GEORGE

L.

KORTHAUER

. . Petoskey, Michigan 49770 . .

..

SUMMARY OF EXPERIENCE
Thirty-plus years of service in local government, having gained extensive experience and
expertise with:

Unique communities affluent, suburban and central, resort- and tourism-based

economies;
Organization structure streamlining operations and out-sourcing with staff and union
support;
Capital projects - streets, sidewalks, utilities (water, sewers, electric), parks, trails, and
buildings;
Finance and budgeting entrepreneurial approach with grant, tax-increment, and debt
funding;
Economic development business support (one project doubled the Citys tax base); and
Public safety operations unified and combined police, fire, and emergency-medical
services.

RELEVANT EXPERIENCE
City Manager - City of Petoskey, Michigan
to 2009

1983

Served for 25 years as the City Manager (chief administrative officer) of a mature, nationally
recognized, waterfront, resort-tourism community with a year-round population of 6,100
within its corporate limits and a greater year-round service population with varying daily and
seasonal populations, the result of the communitys role as a regional service center and as a
traditional resort and vacation destination.
Incorporated in 1895, the City of Petoskey is a home-rule municipality whose voters in 1916
adopted the council-manager form of government. It is governed by a five-member, nonpartisan city council.
At the time of my early retirement, the Citys annual budget totaled $28,400,000, with
$6,500,000 set aside for capital projects and purchases. The City employed 70 persons full time
and 40 part time.
Responsible for daily operations, budgeting, and organization staffing, I appointed department
heads and directed them in providing a full range of municipal services through a structure that
included:

Department of Finance - Fiscal management and general administrative functions;

Department of Parks and Recreation - Parks and special facilities, buildings and grounds,
and leisure and sports activities, including maintenance of the historic, Victorian-era
downtown;
Department of Public Safety - Combined police, re, and emergency-medical services;
Department of Public Works - Streets, sidewalks, and bridges; water production and
distribution; wastewater collection and treatment; electric distribution; engineering;
building inspection; public-facility and infrastructure construction; and motor pool and
fleet services;
Offices - City Assessor, City Clerk-Treasurer (included within the Department of Finance),
and City Planner; and
Public Library - Services additionally provided regionally to other portions of Emmet
County.

Under my leadership, the City of Petoskeys organization was streamlined horizontally and
vertically that reduced ten former departments to four, with all operations conducted within
these general categories:

Finance Assigned all administrative and house-keeping functions to this single

department, including duties of the Office of City Clerk-Treasurer (who jointly served as
Director of Finance);
Parks and Recreation Expanded the role of the Department of Parks and Recreation to
be responsible for, in addition to routine parks-maintenance and recreation and sports
activities, all building- and grounds-related matters, including forestry, as well as
downtown-area services;
Public Safety - Dissolved former police and re departments to establish a unied
Department of Public Safety, with complete cross-training of all personnel in areas of
law-enforcement, firefighting, and emergency-medical techniques, with transition
completed in less than ve years, which enhanced efficiencies by increasing numbers of
persons assigned to these various functions without adding staff, reducing long-term
costs, and improving the ISO fire rating; and
Public Works - Revamped Department of Public Works staff classications to reduce job
titles from 20 to five; altered functions through cross-training; and eliminated one-half of
positions, through attrition, with various traditional tasks instead being contracted that
provided for greater efficiency, higher levels of service, and major reductions in overhead
costs.

Accomplishments in planning, implementing, and completing major and complex projects

included:

Street rights-of-way - Initiated a voter-approved, perpetual, tax-supported, right-of-way

main-tenance and improvement program that initially included reconstruction of more
than one-third of residential streets and sidewalks, as well as a comprehensive
streetscape-improvement and utility-replacement project along more than 20 face blocks
of the Citys historic downtown;

