Loading...
HomeMy WebLinkAboutItem #34 - Personal AppearanceCITY MANAGLI1 CANDIDATE SUMMARY report 10 MAYOR AND CITY COMMISSION CITY OF MIAMI, FLORIDA April 1975 C-79303 -r` 1. Arthur ID Little, Inc. ONE MARITIME PLAZA • SAN PRANCISCO CALIFORNIA 94111 • M15) 981-2500 April 8, 1976 Mayor and Members of the City Commission City of Rtiarni City Hall 3500 Iran American Drive Miami, Florida 33133 Dear Mayor and Members of the Commission: Arthur D. Little, Inc., (Al)L) is pleased to submit the names of highly qualified persons to be interviewed for the position of City Manager of the City of Miami, Florida. All of them meet the general criteria established by you. Our determination of those persons to be interviewed was made after careful screening and evaluation of candidates whom we and/or our contacts thought to be appropriate. \Ve conducted our search in the manner set forth in our proposal. Our national recruitment effort was conducted using a combination of advertising'and direct personal contact initiated by ADI, staff. We received a total of more than 165 applications and we are retaining them in our files. Our recommended candidates are: Joseph R. Grassic Walter C. Kane Jerome F. Miller Frank R. Spence The candidates' names are presented in alphabetical order. A fifth person, Merrett R. Stierheim, who is equally qualified, is not named above. Although recruited by us, he de- clined to submit an application. \Ve are convinced. however, that he meets the Commission's criteria and would be responsive to an invitation from you to meet and discuss employment. Information on him, obtained from our files, is included in this report for your consideration. CM'f'RIOG'.. uF PAr P ar .R At Frta•:C+5co TOnor:TO v:.G�nr:Mora 1 Arthur ID Little, Inc. April 8, 1976 Mayor and Members of the City Commission City of Miami We do not indicate any order of preference, for we believe any one of thctn will make a fine City Manager of Miami. At this point, it is a matter of what importance you attach to various evaluation factors and the chemistry generated between you and the individual candidates. Thus, the decision is yours. Our value lies in our ability to seek out and screen top candidates based on the criteria provided to us and to then determine which persons are best qualified for further consideration. Our evaluations of their ability to fulfill the job requirements of City ;tanager are set forth in this report along with the individual candidate information. We believe that the candidates selected represent the "cream of the crop," though many others are certainly well qualified. You will notice that the persons recommended have different backgrounds and different personalities. Although we did not snake a special effort to give you this variety, we believe this affords you a wider range of choice within the parameters established by you. The finalists have made clear to us their conditions for accepting the position and have assured us of a strong desire to take the job. In our opinion, the recently announced resignation of the Dade County Manager and the impending retirement of your own City Manager make it imperative that the city move expeditiously to begin the interview process. Further, our experience indicates that when the Commission determines who it wishes to appoint as City Manager, it should conclude an agreement as soon as possible. While it is beyond the scope of our present assignment to assist in the negotiation process, we are able and would be pleased to do this for a nominal fee, if the Commission desires. \Ve also talked with three candidates who are currently employed by the City of Miami and serve in senior level positions. We found theta to be dedicated and competent. Yet, we believe they lack the breadth of experience needed for the job of City Manager and do not meet the Commission's criteria as well as those recommended for interview. We have made no arrangement for candidate. interviews. We will notify the other applicants of our decision not to recommend them for interview. We expect that when you have made your selection of the new City Manager, you will want to inform those: whom you have personally interviewed. We have very much enjoyed this very chall'n,.ing assignment and hope to have the opportunity to serve the City of Miami again. Cordially, Norman Roberts • 7 GENERAL DATA Age: Marital Status: Residence: Telephone: EDUCATION JOSLPH R. GiASSit 43 years; 10/3/33 Married; 2 children 700 Hill Avenue, NAV. Grand Rapids, Michigan 49504 Office: (616) 456-3166 Home: (616) 453-5664 Master's degree in Political Science/Pconomics, University of Chicago, Illinois, 1959 Bachelor of Arts in Political Science/F.conomics, University of Chicago, Illinois, 1958 Courses in international relations a►nd trade, Mexico City College, Mexico; and American Institute for Foreign Trade, Phoenix, Arizona, 1951-52 EMPLOYMENT HISTORY 1968 to Present 1970-Present 1968-1970 CITY OF GRAND RAPIDS, MICHIGAN Population: 200,000 Annual budget: S69 million City Employees: 2200 City Manager Mr. Grassie has complete responsibility for the city government which also operates the water and sewer utilities for the larger metropolitan area of 400,000, and a coordinated Human Ser- vices and Cfi7 A program for a four -county area. Deputy City Manager in a supplementing and supportive caipacity to the Nla eager, Mr. Grassic reorganized the Police Department, planned a street -lighting capital improvement program, contracted out for city- wide refuse collection program, and negotiated with citizen groups on the creation and organiza- tion of a Model Cities program. J i iosep}t P. Gtassie Page Two 1958 to 1968 Other Experience PUt3L1C ADMINISTRATION SERVICE (Consultants) Chicago, Illinois Mr. Grassie first joined the firm as Administrative Aide to the I:xecutivc Director, and moved pro- gressively up to staff consultant, and then to supervisory consultant. Among the consulting assignments he participated in and led were studies analyzinggmunicipal administration and organization, personnel classification and com- pensation, charter organization, fiscal structure and administration, and review of local food and drug control programs. In a special mission, he represented the United States as chief of a technical assistance team advising the Government of Nicaragua on local government administration and national government account- ing. (11r. Grassie is fluent in Spanish and has an elementary knowledge of 1 Tench and Portuguese.) Mr. Grassie has taught a course on Problems of Local Government Administration in Metropolitan Areas at Grand Valley State Colleges, Allendale, Michigan; and is active at several college and university advisory boards including the Grand Valley State College Advisory Board for the School of Public Service, Western Michigan University Consortium Advisory Board, Western Michigan Area Advisory Council for Grand Rapids Extension Center, and Ferris State College Advisory Committee for the Administration Program. PROFESSIONAL AFFILIATIONS International City Management Association - Chairman, National Committee on Labor Relations; National Committee on the Form of Focal Government; Michigan Chapter: State Board of Trustees and Training Committee Michigan Governor's Inter-Govcrnnrental Personnel Advisory (IPA) Council 10 the Civil Service Commission 11ichi_,an Municipal League -- Finance and Taxation Committee Other Activities ?sir. Grasse has authored several articles published in the professional journals of I'rchlic Management, Michigan Municipal icpal l'cr•ic'tir, Public Works, and Nation's Cities. Arthur I) i.ittle, inc 1 ri i :l ca Joseph It. Grassie Page tlitec AWARbS AND HONORS inclusion in "Who's Who" in America, in the Midwest; and in Government COMPENSATION Mr. Grassie presently earns an annual salary of S41,650. Ail}wr_t.)1 ittie lnc .1 .l :l I. Joseph It. Grassic Page Pout STATEMENT OF JOSEPH R. GRASSIE IMPLEMENTATION or AN AFFIRMATIVE ACTION PROGRAM My experience in the implementation of Affirmative Action Programs is botlt extensive and detailed. In the last five years we have accomplished the following: 1. Adopted an Affirmative Action Plan in 1971, which set percentage mi- nority employment goals for the City, and a Contract Compliance flan which set goals for contractors and vendors doing business with the City. As a result of the City's Affirmative Action Plan, it has doubled the percentage of minorities in City employment within the last five years. 2. Processed approximately 30 complaints through the Michigan Civil Rights Coinrnission, and the City has been found technically at fault in only one of those cases. 3. Requested a review of employment practices in the City, conducted by the U.S. Civil Service Commission. and as a result of that review have initiated discussions with eniplo ee uuionS regarding contract provisions which tend to impede affirmative action goals. 4. Developed a labor negotiating strategy designed to gain concessions from unionized employees on provisions having an important impact on Affirmative Action. 5. Established a position of Test Validation Technician within the City Personnel Departtnent, in order to review all City testing procedures and start to validate the tests used. 6. Initiated a new classification of Police Aide as a preparatory position for minority and women candidates for the Police recruit class in order to develop a pool of qualified applicants. This has enabled us to triple the number of minorities and \vomen in tlic department within two years. 7. Entered a consent decree regardingi the hiring of minorities in the Fire Department. 13y employing an outside consultant to develop new Firefighter tests, and through use of :in intensive advertising campaign to attract candidates, have met a five-year goal set by the court, within one and one-half years. J 1 l l J Joseph lit. Gtassie Page dive 8. established an employee committee to define career advancement ob- jectives for women in City employinent, and cooperated with the organization NOW to incorporate goals and timetables for employment Of women in the City's Affirmative Action Plan. 9, Appointed an Affirmative Action Advisory Committee of citizens repre- senting all tnajor community groups concerned with these questions, and reviewed affirmative action progress with that Committee. 