Specific achievements include:

Leadership in development of Citys first comprehensive effort at capital investment

resulting in a multi-year $300+ Million program including $110 Million approved by
voters
Leadership in development of the Citys first effort at planning for the revitalization
of distressed neighborhoods resulting in a plan for the Citys North Heights
Neighborhood with similar plans for other neighborhoods to follow
Leadership in continued implementation of Citys downtown revitalization efforts
including project management of the Citys three catalyst projects with more than
$100 Million in construction currently underway
Leadership in the successful formation of the Citys second Tax Increment
Reinvestment Zone anticipated to support more than $100 Million in private
investment
Leadership in several strategic planning efforts including the City s first Transit
Master Plan, the Citys first Economic Development Strategic Plan as well as plans
for the Citys water supply and distribution system, drainage system, and airport
Assisted in the development of the Citys first strategic planning effort Blueprint
Amarillo, first Community Engagement Program, and first Legislative Agenda
Assisted in the development of the Citys first programmatic-based annual budget
Leadership in the modernization of the Citys development review efforts resulting
in a one-stop shop and initiation of the implementation of modern project
management software
Serve as the Citys lead negotiator on meet and confer matters with the Citys Police
and Fire Associations
Serve as the Executive Teams representative in the Emergency Operations Center
during activation for natural or man-made emergencies
Executive Director - Planning & Development Services (2007-2013)
College Station, Texas
Executive Director Planning & Development Services of one of the fastest growing cities
in Texas, home of Texas A&M University, recognized nationally for its high quality of life
and vibrant and growing economy. College Station is a full-service City with an operating
budget in excess of $240 Million and a staff of nearly 1,000 FTE. During tenure with
College Station duties included:
Leadership of day to day operations of the Citys Planning & Development Services
including: Community & Neighborhood Planning, Community Development
(CDBG and HOME), Northgate Entertainment District Operations, Development
Services, Engineering and Inspection, Building Review and Inspection,
Transportation Planning, Bicycle, Greenways, and Pedestrian Planning,
Neighborhood Services, and Code Enforcement.
Appointment of managers and provided strategic direction for organizational
activities
As a part of the Citys Executive Team assisted in the preparation of City Council
agendas

Management of multiple Boards and Commissions involved in the Citys growth and
development
As a part of the Citys Executive Team assisted in development of the annual budget
As part of the Citys Executive Team assisted in the development and
implementation of the Citys Capital Investment Program

Specific achievements include:

Leadership in development of the City Councils Strategic Plan facilitating the
Councils annual retreat and crafting the plan document for Council approval
Project Lead for development of 1700+ acre Medical District Master Plan and its
on-going implementation involving establishment of two Tax Increment
Reinvestment Zones and two Municipal Management Districts
Leadership of the Citys review and inspection of over $1.5 Billion of private
development activities
Leadership for the City in two of the largest annexations in the Citys history adding
nearly 2,000 acres to the City
Leadership for the City in the development of multi-jurisdictional development of a
bio-tech campus including partnerships between two cities, the county, Texas A&M
University, the State of Texas, and the Department of Defense resulting in
development in excess of $300 Million leading to thousands of bio-tech related jobs
Leadership in the update of the Citys Comprehensive Plan and subsequent
neighborhood, corridor and district plans, bicycle and greenways master plan,
economic development master plan, and parks and recreation master plan several
of which were recognized with local and state awards
Project lead for development of the Citys first-ever policies on Municipal
Management Districts and Municipal Utility Districts
Assisted in the Citys negotiations with Texas A&M University in the redevelopment
of Kyle Field and the Citys financial involvement in the $450 Million project
Leadership for the City in its successful update of its development and engineering
regulations and standards
Department recipient of Project Planning Award from Texas Chapter of American
Planning Association (2011)
Department recipient of Excellence in Planning from Texas Chapter of American
Planning Association (2008 through 2013)
Department recipient of Outstanding Long-Range Plan from Central Section of
the Texas Chapter of the American Planning Association (2010)
Visiting Assistant Professor of Practice (2012 Present)
Texas A&M University Department of Landscape Architecture and Urban Planning
Visiting Assistant Professor of Practice in the Department of Landscape Architecture and
Urban Planning within the College of Architecture at one of the largest Universities in the
Nation. Specific duties include:

Teaching courses on the Management of Cities, Policy Implementation, and how

Cities evolve with an emphasis on mentoring students and assisting them in
understanding how to move ideas into specific actions
Assist Department administration in developing relationships between the School
and local communities in bringing resources to aid in sound community planning
and development

Planning Director (2001-2007)

Monroe County Plan Commission, Bloomington, Indiana
Planning Director of a rapidly growing community in southern Indiana, home to Indiana
University and recognized for some of the highest quality of life opportunities in the Nation.
During tenure with Monroe County duties included:
Leadership of day to day operations of the Planning Department including long
range planning, development review, code enforcement, floodplain administration,
stormwater management and historic preservation
Appointment of staff and provided strategic direction for organizational activities
Management of multiple Boards and Commissions involved in the Countys growth
and development
Specific achievements include:
Project Lead for establishment and administration of a 600+ acre mixed use Tax
Increment Financing District North Park in Bloomington, Indiana
Leadership in development of the Countys first ever efforts at neighborhood
planning resulting in the completion and implementation of four community plans
Leadership in development of the Countys update of its development regulations
and standards
Leadership in securing State and Federal funding for the successful development of a
three and one half mile biking and walking trail
Served as southern regional representative of the Indiana Planning Association
Board of Directors
Served as the Conference Planning Chair for the 2005 Indiana Planning Association
State Conference held in Bloomington, Indiana and as the Sessions Committee Chair
for the 2004 nine state (Indiana, Illinois, Kentucky, Ohio, Missouri, Wisconsin,
Michigan, Iowa, and Minnesota) planning conference held in Indianapolis, Indiana
Recipient of Mike Carroll Award for Distinguished Leadership by A Professional
Planner from the Indiana Chapter of the American Planning Association (2007)
Principal Planner (2000-2001)
McKenna Associates, Inc., Kalamazoo, Michigan
Principal Planner for one of the largest private firms in the Midwest dedicated to providing
community planning services. During tenure with McKenna Associates specific duties
included:
Assisting communities with project review
Assisting communities with plan and ordinance development and implementation

