HomeMy WebLinkAboutDiscussion ItemC,rr 0:. FLORID.\
INTER -OFF L:E NI MORANDUM
ROM:
All Department Directors
A'44,te4e
Po W. Andrews
City M'inagc:r
APR 12
Selection of City Manager
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Included with this memorandum is a copy of the report and recommendations
esented by Mr. Norman Roberts of the Arthur D. Little Company relative
to the selection of a City Manager.
Mayor Ferre has called two special Commission Meetings for the purpose of
interviewing candidates:
April 13, 197E 2:00 p.m.
April 15, 1976 2:00 p.m.
You are invited to be present and observe the proceedings should you so
desire.
cc: llonorable Members of
The City Commission
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CITY MANAGER
CANDIDATE SUMMARY
report to
MAYOR AND CITY COMMISSION
CITY OF MIAMI, FLORIDA
April 1976
C-79303
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Arthur D Little, InC ONE MARITIME PLAZA • SAN 1:RANCISCO CALIFORNIA 94111 (415) 981-2500
April 8, 1976
Mayor and Members of the City Commission
City of Miami
City Hall
3500 Pan American Drive
Miami, Florida 33133
Dear Mayor and Members of the Commission:
Arthur D. Little, inc., (AUL.) 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.
We 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 AOL staff. We received a total of more than 165 applications and we are retaining them
in our files.
Our recommended candidates are:
Joseph R. Grassie
Walter C. Kane
Jerome F. Miller
Frank It. Spence
The candidates' names are presented in alphabetical order. A fifth person, Ilierrett R.
Stieiheitu, who is equally qualified, is not named above. Althoti17.1i recruited by us, he de-
clined to submit an application. \\'e ate convinced, itowever, that he meets the Continission's
criteaia and v',ould be ie onsive to an invitation flow you to meet and discuss etnployinent.
Information on hint, obtained front our files, is included in this repot for your consideration.
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Arthur I) Little, inc
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Aptil 8, i576
Mayor and Members of the City Comtnission
City of Miami
We do not indicate any order of preference, for we believe any one of them will make a fine
City Manager of Miami. At this point, it is a matter or 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 Manager 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 recotnmended have different
backgrounds and different personalities. Althoue.11 we did not make 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 arc able and would be pleased
to do this for a nominal fee, if the Commission desires.
We also talked with three candidates who are currently employed by the City of Miami and
serve in senior level positions. We found them 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 recoinlllellel tl►erll for interview. We expect that \Olen you have made
your selection of the new City Malaga , you will want to inform those whorl you have
petsonnlly interviewed.
We have very much enjoyed this very challe n, in, assignment and hope to have the opportunity
to setve the City of Miami gain.
Cordially,
Norman Roberts
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JO8EpN pia GF AS -SSE
GENERAL DATA
Age: 43 years; 10/3/33
Marital Status: Married; 2 children
Residence: 700 Hill Avenue, N.W,
Grand Rapids, Michigan 495.04
Telephone: Office: (616) 456-3166
Home: (616) 453-5664
EDUCATION
Master's degree in Political Science/l?conornics, University of Chicago, Illinois, 1959
Bachelor of Arts in Political Science/Economics, University of Chicago, Illinois, 1958
Courses in international relations and trade, Mexico City College, Mexico; and
American Institute for Forei„n Trace, Phoenix, Arizona, 1951-52
EMPLOYMENT HISTORY
1968 to Present
1970-Present
1968-1970
CITY OFF GRAND RAPIDS, MiCHiGAN
Population: 200,000
Annual Budget: $69 million
City Employees: 2200
City Manager
Mr. Grassie has complete responsibility for the
city government which also operates the water
and seA er utilities for tlic larger metropolitan
area of '100.000, and a coordinated lhuman Ser-
vices and CETA pro2rant for a four -county area.
Deputy City Manager
In a supplemLnting and supportive capacity to
the Alanancr, \1r. Grassie reor,'anized the Police
1)eparhnent, planned a street-Mhtin_. capital
improvement pro_;ran1, contracted out for city-
wide ref use collection program, and negotiated
with citizen groups on tlic creation ttnd organiza-
tion of a Nlodcl Cities program.
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Page Two
1958 to 1968
Other Experience
PUBLIC AbMINISTRATION SEIIVICE
(Consultants)
Chicago, Illinois
Mr. Grassie first joined the firm as Administrative
Aide to the Executive Director, and moved pro-
gressively up to staff consultant, and their to
supervisory consultant. Among the consulting
assignments he participated in and led were
studies analyzing municipal 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. (Mr. Grassie is fluent in Spanish and has an
elementary knowledge of French and Portuguese.)
11r. Grassi: has taught a course on Problems of Local Government Administration
in Metropolitan Areas at Grand \'alley State Co1lq,cs, 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 Arca Advisory Council
for Grand Rapids Extension Center, and Ferris State College Advisory Committee
for the Administration Program.
PROFESSIONAL AFFILIATIONS
International City 'Mana,.cment Association — Chairman, National C'onunittee on
Labor Relations; National Committee cm the Form of Local Government;
N1iclti; to Chapter: State Board of Trustees and Training Committee
Michigan Governor's 1nta-Governmental Personnel Advi..ory (IPA) Council to the
Civil Se rviec C'ontmi..sion
Dlicltig,an municipal League Finance and Taxation C'onunittcc
Other Activities
A1r. Grassie has authored several articles published in tite professional journals of
1'trhlie ltluua Cntcrtt, AJ'u'Iri:an Municipal Review, Public Works, and t\atiurt's Cities.
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Arthur I.) it tic!, Inc
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ibseplt it: Grassie
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AWAI!OS ANO HONORS
inclusion in "Who's \Vho" in America, in the Midwest, and in Government
COMPENSATION
Mr. Grassie presently earns an annual salary of S41,650.
/1r1lipu•1) I 'tile hr.
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ioSet)11 I .Otassie
'age Pout
STATEMENT OF JOSEPH li. GRASSIE
IMPLEMENTATION OF AN AFFIRMATIVE ACTION PROGRAM
My experience in the implementation of Affirmative Action Programs is both 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 erriployment goals for the City, and a Contract Compliance Plan
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
Commission, 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 employee -unions 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.
S. Established a position of Test Validation Technician within the City
Personnel Department, 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 triplo the
number of ntiaoriti.s and v,•oruen in the department within Iwo years.
7. Entered a consent decree the hiring of minorities in the lire
Department. l;y employing an outside consultant to develop WV:
Firefighter lets, ail through use of an intensive advertising c:nul>ai, n
to attract candidates, have tart a five-year goal set by the court, within
one and one-half years.
Artivrr1)1 itrti.I�,.-
ioseph ids +brassie
'age Iive
8 stabl'►shed an employee committee to define career advanccrtment ob-
jectives for women in City employment, and cooperated with the
organization NOW to incorporate goals and timetables for employment
0f women in the City's Affirmative Action Plan.
9. Appointed an Affirmative Action Advisory Committee of citizens repre-
senting, all major 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 Budget has consisted in carefully
estimating anticipated revenues, and then cutting proposed expenditures to match 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 Iluman Resources or Community Develop-
ment, and asked that they define interdepartmental goals. "1'ltey have then defined short -run
objectives in relation to those ,coals, 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 real:ins; wltcn final budget reviews have reallocated available
funds among City functions.
