Loading...
HomeMy WebLinkAbout1984-09-11 - City Commission Special Meeting MinutesMAIL REPLY TO: P.O. BOX 25010 TAMARAC, FLORIDA 33320 5811 NORTHWEST 88TH AVENUE TAMARAC, FLORIDA 33321 TELEPHONE (305) 722-5900 NOTICE OF SPECIAL MEETING CITY COUNCIL TAMARAC, FLORIDA There will be a Special Meeting of the City Council on Tuesday, September 11, 1984 at 12:30 P.M. in the Council Chambers of City Hall, 5811 NW 88 Avenue, Tamarac, Florida. The purpose of the meeting is to interview the 5 candidates for the position of City Manager at the approximate times listed below: Dennis R. Sparks Anton H. Harwig Gene A. De Marie Elly F. Johnson David M. Gatchel Council may consider and act come before it. 12:30 P.M. 1:15 P.M. 2:00 P.M. 2:45 P.M. 3:30 P.M. upon such other business as may The public is invited to attend. Carol A. Evans Assistant City Clerk Pursuant to Section 286.0105, Florida Statutes If a person decides to appeal any decision made by the city QDuncil with respect to any matter considered at such meeting or hearing, he will need a record of the proceedings and for such purpose, he may need to ensure that a verbatim record includes the teAlmony and evidence upon which the appeal is to be based. "An Equal Opportunity Employer" r CITY OF TAMARAC, FLORIDA SPECIAL CITY COUNCIL MEETING INTERVIEW OF CANDIDATES FOR CITY MANAGER POSITION September 11, 1984 Tape CALL TO ORDER: Mayor Philip B. Kravitz called the meeting to order on 1 Tuesday, September 11, 1984 at 12:30 P.M., in the Council Chambers. Mayor Kravitz read the Notice of Special Meeting into the record. ROLL CALL: PRESENT: Mayor Philip B. Kravitz Vice Mayor Sydney M. Stein C/M Jack Stelzer C/M Raymond J. Munitz C/M John J. Dunne ALSO PRESENT: Personnel Director, Larry Perretti Assistant City Clerk, Carol Evans Secretary, Carol M. Thrasher C/M Stelzer stated that he was originally opposed to hiring an outside Consultant to screen the applicants for this position but due to the professionalism displayed, he wanted to commend Mr. Henkel for a remark- able job. Mayor Kravitz called upon Personnel Director, Larry Perretti to moderate the interviews. Mr. Perretti asked that the first candidate identify himself. Mr. Perretti advised that he would ask each candidate 10 questions,(see attached), after which each Council Member would ask their.questions. Gene DeMarie, 3527 Northeast_168th Street, North Miami Beach. In reply to Question #1 - Mr. DeMarie responded that his personal beliefs about organizational theory are such that he fully believes in the team management approach. He said that in the past he has experienced a great deal of satisfaction in working with his Department and Division Heads in accomplishing the goals for the Cities that he has worked for. He stated that if selected for this particular position, it would not be a very difficult chore to rearrange the organization, if it requires such, into a team approach system. He added that it was a matter of great concern to him in several organizations that he inherited, there was no direct line of authority and there was a lack of communication. He stated that this comes with proper organization and echelon of command and feels that he is well adept at organizing any group for that purpose. In reply to Question #2 - Mr. DeMarie replied that the classic four management styles academically are geared to the private sector and he does not know how it relates or can be compared in the public sector. He said that most people would say that he was an aggressive mam er_ and _.._._. he stated that he believes in an aggressive management style, which serves him well because of his self-confidence and knowledge of his own abilities. He advised that he is not an indecisive person and gets a lot more done than the average person because of that. In reply to Question #3 - Mr. DeMarie stated that he-,.s not a shirker when it comes to work habits; he has no qualms about what is necessary and taking whatever time is necessary to accomplish the goals for whatever City he has worked. He said that evaluating your own personality is tough and is best left up to other people. He added that most people would describe him as one who is fair but very hard-nosed when it comes to efforts in the work place. He advised that he is very decisive and does not believe thatit is necessary to study a situation to death because there are times when one needs to react on discretionary judgment and gut -feeling and added that he is very good at that. He said that his judgment of people is extra- ordinary; he hires the best people and is involved personally with the hiring of top echelon individuals, not leaving it up to Committees. -1- 9/11/84 /cmt v/ In reply to Question #5 - Mr. DeMarie advised that he had this varied experience in North Miami Beach which is also a community made up mostly of retirees. He aided that he feels it is important to assure these individuals through face-to-face discussions, that their requests would have his personal attention. He continued that obviously anything that is over and above what is presently implemented.is a Council decision and a matter of policy determination. He advised that in North Miami Beach, he met with senior citizens groups, condominium groups, -and many other organizations to assure them of the continued excellence of operations; and he would plan to do the same here. In reply to Question #10 - Mr. DeMarie said that he had mixed emotions about Charter Review Boards. He continued that they could be very helpful in determining improvements that might be necessary in the Government and in advising the Council on major issues that might impact on the way the Government is operating on a day-to-day basis. IIe stated that he has had some bad experiences with Charter Review Boards primarily because they have tried to dictate the course of Government and tried to make changes that were not necessarily warranted at the time. C/M Munitz asked Mr. Perretti if the question referred to Charter Review Boards or Charter Boards and Mr. Perretti confirmed that it was Charter Review Boards. Mr. DeMarie stated that evidently the word "Review" was of some concern and he was addressing specifically Charter Review Board, because a Charter Board usually is convened in order to recommend changes or to change the form of Government. He continued that charter Review Boards, in his experiences, have been ongoing organizations and in some cases, they do overstep their bounds. He added that he has also found them to be helpful too and feels that it depends on the guidance they receive from the legislative body and the cooperation that they receive from the administrative staff. Ile pointed out that they can be helpful if they are originally geared in the right direction. In reply to Question #15 - Mr. DeMarie replied that his strongest fields are Public. Utilities and Personnel Labor Relations. IIe said that his expertise and interest in labor relations stems from his own initiative; while his expertise in Public Utilities was necessitated because of the condition of the water and sewer system in North Miami Beach. He added that when he arrived there in August 1978 the systemTas in a shambles and when he left in 1981, it was at a very high standard because of the coopera- tion of Staff, Council and his office. He continued that during that period of time he had to learn and do a great deal in this area in a short period. He continued that after those two areas would be Public Safety with regard to the Police efforts. Ile has been an Advisor to the International City Manager's Association on Police Labor Relations and learned a great deal about police activities in that period. Mr. DeMarie continued that his weakest field would have to be Finance, and even then he knows a little more about it than the average individual while not having any formal training in that area. In reply to Question #16 - Mr. DeMarie stated that his advice to Councils that he has ever worked for is that bonding should be used for major capital improvements. Ile added that the use of bonding for the purpose of purchasing of capital outlays is counterproductive; it tends to pile debt upon debt; and becomes cumbersome to the point where the difficulties in meeting the debt service are dictated by the amounts of short-term bonding used to purchase small items. Ile clarified that bonding should be reserved for major capital improvement items, major buildings, large public utilities projects, and others of that type. -2- 9/11/84 /cmt J In reply to Question #18 -- Mr. DeMarie stated that this was while he was Administrator of Piscataway, New Jersey. He said that when he arrived, there was no organization and very little personnel, purchasing or proper public safety procedures. He advised there were four unions representing the work force and all going in different directions. Ile _.continued that the Mayor and Council were having a difficult time trying to coordinate financing with the different demands of the various unions; he believes that his organizational abilities on this job were the greatest achievements he has had in his 15 years in this career. In reply to Question #19 - Mr. DeMarie replied that his tenure would be no less than 100 years, which he said was part humorous and part serious because the stability of City Managers is not the greatest in the world and the longer he can stay in one place, the better he likes it. Ile advised that he had not thought about a minimum salary requirement but assumed that the City Manager should be at least the highest paid adminis- trative staff member in the City, otherwise the City Manager would be left at a disadvantage. He clarified that the differential does not have to be great, but the City Manager should maintain that standard of pay being the highest ranking. In reply to Question #20 - Mr. DeMarie stated that Tamarac is a growing community and has a population, both demographically and in numbers, that he is familiar with having served two other Cities of the same approximate size. He stated that he has a great deal of experience with the same type of problems experienced here and has the organizational and personal abilities to resolve some of the inter -administrative problems that he has heard about. Ile continued that he enjoys North Broward County and likes the area for its aesthetics; more than anything else, he would like to be part of the growth of the City for the next several years, which he sees as more than the average City in this area. C/M Stelzer asked a three-part question of Mr. DeMarie - has he ever been involved in the preparation and review of the budget; the size; and what his approach was to budget reviews. Mr. DeMarie replied that he has been personally involved in every budget preparation in every Community where he has worked, from a budget of only $600,000.00 to the budget in North Miami Beach approaching $30,000,000.00 total funds. He continued that he was involved from the point of receiving the Department Heads' budget requests, modifying them to what the City needed in those operations; and his procedure thereafter is to work with the Council in Budget Workshop sessions for as long as necessary in order to explain the operational needs to_Coancil. He added that preferably these reviews are well in advance of the adoption of the budget and meet the Council's legislative concerns in reviewing the overall budget and the needs of the Community. He referred to his earlier statements of Finance being his weakest area and added that even though it is not his greatest point, he frankly does not like budgeting and does not feel that there's a City Manager :_Council member or Mayor that does like budgeting. He added that he therefore places this between his greatest and weakest points; but he has been involved from the very beginning in the Community he is serving. Mr. DeMarie advised that in Florida City the Mayor is a neophyte and Mr. DeMarie essentially put the budget together and serves as Chief of Staff to the Mayor who acts as the Chief Executive responsible for the day-to-day operations of the community. Mr. DeMarie continued that the Mayor had no knowledge of how to put a budget together so Mr. DeMarie did that; although he did not enjoy it. He added that in Florida City they have had tremendous financial problems over the last few years but he was able to put a balanced budget together and it was adopted as submitted. In reply to Mayor Kravitz, Mr. DeMarie advised that the Mayor of Florida City is Otis Wallace. M911 9/11/84 /cmt C/M Munitz asked Mr. DeMarie the size of the communities that he has been involved in. Mr. DeMarie replied that he has been involved in communities as small as 6,000 to as large as whatever North Miami Beach is - approximately 40,000. C/M Munitz asked the number of employees in the Cities where has worked. Mr. DeMarie replied there were as little as 35 and as much as 350-400 full time. He added that with part-time people in North Miami Beach the work force was well over 600. C/M Munitz asked. Mr. DeMarie what experience he has had in dealing with various Community groups that function in a watch -dog capacity over the Municipal government. Mr. DeMarie replied that he has had more experience than he cares to think about because in some cases, the watch -dog groups have really been a thorn in the side of the Government; but for the most part they have provided a great deal of positive input where he has served and those groups have served concurrently. He referred specifically to North Miami Beach and Piscataway, New Jersey, where the watch -dog groups and individuals were the types who would come to meetings and provide information that could be considered while in other communities they tended to be nothing but rabble-rousers. Mr. DeMarie added that he has worked very effectively with them and if effective, they can provide information that can be used; Arid he would welcome them. C/M Munitz stated that he was very much concerned with the morale of the employees of the City of Tamarac and asked Mr. DeMarie to delineate his management philosophy for improving the morale of employees after assuming the management position. Mr. DeMarie pointed out that morale is a very serious problem among many public employees and is even more so after a change in administra- tion, as has occurred in Tamarac. He stated his feeling that morale could be improved with very little effort, with the City Manager being the buffer between the legislative body and the administrative staff. He continued that from what he has heard and read of the problems in Tamarac, he feels that there is a lack of communication and a lot of misunderstandings. He said that the City Manager has to be a leader in this area and make sure the proper information goes both ways. He added that intimidations and threats are not , proper; employees must be shown that they are appreciated and their knowledge and expertise are something that the Community wants to use and compensate them for fairly. Mr. DeMarie advised that he has never had a morale problem with employees because he treats them with respect yet assuring that they understand the problems that the legislative body is faced with day-to-day from a political standpoint. He continued that many times employees are not advised of the reasons for political bodies and he feels that if they are advised properly, they can more appreciate the legislators' problems and can modify their actions accordingly. C/M Munitz asked Mr. DeMarie if it was important for a City to have an overall plan for Parks and Recreation facilities where condominiums flourish with their own recreational facilities. Mr. DeMarie advised that he has some personal problems with the proliferation of Parks and Recreation in any Community where it is a burden on the finances of the Community. He said that he has always felt that in tight financial times, Parks and Recreation is one of the prime candidates for user fees in maintaining and sustaining themselves. He continued that he has no objection to developing programs and transportation for recreational activities in those areas where no programs are provided or where people do not have access to those that are provided; however he is concerned about building more parks or providing more programs when plenty are available especially if the City cannot afford it. ZZ 9/11/84 /cmt C/M Munitz referred to the earlier discussion regarding a Charter Board and a Charter Review Board; and asked Mr. DeMarie if there was a difference in his mind between the two. Mr. DeMarie confirmed that he feels that there is a difference and this is based on his experience. He said that he feels that a Charter Board is the kind of organization that is implemented and organized as an ad hoc group for the purpose of studying the existing form of government and making recommendations relative to a change in that - down to and including actually writing a new Charter. He said that a Charter Review Board is