10. Currently reorganizing the City's departments of Community Relations, Contract Compliance, and Affirmative Action into one coordinated department with better staff support. BALANCING THE MUNICIPAL BUDGET The traditional approach to balancing the Municipal 13udget has consisted in carefully estimating anticipated revenues, and them cutting proposed expenditures to thatch revenues. This process can be improved by restructuring the General Fund of the City so as to remove from General Fund dependence as many functions as possible. As an example, we recently removed Refuse Collection and Disposal from the General Fund, and set it up as an enterprise field. The public and the City Commission then started to think of those expenditures as more properly being raised from user fees, and the activity is now 60 percent self-supporting. A more complete and productive process than the traditional one includes the three techniques of: (1) reevaluation of service priorities to reallocate funds, (2) specific projec- tion of the City's financial future to better inform the policy body, and (3) pre -planning the use of Federal funds to maximize incorporation of those funds in basic City activities. The reevaluation of service priorities is made possible by producing clean, concise state- ments of objectives and goals. We have used interdepartmental task forces, consisting of five or six departments in a major area -such as Human Resources or Community Develop- ment, and asked that they define interdepartmental goals. They have then defined short -run objectives in relation to those goals, and related those objectives to their budget requests. In addition to producing better interdepartmental use of resources, this has provided a basis for City Commission decision making when final budget reviews have reallocated available funds among City functions. Projcctin the City's financial future for more than one year snakes it possible to help balance future budgets with the decisions made for the current budget. 11'e have in the past, and will at;:►in this year be giving the City C'om►nission in the last quarter of Fiscal Year 1976 a careful estimate of expenditures thiough the end of FY 6. and a proposed budget for FY77. 'they will also receive a projection of the City's position for FY78. This will allow the City Commission to not only judge current budget proposals based on whether they are in balance, but will also provide an early warning of what the consequences of current proposals will be two years in the future. _A_,i- - -TAI I - Joseph R. Gtassie Page Six Pre -planning for the use of Federal grant monies cannot be an exact science, but the lack of predictability can he decreased considerably if the City maintains a good current history of its use of Federal funds, and also systematically gathers departmental estimates of tite new grants they each anticipate requesting. We have for several years maintained an inventory of Federal programs showing current grants and their anticipated carry -forward to a future year. This process, in addition to being of vital importance in balancing the budget for City activities, has permitted the kind of pre -planning which has allowed us to provide $300,000 of General Fund money so that private nonprofit community human service agen- cies could make use of an additional S2 million of CI:TA money from the City, with minimal adverse consequences for the City budget. Joseph R. Grassie Page Seven AbL EVALUATION OP JOSEPH R. GRASSIE Mr. Grassie is a highly respected city manager with a stable employment record that Shows consistent upward progression. He has been a successful administrator in Grand Rapids, Michigan, for more than seven years. Prior to going to work there, he spent ten years as a consultant with Public Administration Service (a private firm) serving governments in the United States and Latin America. In this capacity he assisted the City of Miami in the early 1960s when he conducted a major personnel study. During this period he resided in the Miami area. In Grand Rapids, Mr. Grassie has demonstrated an ability to develop and administer tight budgets under difficult economic conditions. Ilis current Mayor credits ]rim with keep- ing the city out of the fiscal problems now being experienced by other cities. He further stated that Air. Grassie has established a good rapport with the City Council and different segments of the community. Ile described Mr. Grassie as "top flight" and a person who keeps his Mayor and Council properly informed. He indicated Mr. Grassie is a good family man with a wide array of interests and likes to et involved in the social and cultural activities of a community. His former associates at Public Administration Service further described him as "self-confident, and a capable and respected manager with good leadership traits." A1r. Grassie is recognized by his peers as a leader in the field of labor relations. He has published articles on the subject and is currently chairman of the National 1CMA Committee on Labor Relations. Ile also has had some recent personal experience in this regard. in 1975, Grand Rapids experienced a 21-day strike of all non -uniformed employees. The city achieved a good settletnent and maintained city services throughout the strike. It should be noted that although Michigan has a compulsory arbitration law, the city has never had to do this. Mr. Grassie is also experienced in dealing with public housing, manpower programs, ancl other social service programs of concern to Miami residents. Mr. Grassie makes a fine appearance, is strong but not domineering. Ile has a clear under- standing of Council -Manager relationships. Although he is fiscally conservative, still he is sensitive to minorities and the need for an effective response to their problems. 1 [aving been raised in Buenos Aires, Argentina, he reads, writes, and speaks Spanish fluently. Ile is equally at home speaking Spanish with citizens as with the business and university communities. Ile is pleasant and affable and has a low-key sense of humor. We feel confident that Mr. Grassie has the necessary experience and competence to per- form in an outstanding manner as City Manage. in Miami. \Ve recommend you interview him for the position. _i 4. Arthur I) Little. inc. ___ J .l J tiUALIUICATIONS AI'PIIAISAL SHEtT Satisfactory Well t ualitied Superior Outstanding C.o ittpetitive factors: 1. General impression: Behavior and appear• 5nce appropriate to the job. Poise, tact, neatness and grooming, maturity. , 2 Background: Competitive quality of education and experience. Breadth and recency. t'l'ork continuity, progress, reasons for job changes. . 3. Presentation: Communication skills. Ability to understand implications of questions and to make clear and direct replies. Ability to select, organize, and present ideas. Judgment and resource- fulness in developing ideas. Clarity of speech and appropriateness of language. • 4. Job F-fieclir'eness: Ability to effectively perform the duties of the job. Industry, dependability, and initiative. Ability to deal effectively with practical problems of the job. Ability to wort: effectively with the Commission members, staff, and various community groups. . 5. Administration: Ability to perform in an Pdr.iinisuutive capacity. Under- standing of the principles and practices of administration. Ability to a:nalyre needs and to establish and carry out plans and piogranis. Ability to Ic.rd, direct, and coordin;,te the wort; of others. Under- standing of the political process and ability and i illininess to work with it. SUGG STCU IN1LRVIEW ClUts IbNS 1. In your last job, what were some of the thins that you spent the most titne on? 2. What are sotne of the things in your job you feel you have done particularly well? 3. What are some of the things about your job that you found difficult to do? 4. What do you feel has been your greatest frustration or disappointment on your present job and why do you feel this way? 5. What are some of' the reasons you had for leaving your last job? 6. What were sonic things you particularly liked about your last job? 7. What kind of an employer do you have? 8. What are some of the things about which you and your employer disagreed? 9. What kind of people clo you like working with? 10. What is your overall career objective? 11. What would you consider your greatest strength? vvALTqt C. KANE GENERAL DATA Age: 42 years; 12/7/34 Marital Status: Married; 4 children Residence: 2346 S. zephyr Way Lakewood, Colorado 80227 Telephone: Office: (303) S61-8962 Iloine: (303) 986-2915 EDUCATION M.A. candidate in Business Administration, University of Northern Colorado, (June 1976) Master of Public Administration degree, University of Kansas, 1962 Bachelor of Arts in Personnel Management, University of Missouri, 1957 EMPLOYMENT HISTORY July 1974 to Present i l COLORADO HOUSING FINANCE AUTHORITY Denver, Colorado Executive Director Mr. Kane is responsible for the administration of the. Colorado Ilousing Finance Authority, a quasi -public corporation created by the State Legislature in 1973 for the purpose of financing housing for low- and moderate -income families. It is not a part of any department of state gov- ernment and is self-supporting from the revenues generated in connection «'ith lending programs. The Authority issues its own tax-exempt securities to raise capital for lending, and is in the process of proposing that its total lending capacity be increased to S200 million. As Executive Director, Alr. lane flocs business with butte public and private sector segments including federal govern- ment official., city officials, builders, architects, mortgage banters, contractors, and of course the public. 1 7 .l 1 .1 Walter C. Kane Page Two 1970 to 1974 1967 to 1970 1964 to 1967 CITY OF LAKEWOOD, COLORADO Population: 130,000 Annual Budget: $22 million City Employees: 600 City Administrator Lakewood was incorporated as a city in 1969 and, as the first City Administrator, Mr. Kane organized, staffed, and implemented an entire new government for the community. His early task involved the smooth transition of services from the Jefferson County government (within which Lakewood is the largest city) to the new city government, Mr. Kane maintained good working relationships With the county and in- volved the city in a number of regional concerns including mass transit planning, drainage, freeway design, and open space planning. 