Projecting the City's financial future fur mote than one year rual:es it possible to help
balance future budgets v, itlt the decisions made for the current btaleet. We have in the past,
and will ;,,rain this year b:, eivine, the: City Commission in lire last quarter of fiscal Year 1976
a careful estimate of expenditures throueIt the end of 1'Y:/6, and a proposed l'ud et for
1:Y77. They will also receive :t projection of the City's position for FY78. This will allow the
City Commission to not only judv,c current bud ',et proposals I twd on Whether they are in
balance, but will also provide an early warnine of what the consequences of current proposal;
will be tv.o years in the future,
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Joseph It. Grassie
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Pre planting for the use of Pecicral grant monies cannot be an exact science, but the
tack of predictability can be decreased considerably if the City maintains a good current
history of its use of Federal funds, and also systematically gathers departmental estimates
of the new grants they each anticipate requesting. We have for several years maintained an
inventory of 1 cderal 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 pm -planning which has allowed us to provide
$100,000 of General Fund money so that private nonprofit community human service agen-
cies could make use of an additional S2 million of CETA money from the City, with minimal
adverse consequences for the City budget.
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AtiL EVALUATION OF JOSEPH PI. 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 him with keep-,
ing the city out of the fiscal problems now being experienced by other cities. Ile further
stated that Mr. 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 get involved in the social and cultural activities
of a community. Ilis former associates at Public Administration Service further described
hint as "self-confident, and a capable and respected manager with good leadership traits."
Mr. Grassie is recognized by his Beers as a leader in the field of labor relations. Tle has
published articles on the subject and is currently chairman of the. National 1C'\1A Committee
on Labor Relations. He 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 settlement and maintained city services throughout the strike. It should be noted
that although Michi` an 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, and
other social service programs of concern to Miami residents.
Air. Grassie makes a fine appearance, is strong but not domineerin,,,. hie has a clear under-
,,,. standin3 of Council -Manager relationships. Althouh lie is fiscally conservative, still he is
sensitive to minorities and the need for an effective response to their problems. Having been
raised in Buenos Aires, Argentina, he reads, writes, and speaks Spanish fluently. ile is equally
at home speaking Spanish with citizens as x', itli the business and university cornniunities. l to
is pleasant and affable and has a low-key s: n•e. of humor.
We feel confident that Mr. Classic has the necess:ny experience and competence to per-
form 1Minini. We recommend you interview him
in an outstanding* , manner as C�11\' .�tail:t; �' in
4 for the position.
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Arthur [) Little Inc
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elUALIEICATICNs APPRAISAL SIIEtT
Satisfactory
Well bualified
luperiot
Outstanding
Competitive Factors:
7. General 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. %York continuity, progress,
reasons for job changes,
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3 Presentation: Communication skills.
Ability to understand implications of
questions and to make clear and direct
replies. Ability to select, oranize, and
present ideas. Judgtnent and resource•
fulness in developing ideas. Clarity of
speech and appropriateness of language.
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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 wok effectively
with the Commission members, staff,
and various community groups.
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5. Aclm!nis:rs Lion: Ability to pet form
in an administrative capacity. Under-
standing of the principles and practices
of administration. Ability to analyze
needs and to establish and catty alit plans
anc! Inogien-1s. Ability to lead, direct, and
coorc1 n-ttr, the work of oth.rs. ltndcr-
staniinj of the ti litical ptoc":•s and tibility
and v:illingtr:.ss to work with it.
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Notes:
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SUiGESTE[) 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 you had for leaving your last job?
6. What there 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. What kind of people do you like working with?
10. What is your overall career objective?
11. What would you consider your greatest strength?
WALTER C. KANE
GENERAL DATA
Age: 42 years; 12/'1/34
'Marital Status: Married; 4 children
Residence: 2346 S. Zephyr Way
Lakewood, Colorado 80227
Telephone: Office: (303) S61-8962
Horne: (303) 986-2915
EDUCATION
M.A. candidate in Business Administration,.University of Northern Colorado,
(June 1976)
Master of Public Administration degree, University of Kansas, I962
Bachelor of Arts in Personnel Mana einent, University of Missouri, 1957
EMPLOYMENT HISTORY
July 1974 to Present
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COLORADO IIOUSING FINANCE AUTHORITY
Denver, Colorado
Executive Director
Mr. Kane is responsible for tite administration
of the Colorado !lousing 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 front the revenues
generated in COnrtrctio;t With lending programs.
'Me Authority issues its own tax-exempt securities
to rail• capital for lending, and is in the process
of pi ()posing that its tc►tal lending, capacity be
incieascd Ici S200 tnitiicin. As Executive Director,
Mr. Kane does business with both public and
private sector segi»ents including, federal govern-
ment officials, city officials, builders, architects,
mortgage bankers, contractors, and of course the
public:.
Arthur 1)I role, In
Walter C, Kane
Page Two
• 1970 to 1974
1967 to 1970
1961 to 1967
CITY OP LAKEW000, COLOPIAO0
Population: 130,000
Annual 13udget $22 million
City trnployees: 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. He organized
the city structure with a view to coping with con-
tinuous demands for expanded city services in
line vrith city growth as well as recognizing the
need to carefully allocate resources so as to avoid
substantial increases in property taxes. IIe 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
Mr. Kane's tenure at Eau Claire gave him a solid
background in labor relations. All city employees
were unionized and, as City Manager, he repre-
sented the City in collective barzaiiiing with
four employee unions.
CITY OF LOV E LAN D, CO L O RADC)
Population: 17,000
Annual Budget: $10 million
City Employees: 200
City Manager
Dir. Kane served as tine first Pity Manager of
Loveland and succeeded in con tructine, a num-
beg of needed corn►nunity facilities without
levying any lax increases.
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Waiter C. Kane
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1961 to 1964
Other Experience
CITY OF SPfINGFIELt), 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 eve_iing classes on
"The Practice of Public Mana„crnont."
Mr. Kane has authored several articles in the professional journals of U.S. Public
Health Reports, The Police Chief, Management Information Serriee Report, American
City, Professional Management, Professional Engineer, Colorado Milunicipalities, and
Mayor and Manager.
PROFESSIONAL AFFILIATIONS
International City Management Association
American Society for Public Administration
National Municipal League
Public Personnel Association
American Management Association
Council of State Ilousing Agencies -- Board of Directors
Colorado Council on Criminal Justice (appointment by the Covernur)
Colorado Cily Managers Association - Past President
A1etiopolitan (Denver) City Nlana;'ers Association fast President
AINAl3US AND I-IONOU;S
Recipient of 197 "Outstandin_, \1ana,'.e nient Innovator Award," IC\1A
Outstanding Yonne, Man in Government, Lakewood Jaycees, 1970
COMPENSATION
Wa1Eet C. kahe
Page rout
STATEMENT OF WALTFH KAN
iMt'LEMENTATION OF AN AFFIRMATIVE ACTION PROGRAM
In all of the projects financed by the Colorado ?lousing 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 tite 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.
1 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 I:egional 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 adininistrativ assistant is a black
man who was formerly associated with me in Lakewood and was trained in this program.