an organization that continues on a day-to-day basis in advising a legislative body as to what changes might be necessary; but his experience has been that these can get out of hand. He added that this could have been because they did not receive proper guidance when they were first established. C/M Dunne stated that he feels the City is big business and asked Mr. DeMarie how he felt about that. Mr. DeMarie said that he feels the same except that there is a distinct difference between private business and public, and added that anyone who believes that a public entity can be run like a private corporation is sadly misinformed. Ile continued that the political considerations on a day-to-day basis makes it quite different than the functioning of a Board of Directors in a private corporation. He said that even though applying the same technical, managerial, and administrative procedures, the City cannot be run like a private business. Mayor Kravitz asked Mr. DeMarie if this were his first visit to Tamarac. Mr. DeMarie replied that he had been here several times. Mayor Kravitz asked if he had spoken to anyone on Council or the Personnel Director. Mr. DeMarie replied that he had. Mayor Kravitz asked if anything was said in those meetings that Mr. DeMarie felt Council should be aware of. Mr. DeMarie stated that he was advised of the situations in the Community; the size, the workforce, and factual information about the operations of the Community. Mayor Kravitz asked how many people on Council Mr. DeMarie has spoken to prior to today. Mr. DeMarie replied Mr. Stein and Mr. Munitz, and Mr. Perretti. Mayor Kravitz asked. if those meetings were independent or at the same time. Mr. DeMarie replied that it was on the same occasion. Vice Mayor Stein referred to Parks & Recreation and said that he understands that North Miami Beach uses a User Fee for its programs, especially tennis; and asked Mr. DeMarie if that is correct and if there was a different fee for residents and nonresidents. Mr. DeMarie confirmed that and added that in 1979-80, he felt that the fees were too low and he recommended an increase, which was adopted by Council. He added that it was necessary because the Tennis Courts were not supporting themselves and were a drain on the general ad valorem taxes and he understood that it was never intended that the Courts were to be subsidized by the ad valorem taxes. Mr. DeMarie continued that this must be considered each time a Parks & Recreation program is implemented; whether or not it is intended that the Community is going to support it 100% no matter who uses it or if it is going to be a self-sustaining enterprise. He stated that when the Community develops a park or a recreation program and it is made clear that it will be for all and paid for all, it is a different matter. Ile said that unlike tennis, senior citizen programs are used by the majority of the popu- lation so the policy is to be made by Council if the program will be supported. -5- 9/11/84 /cmt t OJ C/M Stelzer asked if Mr. DeMarie was in favor of the City making any money on these facilities, in setting fees for the recreational programs. Mr. DeMarie replied that developing a surplus never hurts but when you start making a profit, the citizenry believes that you are extracting money from them without proper justification. He added that the program should be self-sustaining and he does not see why a surplus cannot be generated. He said that this could be done by accident if you have a fee schedule at the beginning of the year by anticipating expenses against the revenue, if the expenses are not what you anticipated. Mr. DeMarie said that he does not feel that the program should be run specifically to accumulate a surplus account, adding that that causes political difficulties for the legislator in this so-called profit generated issue. Mayor Kravitz thanked Mr. DeMarie C/M Stelzer asked the Mayor if they shouldn't have some indication of the salary desired and the Mayor replied that Mr. DeMarie indicated that he wanted a little more than the highest paid employee. Mr. DeMarie confirmed that. Mayor Kravitz asked for Council comments prior to calling the next candidate. C/M Munitz suggested that each candidate should be asked the same questions and asked what procedures will be followed after interviewing all five. Mayor Kravitz replied that Council could take whatever action they see fit but he understood that it was intended to have only the interviews at this meeting. C/M Munitz advised that timing is important because some of these candidates have applications elsewhere. The Mayor advised that any motion could be made depending on the time available following the interviews. Vice Mayor Stein suggested that when the interviews -are completed, Council has two alternatives - they can move to agendize by consent the selection at tomorrow's Council meeting; or they could address the subject today if time allows. Mr. Perretti called the next candidate.. Dennis R. Sparks, 344 Wilderness Road, Bristol, Virginia. In reply to Question #1 - Mr. Sparks stated that his method of management style is one of participative management which is a concept of quality circle and having staff meetings with department heads on a regular basis to determine status of current projects, what problems there are, and what needs to be done. He said that in addition to these meetings, he requires that status reports be submitted to him from the Department Heads on a periodic basis. He added that these reports are submitted by him to the governing body, so all will know whatis happening. In reply to Question #2 - Mr. Sparks referred to his previous statement of participative management and his concept, which he stated was in accord with the ICMA, is that the governing body's function is that of legislation and policy making. He said that the City Manager carries out those policies and clarified that Council should set the action and he would provide the leadership to organize Staff to carry out the effort as a team action. In reply to Question #3 - Mr. Sparks replied that he is organized and efficient; and asks no more of others than he is willing to provide. He added that he asks a lot of himself and has been accused of being a perfectionist. He said that he still thinks as a taxpayer and he feels that taxpayers are ............ . entitled to the most efficient and effective government that can be provided. Mr. Sparks stated that there is always room -for improvement and that is what he strives to accomplish. He added that he feels he has been successful in these attempts. ffe 9/11/84 /cmt In reply to Question #5 - Mr. Sparks stated that he would expect the same and added that he believes in communications with the governing body, with the staff and with the public. He continued that that is why we are here, to serve the public, and he feels that open and honest communications are important. He said that he has worked with two governing bodies where they had citizen participation up to 500 to 600 people at meetings. He said that the Community believes in him and trusts him; and he feels that he has earned that because he is diplomatic but pulls no punches in telling it like it is. Mr. Sparks advised that he keeps the Community informed as to the reasons for the actions of the Governing body, because he would expect no less himself. In reply to Question #10 (omitting the word Review) - Mr. Sparks replied that he had just learned of Charter Boards and he understands that the Charter Board serves two functions - one is a "watchdog" over the operation of the Government; and the other is in recommending changes. He continued that changes are to be expected in order to progress and he believes that this can serve a very positive function. In reply to Question #15 - Mr. Sparks advised that he is a good General Manager and added that a general manager cannot have expertise in every field. He stated however that he does have the expertise in Finance, Administration, Personnel and organizational management and structuring Tape which are his strong points; as well as Government and Law. Mr. Sparks 2 continued that his weakest field is Engineering but even though he is not an Engineer, he can supervise an Engineer just as he can supervise Animal Control, Police or anyone else. In reply to Question #16 - Mr. Sparks advised that bonding is a method of financing which is usually covered under the legal authority, whether that is the City Charter and/or State Laws; and