1-Ie organized the city structure with a view to coping with con- tinuous demands for expanded city services in line with city growth as well as recognizing the need to carefully allocate resources so as to avoid substantial increases in property taxes. Ile was successful in maintaining property taxes at almost a constant level during his tenure. CITY OF EAU CLAIRE, WISCONSIN Population: 50,000 Annual Budget: $25 million City Employees: 500 City Manager 1Ir. Kane's tenure at Eau Claire gave him a solid background in labor relations. All city employees were unionized and, as City N1anagcr, he repre- sented the City in collective bargaining with four employee unions. CITY OF LOVELAND, COLORADO Population: 17,000 Annual Budget: $10 million City Employees: 200 City Manager Mr. Kane served as the first City Manager of Loveland and succeeded in constructing a num- ber of needed community facilities without levying any tax increases. —r —a Walter C. Kane Page Three 1961 to 1964 Other Experience CITY Ot SPRINGFIELti, MISSOURI Population: 150,000 Annual Budget: $$50 million City Employees: 2800 Assistant City Manager and Acting City Manager As Assistant City Manager, Mr. Kane gained an overall familiarity with the city government of Springfield which provided a full spectrum of municipal services including all utilities, trans- portation systems, a major airport, municipal hospitals, and museums. Additionally, he served as Budget Officer and coordinated all expenses of the municipal corporation. Lecturer on Collective Bargaining at various State and University seminars. Part-time faculty member, University of Colorado, teaching evening classes on "The Practice of Public Nlanagemcnt." Mr. Kane has authored several articles in the professional journals of U.S. Public flealth Reports, The Police Chief, Management IflJururatron Service Report, American City, Professional Management, Professional Engineer, Colorado Municipalities, and Mayor and lIanagc'r. PROFESSIONAL AFFILIATIONS international City Management Association American Society for Public Administration National Municipal League Public Personnel Association American Management Association Council of State l lousing Agencies -- Board of Directors Colorado Council on Criminal Justice (appointment by the Governor) Colorado City Managers Association Past ('resident Aletropolitan (Denver) City \tanagers Association Past President AWARDS AND HONORS Recipient of 1973 "Outstanding Management Innovator Award," 1C MA Outstanding Young Man in Government, Lakewood Jaycees, 1970 COMPENSATION Walter C. kane Page tour STATEMENT OF VVALTER KANE IMPLEMENTATION OF AN AFFIRMATIVE ACTION PROGRAM In all of the projects financed by the Colorado housing Finance Authority we require that the developer prepare an affirmative civil rights plan which will not only insure a racial balance of tenants but also will make available an equitable number of housing units to various ethnic groups depending on what part of the state projects are located. In addition to working towards a balance of tenant occupancy by minority groups, we also assist minority developers and contractors to participate in our projects. I have also had two other experiences involving affirmative action which I feel worthy of mention. For the past five years I have been instrumental in participating in a minority management intern program that is sponsored by the Denver Regional Council of Govern- ments. I became involved in the initial formation of the program because i sincerely believe that City Managers must take the initiative in training minorities on their own staff so that we will eventually have minority personnel with a background of training and experience capable of becoming top level public managers. My present administrative assistant is a black man who was formerly associated with me in Lakewood and was trained in this program. The other experience 1 feel appropriate to mention was the development of an Affirma- tive Action Program for the City of Lakewood. It was concluded shortly after beginning our operations that such a program was essential if we were to obtain employment of minorities in a basically all Anglo suburban community. \Witil the support and endorsement of our Mayor and City Council we retained a minority consulting firrn who assisted us in developing an Affirmative Action Proclaim This program Was carefully developed with the participation of all city departments. The net result was agreement by our managerial staff on a program and the ultimate approval by the City Council of a policy position which clearly set forth the city's position on affirmative action in bringing minorities into city employment and in pre- venting discrimination of any type in connection with promotion or reassignment of personnel because of race or sex. The support of this program by top management, the Mayor, ;id City Council and the retention of a full-time affirmative action officer,I believe give indica- tion of the success of this program in Lakewood. BALANCING THE MUNICIPAL BUDGET I have been involved in ►Municipal government during a period when it has experienced a number of interesting changes. First came the thrust for city operations to expand and provide for physical needs. Water, sewer, and electrical facilities were all programmed for increase based on expanding population and tli; desire of most cities to focus on growth and expansion. The second stage of municipal operations that 1 have witnessed involved partici- pation in social programs designed to improve the quality of life of many of our less fortunate Arthur D l.ittle Inc Walter C. kattc Page Pive citizens. These programs were developed during a time when our national government was preoccupied with an impossible land war in Asia and when domestic programs geared to help out own poor and oppressed had minimal specific direction. Cities and local governments responded by establishing a plethora of programs which could receive federal funds. The lax controls and programs without clear cut objectives eventually resulted in a great disillu- sionment of what was being accomplished. The reaction to this recognition was a fiscally conservative approach to all socially oriented programs. We have now entered a phase to con- trol local spending because our country is in a major economic depression. To exist today, a local government's programs must be justifiable from a cost benefit standpoint. I submit that today's financial constraints represent a new level of fiscal consciousness for all of us in local government. In my professional experience, I have always attempted to be very cost conscious about the impact of providing municipal services. \ly budget experience has included virtually all types of municipal operations and I believe in every budget I was responsible for 1 exercised prudent and reasonable judgment in balancing revenues against the expenditures a community could reasonably be expected to support. In my present assignment, I deal with a number of diverse parties including builders, architects, mortgage bankers, contractors, city officials, and federal government oft'icials. in all of these contacts, it is necessary to have some overriding control over the dollar amount that can be allocated to any one city or project. We have recently requested that our total lending capacity be increased to S200 million. This bill is currently on the floor of the state senate. To justify a S200 million program we have carefully prepared a five-year financial plan with the assistance of a major aCCUUnting firm so that we can illustrate what could be accomplished with the increased amount along with how we would support the cost of our operations and the various kinds of programs which we would use in cities throughout our state. Our programs involve lending of funds which must be repaid so it is essential that we carefully analyze the cash flow of a project before approving a loan. 401 got Walter C. Kane Page Six AM_ EVALUATION Or WALTEll C. KANE Mr. Keane is one of the most able and professional managers in the nation. He has been recognized by his peers as an outstanding innovator. His former Mayor and chief staff assis- tants highly praise his technical competence and ability to get along with elected officials, staff, and the public. Mr. Kane's former Mayor at Lakewood characterizes him as a "young man with a burning desire to succeed" who can accomplish anything he sets his mind to. Ile describes him as carrying a strong, confident bearing (reflective of his having been a Marine Corps officer) who generates respect and confidence. Mr. Kanc's management style is to lead and motivate others through inspiration of his own efforts and to delegate responsibility and functions. A1r. Kanc's strengths are his ability to organize, willingness to commit himself to a plan of action and the implementation of that plan, strong innovative capabilities, and a high work capacity. As Lakewood's first chief administrative officer, Mt. Kane entered a situation where "not even a paper clip existed" and he organized the city government overnight from scratch, recruiting his organization and directing the plans for the city. With regard to his abilities in the area of municipal finance, his former Mayor pointed out that 11r. Kane started from zero for budget planning, operated under the conservative direction of the Mayor and City Councii, and managed successfully to control the budget and live within its goals. Mr. Kane worried well with the different public jurisdictions and enjoyed and maintained a relationship of mutual respect. Ile was personally recruited away from Lakewood by the Colorado !lousing Finance Authority. Now, Mr. Kane desires to get back to the field of city management. With regard to Miami and its multiracial community, we acknowledge that Mr. Kane lacks being on the "firing line" in working ‘vith a volatile community to the depth that Miami would subject him. Yet, in Colorado he demonstrated a sensitivity to minority communities. He even involved them in the development of the city's affirmative action plan. 11'e know 11r. Kane to be a results -oriented manager capable of delegating work and one who promotes the personal and professional development or subordinates. Ills former Assistant City Manager, who now scars in a similar capacity in a large city in Florida, described hire as "one of the best in the business," "effective in workingi with a City Council." and "honest and demanding, of the same from people with whom he works." Mr. Kane was further char- acterized as "outgoing*„ sincere, and easy to talk with." We believe it1r. Kane is certainly a candidate worthy of consideration. lie should adapt well to Nli:uni, and we recommend you interview him. 4-. OUALI MATIONS APPRAISAL SHttT Satisfactory Wen Qualified Superior. Outstendin§ Competitive ractorst 1. General Impression: Behavior and appear- ance appropriate to the job. Poise, tact, neatness and grootning, maturity. 