The other experience I feel appropriate to mention was the development or an Affirma-
tive Action Program for the City of Lakewood. It was concluded shortly after beginning our
operations that such a program was ess•mtial if we were to obtain employment of minorities
in a basically all Anglo suburban community. \Vitll the support and endorsement of our
Mayor and City Council we retained a minority consulting firm who assisted us in developing,
an Affirmative Action Program. 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 brin,;ing 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 progiam by top management, the Mayor, and
City Council and the retention of a full-tim.a affirmative action officer I behove Rive indica-
tion of the success of this program in Lakewood.
RAL_ANCil\G TIIt: i it.miCItV L_ BUDGET
I have been involved 11a municipal govcraan: nt during; a p::rioLE when it has experienced
a nuntherof interesting chan e . First c:t;n. the thrust for city ope.ratiuns to expand ;and
provide fur physical needs. Water, sewer, ail,l elect'ical facilities welt all programmed for
increase ha°,cd on expankling population and the desire of most titles to focus on growth and
explsion. The second steal'.:: of tnuni'ip:d operations that 1 have ‘vitnessed involved partici-
pation in social programs designed to improve the quality of lift of many of our loss fortunate
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Walter C4 %ane
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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
ottr 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. My budget experience has included virtually all
types of municipal operations and I believe in every budget I was responsible for I 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 officials. In
all of these contacts, it is necessary to ha\e some overridin,! 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 accounting 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.
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Waiter C. Kane
Page Six
AbL EVALUATION OP WALTER C. KANE
Mr. Kane 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. i-le describes him as
carrying a strong, confident bearing (reflective of his having been a Marine Corps officer) who
generates respect and confidence. Mr. Kane's management style is to lead and motivate
others through inspiration of his own efforts and to delegate responsibility and functions.
Mr. Kane'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, Mr. Kane entered a situation
where "not even a paper clip existed" and he organized the city governtnent 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 Council, and managed successfully to control the budget
and live within its goals.
Mr. Kane worked 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 I 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 11r. Kane
lacks being on the "firing line" in workin3 with a volatile community to the depth that Miami
would subject him. Yet, in Colorado he demonstrated a sensitivity to minority communities.
Ile even involved there in the development of the city's affirmative action plan.
11'e knob.' Mr. Kane to be a mutts-oriettted mamr;;er capable of delegatinf, wot'; and one
who ptornotes the p,ryinal and profesional development ot'subordinates. Ili• former Assistant
City Nlatta;ter, who now serves in similar capacity in a tat,: city in Florida, described him as
"une of the best in the business," "effective in workin,', with a City Council,- and"honest
and delnandin;. of the same from people with v:horn he. wo:1:s." 11r. Kane .was further char-
acteriveJ as "out,;oin;t, sincere, and rt.y to tall: with."
We believe '1r. 1;ane is certainly a candidate worthy of consideration. Ile should adapt
well to Miami, and we teconrutcnd you inteivicw hint.
►.
Dl.ittic.inc.
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QUALlIICAT1b Js APPIIAtSAL SHEET
tatisfactory
tf:dl glualified
Superior
Outstanding
Competitive rectors:
1. General 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
present ideas. Judgment and resource-
fulness in developing ideas. Clarity of
speech and appropriateness of language.
•
4. Job Effectiveness: Ability to effectively
perform the duties of the job. Industry,
dependability, end initiative. Ability to
deal effectively v:ith practical problems
of the job. Ability to work effectively
with the Commission men:*::ers, staff,
and various community groups.
•
5. Adrrrinis:; e:ion: Ability to perform
in an Jrainistrative cr.pacity. Under-
standing of the. principles and practices
of administration. Ability to analyze
needs and to establish and carry out plans
and pro'j 'cons. Ability to lead, direct, and
cooretinrite the work of others. Under-
standing of the political piuctas and abiti:y
and willingiwss to v:ork \:'ith it..
Notes:
SUGGESTED INTERVIEW QUESTIONS
1, in your last job, what were some of the things that you spent the most tinie
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 you 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 thins about which you and your employer disagreed?
9. What kind of people clo you like working with?
10. What is your overall ca►ecr objective?
11. What would you consider your greatest strength?
JERoMIE P. MILLER
GENERAL DATA
Age: 42 years; 4/19/34
Marital Status: Married; 3 children
Residence: 15621 Morrison Street
Sherman Oaks, California 91403
Telephone: Office: (213) 485-3751
Horne: (213) 783-1 166
EDUCATION
Completion of itlaster's Program in Anthropology, specializing in Latin cultures,
socioeconomic development, and urban anthropology, University of the Americas,
Mexico City, Mexico, 1966
Bachelor of Arts degree in Anthropology, cum Janie, California State University at
Northridge, California, 1965
Associate in Arts degree, Pierce College, Woodland Mills, 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 S50i- million and 139 staff members, plus
250+ additional summer staff.
As Special Assistant to the Mayor, NIr. 1i filler
assumes the chairmanship (as the 11avor's alter-
nate) of the C'ity'sTraining and lob l)evelopnrent
Advisory hoard v;hich ire c1cat,,ned and created
for tilt pm po::e of channclin.; teprosentative
community input 10 adi,ise the NIayor on policy
and funding, issu:s. llc is the City's liaison with
local, state, and national office involved in
trainin.: and job development, communicatin.,
with National Leaueof C'itics/U.S. Conference
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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 Covernor Brown
to the California Employment and Training
Advisory Council.
As Director of the Office of Training and Job
Development, Mr. Miller established, directs,
find coordinates the administration, fiscal manage-
ment, monitoring, evaluation, and operational
functions of this office. He 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
classtooni and job training services. fie 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 affirnultive action, and imple-
mented a specific affirmative action plan which
not only achieved but. surpassed significant
segments
Executive Assistant to the Mayor and Director,
Office of Urban Development (including
Manpower and Training Division)
As Director of the Office of Urban Development,
Mr. Miller directed a 15-member staff and
S40 million annual budget. lie was responsible
for the City's acquisition of a I IUD grant for
the \Vorl;abh. Program for Community 1nlprove-
Me nt, a two-year prograltl for the prevention
and combat of the City's housing problems. ile
also was responsible for the C'ity's first partici-
pation in the housing and Community Develop-
ment Act of 19741 for which he put tn,:ether:t
citizens input and p:urtieipation unit. Ile directed
all aciiviti,.s lelatinv, to nrb:nl rei .vat, housilrg,
telo;:ation,•citi7.C)l advisory structur's, and analysis
of conditions of deterioration and blight. ile.
was responsible for the design, ne otiation,
inlplelnentation, and administration of the C'ity's
Arthur 1)1.ittk inc
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Jerome P. Millet
Page Three
June -July 1973
1971 to 1973
first Pair dousing 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 with 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 ‘vith an annual
budget of S822,000 and a staff of 32 members.
This bureau conducted detailed and comprehensive
analyses of the City, producing statistical docu-
• mmnts 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 sup:rvisccl the smooth
transition or 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 geographic distribution, with attention
to significant segments of the population — e.g.,
the handicapped.
Special Representative of Mayor -elect Tom Bradley
Mr. Miller v.as appointed to serve on outgoing
Dlayor Yorty's staff as a representative of Mayor -
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.
