongoing City/Tourism
Council
Staff time/
Gen. Fund
Provide showers at dune crossovers if/when the deep well
treatment facility is completed 2019 2021 City $100,000
Gen. Fund
Incorporate the results of the carrying capacity study into
regulations to ensure growth does not outpace resources and
infrastructure
2019 Ongoing City Staff/City
Council
Staff time/
Gen. Fund
Enforce existing rules through cart and beach patrols with
possible surveillance video in problem areas 2019 Ongoing City Staff/City
Council
$50,000/
Gen. Fund
Explore the feasibility of Transfer of Development Rights for
the implementation of parking facilities in exchange for
greenspace
2019 Ongoing City Staff/City
Council/DCA
Staff time/
Gen. Fund
Continue to implement beautification/façade improvements in
the business district through a revolving loan program 2017 Ongoing City/Main
Street
Staff
time/$25,000/
Gen. Fund
Review the Tree Ordinance and develop incentives to promote
the retention of trees as opposed to removal and replacement 2018 Ongoing City/Main
Street
Staff
time/$25,000/
Gen. Fund
Actively enforce existing ordinance violations for short term
rentals by warning for first offense and loss of license for
second offense
2018 Ongoing City/City
Council
Staff time/
Gen. Fund
Consider annexation of McQueen's Island from Lazaretto
creek Bridge to the western terminus of the Bull River Bridge 2019 Ongoing City/City
Council
Staff time/
Gen. Fund
Continue to support the Lighthouse Museum 2017 Ongoing City $25,000/yr
Gen. Fund
Continue to support and work with the Marine Science Center 2017 Ongoing City Staff time/
Gen. Fund
Continue to support the Tybee Post Theater 2017 Ongoing City $25,000/yr
Gen. Fund
Support continued planning and program development for
the Rivers End Campground to attract off-season visitors
2017 Ongoing City $30,000
Gen. Fund/DNR
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 3
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
COMMUNITY PRESERVATION (continued)
Continue to maintain/replace as necessary all public works
equipment 2017 Ongoing City $100,000
Gen. Fund/SPLOST
Develop a master plan for Memorial Park, including walking
paths and shade trees 2019 2019 City/Tourism
Council
$75,000/
Gen. Fund
SUSTAINABILITY
Review results of the carrying capacity study and implement
recommendations as feasible 2018 2021 City $1,000,000/Gen.
Fund/DNR/SPLOST
Work with agencies on preservation of beach and marshes 2017 Ongoing City $50,000/Gen.
Fund/DNR
Provide education for visitors on the fragile ecosystem and
appropriate actions and activities 2017 Ongoing City/Tourism
Council
$25,000/Gen.
Fund/DNR
Continue water conservation efforts and assess needed
upgrades to the system 2017 Ongoing City/Tourism
Council
$25,000/Gen.
Fund/DNR
Consider an island ban on outdoor watering (sprinkling,
irrigation and drip lines) 2018 Ongoing City Staff time/
Gen. Fund
Develop educational materials on water conservation
techniques for visitors and residents 2017 Ongoing City/Tourism
Council
$15,000/Gen.
Fund/DNR
Develop a prioritized plan for implementing needed
infrastructure improvements 2019 2020 City $50,000/Gen.
Fund/DNR/DCA
Fast track funding substructure for water/sewer plant
upgrades and new facilities 2018 2020 City $1,000,000/Gen.