Assisting communities with Board and Commission training

Specific achievements included:

Project lead for development of a Parks and Recreation Plan for a northern Michigan
community
Project lead for development of a downtown revitalization and marketing plan for a
central Michigan community
Project lead for several updates to development regulations and standards for
communities in southern Michigan
Manager, Planning Division (1994 2000)
Senior Planner
Department of Land Use, Development, and Code Enforcement
Jefferson County, Missouri
Manager of the Planning Division for one of the fastest growing communities in the
Midwest with a population in excess of 200,000. During tenure with Jefferson County
specific duties included:
Leadership of day to day operations of the Planning Department including long
range planning, development review, code enforcement, floodplain administration,
stormwater management and historic preservation
Appointment of staff and provided strategic direction for organizational activities
Management of multiple Boards and Commissions involved in the Countys growth
and development
Specific achievements included:
Served as project manager for Jefferson County flood prone property acquisition
program following the 1993 Mississippi River flood. Managing the acquisition of
more than 100 flood-prone properties and relocation assistance for families impacted
by the flood through use of Hazard Mitigation funding, CDBG funding, and other
state and local programs
Project lead on the Countys first effort in more than 20 years at developing a
comprehensive plan for the rapidly growing County
Project lead for the successful implementation of a grant program extending public
sanitary sewer into an area with failing on-site systems
Co-recipient of Lewis & Clark Trailblazer Award from the East-West Gateway
Coordinating Council for the Jefferson County Comprehensive Master Plan (1999)

Education and Certifications

M.S. Urban Planning, Specialization in Land Use
University of Tennessee Knoxville. Knoxville, Tennessee.
B.S. Aeronautics, Specialization in Administration
St. Louis University. St. Louis, Missouri.

Certified Manager Candidate ICMA-CM Candidate International City/County

Management Association
Certified Urban Planner, AICP American Institute of Certified Planners
Accredited Member, CNU-A The Congress for the New Urbanism

Professional Memberships and Activities

Member, International City/County Management Association Credentialed

Manager Candidate
ICMA Advisory Board on Graduate Education Member
ICMA Sustainable Communities Advisory Committee Member
Member, Texas City Management Association
American Institute of Certified Planners Certified Member
Serve as a Professional Member of the Site Visit Team of the Planning Accreditation
Board
American Planning Association
The Congress for the New Urbanism Accredited Member
Urban Land Institute Associate Member
Society for American City and Regional Planning History
International Community Development Society (2004 2006)
Indiana Planning Association Board of Directors (2002 2006)
Served as team leader for volunteer professional assistance teams along the
Mississippi Gulf Coast in response to Hurricane Katrina. Assisting local
governmental agencies in developing community plans and ordinances for several
impacted communities along the Mississippi Gulf Coast.
Presented professional education sessions at annual conferences for the American
Planning Association, the Texas Chapter of the American Planning Association, and
the Indiana Chapter of the American Planning Association.

Mark L. McDaniel, ICMA - CM

WORK HISTORY
2014 Present
Assistant City Manager
Dallas, TX
Responsible for a portfolio of departments that have comprised up to 2,200 employees, a
combined annual operating budget of $775 million, and capital budget of $514 million.
Currently provide senior executive oversight for economic development, sustainable
development and construction, communications/information systems (IT), watershed
management, the Trinity Corridor development, and high speed rail.
Formerly provided senior executive oversight for water utilities, street services, equipment
and building services and as management liaison to the Dallas Parks Department.
Serve as lead staff liaison to City Council Transportation & Trinity River Project and
Economic Development Committees.
Established the Dallas Center for Performance Excellence (CPE) to enhance effectiveness
and efficiencies within operations organization-wide through deployment and use of tools
such as LEAN Six Sigma, the Baldrige framework, ISO 9001, strategic planning,
departmental business planning, employee advisory councils, and a new in-house BIG
Academy training program. (Currently serving in a dual capacity as director for the CPE.)
Provided guidance for Dallas Water Utilities water resource planning and coordination.
Developed Citys first multi-year street maintenance model, including identification of
funding sources and projected impacts to overall street conditions over time.
Lead Citys new internal compliance task force and development/automation of a new
integrated management system for performance improvement.
Facilitated the launch of Dallas Data Points, an online dashboard of the citys major
performance metrics.
Engage in regular coordination of transportation, drainage and water projects/issues
involving several outside agencies, such as the Texas Department of Transportation, North
Central Texas Council of Governments, Regional Transportation Council, Dallas Area Rapid
Transit, and United States Army Corps of Engineers.
Serve as acting city manager upon assignment.
2008 2014
City Manager
Tyler, TX
2004 2008
Deputy City Manager
Served as the citys chief executive officer, leading 800 dedicated employees in serving a
regional hub with a 100,000 population that swelled to over 270,000 daily.
Fiscally managed the citys property tax rate to under 25 cents while increasing levels and
quality of service.
Achieved an AAA general obligation bond rating from Standard and Poors in 2010.
Championed a Downtown renaissance that included public-private partnerships, a new tax
increment reinvestment zone, land banking, private investment, and major public catalyst
projects (such as a performance hall, art gallery with Main Street offices, and a new parking
garage).