2 Background:: Competitive quality of education and experience. Breadth and recency. Work continuity, progress, reasons for job changes. 3. Presentation: Communication skills. Ability to understand implications of questions and to make clear and direct replies. Ability to select, organize, and present ideas. Judgment and resource- fulness in developing ideas. Clarity of speech and appropriateness of lannuare. 4. Job Effectiveness: Ability to effectively perform the duties of the job. Industry, dependability, and initiative. Ability to deal effectively with practical problems of the job. Ability to work effectively with the Commission members, staff, and various community groups. 5. Ac/ministr,tion: Ability to perform in an administrative capacity. Under- standing of the principles and practices of administration. Ability to analyze nears and to establish and carry out plans and prow ams. Ability to INK!, direct, and coordinate the work of others. Under- standing of the political process and ability and willingness to work with it. Notes: SUGGESTEb INTERVIEW QUESTIONS 1. In your last job, what were some of the things that you spent the most time on? 2. What are some of the things in your job you feel you have done particularly well? 3. What are some of the things about your job that you found difficult to do? 4. What do you feel has been your greatest frustration or disappointment on your present job and why do you feel this way? 5. What are some of the reasons ye► had for leaving your last job? 6. What were some things you particularly liked about your last job? 7. What kind of an employer do you have? 8. What are some of the things about which you and your employer disag►eed? 9. What kind of people do you like working with? 10. Wl►at is your overall career objective? 11. What would you consider your greatest strength? 1 i JEROME E. MILLER GENERAL DATA Age: 42 years; 4/ 19/34 Marital Status: Residence: Telephone: EDUCATION Married; 3 children 15621 Morrison Street Sherman Oaks, California 91403 Office: (213) 485-3751 Home: (213) 783-1166 Completion of \taster's Program in Anthropology, specializing iti Latin cultures, socioeconomic development, and urban anthropology, University of the Americas, Mexico City, ;Mexico, 1966 Bachelor of Arts degree in Anthropology, cum laude, California State University at Northridge, California, 1965 Associate in Arts degree, Pierce College, Woodland Hills, California, 1963 EMPLOYMENT HISTORY 1973 to Present CITY OF LOS ANGELES, CALIFORNIA July 1975-Present Special Assistant to the Mayor and Director, Office of Training and Job Development Administrative responsibility for annual budget of S50+ million and 139 staff members, plus 250+ additional summer staff. As Special Assistant to the Mayor, t\lr. Miller assumes the chairmanship (as the Mayor's alter- nate) of the C'ity's Training and Job Development Advisory 13oard which he designed) and created for the purpose of channeling representative community input to advise the \layor on policy and funding issues. Ile is the C'ity's liaison witlt local, state, and national offices involved in training and job development, communicating with National League:of Cities/U.S. Conference • Jerome P. Miller Page Two July 1973-1975 of Mayors, League of California Cities, State Manpower Office, and other bodies. Additionally, Mr, Miller has been appointed by Governor Brown to the California Ctnployment and Training Advisory Council. As Director of the Office of Training and Job Development, Mr. (Miller established, directs, and coordinates the administration, fiscal manage- ment, monitoring, evaluation, and operational functions of this office. Ile is responsible for the implementation of all aspects of the Com- prehensive Employment and Training Act (CETA) for the City, including: public service employ- ment programs, summer youth employment pro- grams, innovative programs, and the delivery of classroom and job training services. Ile formulates and recommends major policy options to Mayor and City Council for the planning and implementa- tion of a comprehensive manpower- plan for the City. Ile administers his office in exemplary observance of the policies of equal employment opportunity and affirmative action, and imple- mented a specific affirmative action plan which not only achieved but surpassed significant segments goals. Executive Assistant to the Mayor and Director, Office of Urban Development (including Manpower and Training Division) As Director of the Office of Urban Development, 11Mr. Miller directed a 15-member staff and S40 million annual budget. lie was responsible for the City's acquisition of a 11111) grant for the Workable Program for Community Improvc- ment, a two-year program for the prevention and combat of the City's }lousing; problems. Ile also was responsible for the City's first partici- pation in the (lousing and C'onimunity Develop- ment Act of 197(1 for which he put together a citizens input and participation unit. Ile directed all activities relating to urban renewal, housing, relocation, -citizen advisory structures, and analysis of conditions of deterioration and blight. Ile was responsible for the design, negotiation, iinplelne►itation, Gird administration of the City's Arthur I) Little, Inc • i Jerome p. Millet- Page three June -July 1973 1971 to 1973 first Fair }Mousing program which promotes fair housing practices within the City and encom- passes the relevant activities of citizens, agencies, organizations, and business which participate in the sale, lease, rental, and development of housing. Concurrently witlt the above duties, as Special Assistant to the Mayor, he was responsible for the overall policy direction and supervision of City's Community Analysis Bureau with an annual budget of SS22,000 and a staff of 32•members. This bureau conducted detailed and comprehensive analyses of the City, producing statistical docu- ments which aided in the development of City programs with corrective measures addressing the physical, economic, and social factors which contribute to urban obsolescence and blight. Additionally. Mr. Miller supervised the smooth transition of former Department of Labor cate- gorical manpower programs to clients by combi- nation of services to meet particular needs of individual communities. Ile devised an equitable allocation of services and funds based on local needs and ieographic distribution, with attention to significant segments of the population — e.g., the handicapped. Special Representative of Mayor -elect Tom Bradley Mr. Miller was appointed to semc on outgoing Mayor Yorty's staff as a representative of iMayor- elect Bradley to manage the transition of adminis- trations. Ile implemented administrative measures to ensure smooth continuance of ongoing programs, facilitating the transfer of authorities and responsibilities. NATIONAL LEAGUE OF CITIES/U.S. CONFERENCE OF MAYORS Washington, D.C. Senior Policy Analyst, Office of Urban Services T`1r. Miller served as a full-time consultant to the NLC/USCM in urban management systems, partici- pating in policy determination, operational planning, and program implementation. 11e also participated Artlutrf_)Littk Inc icrome P. Miller Page rout 1967 to 1971 1968-1971 1967-1968 1963 to 1965 in the federal legislative process — analysing issues, drafting legislation, preparing and pre- senting Congressional testimony. in charge of city consultations for NLC/USCM, he worked with top city officials in the establishment of administrative, management, and fiscal structures and methods of incorporating viable citizen and community advisory mechanisms. He rendered technical assistance in areas of tnodel cities, pub- lic employment programs, youth and senior citizen programs, veteran affairs, community relations programs, and housing and community development activities. CiTY OF LOS ANGELES, CALIFORNIA Senior Project Coordinator (Director) of Manpower Programs, Office of Urban Development Supervising a staff of 105, Mr. Miller administered all of the C'ity's Manpower Programs: Neighbor- hood youth Corps, Concentrated Employment Project, Adult Work Experience Program, New Careers Program, and assorted special summer programs. lie also assisted in the design, develop- ment, and implementation of the Los Angeles model cities projects, including skills training, basic or remedial education for youth and adults, the design of a senior citizen project, and citizen involvement structures. Project Coordinator (Director), Neighborhood Youth Corps, Office of Urban Development \Vith a staff of 55, Mr. ?filler designed and imple- mented the programs of the Neighborhood Youth Corps, inciuding basic and remedial education, counseling, skills training, follow-up, and job development. 11e also negotiated all contracts with funding; sources at both local and national levels. FEDERAL CHAPTER XiII, LOS ANGELES, CA Manager, Bankruptcy Office As Manager, l'ir. Miller provided financial guid- ance and counseling to those businesses under bankruptcy plans confirmed by federai courts. Arthur I) Lit Ile. Inc ierome fi, Miller Page fiive This brought hini in close contact with large- scale employers, financial corporations, and lending institutions. He supervised a staff of 40 employees and allocated and distributed S2 million per year to secured and unsecured creditors. 1959 to 1963 LOS ANGELES COUNTY, CALIFOFiNIA Deputy Sheriff As a graduate of Los Angeles Sheriffs' Academy, Mr. Miller became a Deputy Sheriff and performed all aspects of law enforcement. Other Experience tile, Miller has been an instructor at the Graduate School of Management at the University of California at Los Angeles (UCLA) since 1969, and also functions as a Research Associate at UCLA Institute of Industrial Relations. Additionally, he has developed manpower and urban studies curricula at UCLA, the New School for Social Research in New York City, and other educational centers. Special Activities I1r. Miller performed studies of urban problems and programs in major urban areas within the United States, Mexico, England, Denmark, and Sweden, conferring with government officials and educational; research personnel in these countries. He has presented nest lectures at educational institutions in these countries on such sub- jects as "Latin Cultures, Ilistory, and Anthropology," "Anti -Poverty Program Design and Implementation," "Urban Problems: Their identification and Solutions," "Urban administration," and "Urban Anthropology and Institutional Change." PROFESSIONAL AFFILIATIONS American Anthropology Association American Society for Training. and lkvelopnnent California Personnel and Guidance Association Center for Study of 1)einocratie Institutions Industrial lelations Research Association National Association of 'lousing and I:edevelopment Officials National Conference of Christians and .10 s COMPENSATION !