COf;1:Ell LNC;t: C)l= ftIAYOIIS
INashin_jton, D.C.
Senior Policy Analyst, OItice of Urban Services
111r. IAliller s: lved as a full-tin:c coa.ultant to the
1'LC'/Usl'\1 in urban management ent systems, partici-
patin,; in policy determination, oNrational
and pro, r;tm implementation. 11. also patti::ipated
Arthur I) Little. Inc
Jetonie P. Millet
Page rout
1967 to 1971
1968-1971
1967-196S
in the federal legislative process — analysing
issues, drafting legislation, preparing and pre-
tenting Congressional testimony. in charge of
city consultations for N'LC/USCM, he worked
with top city officials in the establishment of
administrative, management, and fiscal structures
and methods of incorporating viable citizen aiid
community advisory mechanisms. He rendered
technical assistance in areas of model 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 City's Manpower Programs: Neighbor-
hood Youth Corps, Concentrated Employment
Project, Adult 1Vorl: Experience Program, New
Careers Program, and assorted special summer
programs. Ile 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
With a staff of 55, Mr. Miller designed and imple-
mented the programs of the Neighborhood Youth
Corp, including; basic and remedial education,
counseling, skills training, follow-up, and job
development. Ile also nogotiated all contracts
with funding sources at both local and national
level.
1963 to 1965 FE UI:liAL.CFIAPTEIl XiII, LOS ANGLLES, CA
liar►kruptcy Office
As Ala eager, Mr. Miller provided financial guid-
ance and counseling to th05" businrss.s under
b:l atiptcy plans confirmed by federal courts.
Attintr1)IJtt1t. Inc.
Jerome t:Nillet•
rase dive
1959 to 1963 •
Other Experience
This brought him in close contact with large-
scale employers, financial corporations, and
lending institutions. Ile supervised a staff of
40 employees and allocated and distributed
52 million per year to secured and unsecured
creditors.
LOS ANGELES COUNTY, CALIFORNIA
Deputy Sheriff
As a graduate of Los Angeles Sheriffs' Academy,
Mr. Miller became a Deputy Sheriff and performed
all aspects of law enforcement.
Mr. 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
Mr. 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 Anthropolo4y Association
Aineric:nn Society for'I'raiuin2, and I).. velopment
California Personnel and Guidance Association
Center for Study of Democratic Institutions
Industrial 1.tlatiunResearch As,,o:iation
National Association of llousin;c and 1:udcv.loptnent Officials
National C'onfc'r;nce ofChrist iam and Jews
COMPENSATION
Mr. Miller presently receives an annual salary of S40,000.
Arthur t:) little. Inc
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Jetoiite t, Millet
Pagq Six
STATEMENT OP JErtOME E, MILLER
IMPLEMENTATION OE AN AFEIfiMATIVE ACTION PROGRAMVI
Despite the enactment of numerous civil rights Iav,'s, equal employment opportunity
without 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 leaders, 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 employment 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 community input, design a program tvhiclr corresponds to the workings of that
system. The third stage would be the actual implementation of the plan and its constant
monitoring to assure its success. Finalt)•, 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 ieaders in its development and implementation. •
Efforts to correct the underutilization of ethnic minorities, women, and the physically
handicapped must bc aimed at improving current recruitment, employment, and promotional
practices. I am p:rsonally committed to the establishment of equitable employment oppor-
tunity programs to effectuate a broader utili .ation of these segments of the work force.
As testimony to guy policy as an administrator to create and maintain a viable equal
opportunity program, I am attaching copi.'s of a recent staff memo and affirmative action
plans which I have designed and implemented. [hollows A1)L Evaluation of Jerome F. Miller.]
BALANCING THE MUNICIPAL MIDGLI'
Cod nth rraaetnent demands that tii.'rou,.lr and complete financial planning mechanisms
trot only he do ign:d and implemented, but constantly monitored. '1'hc burl;tet of public
entity is not only a monetary device, but also a tool of public policy as directed by the local
elected officials. 'I'o adccluatt•iy advise public decision makers ono must have the al►ility to
evaluate the proraess of the limn; i:rl phn to bo implcnrc ntcd. Appropriate fiscal inanaaement
systems must be desip.nect to fit the particular needs of each entity utilizing; them.
Arthur Lp I.ittk In
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Page Seven
• In my various official capacities, I am currently responsible for the management of
approximately $120 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.
Arthlurl)l.itth;1nc.
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Page }igltt
AbL EVALUATION C)t JEROME P. MILLER
Mr, Millet 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 Mayor Tom
Bradley. Mr. Miller is responsible for handling many of the. urban issues and problems of
concern to the City of Miami. Prior to joining tite 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.
Mr. Miller has proven leadership ability and managerial skills. tie is accustomed to work-
ing with citizen groups and has been able to work effectively with both black and Spanish-
speaking communities. Ile has been successful in planning and implementing a variety of
human service programs, obtaining cooperation from federal funding agencies, and working
with and gaining support from a large City Council in a highly politicized environment.
Mr. Miller has done this by fully and fairly presenting alternatives and information to elected
officials in order for them to formulate policy decisions.
Mayor 1;radlcy decribed Mr. Miller to us as a person who gets along well with elected
officials, provides clear direction to staff, ptoperly 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 Lets the job clone" 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 trot been a chief executive of a local government and to this
extent is "untested."
We observed Mr. Miller to be mature, personable, and articulate. One gets a general
feeling of competence when talking with him. FIe is confident of his ability but not over-
bearing. Ile would develop a team method of management.
We believe 11lr. Miller will adapt well to Miami. It should be noted that Mr. Miller studied
urban anthropology in Mexico, his studios were in Spanish, and he was then able to read and
communicate in Spanish. Ile prefers larger cities and seems to understand how to bring to-
gether and deal with tite many interest group_ that affect and are affected by city government.
Ile will probably be an active participant in llte community, thou;;lt not visible to the
genet al public.
We h;t•tt'it to Iio nt out that Mr. \lillet is satisfied with his current situation and appears
to have a bri,'.ht future with the City of 1.o. An,,.eles. His interest is Nlianti stems from our
invitation to hint to become a candidate and a desire to s ve as a City 111;tna:..er in a city that
offers the challenges and oppottuniti, s fu.nul in :+li;ttni. 11'e recommend you interview hies
for the job of City Manager.
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14) CITY OP 105 ANCtitS
INTER•bEpARTMENTAL irbRRESpbNbENCE
January 15, 1076
Alt StAft
.forbte 1. Millar
tr#5iat tmaloymnt crp ot: tunny Policy_
This Will erve to rniterat:o the policy ancd co;nr itr.•.ent~ of ttln f•t-iniao:•;or and
Training Division, to stork centinuott ly toward i:,proving recrui.t: ,nt:,
employment, t#evolc+pannt ttnr pro;•'oti.cnal opportuniticn for ethntr' ninotitics;
wor',n, and the ph nically 11't)1Cl.Ic•m1`p{tcli One or the 1-1,?nt cot.1'1.n:. nnrl tropic
prt'b1^m tthich confronts re19rsral, `;t:1tn ttr,cl local CTovorit^..nn!: in th',1 ah.-4n1 eo
et true equal c..p tcyrr'nt opportunity tot s1l people t•.tt:hot± t•'- race,
cre'3C1, color, r.!: i.gi.o:,, rgn, sex, t'n•ti.ossl origin, or 1)+tyat c11. lt-m li cap.