Page Two
Mark L. McDaniel

Led strategic annexations that expanded the citys geographic boundary several miles,
resulting in dramatic increases in the citys extraterritorial jurisdiction (ETJ) and successful
negotiation of four new ETJ agreements with surrounding suburban communities.
Led a variety of community-based planning efforts focused on maintaining the citys unique
character during a period of significant growth, including university and medical district
plans, a new economic development plan, and the citys award winning comprehensive plan.
Created organizational development programs for employee engagement, training and
succession planning, such as an in-house City U, apprentice program, and a leadership
academy.
Institutionalized a robust organization-wide LEAN Six Sigma program for city operations,
achieving millions of dollars in savings through completion of 100+ green and black belt
projects.
Achieved an Insurance Service Office (ISO) rating of 2 for fire protection, opened three
new fire stations, earned reaccreditation for citys police department through the Commission
on Law Enforcement Accreditation (CALEA) and initiated construction of a new police
substation and animal care facility.
Further advanced the citys historic preservation efforts beyond long standing national
historic districts to include local historic districts, additional landmarks, restoration of the
citys historic city hall and a new maintenance program for the citys extensive system of
original brick streets.
Dramatically increased daily commercial flights to Tyler Pounds Regional Airport while
initiating major runway and apron improvements and commencing construction of a new car
rental facility.
Coordinated the citys participation in economic development projects related to major retail
investments, college/university partnerships, and primary job growth/retention.

2001 2004

Assistant City Manager/

Corpus Christi, TX
Executive Director of Support Services/
Director of Management & Budget
Served as assistant executive officer for a full service organization of 3,200 employees and a
population of approximately 300,000.
Directed the citys support operations, including budget, finance, human resources,
information technology services, and fleet/building maintenance functions.
Served in a dual capacity as citys economic development director, coordinating staff support
for community economic development efforts and the citys Business & Job Development
(4A) Corporation.
Developed the citys business incentive guidelines and negotiated industrial district
agreements with refineries.
Provided financial and operations analysis as part of a project team for construction of a new
arena, convention center, and baseball stadium.
Served as chief budget officer, compiling, presenting and monitoring the citys operating
budget amounting to $465 million annually.
Developed the citys long range financial plans, enterprise proformas, revenue projections
and expenditure estimates. Performed rate and debt service modeling.

Page Three
Mark L. McDaniel

Directed the compilation and presentation of the citys short and long range capital
improvement programs, amounting to over $150 million annually in capital outlay/projects
funded from various sources.

1994 2001
City Manager
Woodway, TX
Served as citys chief executive officer, facilitating a team-oriented approach to preventive
problem solving and service delivery.
Administered and promoted various quality of life initiatives which focused on the citys
unique natural beauty and proximity to an urban center.
Facilitated development and implementation of an aggressive multi-year capital
improvement plan for streets, drainage, facilities and utilities.
Directly managed all of the citys planning and development efforts, including zoning and
plat/site plan review, comprehensive planning, economic development and administration of
subdivision code/design standards & specifications.
Served as primary staff liaison to community and city boards and commissions, facilitating
and fostering a dramatic increase in public involvement for more effective governance and
capital planning efforts.
1991 1994
Assistant City Manager
Lake Jackson, TX
Managed the citys internal service operations, including personnel, budget, purchasing,
information technology systems, risk management and safety.
Coordinated the citys economic development program, compiling site prospectus data and
initiating site development plan review.
Provided guidance to various department directors for achievement of goals and objectives.
Served as acting city manager upon assignment.

1985 - 1991

Budget Officer/
Denton, TX
Treasury Operations Manager/Court Administrator/
Assistant Utility Customer Service Manager/Management Intern
Served as citys budget officer and member of the citys financial management team.
Developed and monitored an annual operating budget of $122 million.
Managed centralized cash collections and municipal court operations.
Supervised utility billing for electric, water, sewer and sanitation services.

EDUCATION/SCHOLASTIC HONORS
2002 Senior Executive in Local Government Program
Harvard University
1987 Master of Public Administration
University of North Texas
TCMA Clarence E. Ridley Scholar (1985)
Hatton W. Sumner Scholar (1984)
1984 Bachelor of Arts, Political Science
University of North Texas

Page Four
Mark L. McDaniel
PROFESSIONAL MEMBERSHIPS/ACTIVITIES/HONORS
International City/County Management Association
Vice President-Mountain Plains Region (2012-2015)
Current Credentialed Manager (ICMA-CM)
Texas City Management Association
City Administrator of the Year (2010)
President (2006-2007)
Alliance for Innovation
Current Executive Board Member
Local Government Research Collaborative Founding Member
Results for America
Current Local Government Fellow
Texas Quality Foundation
Texas Award for Performance Excellence Progress Level (2014)
Texas Municipal League
Municipal Excellence Award for Management Innovation (2013)
Municipal Excellence Award for Communication Programs (2012)
American Planning Association Texas Chapter
Community of the Year (2012)
University of North Texas Master of Public Administration Program
Current Advisory Board Member
Outstanding MPA Alumnus (2007)
DFW Organizational Development Network
Current Member
CIVIC/COMMUNITY ACTIVITIES
Current:
Dallas Regional Chamber
Transportation Policy Task Force
North Texas Commission
Board Member
Executive Director Search Panel Member
North Central Texas Council of Governments
Water Resources Council Member
Flood Management Task Force Member
Former:
Tyler Area Chamber of Commerce
Executive Committee Member
Treasurer
Tyler Economic Development Council
Executive Committee Member
TxDOT I-20 East Texas Advisory Committee
Founding Member
Tyler Area Metropolitan Planning Organization
Policy Board Member
Tyler Business-Education Council
Founding Member