%lr. Miller presently receives an annual salary of S40,000. Arthur l.)Iink; Inc. l l Jerome P . Milier Page Six STATEMENT OE JEROME P. MILLER IMPLEMENTATION or AN AFFIRMATIVE ACTION PROGRAM Despite the enactment of numerous civil rights laws, equal employment opportunity withour regard to race, creed, color, national origin, religion, age, sex, or physical handicap has yet to become a reality. Some jurisdictions have not been able to comply with the basic intent of such laws, forcing women, ethnic minorities, and the physically handicapped to con- tinue to accept lower paid traditional positions, An affirmative action plan designed to promote equal employment opportunities is an absolute necessity for any governmental entity. Through the joint efforts of the community and its political ieadets, this plan can be effectively and reasonably implemented. The bring- ing together of the diverse talents of the citizenry to help govern a city is a highly positive and desirous approach in creating equal etnployment opportunities. The first step necessary in developing an affirmative action plan is to achieve a thorough understanding of the mechanisms of an administrative structure, and secondly, through the assistance of comttiunity input, design a program which corresponds to the workings of that system. The third stage wouid be the actual implementation of the plan and its constant monitoring to assure its success. finally, the effectiveness of any equal employment oppor- tunity plan cannot be guaranteed without the active participation and ongoing commitment of top management and local political leaders in its development and implementation. • Efforts to correct the underutilizat ion of ethnic minorities, woolen, and the physically handicapped inns: be aimed at improving; current recruitment, employment, and promotional practices. I am personally committed to the establishment of equitable empioytnent oppor- tunity prog rams to effectuate a broader utilization of tiles: segments of the work force. As testimony to my policy as an administrator to create and maintain a viable equal opportunity program, 1 am attaching copies of a recent staff memo and affirmative action plans which I have designed and implemented. [Follows Ai)L Evaluation of Jerome F. Miller.] BALANCING THE MUNICIPAL BUDGET Good management demands that thorough and complete financial planning mechanisms not only be designed and implemented, but constantly monitored. The budget of a public entity is not only a monetary device, but also a tool of public policy as directed by the local elected officials. To adequately advise public decision makers one must have the ability to evaluate the progress of the financial plati to he implemented. Appropriate fiscal management systems must be designed to fit the particular needs of each entity utilizing them. Arthur I) i_ittle inc a Jerome P. Miller Page Seven to my various official capacities, I am currently responsible for the management of approximately S120 million. 1 have designed and implemented fiscal management and con- trol systems, not only for the City of Los Angeles, but for a variety of cities across the country in my role as Senior Urban Specialist for the National League of Cities and United States Conference of Mayors. Additionally, as an instructor at the Institute of Industrial Relations and the Graduate School of Management at the University of California at Los Angeles, I have included in course curriculum the various systems that can effectively be utilized by public agencies. This also includes the implementation of fiscal, monitoring, and evaluation systems designed to be used by private corporations doing business with city governments. Arthur 1) l .ittle.Inc J J 1 icronte P. Miller Page tight AbL EVALUATION OP JEROME P. MILLER • Mr, Miller has broad and extensive management experience in one of the nation's largest cities (Los Angeles, California) where he currently serves as Special Assistant to MayorTont Bradley, Mr. Miller is responsible for handling many of the urban issues and problems of concern to the City of Miami. Prior to joining the Mayor's staff, he was a Senior Policy Analyst for the National League of Cities/U.S. Conference of Mayors. Previously, he was employed by the City of Los Angeles to administer all of that city's manpower programs. Idr. Miller has proven leadership ability and managerial skills. Ile is accustomed to work- ing with citizen groups and has been able to work effectively with both black and Spanish- speaking cotnniunities. Ile has been successful in planning and implementing a variety of human service programs, obtaining cooperation from federal funding agencies, and working with anti gaining support from a large City Council in a highly politicized environment. . Mr. Nliller has done this by fully and fairly presenting alternatives and information to elected officials in order for them to formulate policy decisions. Mayor Wadley dccribed Air. Miller to us as a person who gets along with elected officials, provides clear direction to staff, properly delegates work, and carefully supervises the development and installation of new city programs. A former colleague with the National League of Cities characterized him as a person "who gets the job done" and is "technically competent in a variety of areas." We must acknowledge, however, that Mr. Miller is the only one of the candidates who has not been a chief executive of a local government and to this extent is "untested." \Vc observed Mr. Miller to be mature, personabie, and articulate. One gets a general feeling of competence when talking with him. Ile is confident of his ability but not over- bearing. Ile would develop a team method of management. We believe Mr. Miller will adapt well to Miami. it should be noted that Air. Miller studied urban anthropology in !Mexico, his studies were in Spanish, and he was then able to read and communicate in Spanish. Ile prefers larger cities and SUMS to understand how to bring to- gether and deal with the many interest groups that affect and are affected by city ;government. Ile will probably be an active participant in the community, though not highly visible to the general public. We hasten to point out that 11r. Nlilier is satisfied with his current situation and appears to have a bri glit future with the City of (.os A►iNlrs. Ilis interest in Miami steals from our invitation to hint to become a candidate and a desire to serve as a City Manager in a city that offers the challenges and apportun►ties found in Miami. We recommend you interview him for the job of City Manager. Arthur l) Little, Inc f:ctl'd rvv 2.7M bate: JE.fftiAty 1;, 1076 To: All s tr, t t Prom: Subject: .io t tno 1' . allot CITY OP LOS ANGt L S " INTER -DEPARTMENTAL CORRESPONDENCE ua1 tP) ,l.oy ent rrT orttttiity P lit ► txlitIAT p, This gill ert,•e to reiterate t-.he policy and comnitr.ent of t}tn f•l,nt,o<•rr.+r and Training Vivisthr, to Bork continuously toward improving recruit, -,at, 0:,,1oy-17t:nt., cievoloptrc.rtt and prortoticnal opportunities for cthnir minorities, frior'ti, and the physically handicapped. One of the rv>>ut cr,t..plet,•. and tragic prcv'rlerai which confronts fetleral, state and )oc?=1 croc•:'rnrs nt.: is th:r rt,Re•,re of tru:+ equal e'::vtcyront opportunity for all people vithnut r.e".•rcl to taco, CrarA, COIOr-, religion, riga, t;n;{, national origin, or l'hyrtc€ 1 It ttlt'I.e'p. While there have been civil righta laws enacted during the prst ,locads r to anlure equality in c:T1oyrent, r..ary individuals and iI stitutic•t i 11''vn r':rtli.rrctnt in vi^tit►g the requir•erventa of these lawn to the eHt--int: that ecien . ctpertun i ty for all people, in !'rrr:t, is not a reality. . We must, therefor", strive i ` lronni.vniy to insure that all nr'r' t.'; t' c rall.o to core,? }: the ,rl:'j?rutili !::- 'icn of these groups at: all. 3' v.:'l c, c r !iv' work force through tl`n itm?jC.r'.ptat.sion of r:o..ult.^.-oriented pr:ocr_.''.t.?t,:n and p'o!.tr•tS^.t.'i. To achieve thin r1:-,,t1, our efforts toward equal onprirt:ttni_ty in • ,l,,,r•,,►t runt ex+:raid shove :nna beyond the latter of the law. No less th-n thn full co-:mi.tmont of evor; er;ployeo is required to vreet thir. ovajoctivr). Your cooperation and st:-: ort ofRffiL-rlat.iv.s Action effort, in essential to en- suring equal emploln• Int opportuniticsa in all a,pactrs of the Division's operations. ,.TFb i=RP: nc J J 1 7 7 1 1 J CITY OP. t,OS f N0tLES OPVICE O ' MAN DSVELOP:•tEt;T MANPOt`1Ett AND TRAININD DIVISION A' 'IR.trTIVE ACTION PLAN POLYC C STATEMENT ExEtiriT P4 2 The purpose of an Affirmative :Action Plan is to ensure that .all efforts :ire made to achieve equal. emplo_ment opportunities. Because the City of Los Angeles believes in this principle, it i committed to a policy of employing and promoting peoples without regard to race, religion, national origin, sex or age, The City of Los Angeles Office of Urban Development, Manpower and Training_ Division, has adopted the attached Affirmative Action Plan to carry out this policy. In adopting this Plan, the Division has as its objective the achievement of better representation or qualified women and. minorities at all levels of Lhtl work force.. The emphasis of the Manpower npo:Jer and Training0 � " f i;;m.l e Division !