Fund/DNR/DCA
Continue to implement the NPDES Phase 1 MS4 Permit SWMP 2017 Ongoing City Staff time/
Gen. Fund
Complete a peer review of other island communities and the
various approaches for conserving and managing water
resources
2017 2018 City $45,000/Gen. Fund
Continue to monitor drainage issues in dunes 2017 Ongoing City Staff time/
Gen. Fund/DNR
Continue to update dune crossovers 2019 Ongoing City $100,000/
Gen. Fund/DNR
Continue the upgrade of sewer collection system; improve
efficiency, reduce stormwater intrusion and explore the
feasibility of connecting existing septic systems users to the
treatment facility
2017 Ongoing City S$3,000,000/
SPLOST
Continue to seek funding and implement beach re-
nourishment 2020 Ongoing City Staff time/
Gen. Fund/DNR
Continue to provide for the use of native plants/xeriscape
through the development of landscaping guidelines
2017 Ongoing City Staff time/
Gen. Fund
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 4
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
SUSTAINABILITY (continued)
Develop strategies focusing on the retention of small
businesses 2018 2019 City/Main
Street
$30,000/
Gen. Fund
Provide incentives and assistance to encourage new
businesses to locate on Tybee 2017 Ongoing City/Main
Street
$40,000/
Gen. Fund
Create policies to encourage off peak visitors 2018 2019 City/Main
Street
$30,000/
Gen. Fund
Encourage small conventions to locate on the island during
off-season 2018 2019 City/Main
Street
Staff time/
Gen. Fund
Develop and adopt a Catastrophic Disaster Rebuild Plan for
the Island 2019 2020 City $100,000/Gen.
Fund/DCA/DNR
If deep well tests are successful, construct water treatment
facility for deep well water 2021 Ongoing City $2,225,000/
SPLOST
Develop ordinance changes to encourage non-FEMA
compliant homes to be lifted to become FEMA compliant 2019 2021 City $50,000/Gen.
Fund/DCA/DNR
Work with local, state and federal agencies to develop a plan
for dealing with disasters 2020 2021 City/CEMA $100,000/Gen
Fund/DCA
HOUSING
Encourage a variety of housing types with a range of costs 2017 Ongoing City $10,000/Gen. Fund
Investigate the approaches of other communities and develop
incentive programs for the provision of affordable housing
appropriate for Tybee
2018 2019 City $30,000/Gen. Fund
Allow for multi-use upstairs rentals in commercial areas that
provide affordable year-round housing 2017 Ongoing City Staff time/ Gen.
Fund
Investigate the feasibility of a rent subsidy program so critical
city personnel (police, fire, etc.) can live on the Island 2019 2021 City $30,000/Gen.
Fund/DCA
Review and assess the number of short-term rental properties
and impacts on adjacent properties 2017 2018 City Staff time/ Gen.
Fund
Require licensing for vacation rentals and minimize adverse
impacts on Island residents, including parking, noise, and
numbers of tenants
2018 2019 City Staff time/ Gen.
Fund
Investigate the need to provide services and facilities for an
older, retired population 2018 2019 City Staff time/ Gen.
Fund
Identify needed services that are lacking for year-round
residents 2018 2019 City Staff time/ Gen.
Fund
TRANSPORTATION
Work with the Coastal Region MPO and GDOT on planned
and future improvements, including the exploration of
alternative means of transportation on the Island as well as
access to and from the Island
2017 Ongoing City Staff time/ Gen.
Fund
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 5
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
TRANSPORTATION (continued)
Document issues/events to substantiate funding requests 2018 Ongoing City Staff time/ Gen.
Fund
Establish active subcommittee of infrastructure committee to
investigate funding opportunities for projects 2018 Ongoing City Staff time/ Gen.
Fund
In coordination with GDOT, explore opportunities for round-
abouts at intersections, including US 80/McKenzie, US 80/Estill
Hammock Rd, and Butler/Tybrisa
2019 2020 City/GDOT $50,000/ Gen.
Fund/GDOT
Explore various funding opportunities, such as grant programs
and the Transportation Alternatives Program to leverage local
funding for implementation
2017 Ongoing City Staff time/ Gen.
Fund / CORE MPO
Continue to encourage bicycle connections to Tybee from
Wilmington Island 2017 Ongoing City Staff time/ Gen.
Fund/ CORE MPO
Continue to develop multi-use paths and linkages throughout
the City connecting greenspace, parks, cultural, and historic
resources
2017 Ongoing City Staff time/ Gen.
Fund/ CORE MPO
Identify areas in need of pedestrian facilities or in need of
upgrading existing pedestrian facilities and strategies to
address the identified needs
2018 2019 City/CORE
MPO
$50,000/ Gen.