Page Five
Mark L. McDaniel
East Texas Symphony Orchestra Association
Board Member
SPORTyler
Founding Member
Rotary Club of Tyler
Officer
Rotarian of the Year
Tyler Hispanic Business Alliance
Founding Member
First Tee of Tyler
Founding Member
United Way of Smith County
Board Member
PUBLISHED WORKS
McDaniel, M., & Frisby, M. (2 Jan. 2016). The Dallas CPE: Planning, Management and
Continuous Improvement Enhances Service Delivery. Routefifty, Government Executive Media
Group. Retrieve at http://www.routefifty.com/2016/01/dallas-cpe-performancemanagement/124811/
McDaniel, Mark (15 Jan. 2013). Lean Six Sigma Works for Local Government. Viewpoints,
American City and County Mag. Retrieve at http://americancityandcounty.com/blog/lean-sixsigma-works-local-government
McDaniel, Mark (14 Nov. 2012). Will Choice or Necessity Reduce Exploding Municipal
Debt? Forbes Mag., Online Edition. Retrieve at
http://www.forbes.com/sites/realspin/2012/11/14/will-choice-or-necessity-reduce-explodingmuncipal-debt/#283f304afa67

PRESENTATIONS
Milrany, C., McDaniel, M., Johnson, L., Van Eenoo, E. & Phillips, C. (2013, October). Eating
the Elephant: Biting Off the Performance Excellence Journey. Concurrent session presented at
the Texas Municipal League Conference, Austin, TX.
McDaniel, M. & Guthrie, S. (2013, September). Purpose is the New Money. Forum presented at
the International City County Management Association Conference, Boston, MA.
McDaniel, M. (2013, June). Keeping Your Head Above Water: Budgeting for Efficiencies.
Concurrent session presented at the Texas City Management Association Conference, San
Marcos, TX.

JARED H. MILLER
Address:

Education:

Texas City Management Association, Board of Directors, 2005 2008.

Past President of West Texas City Management Association (TCMA Region #2).
International City Management Association.
American Society for Public Administration.
Experience with economic development and growth.
Experience with emergency management and disaster recovery.
Experience with acquisition and administration of State and Federal grants.
Experience with budget preparation and management.
Experience with water acquisition, project funding, and system installation.
Former Naval Intelligence Officer.
Polished and highly experienced public speaker.

Master of Public Administration

Texas Tech University

Graduated 2001
Lubbock, Texas

43 hours toward Ph.D. in Political Science

Texas Tech University
Lubbock, Texas
Fields of Emphasis: Public Administration, American Politics, and Methodology
Bachelor of Arts Political Science
Abilene Christian University

Employment:

Graduated 1992
Abilene, Texas

CITY MANAGER
San Marcos, Texas
City of San Marcos
Jan. 2014 Present
Responsible for administration and oversight of all City departments of the fastest
growing city in the United States for the last three years, a Fiscal Year 2017 budget
of $193 million dollars, and 656 employees.
Effectively managed emergency response and recovery efforts for two declared major
flood disasters in 2015.
Coordinated and led state and federal lobbying efforts that resulted in over $25
million dollars of federal disaster recovery funding.
Successfully coordinated and led constructive Fire and Police meet and confer
negotiation processes, resulting in three year agreements and very productive and
professional relationships with both departments.
ASSISTANT CITY MANAGER
North Richland Hills, Texas
City of North Richland Hills
Nov. 2007 Jan. 2014
Responsible for administration and oversight of the Parks and Recreation, Fleet
Services, Facilities and Construction, Economic Development, and Library
Departments, as well as Iron Horse Golf Course.
Negotiate contracts, gas leases and property acquisitions.
Responsible for administration of 2011-2012 Bond Task Force and successful 2012
bond election to fund a $70 million dollar Police Station, City Hall, and Municipal
Court.
Responsible for the completion of a $10 million dollar Public Library and the land
acquisition, design and construction of a $25 million dollar Recreation Center.