Water system - Developed eight new wells, installed miles-long runs of transmission and
distribution pipelines and their associated components, and constructed two storage
reservoirs;
Sanitary sewer system - Upgraded wastewater-treatment facilities, following expansion
of the sanitary-collection system, including construction of numerous lift-pump and
booster stations;
Electric system - Added two new substations and expanded of a third and replaced twothirds of conductors, reinstalling them from overhead to underground throughout the
systems territory;
Parks, Open Space, and Trails - Redeveloped the Citys primary Lake Michigan
waterfront park, including linking it to its adjacent business districts and residential
neighborhoods, and completed bond- and grant-funded improvements within ve other
lake shore and river valley parks, including trails, after successfully implementing a taxincrement-nancing program;
Special Facilities and Buildings - Guided planning for and oversaw development of
projects at a variety of specialty facilities that included marina, campground, wintersports, and athletic complexes, as well as construction of a City Hall and public-safety
complex, centralized public-works and parks garages, various buildings within parks,
refurbishing of a history-museum building, and construction of a new library - with only
the latter project requiring a tax increase;
Central Business District - Established a downtown development authority and, in
conjunction with the regional chamber of commerce, created a downtown management
board as both a financing mechanism and the administrator of downtown-area programs
and services, including installation and maintenance of street features and management of
parking facilities; and
Economic Development, Territory Expansion, and Revenue Enhancement - Was
responsible for negotiating all governmental and utility agreements that were associated
with the contractual annexation of Bay Harbor, a 1,100-acre site along ve miles of Lake
Michigan shoreline -- where luxury homes, a championship golf course, two marinas, a
downtown-like commercial district, hotels, and conference centers were developed -- that
significantly expanded the Citys territory, increased its population, and more than
doubled its property-tax base.

In addition to enjoying good working relationships with officials of other units of local
governments, community groups and organizations, my participation in activities outside the
Citys operation included:

Intergovernmental Entities - Served as a founding board member of both the HarborPetoskey Area Airport Authority (consisting of two cities and four townships) and the
Charlevoix-Cheboygan-Emmet Central Dispatch Authority (Michigans rst multi-county
9-1-1 system that then and now serves more than 70 public-safety and public-service
agencies);
Statewide Associations - Elected as Regional Secretary and Regional Chairman for the
Michigan Municipal League (representing cities and villages in 21 counties) and to the
Leagues Board of Trustees (serving more than 500 cities and villages); appointed to the
Leagues Liability and Property Pool Board of Directors, serving as both Vice Chairman

and Chairman (providing self-insured coverage to 800 local units of government);

appointed by the Board of Trustees to the Leagues Foundation Board (providing
education and training to local officials); and elected to the Board of Directors of the
Michigan Local Government Management Association (an affiliate of both the Municipal
League and the International City/County Management Association); and
State Agencies - Appointed by State legislators to advisory committees for the Michigan
House of Representatives and the Michigan Department of Corrections.

Chief Executive Officer - Allied EMS Systems, Inc., Harbor Springs, Michigan
present

2009-

After being asked by Allied EMS Systems eight-member Board of Directors in 2009 to assist
with general management issues, I accepted the position of Chief Executive Officer on a
consultant basis:

Corporations Purpose - Founded in 1999, Allied EMS Systems, Inc. is a not-for-profit

corporation that provided pre-hospital, emergency-medical services at the advanced life
support level.
Services Provided - Five local units of government, representing 50 jurisdictions in
portions of five counties, contracted with Allied for staffing and personnel; budgeting,
invoicing, and accounting; licensure and compliance; education and training; and fleetmaintenance services.
Operations and Phase-out - Allied employed 110 people and operated with a $5,000,000
annual budget. With its contracted EMS operations phased out, it now provides
educational services.

Management Consultant - Petoskey, Michigan

present

2009-

Concurrent with performing general management consultant duties for Allied EMS Systems, I
have and continue to work on a contractual basis as a Search Consultant for the Michigan
Municipal League and served for one year as the part-time Interim City Manager for the City of
Cheboygan, Michigan:

Search Consultant Serve as a staff member consultant with the Michigan Municipal
Leagues consulting group that assists its member cities and villages with matters
related primarily to personnel administration, with my involvement associated with the
groups executive recruitment-and-selection program, having recruited municipal
managers; and
Interim City Manager - As part of a Municipal League assignment, served part time for
12 months as Interim City Manager at Cheboygan, a Lake Huron waterfront community
with a population of 5,300, a seven-member City Council, an $8,000,000 annual budget,
and 30 persons on staff providing police, fire, public works (streets, water distribution,

and wastewater collection and treatment), parks and recreation, downtown, and
cemetery services.
Assistant positions Village of Glencoe, Illinois and Bensenville Park District, Illinois
1974-83
I worked for a total of nine years as an Administrative Assistant and Assistant Village Manager
and Administrative Assistant and Assistant Park District Director in suburban Chicago
communities:

Village of Glencoe A fully developed, affluent, residential, North Shore suburb with
an ethnically- and racially-diverse population, then numbering 9,200. One of only three
special-charter cities in Illinois, Glencoe was incorporated in 1869 and was the states
rst municipality to adopt the council-manager form of government in 1914; it was the
second Illinois city to establish zoning in 1921. A full range of municipal operations
included combined police, fire, and paramedic services; streets and sidewalks, water
production and distribution, wastewater collection, solid-waste hauling, engineering,
building-inspection, and zoning; and an 18-hole golf course. In 1983, the Village had a
$6,000,000 annual budget and 100 full-time employees.

Bensenville Park District - Founded in 1960, and governed by a five-member, elected

Board of Commissioners, the Park Districts jurisdiction included the entirety the Village
of Bensenvilles territory and portions of six other municipalities 20 miles west of
Chicago. As a special-purpose taxing body, the District maintained 17 parks and several
special facilities, including a pool and a full-service, 36-hole golf course. It also offered
various recreation and sports programs, providing services to approximately 20,000
residents. In 1977, the District had an annual budget of $1,000,000 and employed a staff
of 20 persons full time and 120 part time.

EDUCATION
Master of Public Administration - Roosevelt University, Chicago, Illinois (Municipal
Management)
Bachelor of Arts - Western Illinois University, Macomb (Political Science)

PROFESSIONAL AFFILIATIONS
Full Member - International City/County Management Association
Full Member - Michigan Local Government Management Association

Michael W. Lamar
Madison, Georgia 30650

Experience

County Manager
July 2005 to present

Morgan County

Madison, GA

Management and Finance

Serve as Morgan Countys chief executive officer with over 180

fulltime employees.
Responsible for a $20,000,000 plus annual operating budget and a
$21,000,000 6-yr special purpose capital budget (from local option
sales tax).
Consistently lowered millage rate (currently 11% less than rate
upon arrival in/for FY2006).
During the worst economic crisis since the Great Depression,
unfailingly decreased spending, avoided layoffs, salary reductions,
and/or employee furlough days.
Secured and maintain Countys first and only bond rating (AA+ from
S&P).
Administered changes of the Countys retirement system (from
defined benefit to defined contribution) saving 7.5% on $2.5 million
in unfunded pension liabilities.
Economic Development

Secured Mannington Mills plant expansion, new manufacturing

facility and warehouse project (400 new jobs for the community).
Created public/private partnership lease arrangement with Brand
Vaughn Lumber Company for usage of a portion of the redesigned
public safety complex for their operations to help offset facility
operating costs and provide jobs.
Responsible for the creation of a public-private agritourism
business collaborative including a farm-to-table restaurant, farmers

market, high-end meat market, public passive recreation park, and

artisan studios with Kelly Products.
Capital Improvements and System Upgrades

Oversaw $20,000,000 public safety complex (i.e. jail, sheriffs

office, fire station, dispatch center, etc.) adaptive reuse project
(land purchase, funds obtainment, and construction) of an old
compact disk manufacturing facility.
Oversaw purchase and renovation of $1,700,000 county
administration building.
Managed and completed multi-million dollar historic courthouse
renovation project.
Implemented federal surplus purchasing program for vehicles and
heavy equipment.
Secured funding for and oversaw construction of indoor aquatics
center.
Oversaw emergency (911) communications system upgrade.
Implemented open source accounting system changeover.
Negotiated purchase of a community wastewater system at almost
no cost to the County.
Intergovernmental Cooperation and Coordination

Created joint usage agreements with regional technical school,

local school system, and not-for-profit reading advocacy group for
technical school location and Morgan Learning Center.
Devised plan for, managed the drafting of, and secured cooperative
interlocal energy efficiency grant for the county, school board, and
a local municipality (EECBG-ARRA-GOV2010-152).
Drafted local option sales tax revenue analysis for revenue sharing
plan with area municipalities.
Key Service Improvements and Citizen Outreach Initiatives

Opened twice monthly County Manager Office Hours to meet with

the public (without an appointment and to discuss any topic).
Initiated countywide recycling program (including cardboard,
metals, plastics, and textiles)
Oversaw Countys website redesign.
Emergency Management

Responsible for Presidentially Declared Disaster (April 27, 2011

tornadoes) response and mitigation.