�i �. LV Action Plan is to promote equal employment opportunities for ethnic/racial minorities and women through active recruitment, selection, in-s-.lrvice training, and upward and la�_.c ral transfers among all recipients of, andstaff involved in administration of, CETA Title 1 funds. Under the Plan, an Affirmative Action Coordinator from the Man- power and Training Division will assume overall responsibility for coordination of development, monitoring, and reporting system necessary for itnplenlentation, subject to the review of the Assin-- tant. Director of t.tanpoc•rer, C3-32 t3CEtt ±T p. 3 1 :i GOPkt s UTILIZATION CiiMrt Each CETA Title I funded program will be required to subs it aft a: -' fittttative action plan for Manpower and Training Division review anti approval. !over, the Division assumen the ultimate reshensi- bility for ensuring that the composition oE women and ethnic/racial Minorities reflect the complexion of program clients as determined by significant segment goals. Under the direction of the Affirmative Action Coordinator, additional cross -tabulations will be developed and maintained by staff levels, status changes and other employm2nt factors. For the current staff of 54, based on the City-wide significant seg- ment goals for Los Angeles City CETA Title 1, the Manpower and Training Division has established the following goals for the Title I administrative staff composition: Significant Secr ent Female Black Spanish Origin Asian & Pacific Islanders American India:'. 22 1• 15 2 23 15 11 3 Minimum Goals Current City-wide Staffing Number Goal Goal ofStaff 40.5% 29.7% 27.5% 3.8% .3% C3-33 )cItietr Pe 4 gtetli tti"ent 'Idealise intensive tecruitment of qualified minorities (male at►d fetryle) and women is one of the first and most input: taut Steps in offering true equal err.plolr..ent opportunities, the bitfision of Manpower and Training is strongly committed to a polity of positive recruitment rather than passive reliance on the normal channels of posting announcements. a, ttecrui'zment efforts will be directed to all segments of the population, fully utilizing all special interest groups and all recruitment sources. b. All solicitations and advertisements will state that qualified applicants will receive consideration without regard to race, creed, color, national origin, sex, age, political affiliation or beliefs. c. Special use will be made of minority, +{,omeen's and Community action agencies; model cities agencies; , minority Media including newspapers, magazines, radio, and television stations. d. Contact will be established and maintained with educational institutions. Recruiting visits and/or correspondence •.dill be conducted esp cidily with those schools witc! tar ;e mi.r .!.:y and/or Vork-study positions could be establi shd to provide hands-on e::perierlce in manpow:!1: p.rcgra •.:; for stu_,:ent s. 2. Selection and Assignment To ensure that discrimination is not a factor in selection or assignment, the established City-wide si jnif ica t segments for ethnic/racial and sex: composition will serve as the staff profile objective for each organizational level. Coal achievement would occur when the CETA Prime Sponsor staff ethnic/l:'aciai breakdown matched that of CETA participants according to the number of persons, (acre 18-64, in poverty) and Prime Sponsor staff sex composition reflected the male -female ration existent iri the labor force. a. Women and minorities will be included in all selection and assessment committees and panels. b. All selection criteria will be analyzed to determine if they have a disproportionately negative effect on minorities and women. C3-34 .10 r . Special Consid :Lotion will be giveh to seleCtitii o Minorities `rd Women tot entry level arid upwardly Mobile (given in --service training) positions Tob descriptions will be restructured where necessary to ptoVide entry level positions. Counseling, Training and Career Development Once staff have been selected and assigned, every effort dust be Made to providC1 meaningful in-service training and career ladder development to promote upward mobility of staff to higher level jobs. a. Supervisor and supervisee will meet to develop an individual development plan (ID?). 'rhe IbP will include an assessment of the new staff me►;lber' s relevant education and work experience, his/her long and short terra vocational gals, the skills necessary for upward wohility within the office, methods in which these skills can be gained, and standards by which skill achievement: will be measured. b. Senior staff will be required to make one pro::entat:ion to interested office staff per quarter in a pr?arranged ct;rrt;::::lut on r2.3i"aC: ::'.cli:s:i:v-•:r topics. The COl le,.:t.,`d presentations will constitute in-service training for line staff. y c. Staff Irembers (especially minorities and women) will be encouraged to further their academic ;"!:•:peri(2nct::s in man- power utilizing the Division's education fees budgeted line item. d. Staff nemb.,?r progress will. be •evaluaLcd periodically against the ?D?; amendments to the pl_`r1 will 1;:7 :.:ode if n?cec:s r.x or desirable. 4. Intern 1 Monitoring System Successful i.rplementation of the Affirmative Action Plan i:; strongly dcJJr?t'd=mt upon the data colio::ted throu0 the internal monitoring system. a. Data will be I,rtintained or the ethnic/racial and sex composition of staff at all. organi.:nt:ion.::l ievc�].s� within the Division of Manpower and Training. b. Comparable data will also he collected on interviewees -- both those selected and those not selnc:tr.•d. Di ::crirni n: .' r trends can then h i.dont i. t: i.ed and r:,- ,.ryA (i . o . , it :t low number: of minorities anc /or woric,;t were : C3-35 t'xtiretT pY 6 .44 1 sttonget teci.uitm ent action is ihcii_catc it a lots tturlber of i~,if orities and/or women ate selected, some attention should be given to restructuring requirements of etitty level artd oEh.. t Upwardly rcbilc positions, e6 Statistical i s formation on ethnic/racial and sex cor'position will be charted on all hi.tings, promotions, transfers, and Other er ployertt status changes. $. txtetna1 Review System The Prime Sponsor accepts responsibility for seeing that its own prC ray:: and nd t%Cse of its sungrantesi and contractors are in co:+pliance with all certifications and assurances of CI;TA, including those relating to non-discrimination and equal ev:tcloy- meht opportunitii. The Affirmative_ Action Plan for ' Prime Sponsor staf_ has been c'.:tlined in Sections 1-4. To fulfill the lattc,r portion of this requirement, the City of Los Angeles, Office of Urban Development, Division of Manpower and Training has established the following external review system. a. During the proposal review process, the Prime Sponsor will examine the ability of each potential sub -grant» to comply with the established equal employment opportunities policy. Several methods ranging from desk audit: to on -site review may be incorporated in the process. Specific r)oints to be cons ic'_e r d include: i. What significant segments of the community c'ot?s the program propose to serve? ii. What is the agency's Affirmative staffing pattern and participant iii. What procedures have been and resolving complaints? iv. }!as the agency been found in the past? Action Plan regarding composition? developed for reviewing • guilty of discri::l.i nation V. What is the staff's working knowledge of EEO mattors? Is there a "good faith" attitude throughout the organizational structure? b. A compliance review of sub -grantee activity completed at regular intervals (either quarterly cr semi-annually). Problem areas should be defined and corrective measures devised. C3-36 a. txtltaiT 1,1 butinq nort....ftt tonitotinci, iftformatioh Mould b..s! c011t-2eteti Oh (1) the proprtion of bi;idtitit?:s arid WOtAtt ontOlidb. their hUtAbers in the lidridu.s prtqrait t6t1pbn.zntti 6ftd ttittbatt plated, as compared to the tonttactually stipulateci siqni- fitatt ,e'its; and, (2) the percentaqe of minority And. • female staff at all levels within the agency*s fundoti oPeration and total opetatioft, and their upward or literal filb,t10;it over a period of time 6. Evaluation A yearly report should be written contrasting EEO progr per- formances with the goals and objectives of the affirmative action plans and evaluating good faith efforts to,achieve goals. The report should identify causes for any failure to meet planned performance or goals. Appropriate corrective action should be outlined. 3/15 • C3-37 r ' tUALIPICATIONS APPRAISAL SHEET Satisfactory Well Qualified Superior outstanding Competitive fnctorst i, General Impression: Behavior and appear. ante appropriate to the job. Poise, tact, neatness and grooming, maturity. • 2 Background: Competitive quality of education and experience. Breadth and recency. Work continuity, progress, reasons for job changes. ' ' 3. Presentation: Communication skills. Ability to understand implications of questions and to make clear and direct replies. Ability to select, organize, and present ideas. Judgment and resource• fulness in developing ideas. Clarity of speech and appropriateness of I2ncnrare. 4. Job Effectiveness: Ability to effectively perform the duties of the job. Industry, dependability, and initiative. Ability to deal effectively with practical problems of the job. Ability to work effectively with the Commission members, staff, and various community groups. 5. Administration: Ability to perform in an administaative capacity. Under- standing of the principles and practices of administration. Ability to r.nalyze needs and to establish and carry out plans and programs. Ability to lead, direct, and coordinate the tvork of othrrs. Under- standing of the political process and ability and willingness to work with it. Notes: Arthur D l.ittic; Inc .re►+*w--,,-,--,:+---+...+r- - ..-,�..*-*-............-.....rrwao.r�wat+rnxt• St1GGEStEU tNT EtivIEUV QUESTIONS In your last job, what were some of the things that you spent the most time on? 2. What ate some of the things in your job you feel you have done particularly well? 3. What are some of the things about your job that you found difficult to do? Q. What do you feel has been your greatest frustration or disappointment on your present job and why do you feel this way? 5. What are some of the ►easons you had for laving your last job? 6, What were. some things you particularly liked about your last job? 7. What kind of an employer do you have? 8. What are some of the things about which you and your employer disagreed? 9. \Vhat kind of people do you like working with? 10. What is your overall career objective? 