CITY MANAGER
Snyder, Texas
City of Snyder
Aug. 2005 Nov. 2007
Chief Administrative Officer for the City. Oversee Water, Wastewater, Landfill,
Parks, Streets, Sanitation, Finance, Personnel, Environmental Control, Code
Enforcement, Police Department, and Fire Department.
Negotiate contracts.
Communicate with members of the media and speak to community groups on a
regular basis concerning issues of local interest.
CITY MANAGER
Crosbyton, Texas
City of Crosbyton
Jan. 2003 Aug. 2005
Chief Administrative Officer for the City. Oversee Water, Wastewater, Parks,
Library, Streets, Sanitation, Finance, Personnel, Environmental Control, Code
Enforcement, Police Department, Fire Department, Economic Development, and
EMS Service.
REGIONAL SERVICES SPECIALIST /
Lubbock, Texas
REDISTRICTING COORDINATOR /
Feb. 2000 Jan. 2003
CRIMINAL JUSTICE COORDINATOR
South Plains Association of Governments (SPAG)
Perform all aspects of decennial redistricting for various counties and cities. Tasks
included extensive data analysis, use of Geographic Information Systems, and
numerous presentations and correspondence to state and local elected officials.
Designated as Emergency Management Coordinator for the 15 county SPAG region.
Communicate with members of the media on a regular basis concerning issues of
regional interest.
Designated to perform various contract city management functions such as budget
preparation and personnel evaluations.
Coordinate and administer the disbursement of state and federal criminal justice
funds.
Responsible for preparation and/or administration of Criminal Justice Division,
Texas Community Development Program, Texas Department of Economic
Development, and Texas Parks and Wildlife Department grants.
Speak with, make presentations to, and provide data/position analysis services for
elected officials, from mayors to state legislators, on a daily basis.
Appointed by the Office of the Governor as one of nine representatives from the
State of Texas to attend the Pickens Institute, an information-driven strategic
planning initiative sponsored by the Office of Justice Programs: Bureau of Justice
Assistance and National Institute of Justice in cooperation with the National Criminal
Justice Association.
BUDGET ANALYST
Lubbock, Texas
City of Lubbock
Jan. 1999 Feb. 2000
Highly involved in all aspects of budget preparation, analysis, and publication.
YOUTH MINISTER
Fort Worth, Texas
Midtown Church
Aug. 1997 Jan. 1999
Speak regularly before congregation of 850. Provide leadership and ministry services to
185 youth. Worked closely with Ministers, Elders, and Parents in service and ministry to
youth.

Personal:

Interests include public speaking, computers and technology of any kind, current events,
reading, skiing, running, weight lifting, basketball, golf, and working on cars.

Ronald L. Olson
Summary

Served as City Manager in five cities and Administrator in one county.

More than 37 years of professional local government experience.
Master of Public Administration degree, specialty in City Management.
Expertise in the following skill sets:
o Working with elected leaders.
o Creative problem-solving.
o Strategic, executive leadership.
o Developing staff.
o Perfecting the Management Process.
o Creating a culture of continuous Improvement.
o Budgeting and financial management.
o Economic development.
o Being a change agent, when necessary.
o Communicating to stakeholders.

Relevant Experience
City Manager

City of Corpus Christi, TX

May 11, 2011 to June 23, 2016

Population: 316,381. Full-time employees: 3,245; 34 departments. Operating Budget: $841

million. Nine member City Council elected for simultaneous two-year terms.
Duties

and Responsibilities as City Manager:

Serve as the Chief Executive Officer of the City.
Provide leadership to the organization.
Serve as chief advisor to the City Council.
Manage the operations of the City and carry out Council policies.
Communicate and coordinate with the community and outside agencies.

Sampling of Achievements:
Established good relations with the City Council; clarified goals, priorities, expectations;
set up communication protocols.
Focused on reaffirming our enterprise ethical foundation.
Clarified the enterprise and departmental missions; created clear business plans;
coordinated those plans with the financial, budgeting, and performance reporting
systems; generally worked on organizational alignment and improving the management
process.
Restructured the organization; eliminated harmful silo mentality; ensured strong and
capable management by replacing some of the leaders, developing and promoting
others; fixed a broken compensation system; established an internal training program.

Ron Olson

Page 2

Sampling of Achievements, Continued:

Worked on the City Councils top priorities: streets, water, economic development and
communications. Adopted a controversial street fee, established an aggressive street
maintenance program and a collector road reconstruction plan, working on a residential
street reconstruction plan; made major improvements to the water systems, constructed
a 50 mile raw water transmission line, finished a new wastewater treatment plant,
negotiated a consent decree regarding sanitary sewer overflow, worked on a
desalination project, working on a wastewater treatment plant consolidation plan; saw
$40 billion in new investment and thousands of new jobs from our local and regional
economic development efforts, working on a new comprehensive plan, revisited our
development incentives and standards, and fixed a broken Development Services
Department; reinstituted a central communications department, installing a new web
site, building a new TV studio, engaging in social media and making greater efforts at
community engagement.
Focused on efficiency and continuous improvement; audited and created improvement
plans for 14 departments; executing those plans.
Improved technology by installing a new ERP, court software and development services
software.
Focused on financial sustainability by increasing reserves from ten percent to nineteen
percent, improving the bond rating from A+ to AA-, creating a long-term process for
making budget decisions, and for FY 17, moving toward a zero based budget.
Worked on labor relations by negotiating a new contract with the Police Union, working
on difficult contract negotiations with the Fire Union, and establishing respectful and fair
treatment of the non-union workforce.
While staying focused on top priorities, worked through controversial distractions like
eliminating plastic bags from the community and controlling transportation network
companies.
County Administrator

Polk County (Des Moines), IA

September 2007 to May 2011

Population: 450,000. Full-time employees: 2,100; 10 departments. Operating Budget: $225

million. General Law County with five full-time County Supervisors elected from districts for
four year terms on partisan tickets.
Duties and Responsibilities as County Administrator:
Serve as the Chief Administrative Officer of the County.
Work closely with the elected Board of Supervisors to carry out their policies and ensure
daily operations were efficient and effective.
Coordinated and cooperated with elected office-holders such as the Sheriff, County
Attorney, Auditor, Recorder, etc.
Prepared and presented the annual budget.
Supervised non-elected departments.