added that the question as to when to use bonding is usually answered there. Mr. Sparks stated that he feels that bonding is appropriate with long-term capital projects. He continued that he understands that bonding is usually the result of a referendum voted by the people. In reply to Question #18 - Mr. Sparks stated that he was the first County Administrator in Page County in the Shenandoah Valley, Virginia; and the 14th County Administrator in 17 years in Washington County, Virginia, where he outlasted all but the first. He added that there have been significant reorganizational structuring in both -and advised that the most outstanding was in Page County where there was no purchasing policy; and his policy saved at least 7% of the total budget. He continued that Washington County _ has a population of 72,000 and while there he restructured to include centralized purchasing for all of the County Departments, he centralized Accounting and Finance to serve all of the Departments, and instituted the first Legal Department of the County; all of which were approved by the Governing body. He said that he wrote and implemented the personnel wage and classification system and the policies for Washington County. In reply to Question #19 - Mr. Sparks replied that he would like to stay until he retires. He advised that he does not know how much other City employees are making but the City Manager should make at least 10% more than the highest paid employee in the City. Mr. Sparks advised that he has an emp1gyrnut_ agreement written and offered copies to the Council and to Mr. Perretti. C/M Munitz asked Mr. Sparks if he was presently employed under this Agreement. Mr. Sparks stated that he is not currently employed. He said that this Agreement is proposed and is similar to the Employment Contract used by the City Manager in Bristol which was negotiated after Mr. Sparks left. -7- 9/11/84 /cmt In reply to Question #20 - Mr. Sparks replied that it is the job rather than the State. He said that he could tell Council that he was starry eyed and impressed with Florida; but it's not true, he is a professional administrator and the City is offering a good opportunity and he has a lot to offer to the City in the way of professional management. He added that his interest is purely from a professional standpoint. C/M Stelzer referred to Mr. Sparks' proposed Agreement and asked the Mayor if there had been any discussion regarding relocation expenses and the Mayor replied that there had not. C/M Munitz reminded C/M Stelzer that the same questions should be repeated of all candidates. C/M Stelzer stated that he only asks a question if he has not received the information during the candidate's interview. He added that from Mr. Sparks' previous answers, C/M Stelzer knows that he has done budgets up to $26,000,000.00 and has been involved in Washington County budgets. Mr. Sparks advised that he has also streamlined budgets to bring them into conformity with the State's uniform and financial accounting reporting procedures. He added that his itemized and systemized structures have proven to be efficient and effective. Vice Mayor Stein agreed that C/M SLelzer's question was valid and asked Mr. Sparks how firm his position was with the demands in the agreement. Mr. Sparks advised that he is willing to talk about any of the items in the Agreement and he does not expect Council to agree without having the opportunity to review it and discuss it. Vice Mayor Stein stated that the same questions do not necessarily apply to each candidate, except for those asked by the moderator. He referred to Parks and Recreation and asked Mr. Sparks if sports such as Tennis and Golf should be self-sustaining or if they should be provided by the City. Mr. Sparks replied that it depends on the locality and wishes of the citizens in that locality. He stated that this is a policy decision of the Governing body, not the City Manager. He said that he is not avoiding the question but he believes that the Governing body should make the policies and the City Manager should carry them out, whether he likes the policy or not. C/M Munitz asked Mr. Sparks if it was important for a City to have an overall plan for Parks and Recreation facilities where condominiums flourish with their own recreational facilities. Mr. Sparks replied that it is important for all localities to have a planned system of development, to be reviewed periodically and imple- mented with planning and zoning fitting in so that activities would be available for the future. He said that the issue as to whether or not the condominiums have these programs and duplication by the City is another decision of the Governing body. C/M Munitz asked Mr. Sparks if there were a difference between a Charter Board and a Charter Review Board. Mr. Sparks replied that he has never been involved with either in his experience in Virginia, but he could guess that the Charter Board would be as the City of Tamarac has established. He added that this too is within the Legislative domain, not the City Manager's. C/M Munitz asked Mr. Sparks the average number of employees where he had worked before. Mr. Sparks advised that they had about 270 employees. Iff:31 9/11/84 /cmt C/M Munitz asked Mr. Sparks what experience he has had in dealing with various Community groups functioning in a watch -dog capacity, other than Municipal Government. Mr. Sparks advised that there is a Concerned Citizens' Group in Washington County that is large and growing. He added that he is a friend of that group and the feeling between him and the group is one of mutual appreciation. C/M Dunne explained that the situation is that where there are no Parks and Recreation facilities in the development, the Developer is required to pay for this purpose. He continued that this fund is to be used for the building or buying of property for this purpose and should sustain the activities needed. He asked Mr. Sparks to give his feelings on the situation. Mr. Sparks replied that this being the Governing body's decision, his thoughts stem only from what C/M Dunne has just told him. Mr. Sparks advised that recreational programs and activities provided by the City are for all residents of the City, regardless of whether or not they have such facilities available within their development. He suggested that a survey of the citizens be held to get input from them as a sampling of the residents at large, based on their needs and desires. Anton Harry.-Harwig, 5634 North Buckingham Drive in Colorado -- -- In reply to Question ill - Mr. Harwig replied that team management is his strop suit because he believes that a compatible plan with Department Heads cannot be accomplished unless they are brought into the plan themselves. He continued that if selected, the first thing he would do is to identify the goals of the Council and then meet with the employees to dampen some of the aspirations apparent in this type of reorganization and change. In reply to Question #2 - Mr. Harwig said that he is a firm manager, but a team manager. He added that he prefers to establish goals with his department heads and have the Council establish goals for him. He explained that by having the Council establish his goals, he knows what will satisfy them as far as performance is concerned; then those goals are transferred to Department Heads. He said that he would meet with Department Heads at the beginning of the Fiscal Year to set specific goals and criteria and evaluate the performance against those goals at the end of the Fiscal Year. In reply to Question,#3 - Mr. Harwig stated that his work habits are thorough and his personality would depend on the person you are asking. He said that he tries to exercise patience and listening power in the decision process and will not make a recommendation for the sake of being accepted. In reply to Question #5 - Mr. Harwig said that he would meet with the citizens to determine if service levels are what they believe they should be. He added that if it is determined that there is a large difference between the citizens' aspirations and what the Council has actually pro- grammed, it would be his responsibility to notify the Council of that difference. He continued that it would then be a matter of being answerable to the Community. In reply to Question #10 (omitting the word Review) - Mr. Harwig advised that Charter Boards are new to him. He said that he has never worked with one before however he has read the Charter of Tamarac