11. What would you consider your greatest strength? Arthur I)Little.Inc. GENERAL DATA Age: Marital Status: Residence: Telephone: EDUCATION PRANK It. SPENCE 41 years; 9/22/35 Married; 3 children 320 N. 1-Iibiscus Drive Miami Beach, Florida 33139 Office: (305) 673-7010 Home: (305) 534-1414 Ph.D. candidate, Public Administration, Nova University, Fort Lauderdale, Florida Master's degree in Public Administration, University of Nlicliigan, Ann Arbor, 1960 13achelor of Arts degree in Political Science, University of MMichigan, 1959 EMPLOYMENT HISTORY 1968 to Present 1973-Present 1972-1973 1968-1972 CITY OF MIAMI BEACH, FLORIDA Population: 90,000 (220,000 in the summer) Annual Budget: $41 million City Employees: 1700 City Manager Acting City Manager Assistant City Manager Mr. Spence has bccn employed by the City of Aliaini Beach for the past eight years, three and one-half as its City Manager. Ile is quite familiar with government in the State of I1(rida, having served in the state since 1961. Miami Beach is a city characterized by heavy tourist industry and a substantial senior citizen population. As chief administrative officer, Nit-. Spence is tourist - oriented and promotionally minded. Ile has been successful in passing several bond issues. among them one for a convention center com- plex whic1i includes the new city hall and theater Arthur I) Little, Inc a r 'rank R. Spence Page Two for performing arts, etc.; $40 Millio►i worth of capital improvements and projects including fire station, youth center, opal space and parks, etc.; a proposed merchandise rnart and sites for two first-class hotels which would represent new private investment capital worth over S 150 million; a proposed marina (construction to begin at the end of this year) which would be the largest in the South; and acquisition of land for a large nortllshore Open space park featuring local flora, natural beauty, and other features so inno- vative that it was awarded S750,000 by the State Department of Recreation toward its development. With a view to downtown redevelopment, Mr. Spence Nvorked closely with the Chamber of Commerce to create a Redevelopment Agency for the implementation of plans to redevelop the 200-acre southbcach area. Ile \vas also instru- mental in implementing the public service plan of placing a medical doctor on all the City's fire rescue vehicles — which no other city in the country does. Mr. Spence was responsible for modernizing bud- get procedures, implementing functional budgeting, and reorganizing the Finance Department and its procedures so as to maintain the City's A-1 bond rating. 1-le established a new data processing division and is presently implementing a com- puterized system to handle budgetary accounts, financial recording, utility billing, personnel records, etc. A1r. Spence held a primary responsible role in the successful hosting of the last three consecutive political contentions, both Democratic and Republican, in 1968 and 1972, working closely with and receiving valuable assistance from the City of Miami. As Assistant and Acting City Manager, Mr. Spence was the C'ity's labor negotiator and in 1968 was responsible for making Miami Beach the second city in the state to enter into a collective bargain- ing contract with labor unions. The City has not experienced a city strike since and how holds contracts with four labor unions. Arthur 1) Little. Inc. Pt•anl It. Spence Page Three 1966 to 1968 PUBLIC ADMINISTRATION SEfiVICE/U.S. AGENCY FOR INTERNATIONAL DEVELOPMENT (AID) Advisor to Government of Liberia, West Africa Under a PAS/USAII) consulting contract, Mr. Spence spent two years as an operational execu- tive within the Government of Liberia, with the title of Chief Administrative Officer within the Department of Agriculture. 1-lis responsibility entailed the establishment and/or improvement of organizational and management procedures with regard to purchasing systems. personnel. budgetim!, and training.. of a Liberian to administer the department as Secretary of Agriculture. 1963 to 1966 CITY OF NORTH PALM BEACH, FLORIDA City Manager As the City's first manager, Mr. Spence designed and organized the city government and success- fully eliminated the City's S 150.000 deficit in the first year. Ile established a computerized purchasing procedure, set up and implemented a 1\IFOA budget and finance system, and instituted a police personnel system including a competitive exam. 1961 to 1963 CITY OF PENSACOLA, F-LORIDA Assistant City Manager 1960 to 1963 CITY OF PARK FOREST, ILLINOIS Assistant City Manager PROFESSIONAL AFFILIATIONS American Society for Public Administration -- National: Council Member and Member of Executive Committee; South Florida Chapter: First elected President International City Management Association - Member, Committee on Growth Management ASPA/1CMA Joint Task Force on Public Administration and Urban Governance • • Chairman, 1974-1976 Dade County City Manager's Association . Past President Florida City and County Nlana;'.ers Association - Twice elected Director, 19741-1976 Palm Beach County City Nlana_;ers' Association fast President Arthur [) I_ittic.Inc P t ih1 R. Spence Page Pour bade County Mass Transit Technical Advisory Committee P'lotida League of Cities -• Taxation and finance Committee Manpower Planning Council of Dade Metropolitan County - Executive Committee and Council Member, 1974.1976; Chairman and Chief Executive, Officials Committee Other Activities Community Professor, Institute for Development of human Resources, Division of Institutes and Special Programs, Florida International University, 1974-1976 Advisory Board, South Horida Labor Relations Resource Center, Florida International University, 1975-1976 National Advisory Board, Graduate Prograni in Public Administration, Nova University, 1974-1976 Chairman, Hoard of Trustees, 13ass Museum, Miami Reach, Florida Deacon, Miami Shores Presbyterian Church, 1973-1976 COMPENSATION Mr. Spence presently earns an annual salary of S41,000. Arthur 1) Little, Inc. Ptank H. Spence Wage t'ive STATEMENT OF FRANK R. SPENGE IMPLEMENTATION OF AN AFFIRMATIVE ACTION PROGRAM Since it is the law of the land and we, like all other cities, must comply with 11OC guidelines, I am directing the preparation of our own affirmative action plan for the City of Miami Beach. We have always been an equal opportunity employer and since my time in office have used my own personal initiative to Increase the number of women, blacks, and . Latins in our ranks, not only as a percentage of total employment, but in higher responsible positions. Our composition and distribution is better than it was before, but 1 am one of the first to admit that we have a long way to go. At least we arc showing effort and good faith and moving in the right direction. BALANCING THE MUNICIPAL BUDGET My City Council last year said, as a policy position, the answer to increased governmental costs and inflation is not more taxes and more revenues, but more reductions in expenditures. I have therefore made many cuts and reductions in expenditures, even to the extent of laying off SO employees last month in order to maintain fiscal stability and not run a deficit opera- tion, which is against the law. At the same time 1 have stressed increased productivity and efficiency in the City's day to day operations in order for the various departments to keep within their respective budget allocations. The City of Miami Beach is still quite financially sound and has additional sources of revenue open to it should it choose to exercise those op- tions. We enjoy an A-1 Bond rating, second to no city in the State of Florida. While state law permits bonded indebtedness up to I S, of the assessed valuation of property within a city (which incidentally in Miami Beacli is S 1.5 billion), our bonded indebtedness is only 4%. So, I am quite sensitive to fiscal responsibility and have directed my administration under such a philosophy. Arthiu D l.ittic, Inc. Prank it. Spence Page Six ADL EVALUATION OP M ANK R. SPENCt Mr. Spence is an experienced professional administrator with a stable employment his- tory. He has shown an ability to assume increasing. responsibility. Ile has been an adminis- trator in Miami Beach for the past eight years, the last thrce of which he has served as City Manager, Admittedly, there are significant differences in the nature of the issues and prob- lems faced by the City of Miami and those of the City of \liarni Bcaclt. On the other hand, Mr, Spence is well informed about current conditions in the community. He knows the local officials and has a good relationship with the media. Ile is also strongly committed to the area. Mr. Spence is quite happy in his present position. Ile is well liked in tite community and enjoys a good working relationship with the City Council. Ile feels, however, that the City of Miami offers a greater challenge and is an opportunity he would like to pursue. Reference sources characterize him as a person with food, sound administrative skills. He is loyal and tends to maintain a low profile and give credit to his elected bosses. in Miami Beach, the nature of his Council has required that he be more visible than ite ordinarily might be. We believe he would operate somewhat differently as City Manager of Miami. Ile has a reputation for thoroughly investigating ptoblcnts, reporting on them, and following through until they are solved. Ile is willing to make difficult personnel and budget decisions. We observed him to he friendly and outgoing. Ile semis to enjoy working with diverse interest and community groups and should adapt easily to the City of Miami. Ile takes an active part in his professional associations. He has continued his own pro- fessional development and cl is now a candidate for a doctorate in public administration. In our judgment, by virtue of his experience, education, and personal traits he is well suited for the job of City Manager and should be interviewed for the position. Arthur1)little;ins bUALIFICATIONS APPRAISAL SHELT Satisfactory Well °uplifted Superior Outstandinj Competitive ractots: 1. Cenera! Impression: Behavior and appear- ance appropriate to the job. Poise, tact, neatness and grooming, maturity. • . 2 Background: Competitive quality of education and experience. Breadth and recency. Work continuity, progress, reasons for job changes. ` . 3 Presentation: Communication skills. Ability to understand implications of questions and to make clear and direct replies. Ability to select, organize, and ,resent ideas. Judgment and resource- fulness in developing ideas. Clarity of• speech and appropriateness of lannuage. 4. Job Effectiveness: Ability to effectively perform the duties of the job. Industry, dependability, and initiative. Ab'tity to deal effectively with practical problems of the job. Ability to work effectively with the Cornmission members, staff, and various community groups. 