Ron Olson
Deputy City Manager
City of Arlington, TX

Page 3
2004 to 2007

Population: 380,000. Full-time employees: 2,342. Operating Budget (all funds): $328 million.
Council-Manager charter city with a Mayor and eight-member City Council. All members are
elected for two year terms, with five being elected from districts.
Duties and Responsibilities as Deputy City Manager:
Serve on the Citys executive team, along with the City Manager and three other Deputy
City Managers.
Rotated assignments included leading the Strategic Support Team, comprised of five
departments: Workforce Services (recruitment, training, staff development,
compensation, and benefits), Financial Services, Municipal Court, and Information
Technology. Employees under my leadership in this group: 190. Operating Budget:
$29 million. Previous rotated assignment included leading the Neighborhood Services
Team comprised of five department: Police, Fire, Parks and Recreation, Neighborhood
Services (Code Enforcement, Health, Housing, Federal Grants, Solid Waste services),
and Libraries. Employees under my leadership in this group: 1,183. Operating budget:
$112 million.
City Manager
City of Middletown, OH

1992 to 2004

Population: 54,766. Full=time employees: 436. FY 04 Operating Budget (all funds): $79.7
million; Capital Budget (all funds): $22.2 million. Council-Manager home rule charter City which
was governed during most of my tenure by a five member City Commission where the
Chairman was selected annually by the Commission, but then changed to a seven member
council serving four year overlapping terms with four members representing wards and the
Mayor appointed by the City Council. Full service city with nine departments, including airport,
full service jail, health department, court, water and waste water treatment facilities, and a
nationally ranked 27 hole golf course. In 1957, Middletown was awarded the distinction of
being an All-America City. It still retains attitudes and leadership deserving of that distinction.
Duties and Responsibilities as City Manager:
Chief Executive Officer of the municipal government.
Oversight responsibilities for the following functions and daily operations: police, jail,
fire, EMS, roads, water and sewer collection and treatment, storm water management,
parks and recreation, golf course, airport, planning and zoning, finance, law, tax
collection, purchasing, human resources and all other functions of a full service city.
Implementation of Council directed policy.
Preparation and administration of annual budget.
Negotiation and administration of labor contracts.
Strategic planning and resolution of long range issues.
Media representation for the City, including appearances on TV and radio; interviews
with print media and preparation of press releases.

Ron Olson

Page 4

Established a managed competition policy and process which promoted efficiency in

many functional areas and saved the City millions of dollars.
Initiated a major master planning effort.
Revamped the Citys budgetary and financial control system to provide better policy
making, management decision-making and accountability.
Conducted several large and controversial annexations to position the City for future
growth.
Strengthened relations with neighboring cities, townships and the two counties of which
we were a part.
Created the Middletown Economic Development Corporation to promote the local and
regional economy; retained and created thousands of jobs.

City Manager
City of Belding, MI

1990 to 1992

City Manager
City of West Jordan, UT

1986 to 1990

Director of Finance and Administrative Services

City of West Jordan, UT

1978 to 1986

U.S. Army
Fort Lewis, WA

1972 to 1975

Education
Master of Public Administration, Brigham Young University, Provo, UT
Area of concentration: City Management.
Bachelor of Science, Brigham Young University, Provo, UT
Major: University Studies with emphasis in Business Management and Political Science.
ICMA Credentialed Manager: August 2006.
Continuing Education and Training:
University of Virginia, Senior Executive Institute (high performance government) 1998.
Many professional training certificates through ICMA University, various seminars and
conferences.

Affiliations

International City/County Management Association.

Texas City Management Association.

RESUME
James M. Twombly

PROFESSIONAL EXPERIENCE
December 2009 to Present: Director of Administration/City Manager, Tulsa
Tulsa is a city of 400,000 with an area of approximately 180 square miles. The
City has 3,600 employees in 20 departments. The Director of Community
Development and Transportation, and Directors of Finance, Information
Technology, Human Resources, Asset Management, Communications,
Customer Care, Municipal Court and Water and Sewer report directly to me.
The FY 17 City Budget is $768 million, of which $643 million is for
operations. It is a strong mayor form of government where the mayors office
staff, including the city manager, are at will employees.
Following are some of the major accomplishments during my tenure:
Economic Development: We changed efforts from a transactional approach to
one driven by strategy and policy. Rather than take each economic development
opportunity on a case by case basis, we have identified strategies that focus our
approach on filling gaps, diversifying our tax base, and measuring return on
investment. We have done this by creating policies related to use of economic
development tools. The result has been agreements for two new multiuse
downtown developments, a sales tax reimbursement policy that attracted the
states first Costco and major expansion of retail development area, and
evaluating tax abatement practices to encourage affordable downtown housing.
Capital Programs: I led the Administrations analysis and preparation of
programs for the $918 million 2013 Improve Our Tulsa capital campaign and
the recently approved $525 million renewal of Vision 2025. I am currently
leading the Administrations analysis of implementation of the Vision 2025
program.
Community Development Block Grant: When I started with Tulsa, the CDBG
allocation process was broken and resulted in numerous findings against the
City from the HUD Inspector Generals Office and requirements for City
reimbursement of federal funds totaling over $3 million. Tulsa was on the verge
of losing our annual entitlement allocation. I worked closely with Council and
staff to change the CDBG allocation process, improve the Consolidated Plan
and there have been no more findings or reimbursement requirements.
Office of Maximizing and Advancing Performance (MAAP): We created this
Office to bring about organic culture change throughout the organization by
training, discussing, providing leadership examples and surveying employees
to better understand who are employees are and what they think. We are
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training employees citywide in the continuous improvement techniques of Six