and he is concerned about this. Ile said that his interpretation is that the Charter Board almost sits as a separate City Council and that there could be substantial differences generated between the two bodies in which the City Manager could find himself entangled. Mr. Harwig stated that the City Manager should not be involved in policy other than making recommendations and could find himself in a very dubious and difficult situation under this procedure. -9- 9/11/84 /cmt In reply to Question #15 - Mr. Harwig advised that his strongest field would be Engineering and Public Works; his weakest field would be Personnel, although he is really not weak in that area. In reply to Question #16 - Mr. Harwig replied that bonding is appropriate for those projects that last over 12-14 years; adding that for projects over shorter periods an effort should be made to develop a pay -as -you --go plan. In reply to Question #18 -- Mr. Harwig advised that the latest was while City Manager of St. Joseph, adding that he was their first City Manager and they had a strong Mayor form of Government before he arrived. He continued that during his employ there, he developed an administrative code, a personnel code, purchasing code, all of which were passed and implemented. Mr. Harwig said that with this implementation personnel requirements were cut back because of the streamlining. In reply to Question #19 - Mr. Harwig said that with what he has seen beyond what he anticipated, the salary would need to be in the $50,000. area. Mr. Harwig replied that his length of tenure would be from five to seven years. In reply to Question #20 - Mr. Harwig said that career opportunities moved him from Florida about 10 years ago and he is reaching the point where he should start thinking about retiring. He said that because of that he wants to settle with a Community where the retirement would be attractive and he could stay until that time. C/M Stelzer asked what involvement Mr. Harwig has had with budgets and how he works with those budgets. Mr. Harwig stated that he has total involvement when working with the budget and added that about six months prior to budget approval, he tries to meet with Council to determine where they want to be the following year at the same point. He continued that from there, he would meet with the Department Head to determine operational needs and anticipated needs for the future. He said that he operates on a programmed budget which isolates every activity, assigning costs for personnel, material, rental equipment, etc. C/M Munitz asked Mr. Harwig to delineate his management philosophy for improving morale of the City employees after assuming the position. Mr. Harwig advised that the first step would be to meet with the Council to discuss their role and his with regard to personnel. He stated that he prefers to take a strong position with personnel in that everyone who works for him, answers to him and the Council worl-s through hirl.. Fe added that information is passed to Council by him. He continued that this step would establish the chain of command, the method of evaluation, criteria for discipline and review; and the expected levels of performance. C/M Munitz asked Mr. Harwig if it was important for a City to have a plan for Parks & Recreation facilities where condominiums flourish with their own facilities. Mr. Harwig said that even though condominiums have their own recreational activities, the City should have an equality of services for its residents. C/M Munitz asked what experience Mr. Harwig has had in dealing with various Community groups functioning in a watch -dog capacity over the Municipal Government. Mr. Harwig advised that he has had quite a bit of experience with this and added that there is a tendency in the public sector for Community groups to be active. He said that it is not unusual for him as City Manager to ask Council for Citizen Advisory Group. C/M Munitz asked for clarification that he believes in cooperation with the Citizen Advisory Groups. -10-- 9/11/84 /cmt 1 J r Mr. Harwig clarified that he would even ask for special advisory groups and used a situation in St. Joseph as an example. He added that this was highly unique in that the electric company was operating the bus system, which they were going to eliminate. He said that it was a very important issue and the question was what type of transportation would be available to the Community. He continued that he asked citizens to discuss pros and cons, which they did for three months and a proposal was decided upon that was agreeable to all. He said .that there are situations where special groups should be appointed for special problems. C/M Dunne explained the recreational fund provided by developers and asked Mr. Harwig if he feels that this fund should pay for activities within the City or if fees should be charged. Mr. Harwig stated that his observation was that eventually there -Will have to be a charge. Mayor Kravitz asked Mr. Harwig when he would be available to take over this position if chosen. Mr. Harwig advised that it would take at least 30 days. Alice Norian, resident, asked Mr. Harwig what his educational background was and what continuing educational processes he has been involved in. Mr. Harwig advised that he holds a Master's Degree from the Illinois Institute of Technology identified with Civil Engineering. He said that his continuing education is through conferences with the ICMA and self -studies with computer programming. Dr. Henkel referred to C/M Munitz's question regarding Charter Boards and_.. Charter Review Boards and asked Mr. Harwig to expand on his experience at St. Joseph, Missouri, since it was a community of approximately 80,000 and Mr. Harwig was the first City Manager there, after an extensive revision of the Charter governing instrument. He suggested that Mr. Harwig advise of his relationship with those groups. Mr. Harwig explained that two of the elected officials on the Charter Board were part of the Council; the other board members were active citizens and influential business people. He said that he had close liaison with those people. He added that it was a 9-member council. C/M Munitz asked that Mr. Sparks be called back for another question. C/M Munitz asked Mr. Sparks to delineate his management philosophy to improve employee morale after assuming the manager position. Mr. Sparks stated that morale is important and he inquired about that of several people. He added that his approach is one of respect, which must be earned. He said that he believes in staff meetings, open and honest communication with everyone and this works better than any other approach. He continued that everything is a two-way street and must be a monologue as opposed to a dialogue, emphasizing cooperation. Mayor Kravitz called a 20-minute recess until 2:30 PM for the arrival of the fourth candidate. Tape Mayor Kravitz called the meeting to order at 2:30 P.M. All were present. 3 man 9/11/84 /cmt David Gatchel, Lake Wales at 604 South Lakeshore Boulevard. In reply to Question #1 - Mr. Gatchel advised that he is a City Manager who depends on his team, which he develops to best serve the City. He added that the organization in Tamarac is very similar to those he has been accustomed to in municipalities he has served. He referred to the organization of Deerfield Beach and added that he depends heavily on his team. In reply to Question #2 - Mr. Gatchel replied that he started his work with Municipal Government as a Councilman and has served Communities from both sides of the Table - from the Elected to the Appointed, which he believes has given him an insight to working more closely with a Council. He added that because of this experience, he can sympathize with the Council's position among the citizenry. He continued that he has also worked closely with County agencies and feels that he has had the type of relationship that would benefit Tamarac. In reply to Question #3 - Mr. Gatchel stated that he keeps long hours because he can accomplish more after Staff has left for the day. He added that at budget time, there is no end to the work schedule and he works until the budget is prepared and adopted. Mr. Gatchel said that he has an open-door policy but works on a schedule. He said that the job of the City Manager is to manage the affairs of the City and he is available to meet with any citizen. In reply to Question #5 - Mr. Gatchel replied that he is quite experienced an referred to past associations with