While ther•3 bawl 1)Ten civil rijht..3 Laws cnant'r1 during the pr`ft r'nentlfis to
ai.5ure equality in c:'p toyrvmt, vary individu•1s fond in?t"it:1;t.tc•n 1 12't'r^ 1-,enn
11.1011:tcnt: in Pi'')^tttri the rce ui) ' l Ln of these 1?t.fs to Vit.! ext^Its: thit!
opportunity for all F1rrople, in fact, in no;: n rrnl.it:y.
We must, thci•r;icrr, :trite an r.n..:t ve]y to Insure that all r'ffr., t..- rilde
to corm t the trr ctrut..li.r:r L!.cn of thene ctro„;'r; of all let•olr, work
force through tho ;-•'�'r.':'te'tation of ro u1ts-ori.cntnrl prc:cr.e,ua'.:: and F."a•aritlts.
TO tichirty-s this: (::.1, our offortn L-e•,artl equa]. oppor-t.nnity In r.:11nyr-nt:'
must cxtr:nd t1bo'v • r hi -sand the lntter of the lrtw. ito le:4s the ;; the full
cx::Tnit+ont. of cushy ►:rrploleo in 3:r:cictrcc] to 1::'ot: thin objective. Your
cOopertttion nr'cl rt of 1'.tfirr'+3ti.va3 Action efforts in essential to en-
suring equal crtpl.oy:rnnt opportunities in all anpactn of the Division's
ope rat tion i .
, CIT1 oC t s A :c ctts
O r=CE OF' URf3Afl DEVELOM8VT
MANPoWE r AND TRAtN1NO b1V'f5ib f
txntBtr P, 2
`XP.'tM IVE ACTION PLAN
POLICY STATEMENT
,
The purpose of an Affirmative :fiction Plan is to ensure that all
efforts are made to achieve equal ertp1o_iment opportunities,
Because the City of Los Angeles believes in this principle, it is
committed to a policy of employing and promoting people 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 of
qualified women and minorities at all levels of the :work fore`.
Thil irni-Jh_is...s of the Manpower and Trainin!: Division Affirnativ=1
Action Plan is to promote equal employment opportunit, r. 3 for
ethnic/racial minorities and women through active recruitment,
selection, in-service training, and upward and 1.IE_.oral_ transfers
among all recipients of, andstaff involved in administration of,
CETA Title I 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 systems
necessary for implementation, subject to the review of the Assis-
tant Director of Manpower.
C3-32
EXitI! IT j
COMA Mb UT tt nATtO:i C I"1tvt
• 4.
tech CST\ Title 1 funded progran will be required to submit an a
fire at ve action plan for Manpower and Training bivision review.
and approval. However, the Division assumes the ultimate responsi-
bility for ensuring that the composition of t:omen and ethnic/racial
Minorities reflect the complexion of program clients as cleLer- .inec
by significant segment goals:
Under the direction of the Affirmative Action Coordinator, additional
cross --tabulations will be developed and niaintai.ned by stai:f levels,
status changes and other employm-:Int 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 fo?io:;ing goals for the Title
I administrative staff composition:
Minimum Goals Current
City-wide Staffing Number
Significant Secs ent. Goal Goal of Staff
Female
Black
Spanish Origin
Asian & Pacific
Islanders
American Indian
40.5% 22 23
29.7% 16 15
27.5% 15 11
3.8%
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Recfuttrent
ee iuse intensive recruitment of qualified minorities (bale
and fet^.ale) and t•omen is one of the first. and most. important
s -eps in,offering true equal employment opportunities, the
s strongly cc►r,_
biVition of Manpower and Training i1 , . `
ttecl to a
policy of posititre rectuitrent rather than passive toliance
on the normal Channels of posting announcements,
a. 1 ecrui meht efforts will be directed to all segments
of the population, fully utilizing allspecial interest
groups and all recruitment sources.
b. All solicitations and advertisements will state that
qualified applicants will receive consideration c•rithout
regard to .race, creed, color, national origin, see:,
age, political affiliation or beliefs.
c. Special use will be maple of Minority, t•,omen'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. I:ecruiting visits and/or
correspondence will be conducted es_ eci '.i1v with thoso
schools with large Iiti nci _ ly and/or f_'I:!:l le c_nr o1.l i €,r..t .
► Work-study positions could be e.;tabii hed to pro... icie
hands --oft experience in ranpmram'r programs for `_u._leI t:; .
2. Selection and Assignment:
To ensure that discrimination is not a factor- in selection or
assignment, the established City-wide significant segments for 0::
ethnic/racial and sex composition arill serve as the staff profile
objective for each organizational level. Coalacl:ievcm,.=nt would
occur when the CETA Prime Sponsor staff ethnic/%ucic,l breai;do'.tin
matched that of CETA participants according to the number of
persons, (age 18-64, in poverty) and Prime Sponsor staff sexy,
composition reflected the male -female ration exi:.i tent in the
labor force. •
a. 1?omen and Iminorities will be included in all r3c'l.ection
Find assessment committees and panels.
b. All selection criteria will be analyzed to det-er.•vdne if
they have a disproportionately negative effect: on
minorities and women.
C3-34
edits tonsiderat .on will be given to ttieetiO bt
. fttitiorit .es at•:c :•;Otaen for entty teVel and +gip: drelty.
t!i obile (git,'en in-set-Vtce training) pbsitiOns.
I ob irescriptiens Will be restructured Where tzecessary
to provide Catty y level positions
3. Counseling, irainir g and. Career Development
Once staff have been selected
be made to provide meaningful
ladder development to promote
level jogs. .
•
and assigned, every effort trust
in-service training and career
upward mobility of stiff to higher
a. Supervisor and supervisee will, meet to develop an
individual develcprc'nt plan (IDP) . the JDP will
include an assessment of the Ilew staff members
relevant education and work experience, his/her long
and short term vocational goals, the skills necessary for
upward mobility 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 r.ake one pre.1;entt.rion
to interested office staff per quarter in a prearranged
ct:..r.. i.;ul=t on r'a1:'_'td a r`oo . i topics. The cotic.d
presentations will ccn:;Litute i c training for
line staff.
c. Staff Tr:embers (esocci.ally minorities and wor.•.car) will be
encouraged to further t;hei.r academic c::peri' nc!'.:i in man-
power utilizing the Division's education fees budgeted
line item.
d. Staff member progress will. he •eveiivaLed periodically
against the IC^; ar.:end~:ent.s to the plan will, t):a made
if n7cessar.y cr desirable.
4. Internal tlonitorinc System
Successful implementation of thE, Affirmative Action Plan
is strongly ccper.de.mt upon the rlata collected ttlrou0 the
internal monitoring oring system.
a. Data will be vaint:ai.nocl or the ethnic/racial, cic:d sex
connAosition of staff £ L all orgc n.l.::atJc);7 :l. levC''.1. s within
the Division or Manpower and Training.