Sigma, creating a force of MAAP Champions so that we now have employees
across the organization looking for ways to make improvement in their own
departments. The MAAP Office also organizes forums with employees on
various topics, for example, succession planning, city benefits and dealing
with different generations in the workplace. They have also started book
discussion groups focused on management and organizational literature and
leadership forums where community leaders are asked to present and interact
with employees.
Breaking Down Internal Silos/Team Building/Shared Decision Making. The
City organization has suffered from lack of coordination interdepartmentally in
policy and resource allocation decisions. We have identified problem areas,
evaluated existing practices and sought remedies using team approaches that
cross departmental lines, reorganized where necessary and empowered group
decision making. Examples are the Real Estate Oversight Committee,
Information Technology Governance Board, Information Technology Security
Board, Safety Committee, Fleet Management Steering Committee, and the
Public Safety Performance Management Committee. Each group has multi
department representation, reviews requests for expenditure of funds, use of
personnel resources, organization wide policies, and disposal of assets. The
result has been decisions that put the best interests of the city first over any
single department through a consensus building process.
Employee Engagement and Development. We have created a number of
programs to better engage employees in the organization and assist them to
reach their career goals. The engagement programs include Tulsa Spirit
Ambassador Committee, Employee Veterans Committee, Key Performance
Indicators, Intramurals and Wellness Programs. Assisting employees in
reaching their career goals includes creation of Leadership University, Super
U., Six Sigma training and enhanced training class offerings.
Customer Service: We have made improvements in our approach to both
internal and external customer service. We did mystery shopper telephone
answering scorecards that resulted in telephone scripting for department
representatives that handle first call responsibilities so there would be
consistency across the organization. We initiated new customer service training
modules and include training at new employee orientation. We launched the
Customer Care Center to centralize call taking, improve response and follow
through and prepare for implementation of the customer relationship
management software that will enhance citizen interactions with the City.
Safety Culture Transformation: As a result of high rates of injuries, time lost
and workers compensation payments we instituted an intensive campaign
aimed at promoting worker safety. To date we have seen OSHA recordable
injuries reduced by 27% between 2013 and 2016 and our incident rate decline
from 26.8 in 2010 to 12.1 in 1015.
Solid Waste: We instituted an overhaul of the Citys solid waste program by
going from a multi contractor no limit system to a volume based billing
system including recycling. The entire city is under one contract and the
bidders were required to use CNG fueled vehicles.
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Sustainability/Environment: In addition to the CNG fueled solid waste

vehicles noted above, in rebidding our wrecker service contract we required
the fleet to be CNG fueled vehicles. Our mass transit system has been
purchasing CNG fueled vehicles and they now comprise 75% of the fleet. All
of our inspector vehicles are hybrids, and pick-ups bi-fuel when feasible. We
have two CNG fueling stations, one of which sells to the public in addition to
fueling city vehicles. We are in the process of implementing a grant funded
purchase of 10 electric vehicles and are installing public electric charging
stations.
Budget: I lead the Administrations Budget Preparation and Review team
each year that ultimately produces the Mayors Budget presented to the
Council in late April. This includes direction to departments regarding
submissions, review budget requests and building consensus on final
recommendations for inclusion in the Mayors Budget.
Labor Relations: I direct the Citys Labor Relations program. I have been lead
negotiator in annual bargaining with both the Fraternal Order of Police and
International Association of Fire Fighters that has led to six negotiated
settlements and one year where arbitration was required for each union. I also
oversee annual bargaining with the 4 AFSCME units.
Tulsa County Jail: I was the Citys lead contract negotiator with Tulsa County
on the jail agreement for detaining municipal prisoners.
In addition I am the Mayors designee on the Tulsa Public Facilities Trust, the
Tulsa Authority for the Recovery of Energy (solid waste board), the Tulsa
Metropolitan Utility Authority, the Regional Metropolitan Utility Authority, the
Mayors Audit Committee, the Municipal Employees Retirement Plan Board
and the Oklahoma Municipal League Board.
July 2009 to December 2009:Special Assistant to Mayor, Tulsa, Oklahoma
Special projects included coordinating the Citys application for federal TIGER
funding for two projects: an intermodal transit hub at the Tulsa Airport and an
interstate bridge replacement project downtown. I also created a plan to
accommodate hospital expansion in an older neighborhood.
July, 2004 to June 2009:

City Manager, Broken Arrow, Oklahoma

Broken Arrow is a suburb of Tulsa that shares its north and west boundary with
the City of Tulsa. The current population is approximately 107,000. From 2000
to 2010 Broken Arrow experienced growth of 32% to reach just under 100,000.
The area of the city is approximately 55 square miles. When I was city manager
the city employed just under 700 employees.
Significant accomplishments while City Manager in Broken Arrow include:
*

Worked with a citywide committee to create the citys sustainability

3

plan. The plan encompassed the citys utilities, buildings and grounds, new
development, fleet and equipment, new development and operations.
*
Negotiated with developers and Tulsas St. John Health Care System to
build a new, $150 million, 100 bed hospital and medical office building in
Broken Arrow.
*
Restructured the Citys planning and development services to streamline
the development review process, become more responsive to the development
community and make the system more accountable to management.
*
Transformed the way economic development in Broken Arrow was
accomplished by creating an independent economic development corporation
supported by city, schools, chamber and, for the first time ever, secured private
sector funding.
*
Initiated City branding and marketing changes to improve community
image, identification and communication. This also included a new website,
logo, tagline and newsletter. The effort won several Public Relations Society of
America awards.
*
Enhanced organizational performance by initiating Lean Office
evaluations of administrative practices and procedures and used Kaizen
methods to eliminate waste and inefficiencies in the citys employee recruitment
and development review processes. The recruitment process was reduced from
over twenty steps to seven and the review of the development process reduced
review times for projects.
*
Implemented a Management Plan system for departments, tied to the
City Councils strategic plan, to monitor progress on key goals throughout the
year. Initiated national certification for the Fire Department which included
adoption of ICMA performance measures.
*
Prepared the Citys first policies setting reserve targets for General,
Water, Sewer, Sanitation and Storm Water Funds and for payment in lieu of
taxes transfers from the Citys utility funds to the General Fund.
*
Completed citywide citizen survey for use in the Council strategic plan
and completed employee survey to use in improving employee-management
relations.
*
As City Manager I was also the General Manager of the Broken Arrow
Municipal Authority which provides water, sewer, storm water and sanitation
services. I was General Manager of the Broken Arrow Economic Development
Authority which provides funding for economic development projects. I was
General Manager of the Broken Arrow Development Authority which was
charged with redeveloping blighted properties. All of these authorities have the
power of eminent domain and may issue revenue backed debt.
I was also on the Broken Arrow Chamber of Commerce Board and the Broken
Arrow Economic Development Corporation Board.
October, 1994 to 2004:

City Administrator, Pella, Iowa

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Pella is a rural community in south central Iowa with a population of about

11,000. In addition to the standard full service city departments we also
generated and provided electrical power to residents and business.
Major accomplishments at Pella included:
*
Led City efforts including planning, financing and negotiating terms of
agreement for the award winning $20 million Molengracht Redevelopment in
downtown Pella that includes a City owned parking garage, canal and plaza that
leveraged significant private development.
*
Completion through Phase I study for a new Regional Airport that would
serve Pella and neighboring communities and allow for the closure of two
existing airports.
*
Planned and carried out FY 03 financial plan, approved by Council, that
led to improved financial condition. The plan included layoffs of employees for
cost reduction purposes, annexation of a manufacturing plant outside the city
limits and terminating a tax increment finance district so that new property taxes
could flow to the general fund.
*
Implementation of an agreement with Marion County in September of
2003 for extra-territorial zoning and subdivision control by Pella within two
miles of Pellas corporate boundary.
*
Initiated CALEA certification of citys Police Department.
*
Worked with consultants to use increased number of public meetings,
surveys and focus groups on comprehensive plan update, parks and recreation
plan and water and sewer system plan.
I also served on the Pella Area Development Corporation, the Pella Emergency
Medical Services Board and the Pella Character Counts Committee.
March 1989 to September 1994:
Assistant to the City Manager (and
various interim assignments) City of Oklahoma City
Oklahoma City at the time had a population of 450,000. The city government
had approximately 4,000 employees. Departments reporting to me included
Personnel, Management Information Systems, Public Information, Office of Job
Training and Education (JTPA), Council Support and City Clerk's Office. I
served as the City Managers liaison to the Council appointed Municipal
Counselor, the Oklahoma City Zoo Trust, the Downtown and South Oklahoma
City Chambers of Commerce and as the City's ADA Coordinator.
Major accomplishments include:
*Reorganization of the planning function to better address use of CDBG
funding in long term and redevelopment planning and bring current and long
term planning into better alignment. During this time I led the successful effort
5

to include redevelopment funding in a City wide bond election for the first time
in the Citys history.
*
Served as the Mayors representative on the Mayor's Committee on the
Concerns of the Needy that was set up to address homelessness and associated
problems in Oklahoma City. This Committee adopted a social services policy
for the city and structured an annual competitive grant program for social service
providers.
*
Completed the city's transition and self-evaluation plans for compliance
with the Americans with Disabilities Act. I organized assessment of all 463 city
buildings and facilities for structural obstacles to the disabled
*
Directed and coordinated the city's legislative program and worked with
the citys lobbyists at both the state and federal levels.
*
Served as Interim Director of the Personnel Department (9 months) and
Interim Director of City Planning (6 months) while those positions were vacant.
*
Revitalized the near bankrupt, semi-autonomous regional ambulance
service into part of one of the largest, best run emergency medical service
providers in the country.
July 1988 to March 1989:
Management Specialist, Public Works
Department, City of Oklahoma City
July 1983 to July 1988:
Subdivision
Review
Community Development Department, City of Oklahoma City

Coordinator,

July 1982 to July 1983:

Associate Planner, Office of Research and
Economic Development, City of Oklahoma City
December 1980 to June 1982:
Planner II, Water
Planning Program, Missouri Department of Natural Resources.

Resources

EDUCATION
Public Executive Institute, LBJ School of Public Affairs, University of Texas at
Austin (1990)
May 1980 M.A. Urban Affairs, St. Louis University (GPA 3.9) Course of study
made possible by a Public Service Education Fellowship
August 1978 B.A. Urban Affairs, St. Louis University (GPA 3.65)
AFFILIATIONS
International City/County Management Association (ICMA)
City Manager Association of Oklahoma (CMAO)
PRESENTATIONS
ICMA 2015 Conference City Managers Design Academy Roundtable
2015 American Architecture Foundations City Manager Design Academy
Tulsa: East Village Case Study
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ICMA 2014 Conference Academy for International Development Young

Southeast Asian Leaders Initiative
2014 LBJ School of Public Affairs City Management in a Strong Mayor Form
of Government
2013 University of Oklahoma Political Science Class with Dr. Cindy Rosenthal,
co-presented with Dr. Yunfeng Deng and Trinnawat Suwanprik Comparison of
Nations Responses to Current Environmental Challenges: China, Thailand and
the U.S.
CMAO 2013 Summer Conference Tulsas KPMG Study: Managing ChangeOpportunities for Municipal Efficiency and Effectiveness
CMAO 2013 Winter Conference, Report on ICMAs Task Force for Financing
ICMA
2011 Game Changer Workshop Managing Change in Tulsa
ICMA 2011 Conference Managers in Transition: Perspectives and Strategies