Secured Federal Hazardous Mitigation Grant for Georgias first

community tornado shelter.

City Manager
November 1999 to June 2005
City of Trenton
Management and Finance

Trenton, FL

Solely responsible for the day-to-day operations of a full-service

municipality (i.e. water, wastewater, police, fire, building inspection
services, etc.) with supervisory responsibilities for all employees.
Created Citys first special assessment district for street and utility
upgrades.
Served simultaneously as personnel director, land development
administrator, chief financial officer, grant writer/coordinator, budget
director, information services director, legislative liaison, and risk
management director.
Created Tax Increment Community Redevelopment Area (utilizing the
Countys levy) to reduce slum and blight and encourage economic
development.
Successfully completed a myriad of commission and community initiatives
(including but not limited to street improvements, water/sewer service
expansion and plant upgrade via CDBG financing, park improvements,
downtown redevelopment via tax increment financing, annexation
initiative, etc.) without the levy of a city ad valorem tax.
Intergovernmental Cooperation and Coordination
Chief innovator of the public policy initiatives creating intergovernmental
programs for countywide code enforcement and animal controgement
Served as the Citys primary response and mitigation (with FEMA) liaison
during Hurricane Charley, Hurricane Frances, and Hurricane Jeanne.
Capital Improvements and System Upgrades
Managed construction of fire department facility.
Oversaw remodeling of city hall, police department, and water department.
Supervised construction of a municipal skate park.
Upgraded and replaced utility billing system.
Designed and established Citys first webpage and internal computer ne
December 1996 to October 1999
County of Volusia
DeLand, FL
Provided policy analysis and implementation expertise to the County
Manager and Deputy County Manager on a myriad of intergovernmental
initiatives.
Drafted Countys ecological, heritage, and outdoor tourism benchmarking
plan.

Drafted a jail usage and population study to determine trends in local

detention.
Served as County Managers Intergovernmental Liaison to the Local
Government Study Commission.
Responsible for the oversight of municipal service delivery to the residents
in the unincorporated county.
Worked on citizens forum regarding the usage of personal watercrafts on
local waterways
Served in various response functions during 1998 Firestorm and worked
on the drafting of the fire after action report
Responsible for the oversight of municipal service delivery to the residents
in the unincorporated county.
Worked on citizens forum regarding the usage of personal watercrafts on
local waterways.
Served in various response functions during 1998 Firestorm and worked
on the drafting of the fire after action report.

1994 -1996
University of Georgia
Athens, GA
M.P.A., Master of Public Administration (consistently ranked by US News and World
Report as a Top 5 Public Affairs Program)
1990 -1994
University of Florida
B.A., Bachelor of Arts (Political Science)

Gainesville, FL

Awards, Professional Memberships, and Credentialing

2014 - 2015 Northeast Georgia Regional Commission Local Government Administrator

of the Year
2011 DeKalb Technical College Investing In Dreams Award Recipient
ICMA Credentialed Manager (since 2007)
Georgia City County Manager Association Member

Steven P. Norwood

Experience:
Chief Administrator
Salary: $195,000
El Paso County, Texas
January 2015 to October 2015
Achievements:
Served as the County's first Chief Administrator, making El Paso County only the 9th county out of 254
counties in the State of Texas to create this position.
Successfully built a new executive management team, with budget oversight under my direction. Prior, the
budget function was administered by the County Auditor who reported to other elected officials, not the
Commissioners Court.
Developed a comprehensive strategic plan that outlined immediate priorities over the next year, with
additional goals for the next five years. This plan received unanimous Court approval.
Drastically changed the Court agenda process to make it much more open and transparent to the citizenry,
while also giving the Court additional days to review the packet so questions can be asked prior to, rather
than at the meeting.
Completed a major reorganization of Public Works in order to achieve desired results of street maintenance
with metrics, park maintenance with more accountability and an overall customer service focus.