.
b. Comparable
both those
trends c:it:I
low nul:lbc!t:
data ;•;i21also he collected or S_nL(•rvirrt•;:.c.s----
scle t:•'d and those no:. t;einctc•d. 1)i..:c:r.imirt;:t'or
t1t:!It b. i.dent:l ii`Ca and I:''_': `.!i`K1 (i . , if
of Iu.nc)r..iti.o-; att:=/or w•.oricri were
C3-35
tXHIBit fix 6
stronger tet:ruitr et t action is indidateat if a iatt hurt ct-
bt f:"ihorities i!$':c1/or women are Selected, tome attention
shotttd be 5it,°e i to restructuring requirements of entry
ieVel. and other upwardly r obi1e positions,
g*tatistical information on ethnic/racial and SeE: oOC'pos l.t.loil •
Will be charted on all hiri-ngs, promotions, transfers., and
other er ploy-e:tt status changes.
External P.evie,•t System
.
The trite Sponsor accepts responsibility for seeing that its
.own.program and thcse of its subgrantees and contractors are in
compliance with all certifications and assurances of CETA,
including those relating to non-discrimination and eclua1 e_:tploy-
taent opportunit, . The Affirmative Action Plan for -Prime S_.onsr,r
..n c.:t.lin_d ir. Sections 1-4.
St.-y.�_ �iaj Leo. � t: o r � �'O fulf].11 t.�iry latter
portion of this 'L'e'cuire ent, 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 .d11
examine the ability of each potential sub-grant'-c to cot -:ply
with the established equal employment opportunities policy.
Several i ct. oc's ranging from desk audit to on -site review
may be incorporated in the process. Specific points to be
consi de d include:
. i. What significant segments of the community does the
program propose to serve?
ii. What is the agency's Affirmative Action Plan regarding
staffing pattern and participaIIt composition?.
iii.. What procedures have been
and resolving complaints?
iv. Fas the agency been found
in the past?
developed for reviewing
guilty of discrimination
v. What is the staff': working knowlcdqe of EJX) raltn •s?
Is there a "good faith" attitude throughout the
organizational structure?
b. A compliance review of sub -grantee activity completed at
regular intervals (either quarterly or semi-annually).
Problem arc•i:s should be de'finccl and corrective measure:;
devi ;ed.
C3- 6
C. butihq nOrtal honitOring, inforbation thoulct 6t! toltedEtttl
'Oh (1) lhe roportion otjaiftotitios and 14on4n
theithuMberS ih the variouspttqtttm cot, and.tit.bztt
0..ate& as OttlpatOd.t.b.tho tofttractually stipulatael
fitant tegt•mitst and (2) the percentage of minorittraftd. • •
femalestaff at all levels within the agencyssC8TA fUnded
Operation .and total operation, and their upward or lateral
tove:iont over a period of tiMe,
•
6. evaluation
•
A yearly report should be written contrasting 1E0 progrIn per-
formances with the goals and objectives of the affirmative actioa
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.
:i/Y5
C3-37
c11ALIPICATIONS APPRAISAL S!-IEET
Satisfactory
Weil Ouali tied
Superior
Outstanding
Competitive factors:
1. Ctner'al Impression: Behavior and appear-
ance appropriate to the job. Poise, tact,
neatness and grooming, maturity. .
,
Packground:• Competitive quality of
education and experience. Breadth and
recency. tVork 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. .lodgment and resource-
fulness to developing ideas. Clarity of
speech and appropriateness of language.
4. Job Effective,ws : Ability to effectively
perform the duties of the job. tnd:.!stry,
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. Adminlstra: on: Ability to p::r form
in an administrative capacity. Un:1.=r•
starrlinl of the principles and practices
of adrninistrct:o:1. Ability to analyze
needs zinc! to tstaL,ti h and Carry out plL!ns
and prog!ants. A! Htty to It:ad, dirt ct, and
coordin:rtn the t::o:I: of other 5. Ulmer-
starndin of tint: political p;ocess itr,'t af iility
and viili ,5117.:. to v,or k with it.
Notr!s:
/ rthurl)l.ittic:Inc
SUGGESTED INTERVIEW QUESTIONS
1, In your last job, what were some of the things that you spent the most time
ion?
2. What are some of the things in your job you feel you have clone 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 \V1►y 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 lilted about your last job?
7. \Vhat 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. \Vhat is your overall career objective?
1]. \Vhat \you'd you consider your greatest strength?
Artlunr 1) Little; Inc
GENERAL DATA
Age:
Marital Status:
Residence:
Telephone:
EDUCATION
PRANK R. SPENCE
41 years; 9/22/35
Married; 3 children
320 N. hibiscus Drive
Miami Beach, Florida 33139
Office: (305) 673-7010
I:lotnc: (305) 534-1414
Ph.I). candidate; Public Administration, Nova University, Fort Lauderdale, Florida
Master's degree in Public Administration, University of Michigan, Ann Arbor, 1960
Bachelor of Arts degree in Political Science, University of Michigan, 1959
EMPLOYMENT HISTORY
1968 to Present
1973-Present
1972-1973
196S-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 been employed by the City of
Miami Reach for the Mast eight years, three and
one-half as its City Manager. 1 le is quite familiar
with government in the State of Hot having
served in the state since 1961. Miami Beach is a
city chaaactcliicd by heavy tourist industry and
a sub,tautial senior citizen populatio►i. As chief
allfiliinistrative officer, Mr. Spence is tourist -
oriented all(1 r»omotiotl:ally minded. He has
been successful in passim; several eral bond issues,
among them one for a Convention Center com-
plex which includes the new city hall and theater
Arthur Litt!c,lnc
i i
or
Prank It. Spence
Cage Two
for performing arts, etc.; S40 million worth of
capital improvements and projects including
fire station, youth center; open space and parks,
etc.; a proposed merchandise mart and sites for
two first-class hotels which would represent new
private investment capital worth over 5150 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
nortlrshore 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 vice: to downtown redevelopment,.Mr.
Spence 1':orked closely with the Chamber of
Commerce to create a Redevelopment Agency
for the implementation of plans to redevelop
the 200-acre soutitbeach arca. Ile was also insttru-
mcnt;:l in iirip'.crnentin;; 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. He 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.
Mr. Sipnce held a primary responsible role in the
successful hosting of the last three consecutive
political cotic;ntions, both 1).'u1ocratie ancl
Republican, in 1968 and 1972, Nvorking closely
with and Ieeei', ins; valuable assistance from the
City of Ali:uni.
As A••ist:rnt :Ind Actin;: City 11an;r,:er, 1\1r. Spence
was the C'ity's labor negotiator and in 1968 was
responsible for mat;ing Nliarnri Beach the second
city in the state to enter into a collective bargarirr-
ing contract ti',•itlr labor anions. The C'iiy has not
expericn;ed a city strike since and 110w holds
contr:lets with four labor unions.
Arthur I) Little; Inc
i r-
.r
•
1
,thank R. Spence
Page "fitted
1966 to 1968
1963 to 1966
1961 to 1963
PUBLIC ADMINISTRATION SERVICE/U. .
AGENCY FOR INTERNATIONAL bEVELOFMENT
(Alta)
Advisor to Government of Liberia, West Africa
Under a PAS/USAIt) 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. His responsibility
entailed the establishment and/or improvement
of organizational and management procedures
with regard to purchasing, systems, personnel,
budgeting, and training of a Liberian to administer
the department as Secretary of Agriculture.