several profit -motivated businesses. He said that he looks at a City as a business and is the biggest business in town, with the residents being the stock -holders of that corporation. He compared the Council to corporate Directors and the City Manager as an Administrative Officer. He continued that it is the City Manager's job to operate the City as directed by the Council, who respond to the citizenry. He said that with this knowledge, he would try to gain the confidence of the people of Tamarac. In reply to Question #10 (omitting the word Review) - Mr. Gatchel replied that he has not served in any Community with this feature. He stated that he feels that the Charter Board acts as a watch -dog and was elected by the people to keep tabs on the operation of the Government. He continued that the Council was elected to operate the City and there must be that distinction because the authority cannot be mixed. In reply to Question #15 - Mr. Gatchel replied that his strong field is Finance and Personnel as related to labor. He added that it is not unusual for 70% of a City's budget to be for Personnel and he cannot think of any field more important. Ile said that one of the job classification and wage scales that he had developed as their beginning program is still in practice in that City; he has been involved in this field in all of his previous jobs and has effected savings to the Community. He stated that every budget that he has ever submitted to a Council has been increased rather than decreased, with one exception, which indicates that he is a fiscal conservative and has a reputation for being tough with Department Heads with regard to their budgets. Mr. Gatchel advised that his least familiar field is Utilities however he is experienced in obtaining whatever financing is needed to provide those utilities. In reply to Question #16 - Mr. Gatchel replied that bonding is appropriate when considering benefits being provided today being paid for by the citizens of tomorrow. He said that with the growth in South Florida, there is no way of keeping up with the needs of its citizens without the benefit of some type of financing; otherwise the burden of payment for future benefits will all be given to the citizens of today. He referred to sanitary systems and stated that with this type of project, the City must build for the future. He continued that in doing that you must plan so that those future citizens will share in the cost. -12- 9/11/84 /cmt In reply to Question #18 - Mr. Gatchel replied that his greatest achievement was while working with a city right here in Broward County. He explained that the City almost doubled its size in five years and it was impossible for the right hand to know what the left hand was doing without the complete cooperation of all of the Staff with the Community Development Department. He said that he developed that Department into one of the smoothest operations in the County after inheriting the problem of unbridled growth. He said that he noticed that Tamarac has the same type of operation with Building, Zoning, and Planning. In reply to Question #19 - Mr. Gatchel advised that he is aware that Tamarac has been investigating him. and added that he has also been investigating Tamarac. He said this has been his third visit because he and his wife are not looking to climbing a ladder; at his age, he has no ladder to climb and is not looking for A job - but THE job. He said that he is looking for a place to settle where he can still give eight to ten years of service before retirement. Mr. Gatchel advised that he does not know the City's benefits and has not discussed salary with anyone. Ke stated that in his last job, he was making between $45--50,000.00 a year and is accustomed to the City Manager being the highest paid employee on Staff; adding that he would like to discuss this at the appropriate time. In reply to Question #20 - Mr. Gatchel said that he was intrigued by the short deadline announced in the advertisement for the position and he recalled that Tamarac was a little town of about 6-7,000 people way out west of Ft. Lauderdale, in the boondocks on University Boulevard. He said that he had to come to Tamarac to see for himself; adding that he visited for two days and that he dropped in on Mr. Perretti unannounced. He said that it was unbelievable and brought back fond memories of past service in Broward County. He added that he was impressed with the area and felt as though it took him back home. C/M Stelzer asked Mr. Gatchel what the population of Deerfield Beach was when he left. Mr. Gatchel replied that it was 33,900 when he left and was 18,325 when he started working there. C/M Stelzer asked what the budget was at that time. Mr. Gatchel advised that the combined budget was $14,000,000.00 with the general fund being $8-9,000,000.00 and the balance being utilities. C/M Stelzer asked the same questions regarding Tarpon Springs. Mr, Gatchel replied that Tarpon Springs is 13,000 population and their budget is running $6,000,000.00. He added that his association with Tarpon Springs was a disappointment in his life; he was only there five months. C/M Stelzer noted that Mr. Gatchel was with a private enterprise for eight years and asked how up to date he has kept with Municipal practices. Mr. Gatchel replied that the services provided by Mountain Lake Corporation were all practically Municipal type services, and explained those services in detail. C/M Stelzer asked if those services were subject to any Municipality requirements. Mr. Gatchel stated that with regard to sanitation and water & sewer, it was. He added that they also went to the market to expand some of these facilities. C/M Stelzer asked about the reporting services to the Government. Mr. Gatchel said that those were not the same as are required by Municipalities today. C/M Stelzer asked if he had kept up to date on that. -13- 9/11/84 /cmt Mr. Gatchel replied that while in_Tarpon Springs, they received a State approved Grant and were reporting to the State and to the EPA and working with the Engineers the same as Tamarac is doing now. He assured C/M Stelzer that he has kept up--to-date on Municipal requirements. C/M Munitz asked Mr. Gatchel to delineate his management philosophy for improving morale among employees after assuming the City Manager position. Mr. Gatchel replied that he likes to be known personally to the employees and feels that you must find the cause of a morale problem. He -said that he keeps a very close one-on-one relationship with personnel and has been known as an employees' manager and is a good instructor. C/M Munitz asked the average number of employees in the positions that Mr. Gatchel has held. Mr. Gatchel advised that in Palm Beach County the last figure was 278 but that was quite a while ago and the City was the same size that Tamarac is now. He added that there were350 in Deerfield but they have much more than that now. C/M Munitz asked what experience he has had in -.dealing with various Community groups functioning as a watch -dog capacity over the Municipal Government. Mr. Gatchel replied that he has attended those meetings in an attempt to keep up with the events, particularly Recreation Committees; and referred specifically to his relationship in Delray Beach. He said that all those watch -dog groups that he has associated with have had their specific endeavors. C/M Munitz asked if Mr. Gatchel felt it was important for a City to have an overall plan for recreation facilities where condominiums flourish with their own facilities. Mr. Gatchel stated that he is an advocate of a City recreational program. He said that his association has been with youth -oriented recreational programs and has not seen this type of activity on his trips to Tamarac. He advised that he is not familiar with type of facilities provided by condominiums and added that he needs to be more versed on this before addressing it. Tape C/M Dunne advised that 70% of the developments in Tamarac provide recreational 4 facilities and added that those developments not providing facilities are required to pay fees for Parks and Recreation. He explained__that th..e.fund. is.... growing and the City has several Parks, one of which is next to University Hospital and the rest are on the outskirts. C/M Dunne expressed his feelings that these Parks can be financed and maintained from this fund, providing the users pay for certain services such as tennis. He asked Mr. Gatchel's feelings on this