City Manager
Salary: $200,000
City of Round Rock, Texas
2011 2014
Population 110,000
Achievements:
Responsible for downtown development initiatives and capital projects which resulted in the purchasing of
strategic property to maximize return on investment and further the councils strategic priorities
Assisted with legislation that enabled Round Rock to build a $23 million, 83,000 square foot Sports Center
for sports tourism. Opened on schedule and within budget
Developed and organized a successful $123 million bond program where all four propositions garnered
strong support from citizens
Successfully negotiated economic development deals with Bass Pro and Emerson, along with many other
companies- primarily health care related
Developed an award winning neighborhood services program that focuses on neighborhoods that are
struggling and typically older
Successfully negotiated contracts with Police that resulted in nominal pay raises, yet focused on benefits.
equipment and training
Developed an aggressive street reconstruction program that has unanimous council support and strong
backing from the community

City Manager
Salary $150,000
City of Prescott, Arizona
2003 - 2011
Population 45,000
Achievements:
Assisted in development and construction of city facilities, totaling more than $40 million all with a payas-you-go approach, including a downtown parking garage discussed by council for more than 30 years
Developed pre-annexation agreements for more than 15,000 acres all for commercial, retail and
residential development
Successful passage of a hotel tax designated for increased support of the arts

Steven P. Norwood

Finalized a successful revitalization project in an under-utilized area, bringing jobs, sales tax creation and
services
Completed more than $200 million of capital improvements for infrastructure city-wide
Developed a succession plan for mid-managers titled Rising Stars, due to pending and upcoming
retirements
Rebuilt police department from old guard to progressive/modern department by utilizing technology,
community involvement and open communication
Planned a $175 million water importation project to serve as a 50-year water source
Implemented an aggressive neighborhood revitalization program, utilizing streets, grants, code enforcement
and, in some cases, public safety
Assisted in making Prescotts airport the 4th busiest in the state, with over 225,000 operations annually, by
way of grants and attracting two commercial carriers
Developed and maintained aggressive financial reserve program, which has enabled city to pay cash for
many capital improvement projects

Assistant City Manager

City of North Richland Hills, Texas
1998 - 2003
Population 60,000
Achievements:
Direct management responsibilities for all Development Services, including: streets/drainage,
water/wastewater, engineering/CIP, planning/inspections, environmental and economic development
Coordinated highway improvements worth $75 million with Texas Department of Transportation,
expediting bid letting, and exploring upgrades to landscaping and aesthetics
Successfully reorganized Planning/Inspections with Economic Development Department, reducing
development review time by Public Works and Planning/Inspection staff
Successfully negotiated developer agreement gaining council approval of $100 million renovation of North
Hills Mall. City partnership is 100 percent performance-based, utilizing a combination of revenue sources
Successfully negotiated and gained council approval on developer agreement for a $650 million town
center development
Assisted in developing and gaining council approval on a Tax Increment Finance District for a recreation
center and library
Developed new standards for landscaping and sign regulations for commercial businesses
Assisted with rewriting zoning ordinances dealing with big box retailers, architectural standards and
residential adjacency issues
Implemented a Development Review Committee (DRC), which met weekly with representatives from all
city departments, developers, owners and builders awaiting council approval

City Manager
City of Lancaster, Texas
1995-1998
Population 25,000
Achievements:
Improved citys financial standing by organizational restructuring and privatization. Reorganization saved
$500,000 annually
Initiated development of $6 million library and $8 million recreation center
Implemented a computer-aided dispatch system for police and fire one of only two other cities in State of
Texas with this level of technology
Implemented a bond program for water and wastewater that received 3-to-1-voter approval in 1998

Steven P. Norwood

Successfully privatized several city operations, reducing costs and improving service
Drastically streamlined citys planning and development process, while toughening citys standards and
enforcement of all building codes
Successfully assisted in upgrading citys bond rating marking the first upgrade in ten years
Initiated a new board and commission appointment process, along with an introductory training session