5. Administration: Ability to perform in an administ; is tive capacity. Under- standing of the principles and practices of administration. Ability to analyze needs and to establish and carry out plans and proof arm. Ability to lead, direct, and coordin,:►e the work of others. Under- standing of they political process and ability and willingness to work with it. Notes: Arthur 1) Little, Inc SUGGESTED INTt1iV11=W QUESTIONS 1, In your last job, what Were some of the things that you spent the most time on? 2. What are some of the things in your job you feel you have done particularly well? 3. \Vhat are some of the things about your job that you found difficult to do? 4. What do you feel has been your greatest frustration or disappointment on your present job and why do you feel this way? 5, What are some of the reasons ,you had for leaving your last job? 6. \Vhat were some things you particularly liked about your last job? 7. What kind of an employer do you have? 8. \Vhat are some of the things about which you and your employer disagreed? 9. \Vhat kind of people do you like working with? 10. \Vhat is your overall caner objective? 11. \Vhat would you consider your greatest strength? Arthur [) We, Inc GI-=NVRAL DATA Age: Marital Status: Residence: Telephone: EDUCATION IVIERAETT It STIEI3H I1 43 years; 9/25/33 Married; 6 children 1391 Williams Court Clearwater, Florida 33516 Office: (813) 442-6384 Home: (813) 531-6906 )tlaster's degree in Governmental Administration, Fels Institute, Wharton Graduate School, University of P ernsyivania, 1960 Bachelor of Science in Commerce and Finance, }iucl:nell University, Lewisburg. Pennsylvania, 1958 EMPLOYMENT HISTORY 1973 to Present PINELLAS COUNTY, FLORIDA Population: 750,000 permanent (additional 350,000 transient) Annual Budget: S156 million County Employees: 2400 County Administrator Mr. Stierlieint highlights his pioneering efforts to establish dual taxation, whereby a Special 'faxing District was created for the unincorporated areas of the county, including scrviees that were ex- clusively pros idcci in those areas. Tltis was done pursuant to the state constitution and enabling. legislation, was successfully tested at the circuit court level, and is presently awaiting supreme court review. 1Vitlt the support of the Board of County Com- missioners, i1r. Sticrheirn developed the most sophisticated managed growth program in the State of Florida which has received national Arthur U Litt)( Inc. Merrett It. Stierheini Page Two 1967 to 1973 recognition. This program relates the rate of growth to the ability of county government to supply critical resources - e.g., water, sanitary sewers, roads, schools, etc. Additionally, Mr. Stienceim has effected extensive budgetary changes, approval of a general obliga- tion bond issue, and the development of a new home rule charter, subject to referendum. CITY OF CLEARWATER, FLORIDA Population: 75,000 Annual Budget: S22 million City Employees: 1100 City Manager Atr. Sticrheiln takes pride in the peace and order enjoyed by the City as evidenced by the absence of racial disorders, youthful confrontations, or public employee strikes. Ile attributes this achieve- ment to the efforts of dedicated elected officials and competent administration which jointly de- veloped programs that were attuned to the real needs of the people. While serving as City Manager, it was possible for the Clearwater City Commission to reduce property taxes for five consecutive years and hold the line in a sixth year. Ile was also instrumental in the upgrading of housing condi- tions for the black community, the creation of a biracial Community Relations Board, and the hiring of a Community Relations Coordinator as an Assistant to the City Manager. Ile built up the City Planning Department and was successful in passing a Comprehensive flan and a General Obligation Bond issue whi.:h led to the acquisition of 200 acres of new parkland and several capital improvement projects. I lis concern with environmental vis-a-vis growth problems \vas reflected in his successful efforts to smite federal grants for open space acquisi- tion and lark development as well as other capital expenditures, and the creation of an Urban Forestry Division within the Parks and Recreation Deportment. ArthurDI_Itti(;Inc. Meftctt I't: Stienceint Page Three 1960 to 1967 1965-1967 1960-1965 PROFESSIONAL AFFILIATIONS Mr. Sticrheim caused the creation ora Housing Authority to provide low-cost housings a %own - town bcvclopntcnt Authority, and a Central Pinellas Transit Authority. He also initiated the conversion of the City's solid waste disposal system into a more efficient and economical system that placed the Sanitation bivision on a self-supporting basis. He negotiated the City's purchase of Atlantic Coast Line Railway and thus caused the removal of its route right through the heart of downtown Clearwater. CITY OF MIAMI, FLORIDA Population: 350,000 permanent (plus "several million" tourist population) Annual Budget: $C10 million City Employees: 4200 Assistant City Manager Assistant to the City Manager Acting either on behalf of the Manager or inde- pendently, N1r. Sticnceint carried out several line and stiff managerial assignments which were frequently complex and politically sensitive. 1-le was directly responsible for the preparation of the annual operating and capital budget, and for management personnel functions. Ile negotiated City contracts, liens, etc., and prepared all federal applications for the City. I-Ie was charged with tha presentation of information and reports to the City Commission and the representation of the City of Miami or City Manager before boards, committees, and private citizen organizations. International City \1ana anent Association American Society for Public Adntinistratin:, American Academy of Political and Social Science Florida City and County N1ana; enrent .1sso:i ation Past President, Secretary - Treasurer, and former Director Suncoast City \lanagement Association - Past President Greater Clearwater Young Men's Christian Association -- Director Junior Achievement (Pinellas County) Director Arthurl) I_ittic,Inc. a Merrett t . Stietheim Page Pour AWARDS AND HONORS One of the "Outstanding Young Men of America" Recipient of the Good Government Award from the Clearwater Jaycees COMPENSATION Mr. Stietheim presently earns an annual salary of S52,200. Arthur1)Little,lnc. =r L• Mettett It. Stierheim Page Five AbL EVALUATION or MLIfItETT 13. STIE HEIM Mr. Stierheim is widely recognized as one of the most competent and professional local government managers in the nation. ilis entire career has been spent in f lorida, including eight years as the Assistant City Manager of Miatni. We believe Mt. Stierkeim's personality and experience closely match the criteria given us by members of the Miami City Commission. Mr. Stierheim is now County Administrator of Pinellas County. I3efore assuming his present responsibilities, he was a successful City Manager in Clearwater, Florida. Mr. Stierheim tends to be a strong City Manager, although he allows the elected officials to be `but front" to the extent they wish to be. 1-lis former mayor saki he "respects" his employer's role. Ile has demonstrated an ability to work cooperatively with elected officials and subordinate staff, as well as with business interests and community groups. At the same time, he is able to keep a proper balance among competing interests. Mr. Stierheim has, in the recer;t past, worked for local governments that faced serious political and financial problems. According to local sources, he has done a remarkably good job in resolving them. Ile communicates clearly and keeps his employers well infor ned. A former mayor gives him much of the credit for reducing the tax rate in Clearwaterret of the Si years he was there and never having had to increase it. Mr. Stierheim has an ability to attract and develop good staff. He encourages staff par- ticipation and fosters a climate that allows them to grow and assume responsibility. Ile tends to be somewhat serious and yet he is friendly. Mr. Stierheim knows and enjoys the Miami area. He has been both a City Manager and County Administrator in Florida. So, he has been on the "firing line" with his elected bosses. His experience in Pinellas County has given him a sufficient understanding of county govern- ment to be able to deal knowledgeably with Dade County officials. Ail this, in our opinion, makes him well qualified for the job in Miami, and we recommend you interview hire for the position of City Manager. Arthur 1)1..ittlr; Inc C.UALIFICA1IrNS APPRAISAL SHEEfi batisfactory Well Ouatified Superior Outstanding Competitive ractors: 7. General Impression: Behavior and appear - ante appropriate to the job. Poise, tact, neatness and grooming, maturity. • 2 Background: Competitive quality of education and experience. Breadth and recency. V.'ork continuity, progress, reasons fur job changes. , 3. Presentation: Communication skills. Ability to understand implications of questions and to make clear and direct replies. Ability to select, organize, and present ideas. Judgtnent ,and resource- fulness in developing ideas. Clarity of speech and appropriatcnr s of language. • 4 Job Effectiveness: Ability to effectively perform the duties of the job. Industry, dependability, and initiative. Ability to deal effectively with practical problems of the job. Ability to work effectively with the Commission members, staff, and various community groups. 5. Administration: Ability to perform in an admini5tr3 ive capacity. Under- standing of the principles and practices of administration. Ability to analyze needs and to establish and carry out plans and programs. Ability to lead, direct, and cootclinrrtr' the wuik of others. Under- standing of the political process and ability and willingness to work with it. Notes: Artlhur!)1.it_tic; Inc w ' . SUGGLSTSI INTERVIEW QUESTIONS 1. In your last job, what were some of the things that you spent the most time on? 2. What are some of the things in your job you feel you have done particularly well? 3. What are some of the things about your job that you found difficult to do? 4. What do you feel has been your greatest frustration or disappointment on your present job and why do you fed this way? 5. What are some of the reasons you had for leaving your last job? 6, What were SO/Ile things you particularly liked about your last job? 7. \Vhat kind of an employer do you have? 8. \Vhat arc some of the things about which you and your employer disagreed? 9. \Vhat kind of people do you like working with? 10. What is your overall career objective? 11. \Vhat would you consider your greatest strength? h--