CITY OF NORTH PALM BEACH, FLORIDA
City Manager
As the City's first ►uanagcr, Mr. Spence designed
and org;ani7ed the city government and succcss-
fully eliminated the City's S 150,000 deficit in
the first year. Iik established a Computerized
purchasin procedure, set up and implemented
Ail C)A•budcet and finance system, and instituted
a police personnel system including a competitive
exam.
CITY OF PENSACOL.A, FLORIDA
Assistant City Manager
1960 to I963 CITY OF PARK FOREST, ILLINOIS
Assistant City Manager
PROFESSIONAL AFFILIATIONS
American Society for Public Administration National: Council \limber and
hleinlicr of Executive C'ominitli'. ; South Flo!ida Chapter: blast elected l'jL•;ictent
International City Ntarra;'&Ini'nl Association ilenile.r, Committee on Gio'.vtli
hlanal,ernent
ASI'A/IC'1lA Joint "1-as!: 1"oicc on Public Administration and tlrticrn (;o'eii : nee -
C'hairrnan, 1971-1976
I)adc County City Mari a,t"'r's Association fast President
Florida City and County ttian:tr'eis Association T ..ice elected Director, 1974-1976
Patin Beach County City t+Earlag:er:s' Association -- fast President
At thurt) little Inc
•
tangy It. Spence
Page Pout
Dade County Mass Transit Technical Advisory Committee
Florida League of Cities -- `Taxation and Finance Committee
Manpower Planning. Council of Dade Metiopolitan County — 1 xecutivc Comrittee
and Council Member, 1974-1976; Chairman and Chief Executive, Officials
Committee
Other Activities
Community Professor, Institute for Development of Ilutnan Resources, Division of
Institutes and Special Programs, Florida International University, 1974-197G
Advisory Board, South Florida Labor Relations Resource Center, Florida International
University, 1975-1976
National Advisory Hoard, Graduate Proranl in Public Administration, Nova
University, 1974-1976
Chairnman,l3oard of Trustees, bass Museum, Miami Beach, Florida
Deacon, Miami Shores Presbyterian Church, 1973-1976
COMPENSATION
Air. Spence presently earns an annual salary of S41,000.
Ptank R. Spence
Page Four
Dade County Mass Transit Technical Advisory Committee
Florida League of Cities — Taxation and Finance Committee
Manpower Planning Council of Dart;: Metiopolitan County —• Bxecutive Committee
and Council Member, 1974-1976; Chairman and Chief Executive, Officials
Cormittee
Other Activities
Community Professor, Institute for Development of 1lurnan Resources, Division of
Institutes and Special Programs, Florida International University, 1974-1976
Advisory Board, South Florida Labor Relations Resource Center, Florida International
University, 1975-1976
National Advisory Board, Graduate Prouam in Public Administration, Nova
University, 1974-1976
Chairman, Board of Trustees, Bass Museum, Miami leach, Florida
Deacon, Miami Shores l'resbyterinn Church, 197: -19 76
COMPENSATION
Spence presently earns an annual salary of S41,000.
ArtliurI)1_ittle.In _
i
hank It. Spence
Page give
a
-t
STATEMENT OF NRANK R. SPENCE
IMPLEMENTATION OF AN APPIRMATIVE ACTION PROGRAM
Since it is the law of the land and v c, like all other cities, must comply with ht:OC
guidelines, l 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 tune 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 I 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 expcnditures.
I have therefore made many cuts and reductions in expenditure's, even to the extent of laying
off 50 employees last month in order to maintain fiscal stability and not run a deficit opera-
tion, which is against the 1a:v. At the same time 1 have stressed increased productivity and
efficiency in the City's day to clay operations in oak'. for the various departments to keep
within their respective budget allocations. Tite 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 of the assessed valuation of property within a
city (which incidentally In Miami beach is S 1.5 billion), our bonded indebtedness is only 4%.
So, I am quite sensitive to fiscal responsibility and have directed niy administration under
such a philosophy,
/Irtltur D Little, Inc.
think I. Spence
Page Six
AbL EVALUAttoN OF PRANK R. SPENCE
Mr. Spence is an experienced professional administrator with a stable employment his-
tory. 1tc has shown an ability to assume incre„sin, responsibility. He has been an adminis-
trator in Miami Beach for the past eight years, the last three 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 Miami Beach. 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. He is also strongly committed to the
area,
I�lr. Spence is quite happy in his present position. He is well liked in the community
and enjoys a good working relationship with the City Council, He 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 \vith good, sound administrative skills.
He is loyal and tends to maintain a low profile and ;Jvc credit to his elected bosses. In Miami
Beach, the nature of his Council has required that he be more visible than he ordinarily might
be. We believe he would operate somewhat differently as City Manager of Miami. Ile Iias a
reputation for thoroughly investigating problems, reportin on them, and following through
until they are solved. Ile is to make difficult personnel and budget decisions.
We observed him to be f►it:wily and outgoing. He seems to enjoy working with diverse
interest and community groups and should adapt easily to the City of Miami.
He takes an active part in his professional associations. He has continued his own pro-
fessional development a;:d 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 end should be interviewed for ti►e position.
Arthur 1l_ittle,Inc
.UALIMCATIRNS APPRAISAL SHEET
Satisfactory Viet! bu.!itied
Supe►ior.
Outstanding
Competitive Pactors:
1. Ccnera/ Impression: behavior and appear -
trice appropriate to the job. Poise, tact,
treatness and groorniny, maturity, .
2 Packground: Competitive quality of
education and experience. breadth and
recency. Work continuity, progress,
reasons for job changes.
3 f'res•ntation: Communication skills.
Ability to understand implications of
questions and to mace clear and direct
replies. Ability to select, organize, and
present ideas. Judgment and resource-
fulness in developing ideas. Clarity of
speech am] appropriatenr:ss of Ianip)zujc.
4 Job F_ffecth'e,ic s: Ability to effectively
perform the duties of the job. Industry,
dependability, and initiative. Ab! ity to
deal effectively with practical p-cblerns
of the job. Ability to wort; effecti.ely•
with the Commission member, ::-ff,
and various community groups.
5. Administrit:o.•,: Ability to 1>:rform
in an administrative capacity. UndE..r.
standing of t!:e principles and practices
of administration. Ability to analyze
need; and to establish and carry out plans
and p or,}i:rns. Ability to leJ,I, direct, and
cool-di:v:1r! Ow vo 1: of others. Uncles-
stanclir,g of the p:,titicirt process and ability
and willingness to v.'c rt: with it.
Notes:
Ar tlt:Ir I) Littic,_1�tu
I lb
SUGGESTED INTERVIEW QUESTIONS
In your last job, what Were sotne 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 clo you feel this way?