City Manager
City of Wylie, Texas
1992-1995
Population 15,000
Achievements:
Upgraded financial management of city, including major increases in fund balance and working capital
Successfully responded to the Mothers Day Tornado of 1993, which resulted in damages exceeding $20
million
Implemented a successful 1995 bond election for improvements to water, sewer and streets
Upgraded citys bonds rating with Moodys and Standard & Poors
Assisted with the passage of a one-half cent sales tax for parks, recreation and library improvement
programs
Improved communication to city council status reports, voicemail and agenda packets
Improved employee morale through numerous programs employee newsletter, quarterly social events and
quarterly employee updates

Assistant to City Manager/Director of Economic Development

City of Euless, Texas
1986-1992
Population 40,000
Achievements:
Served as Assistant to City Manager, providing support to City Manager in all aspects of public
management.
Directed and managed citys economic development program.
Coordinated citys Strategic Planning process, with 100 participants.
Initiated and implanted a grass roots approach to economic development that received several awards.

Steven P. Norwood

Education:
Master of Arts Urban Affairs
University of Texas at Arlington
Bachelor of Science Criminal Justice
Sam Houston State University
Professional Affiliations & Activities:

International City/County Management Association

National League of Cities
Texas City Management Association
Served as Adjunct Professor at the LBJ School of Public Affairs graduate program- Spring 2014
Board Member Prescott Rotary Club
Board Member Prescott YMCA
Campaign Chair Member of United Way of Yavapai County
Rotary Club of Round Rock
Real Estate Council of Austin
Executive Committee Member for UTA Distinguished Alumni Board
Served as At-Large Board Member North Texas City Management Association
Member of Wylie, Lancaster and Prescott Rotary Clubs
Speaker at several conferences and events including TCMA, ASPA, UMANT, ALC
Member of ICMAs Public Policy Committee
Member of TCMAs Professional Development Committee
Member of TCMAs Conference Planning Committee

GARY SUITER
Carbondale, CO 81623

_____________________________________________________________________

MANAGEMENT EXPERIENCE
MANAGEMENT CONSULTANT
SUITER & ASSOCIATES, LLC

January, 2002 - present

Carbondale, CO 81623

Created this consulting company, which specializes in local government management,

strategic planning and implementation, executive recruitment, facilitation, and
organizational analysis in January, 2002. Colorado clients include the Aspen School
District, the municipalities of Aspen, Arvada, Aurora, Basalt, Carbondale, Castle
Pines, Durango, Erie, Frisco, Glenwood Springs, Littleton, Minturn, New Castle, Rifle,
Steamboat Springs, Superior, Telluride, La Plata County, Pitkin County, Mesa County,
Summit County, the Colorado Municipal League, and CDOT. Affiliated with The
Mercer Group in 2010, conducting nationwide executive searches and organizational
consulting for local governments in the western U.S.

Performed interim executive management services for governments in transition.

Performed organizational assessments and developed performance objectives to
improve business systems, communication, and overall effectiveness.
Designed and facilitated retreats for governing boards and staff, which enabled
them to develop specific goals and implementation strategies for more effective
governance.
Performed multiple successful executive management recruitments for local
governments.
Designed and directed complex public processes, resulting in better planning and
increased community involvement.
Provided leadership training for Mayors and Elected Officials.
Provided senior-level staff training to improve collaboration, teamwork and overall
team energy.

TOWN MANAGER
TOWN OF SNOWMASS VILLAGE

August, 1990 to January, 2002

Snowmass Village, CO 81615

As chief executive officer for this resort community, I managed the housing, planning,
development, public works, public safety, finance, transportation, arts and recreation
services. Responsible for implementing the policy directives of the Town Council and
ensuring an efficient and healthy Town organization.