Fund/GDOT/
CORE MPO
Support the ongoing beautification/landscaping of Highway
80 2017 Ongoing City/GDOT Staff time/ Gen.
Fund
Educate residents and visitors about transportation related
routes and ordinances 2017 Ongoing City/GDOT $10,000/ Gen.
Fund
Identify appropriate areas and types of additional parking
facilities, specifically in the North Beach area 2017 Ongoing City $20,000/ Gen.
Fund
Explore the opportunity for a parking garage in coordination
with Chatham County 2018 Ongoing City/
Chatham Co
Staff time/ Gen.
Fund
Explore opportunities to incorporate mix of uses with potential
additional parking 2018 Ongoing City/
Chatham Co
Staff time/ Gen.
Fund
Consider the development of an additional parking lot in C-2
on city owned easement 2018 Ongoing City/
Chatham Co
Staff time/ Gen.
Fund
Lessen parking requirements for new businesses to encourage
commercial use of C-2 properties 2018 Ongoing City Staff time/ Gen.
Fund
Provide discounted parking decals for businesses for
employees who do not live on Tybee 2018 Ongoing City $40,000/ Gen.
Fund
Develop a parking fee structure that maximizes income
opportunities based on peak season and times. 2018 Ongoing City $40,000/ Gen.
Fund
Coordinate with local officials and agencies to provide
assistance with seasonal traffic and to alleviate traffic impacts,
especially on residential streets and particularly during events
2017 Ongoing
City/
CORE MPO/
GDOT
Staff time/Gen.
Fund
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S H O R T T E R M W O R K P R O G R A M
Tybee Island Comprehensive Plan// 2016 // 6
Project Description Year
Begin
Year
End
Responsible
Party Cost Est. / Source
TRANSPORTATION (continued)
Create Marsh Hen Trail to connect the current bicycle route to
the Lazaretto Bridge, 2017 2018 City
$717,612/Gen.
Fund, GDOT TE
Grant, Other
Grants
GOVERNMENTAL/INTERGOVERNMENTAL COORDINATION
Improve information dissemination through enhancements to
the City website 2017 Ongoing City Staff time/Gen.
Fund
Investigate opportunities to utilize social media and smart
phone apps for information sharing 2018 Ongoing City Staff time/Gen.
Fund
Develop programs for educating visitors and residents on
littering 2018 Ongoing City $10,000/Gen. Fund
Identify issues with trash removal and work to address those
issues 2017 Ongoing City Staff time/Gen.
Fund
Provide brightly painted trash cans on the beach between
crossovers and explore the opportunity for trash can
sponsorships
2018 2019 City $40,000/Gen. Fund
Develop programs to reduce the amount of trash generated 2019 Ongoing City $15,000/ Gen.
Fund
Assess current enforcement practices and identify areas of
needed improvement 2017 Ongoing City Staff time/Gen.
Fund
Assess number of staff needed and identify any shortfalls 2017 Ongoing City Staff time/Gen.
Fund
Identify areas where additional permanent public restrooms
may be feasible 2017 Ongoing City Staff time/Gen.
Fund
Provide portable restrooms at public beach crossovers in the
summer 2018 Ongoing City $50,000/ Gen.
Fund/DNR
Develop and implement informational signage for visitors
regarding amenities and their locations 2018 Ongoing City/Tourism
Council
$10,000/ Gen.
Fund
Utilize a broad spectrum of information dissemination,
including traditional hard copy (mailers, newsletters) as well as
technology based (website, social media) methods to reach all
members of the community
2018 Ongoing City/Tourism
Council
$10,000/ Gen.
Fund
Coordinate with CEMA, Chatham County and other local
regional planning agencies to implement Tybee Island's
Hurricane Disaster Management Plan
2017 Ongoing City Staff time/Gen.
Fund
Continue to work with Chatham County and Savannah
economic development agencies 2017 Ongoing City Staff time/Gen.
Fund
Continue to participate in regional transportation efforts 2017 Ongoing City Staff time/Gen.