subject. Mr. Gatchel stated that he feels very strongly about user fees. He referred specifically to lighting tennis courts when no one is using the Court. IIe said that he believes in setting entry fees for City recreational facilities. Mayor Kravitz referred to Mr. Gatchel's statements that this was his third trip and asked why. Mr. Gatchel stated that the second trip was necessary because his wife was not with him on the first trip; and she is a part of the decision - making process. In,reply to the Mayor's question, Mr. Gatchel replied that the third trip was for this interview. --14- 9/11/84 /cmt Mayor Kravitz asked if Mr. Gatchel met with Mr. Perretti on these trips and if he met with anyone else. Mr. Gatchel said that he met with Mr. Perretti on both trips and that he met the Vice Mayor. He added that he had lunch with Mr. Stein on the second trip about two weeks ago. Mayor Kravitz asked if Mr. Gatchel had any experience in obtaining Grants for a City. Mr. Gatchel replied that he has had that experience in Tarpon Springs, and added that they were approved for a $3,712,500.00 for their wastewater treatment plant. He said that in order to get that Grant, they had to take several actions to qualify for it just a few days before the expiration period. He added that he also participated in a State Bond Loan program 10 years ago in Deerfield Beach. Mayor Kravitz asked how much time Mr. Gatchel would need if chosen for the position. Mr. Gatchel said that he was at the pleasure of the Council however he would need a little time to settle real estate; however he could be here tomorrow morning if necessary. Mayor Kravitz asked if Mr. Gatchel would be willing to stay within the $45-50,000.00 salary range. Mr. Gatchel said that he would like to discuss that with Council regarding additional benefits, adding that he has not discussed this with anyone yet. Mr. Gatchel expressed his appreciation for Council's consideration. Elly F. Johnson, 313 Formosa Drive. Cocoa Beach. Florida. In reply to Question #1 - Mr. Johnson stated that the first step is to determine what each Department Head is doing and what their jobs are. He said that he must determine what the goals and plans of the City are and how they are operating. He continued that he would then meet periodically as a team as he had in the past because he believes this is the only way to accomplish their goals. In reply to Question #2 - Mr. Johnson said that his style is very strong and very direct. He advised his belief that the Manager should be the top administrator for the City and his job is to carry out the policy that is established by the Council. He added that it is also his job to advise the Council of actions for their review. In reply to Question #3 - Mr. Johnson advised that his work habits are long and his personality is strong and direct. He stated that he has a job to do and does not believe in beating around the bush. Mr. Johnson added that he believes in being responsive to the people. In reply to Question #5 - Mr. Johnson advised that it is the City Manager's job to run the City efficiently and keep the cost of Government down. He said that Cocoa Beach is the same type of Community as Tamarac with the majority of residents being retired. He said that they operated within their budget with a surplus each year, had very little tax increases and were concerned about people on a fixed income during the six years on that job. -15- 9/11/84 /cmt 0 In reply to Question #10 - Mr. Johnson advised that he is not familiar with Charter Boards; but after reading Tamarac's Charter, he is able to see the benefits. He added that he is a professional and by operating as such, he does not foresee any problems with a Charter Board. In reply to Question #15 - Mr. Johnson said that his strongest fields are in Finance and Personnel, as relates to labor relations. He continued that tie is also strong in Budgeting and has extensive experience in the preparation of budgets. Mr. Johnson advised that his weakest field would be Engineering and added that he relies on professionals in this area but knows enough about the subject not to be hoodwinked. In reply to Question #16 - Mr. Johnson said that bonding is appropriate for utilities extension and when it is the desire of the people. He said that he has been involved in eight or ten bond issues regarding utilities. He expressed his belief that depending on the economy, there are specific times to consider bonds; otherwise the City should try to operate within their own system until the economy stabilizes. In reply to Question #18 - Mr. Johnson advised that he has not been involved with a complete reorganization because the City had just gone through that. He stated that he was involved with the renovation of the sewer system including the updating of the plant and the City now has the best secondary treatment plant in the State and are being considered this year for the same award. In reply to Question #19 - Mr. Johnson replied that he wants to stay as long as possible and explained that he left Municipal service to go into private industry and realized that it was a mistake. He asked that his salary be more than the highest Department Head salary; adding that he could not take the position otherwise. In reply to Question #20 -m Mr. Johnson advised that he has been here twice to look over the area and is interested in the area. He stated that he likes Tamarac and feels that he can do a good job for the City. C/M Stelzer asked what size budget Cocoa Beach had. Mr. Johnson replied that the budget was approximately $10,000,000.00. C/M Stelzer asked Mr. Johnson what his education was at the University of Georgia. Mr. Johnson said that he attended approximately 250 hours at that university in extensive management training as a Finance Officer and a City Clerk. He added that he is certified in both areas. He continued that he has attended one course in graduate work at the University in MPA degree studies. C/M Munitz asked for clarification that Cocoa Beach had a population of 15,000 people and a budget of $10,000,000.00. Mr. Johnson confirmed that and added that the population is that amount for about five months of the year; the rest of the time it is about 35-45,000 because of the winter residents. In reply to C/M Munitz, Mr. Johnson stated that the highest population at any one time would be 45,000. C/M Munitz asked Mr. Johnson what experience he has had with various Community groups functioning as a watch -dog capacity over Municipal Government. Mr. Johnson replied that he dealt with the Citizens' League in Cocoa Beach; adding that this is a non-profit organization that attended Commission meetings and Public Forum meetings; as well as various other groups in town, including the Chamber of Commerce. -16- 9/11/84 /cmt 0 C/M Munitz asked Mr. Johnson to delineate his management philosophy for improving the morale among City employees after assuming the Manager's position. Mr. Johnson advised that if employees had a strong manager that they could depend upon, the situation would change. He continued that if the position of the manager were stabilized the morale problem could be eliminated. He said that there is always a problem in local Government and it must be worked on. Mr. Johnson advised that a manager must be responsive to the employees to reduce the tendency for morale problems. In reply to C/M Munitz, Mr. Johnson stated that the way to deal with a morale problem is to first find out what the problems are before trying to resolve them. Mr. Johnson said that he does not intend to come in and change the system within the first month. He added that it will take some time for him to determine what is involved; to assess the operation and efficiency; whether or not the manpower is sufficient; it takes time to determine these things. C/M Munitz asked if it was important for a City to have an overall plan for Parks and.Recreat ona.l.