5. What are some of the reasons you lrtd 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 disagreed?
9. What kind of people do you like working v:itlt?
10. What is your overall career objective?
11. What w'ottl:': you consider your greatest strength?
At trtrr) L.ittt�;lrlc
•f
_.,
1
GENERAL DATA
Age:
Marital Status:
Residence:
Telephone:
EDUCATION
MERR TT I . STIEr HEIM
43 years; 9/25/33
Married; 6 children
1391 Williams Court
Clearwater, Florida 33516
Office: (813) 442-6384
Home: (813) 531-6906
Master's degree in Governmental Administration, Fels Institute, Wharton Graduate
School, University of Pennsylvania, 1960
Bachelor of Science in Commerce and Finance, I;uckncll University, Lewisburg,
Pennsylvania, 1958
EMPLOYMENT HISTORY
19 73 to Present
PINELLAS COUNTY, FLORIDA
Population: 750,000 permanent (additional
350,000 transient)
Annual Budnet: S156 million
County Employees: 2400
County Administrator
Mr. Stierh: im highlights his pioneering, efforts to
establish clual taxation, Nvhcreby a Special Taxing
Uistrict was created for the unincorporated areas
of the county, including services that were ex-
clusively t',ovi:1 d in those areas. This was clone
ptusuant to the state constitution and enabling
l.�i:!ation, v,es successfully tested at the circuit
coin t level, and is presently awaiting supieme
court
1Vitlt 11►.. support of the Board of County Com-
missioners, Mr. Stiencoim developed the ,nust
sophisticated ntart:t ed growth program in the
State of Florida NVilich has received national
Arthur 1) I..ittlo. ln.-.
Merrett It. Stierheirn
`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. Sticrheint 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 Oudget: $22 million
City Employees: 1100
City Manager
Mr. Stierheiva 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.. I-Ie attributes this achieve-
ment to the efforts of dedicated elected officials
and competent administration \vllicla jointly de-
veloped pro, runs 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 hoard, 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 Comprciacnsive Plan
and a General Obligation Bond issue which led
to the acquisition of 20(1 acres of new parkland
and several capital improvement projects. His
concern \y ith environmental vis-a-vis growth
problems \\;t:s reflected in his successful efforts
to secure f:detal grants for open '.pace acquisi-
tion :titcl lruk development as \\•ell as other
capital expenditures, and the creation of an
Utbait 1'ore:•l!y Division within the 1':n:.s and
Recreation Department.
Arthur U 'Jul.:Inc
'ltett•ctt Z. Stictlieim
'age Three
1960 to 1967
Mr. Sticrlicim caused the creation of a Housing
Authority to provide low-cost housing, a Down-
town Development Authority, and a Central
Pinellas Transit Authority. Ile also initiated the
conversion of the City's solid waste disposal
system into a more efficient and economical
system that placed the Sanitation Division on a
Self-supporting basis. fie negotiated the City's
putchase of Atlantic Coast Line Railway and thus
caused the removal of its route right through
the heart of downtown Clearwater.
CITY OF MIAMI, FL_oRIDA
Population: 350,000 permanent (plus "several
million" tourist population)
Annual Budget: S70 million
City Employees: 4200
1965-1967 Assistant City Manager
1960-1965 Assistant to the City Manager
Actin;; either on behalf of the Manager or inde-
pendently, 11r. Stict:heim carried out several line
and staff managerial assignments NVIlleh v ere
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. Ile was charged
with the presentation of information and reports
to the City Commission and the representation
of the City of Miami or City Manager before
boatds, committees, and private citizen organizations.
PROFESSIONAL AFFILIATIONS
httcrtlati(mal Caty \l.tua'rr ent AsNociat ion
American Society for Public Adtninit.tration
American Academy of Political and Social S:•i; n.:e
1'lotidt City and CountyN1ana:,,'tnent Asso..1ation -- fast President, Seel el.uy
Treasurer, and lot incl. 1)irector
Suncoast City A1auag.ement fast PiL'si,l:tlt
GreaterClearwatet Your t1en'sChi i,tia1i As.. iatioa — 1)itector
Junior Achievement (Pinellas County) - Director
Arthur DLittle;Inc
Metrett it. Stierlteirn
a ,e Pour
AWAttOS AND HONORS
One of the "Outstanding Young Men of America"
Itecipiet t of the Good Government Award from the Clearwater Jaycees
COMPENSATION
Mr. Stierlieim presently earns an annual salary of S52,200.
Arthur 1)1.ittic;1nc.
Merrett T , Stierheim
Page Pim
AbL EVALUATION OF MMLl#fiETT fie 8-NEMESIA
Mt. Stierheim is widely recognized as one of the most competent and professional local
government managers in the nation. His entire career has been spent in Florida, including
eight years as the Assistant City Manager of Miami.
We believe Mr. Stierheim's personality and experience closely match the criteria given
us by members of the Miami City Commission. Mr. Stierheiin is now County Acdministrator
of Pinellas County, Before 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 "out front" to the extent they wish to be. Ills former mayor said 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 competiner interests.
Alr. Stierheiin has, in the rccelit past, worked for local Eovenunents 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 info(r;led. A
rr.,
former mayor gives him much of the credit for reducing the tax rate in Clearwater3. �(of
the Orr years he was there and never having had to increase it.
Mr. Stierheiin has an ability to attract and develop rood staff. Ile encourages staff par-
ticipation and fosters a climate that allows them to grow and assume responsib►lity. IIe tends
to be somewhat serious and yet he is friendly.
Mr. Stierheim knows and enjoys the Miami area. Ile has been both a City \tanager and
County Administrator in Florida. So, he has been on the "firing line" with his elected bosses.
His experience in h►nellas County has given him a sufficient understanding of county govern-
ment to be able to deal knowledgeably with Dade County officials. Ali this, in our opinion,
makes hint well qualified for the job in Miami, and we recommend you interview Mini for the
position of City hlanaeer.
Arthur 1) 1 _itklnc.
t.t1ALiNCA1IoNS APPRAISAL SHEET
Satisfactory
Well Ooalified
Supettot
Outstanding
Cottipetitive Factors:
7. 'eneral bnptessihn: Behavior and appear-
ance appropriate to the job. Poise, tact,
neatness and grooming, maturity. •
•
2. f3aci:grouncl: Competitive quality of
education and experience. Breadth and
recency. %Fork 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, organi-rc, and
present ideas. Judgment and resource-
fulness in developing ideas. Clarity of
speech and appropriateness of langirace.
4 Job l:((ccti:mess: Ability to effectively
per forrn the duties of the job. Industry,
dependability, and initiative. Ability to
deal effectively with practical pro;:lerns
of the job. Ability to work effectively
with the Commission members, staff,
and various community groups.
5. Administratio.n: Ability to perform
in an edrnini-, ative capacity. Under-
standing of the principles and practices
of administration. Ability to en3ly'c
needs and to establish and carry out plans
and nognarns. Ability to lead, direct, and
coordinate the t:ori: of others. Under-
standing of the political process and ability
and viillingnsss to v.or!: with it.
Notes:
Artittti'i) i.iltle, illy_
y
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+ 14 • •
SUGG1STLO INTtftVILIN QUESTIONS
1, to 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 fed 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 reatest frustration or disappointment on
your present job and why do you feel this way?
5, \Vhat are some of the reasons you had for leaving your last job?
6, \Vhat Nvere some things you particularly liked about your Iast job?
7. What kind of an employer do you have?
8. \Vhat are some of the things about wliicll you and your employer disaf.reed?
9, \Vllat kind of people do you like working ‘vith?
10. What is your overall career objective?
11. What would you consider your greatest strength?