Managed several large-scale public projects resulting in $25 million in public

investments.
Constructed and managed $23 million in employee housing complexes that created
new neighborhoods and added vitality to the community.
Developed Performance Standards and Annual Specific Objectives, thereby
benchmarking employee performance and increasing organizational efficiency.
Improved employee morale by developing a new performance review system,
updating the personnel policies and instituting recognition programs.
Facilitated two community-based planning efforts involving citizens, businesses,
major landholders and corporations.
Successfully coordinated several General Obligation Bond elections resulting in a
new public works operations center, new employee housing and crucial property
acquisitions.
Developed a Town beautification program resulting in $4 million in stream, parks
and trails improvements.
Supervised a three-year planning process involving public/private agencies that
resulted in a new ski area master plan and a multi-million dollar investment in
mountain improvements.
Spearheaded a two-year community-based process to write a new Comprehensive
Plan and Development Code.

CITY MANAGER
CITY OF EVANS

February, 1987 to December, 1989

Evans, CO 80620

Served this organization, which provides utility, development, public safety, finance,
recreation and human services, as its chief executive officer. Directed and supervised
all administrative functions of this full-service city. Assisted City Council with policy
development.

Organized a joint water project that enabled six governmental agencies to develop
regional solutions to water supply problems, thereby improving their negotiating
position and reducing potential costs.
Created $600,000 in grant revenue, which enabled improvements to the highway,
parks and water systems.
Created an economic development program that established clear goals and
objectives, targeted specific businesses, and which resulted in job creation and an
estimated 20% increase in sales tax revenues.
Developed organizational goals, instituted regular staff meetings, quarterly
employee meetings and an employee newsletter that enabled greater
communication and a healthier team environment.
Developed a low-cost employee incentive program that improved employee morale
and rewarded employees for innovative solutions.
Negotiated for a 40-acre park site which enabled the development of a natural park
and lake, thereby increasing park space by 200%, while saving the City $220,000

in land costs.
COUNTY ADMINISTRATOR/AIRPORT MANAGER
ALAMOSA COUNTY

June, 1981 to January, 1987

Alamosa, CO 81101

Hired as chief administrative officer for this county organization. Responsible for public
health and human services, road and bridge maintenance, law enforcement,
assessment and tax collection and records management services. Administered fiscal
and personnel functions. Responsible for all media, public and intergovernmental
relations. Served as County Emergency Preparedness Coordinator, directing training
and disaster response activities on a countywide basis.
Also served as Airport Manager for the San Luis Valley Regional Airport (FAA certified).
Directed all phases of airport operations, including contracts, budgets, grants, personnel
and enforcement of applicable Federal Aviation Regulations.
Served as staff
representative to the Airport Board of Control.

Coordinated a successful sales tax election, which enabled the construction of a

44-bed detention facility and law enforcement center, avoiding a multi-million dollar
federal lawsuit.
Created $4,000,000 in federal funding for airport expansion and improvements by
writing a five-year grant and Capital Improvement Plan.
Increased airport revenues 10% by negotiating new contracts with a variety of
airport users.
Constructed a municipal sewer system, which enabled 200 residents to eliminate
their cesspools, thereby improving the quality of the town's water wells.
Directed a flood control and river improvement project involving numerous
agencies, which enabled the construction of $1,600,000 in river improvements, and
saving more than $5,000,000 in potential property damage.
Developed a three-year road management program that saved $200,000 in annual
maintenance costs.

DIRECTOR OF COMMUNITY DEVELOPMENT

CITY OF ALAMOSA

October, 1979 to June, 1981

Alamosa, CO 81101

Joined this full-service municipal organization as a Department Head in charge of

current and long-range planning, zoning, building inspection/code enforcement and
grants. Administered all capital projects including water and sewer facilities, street
improvements and park improvements.

Successfully managed a model neighborhood revitalization project that enabled an

infusion of $850,000 into a declining neighborhood, and improved the quality of life
for the residents.
Developed the City's first housing rehabilitation program, which improved the
standard of living for the participants and increased the value of their homes.
Secured an additional $1.7 million in Community Development Block Grant funds

for another targeted neighborhood, thereby improving the City's image and
increasing its assessed value.
Served as secretary to the City Planning Commission.

EDUCATION
University of Colorado, B. A. Degree, 1978
Majored in Urban Geography, with emphasis in Economics.
University of Colorado at Denver,
Master of Public Administration, 1998
Licensed in insurance industry in CO.
AFFILIATIONS
Past President, Colorado City/County Management Association