Fund
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Friends of the Tybee Theater
Regular Board Meeting
September 15, 2016
Present: Jim Alexander, Bill Blakey, Scott Garner, Cody Gay, Keith Gay, Charlene Grissom, Steve Johnson (invited guest),
Jim Kluttz, Monty Parks (representing the City of Tybee Island), Karen Penick, Alan Robertson, Melissa Turner (FOTT
Executive Director), Tony Vazquez, Alfie Waite, Virginia Ward.
Absent: Renee DeRossett, Teresa Dickey, Maria Lancaster, Daniel Turberville and Barry Weiner.
Call to Order: Jim Kluttz called the meeting to order at 5:00 pm.
Minutes: August 18, 2016 Board Meeting minutes were approved.
Director’s Report: Melissa spoke of the new schedule for memberships. The revisions reflect an in depth review by the
Development Committee including Board input. The final schedule was approved by the Board voting telephonically on
September 1. The vote was 13 for with 3 abstentions. The new information is now available on our web site and
handouts were also available. The revised schedule is not yet working on show ware as the old system is still in effect.
The new schedule will be operating when the membership drive starts on October 1.
For the upcoming first anniversary program and gala we have so far sold 129 tickets for the show and 69 tickets for the
VIP advance event. Melissa said that Alan donated the tent and tables, Virginia has agreed to donate food, decorations
and 300 feet of lights, and Maria has donated name tags and Mead wine for this event.
Regarding programming Melissa said that toward the end of August and into September we have been getting bigger
turnouts for our programs. During the 4th quarter among other performances we will have the movie “Gator”, a couple
of stage shows working with two Savannah area school programs in which we will split ticket revenues, and add a new
Date night movie night. In December one weekend we will rent the theater to Tybee Arts. They will pay a rental fee of
approximately $2,500 for four nights and they will keep all ticket revenue. We also hope we will have a Christmas show
the weekend before Christmas.
Tribute bands such as what we have had with Billy Joel and Elvis have proven successful but they need to be very good.
In 2017 Ricardo will do 5 series, one each month. We will also do a first run movie each month.
Finance Committee: Alfie reviewed the August financials. The balance sheet reflected $36.8 thousand of cash (cash
includes the $25 thousand from the city) and $9.6 thousand of current liabilities. September’s balance sheet will reflect
as current liabilities the next 12 months of payments on debt instruments. Fixed asset and debt balances are consistent
with past months. The reduction in debt reflects monthly principal payments.
The eight months’ results through August, after exclusion of the $25,000 from the city, are essentially breakeven.
Revenues for that time period were $284 thousand.
Building Committee: The RV is now working as expected. We need tables and chairs for the screened in area between
the RV and Theater. Virginia said she would be able to help with this.
Programming Committee: Melissa covered this with her previous comments.
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Marketing Committee: Jim said we need a review of what we have accomplished this first year of operation. We will do
this early in October just after the one year gala celebration. We will use member feedback as well as feedback from
Gray’s Reef.
Volunteer Committee: Karen commented that the volunteer program continues to go well. September and October
volunteer needs have been filled. Karen said it would be great if Board members would volunteer. This would be as
much a motivator for the volunteers as actually providing help. The idea of a year end “Thank You” party for the
volunteer group (about 30 people) was put forward.
Fundraising/Development Committee: Alan said that everything we need for the October 1st pre event party has been
donated. He emphasized the importance of focusing on member renewals, doing them both earlier and at a higher
dollar level. October to December is a particularly important time as this is when a lot of memberships are up for
renewal. The Board must play a leadership role in this. There will also be a yearend fund raising letter.
President’s Report: Jim spoke of efforts to get the city to raise the hotel/motel tax. This increased tax can only go to
efforts to promote tourism. Business on the island needs to be behind this. This would be huge for all the nonprofits on
the island.
Scott commented on a security system he is working on for the theater.
On the subject of an individual’s support or opinion about a particular issue Jim said we just need to be sure when we
make a statement we are speaking for ourselves as individuals and what we say is not identified with the theater.
Around the time of our next Board meeting we will begin to consider new Board members for next year.
Our next meeting will be on October 20.
Adjourned: 6:25 pm.
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