__facili ie..s where condominiums flourish with their own facilities. Mr. Johnson said that he believes strongly in recreational programs for senior citizens as well as young people. He added that it is very important to have a good management plan to keep up with the needs and the population. He continued that you must be aware of the active and passive types of recreation and of what the people's needs and desires are for those types of recreation. C/M Dunne explained the Recreation Fund and his belief that this Fund can maintain the City's facilities and asked Mr. Johnson how he feels about charging user fees for specific activities. Mr. Johnson advised that he has been involved with recreational programs, specifically golf; however he would like the opportunity to review the program and the fund before commenting on it. Mayor Kravitz referred to Mr. Johnson's statement that this was his third visit. and asked if he had spoken to or seen anyone from the City on his two previous visits. Mr. Johnson replied that he has talked to Mr. Perretti and had met Mr. Stein. In reply to the Mayor, Mr. Johnson confirmed that it was in the _Counccil office.; and that he had not met anyone else on Council. Discussion took place between Vice Mayor Stein and Mayor Kravitz regarding the Mayor's question to Mr. Johnson concerning whom he had spoken with or seen on his two previous visits. Mayor Kravitz asked Mr. Johnson how much time he would need if accepted for the position. Mr. Johnson advised that he could start tomorrow. Mayor Kravitz asked Mr. Johnson if he had a salary figure in mind. Mr. Johnson clarified that it would be a bad situation for him to make less than any Department Head and advised that $50-52,000.00 would be acceptable. C/M Munitz asked his present salary at Cocoa Beach. Mr. Johnson replied that it was $43,000.00. -17- 9/11/84 /cmt Mayor Kravitz asked for confirmation that Mr. Johnson is seeking $50-52,000.00 from Tamarac. Mr. Johnson confirmed that and added that it is because of the difference in the cost of living and the fact that he would be due for an increase if he stayed at Cocoa Beach. Dr. Henkel reviewed the interviews and offered the following -observations, in the order of the interviews: 1 Mr. DeMarie - Dr. Henkel stated his concern for the candidate's weakness in budget and finance and urged the Council to consider the fact that he has been out of the City Management profession since 1981, even though he is functioning as a consultant to the Mayor in Florida City. Dr. Henkel noted that the candidate is an aggressive manager and some of that behavior resulted in some conflict with the Police Union and other situations. Dr. Henkel continued that the candidate is qualified and the Council might want to take a closer look at that aggressive vein. 2 - Mr. Sparks - Dr. Henkel stated that this candidate is an extraordinarily strong candidate, both academically and in budget, finance and management by objectives. Dr. Henkel said that he was impressed with the aggressive approach that he took with the Council and suggested that he would be a very effective manager; however he was concerned that the candidate took the liberty of distri- buting a sample contract. 3 - Mr. Harwig - Dr. Henkel stated that his strengths are in budget, finance and public works; however Dr. Henkel said he feels that his management style could be a bit rigid and inflexible, and this element did come up in discussions with previous Mayors of Cities with which the candidate has been associated. 4 - Mr. Gatchel - Dr. Henkel stated that this candidate probably has more familiarity with Florida local governments than anyone in the 75 candidates. Dr. Henkel advised that the candidate is and has been a politician himself; however Dr. Henkel is concerned that he has been away from Government for eight years, having made the mistake of taking the Tarpon. Springs job. Dr. Henkel suggested that the candidate wants this job very much and he left both Delray and Deerfield Beach with good reports. 5 -Mr. Johnson - Dr. Henkel stated that this candidate has been employed by Cocoa Beach until May of this year, and was very active in the City Managers' Association. Dr. Henkel advised that his papers indicated that Mr. Johnson was an aggressive manager but Dr. Henkel suggested that this was muted a little in the interview. Dr. Henkel suggested that the candidate's experience in Utility Management is very germaine to this Community and he could be a morale builder. Dr. Henkel offered the final consideration of Mr. Johnson, Mr. Sparks, and Mr. Gatchel. In reply to the Mayor, Dr. Henkel replied that it was not necessarily in that order. C/M Munitz asked if it was unusual for a candidate to offer their own contract. Mr. Perretti advised that it was not unusual, adding that all five candidates were aware that the tenure of a City Manager is basically four years; and they are doing the best to protect themselves. Mr. Perretti said that he was not surprised that one of the candidates presented the sample contract; however the ingredients of the contract were subject to negotiation by Mr. Sparks. Mayor Kravitz suggested that Council review the interviews and agendize the consideration at tomorrow's meeting. Mayor Kravitz adjourned the Meeting at 3:55 P.M. 9146 01 AMAYOY4 AT TEST: W "` '- '��MC SISTANT CLERK This public document was promulgated at a cost of $c114 .IV8 or $ �- , J ff per copy to inform the general public and public officers and employees about recent opinions and considerations by the Council of the City of Tamarac. _1$_ /84 CITY OF TAMARAC /cmt APPROVED AT MEETING OF �a 8 V City Clerk ATTACHMENT #1 Page 1 of 2 CITY OF TAMARAC -n INTEROFFICE MEMORANDUM PERSONNEL DEPARTMENT TO: MAYOR AND COUNCIL FROM: Larry Perretti, Personnel Director` SUBJECT: QUESTIONS TO BE ASKED OF ALL CANDIDATES FOR THE POSITION OF CITY MANAGER DATE: September 10, 1984 - COPIES: Steve Wood, Jon Henning -------------------------------- The questions for City Manager candidates given to me by other City Managers and Dr. Hinkle were consolidated and are listed below. After the formal questioning, the Mayor and Council may ask questions of the candidates. If the question is of a general nature, that same question should be addressed to all, candidates. Assuming you are selected as the City Manager of Tamarac, how would you propose to organize the management system, and what is your personal philosophy regarding a "team management concept"? Please describe your management style as it relates to a l� Council -Manager form of government. ��D_ How would you describe your work habits and personalityT 4. Delineate your management philosophy for improving moral among the City employees after you assume the Manager's position. The City of Tamarac is basically a residential community of •" retirees who demand the most efficient operation possible from their municipal government. How will you instill confidence in these residents upon assuming your position? 6. What is your opinion about cutting fees for the elderly, or low income citizens? How do you build social concern into your overall city planning? 7. What experiences have you in dealing with various community groups who function in a scrutinizing capacity over the municipal government? AN EQUAL OPPORTUNITY EMPLOYER POLICY OF NONDISCRIMINATION ON THE BASIS OF HANDICAPPED STATUS =0 9/11/84 /cmt V . ATTACHMENT 1 Page 2 of 2 QUESTIONS FOR CITY MANAGER CANDIDATES PAGE 2 (CONTINUED) 8. Is it important for a City to have an overall plan for Parks and Recreation facilities where condominiums flourish with their own recreational facilities? 9. What relationship would you establish with your department heads? 10. What are your feelings about a Charter Review Board? 11. What is your attitude towards unions? 12. What kinds of problems can a City Manager expect in dev- eloping a good working relationship with his Police Depart- ment and Fire Department? Is a City Manager justified in not getting involved with the Police and Tire ;)epart- ments? Why? 13. What method or approach do you take in rating an employee's work performance? 14. What method or approach do you use in establishing a fair and equitable pay plan? 15. Which of the following - budgeting, personnel/labor rel- ations, utilities, finance, public safety, engineering, is your strongest field? Is your weakest field? 16� For what kinds of construction or other improvements do you think bonding is appropriate? When is bonding inappropriate? 17. Most cities have major funds commonly referred to as "Fund Accounting". Explain the difference between General Funds, Utility Funds, Bond Retirement Funds and Pension Funds. i.8.� Please describe in detail your greatest achievement rel- ative to a governmental reorganization program that resulted in meaningful savings and improved delivery of governmental services. (19. )How long a tenure are you seeking with the City of Tamarac? -- '" What would be your minimum salary requirement? Why Tamarac? Why do you want to move to Florida? (Question only for those who live out-of-state). 216M 9/11/84 /Cmt