Better government.
Built on experience.

• County Evidence-Based Budgeting Guide; Results for America; April 9, 2025.
• “Rethinking Budgeting: How You Can Adapt Your Budget to Today's Challenges and Opportunities”; International City/County Management Association 111th Annual Conference, Pittsburgh, Pennsylvania, September 21-25, 2024.
• “Fiscal Wellbeing: Financial Practices and Fraud Prevention for First Time Administrators”; International City/County Management Association 111th Annual Conference, Pittsburgh, Pennsylvania, September 24, 2024.
• “Financial Management 101: Unveiling the Essentials of County Budgeting and Financial Management for Elected Officials”; National Association of Counties Annual Conference & Exposition, Hillsborough County, Florida; July 14, 2024.
• “GFOA Leadership Workshop: Developing Skills to Lead”; Government Finance Officers Association 118th Annual Conference, Orlando, Florida; June 11, 2024.
• “It Can Happen Here: No Local Government is Safe from Fraud”; PM Magazine, August 2023, Vol. 105, No. 8, pp. 22-29.
• “Grab some garlic and a wooden stake: Conquering the time vampires”; Government Social Media, GSMCON2022, Dallas, Texas; March 29, 2022.
• “Keeping the Trust After Earning The Seat”; 3CMA Webinar Series, January 27, 2022.
• “First Time Administrators: Evaluating Your Community’s Fiscal Health”; International City/County Management Association 108th Annual Conference, Portland, Oregon; October 5, 2021.
• “To Lead is to Disappoint”; City Hall Stories Podcast, episode 8; July 19, 2021.
• “Total Quality Management Practices”; The FCCMA Podcast; June 30, 2021.
• “Productive Places in a Post-Pandemic Era: A Roadmap for Cities and Counties”; Envisio blog; June 10, 2020.
• “Adapting Your Strategic Plan for an Agile School District”; Enivisio Innovation Spotlight webinar with the Cree School Board, QC; May 28, 2020.
• “Scoping Your Planning and Performance Management Software RFP”; Envisio blog; May 3, 2020.
• “Strategic Planning Virtual Hangout”; Engaging Local Government Leaders online event; February 6, 2020.
• “Using the What Works Cities Certification to Jump-Start Your Performance Journey”; Envisio blog; January 22, 2020.
• “Strategic Plan in Action – How to Build a High Performing Culture”; Envisio Innovation Spotlight webinar with the City of Rowlett, TX; January 14, 2020.
• “Input to Action - The End-to-End Strategy for Engaging Your Community and Delivering Results”; Minnesota Strategy Summit; December 9, 2019.
• “The Secret to 100% Employee Engagement in Your Strategic Plan”; Envisio Innovation Spotlight webinar with Port Moody, BC; November 5, 2019.
• “Building Trust through Strategy and Performance Communications”; 3CMA Annual Conference; September 5, 2019.
• “Accelerating City Hall Performance with Strategic Plan Reporting”; Envisio Innovation Spotlight Webinar with the Village of Lemont, Illinois on September 17, 2019.
• “Measuring the Effectiveness of Local Government Communications”; 3CMA blog; August 2, 2019.
• “You Can’t Do It All: How to Create a Strategic Action Plan”; Envisio blog; July 18, 2019.
• “Strategic Planning & Strategy Execution Best Practices”; Texas City Leaders Summit; June 19, 2019.
• “Three key elements to effective strategy deployment: How Maplewood drives strategy to the front line”; Alliance for Innovation Local Government Solutions Journal; June 13, 2019.
• “Strategy and Performance - Leading Through Change”; Envisio User Group; June 19, 2019.
• “The vital few: how to identify your key performance measures”; Envisio blog; May 13, 2019.
• “Transforming City Budgets to Fuel Strategic Outcomes”; Envisio Learn from the Experts Webinar; May 7, 2019.
• “Modern Practices for Government Performance Management”; Alliance for Innovation; webinar; April 2, 2019.
• “The Power of Performance Measures: Better Data, Better Decisions” ; Transforming Local Government Annual Conference; April 10, 2019.
• “Input to Action - Deliver a Strategic Plan That Everyone Loves”; Illinois City Leaders Group; March 7, 2019.
• “Ice Breakers & Strategic Planning”; ELGL Blog; February 5, 2019.
• “A Bold Strategy to Smart City Planning”; Envisio Customer Spotlight Webinar Series; February 5, 2019.
• “Does Your Budget Support Your Strategy? Three Things You May Be Missing”; Alliance for Innovation Local Government Solutions Journal; December 6, 2018.
• “Three Key Elements to Accomplish Complex City Plans”; Envisio Customer Spotlight Webinar Series; December 4, 2018.
• “Four Ways to Fast Track Your City's Strategic Plan”; Envisio Customer Spotlight Webinar Series; October 31, 2018.
• “Six Benefits of a Good Management Reporting System”; Envisio Blog; October 24, 2018.
• “Benchmarking for Success”; Alliance for Innovation Regional Summit, Salinas, California; October 4, 2018.
• “Building Trust through Strategic Planning”; GovLove Podcast; October 2, 2018.
• “How to Develop a Strategic Plan for Your Community”; Envisio Blog; October 1, 2018.
• “Local Government Strategic Planning”; Alliance for Innovation; webinar, September 20, 2018.
• “So You Have a New Strategic Plan - Now What?”; Alliance for Innovation; webinar; June 20, 2018.
• “Learn from the Experts: A Holistic Approach to Creating a Performance Measurement Program”; Envisio Solutions, Inc.; webinar; January 31, 2018.
• “Lessons from the Experts: Building a Local Government Benchmarking Network”; Envisio Solutions, Inc.; webinar; November 27, 2017.
• “Taming the Beast: Advanced Topics in Social Media”; City-County Communications & Marketing Association; webinar; June 29, 2017.
• “Sustainability through Succession Planning”; Alliance for Innovation; regional workshop in Clearwater, Florida; May 2, 2017.
• “Local Government Gets Lean (Six Sigma)”; Alliance for Innovation; Transforming Local Government Annual Conference, Tulsa, Oklahoma; April 20, 2017.
• “Finding Your Leadership Mojo”; Government Finance Review; February 2017; Vol. 33, No. 1; pp. 46-49.
• “Social Media: Telling the Story of Local Government”; International City/County Management Association 102nd Annual Conference, Kansas City, Missouri; September 27, 2016.Social Media: Telling the Story of Local Government (2016, PDF)
• “Financial Leadership”; Government Finance Officers Association 110th Annual Conference, Toronto, Canada; May 21, 2016. Financial Leadership: What It Means to Be a Leader (2016, PDF)
• “Performance Leadership--Linking Vision to Results”; keynote address, Florida Benchmarking Consortium Annual Conference, Oveido, Florida; April 22, 2016.
• “Communications Audits”; North Carolina City County Communicators Association Conference, Chapel Hill, North Carolina, April 14, 2016.
• “Continuing to Grow While Leading the Organization”; Ohio City/County Management Association Winter Conference, Columbus, Ohio; February 25, 2016.
• “Experimenting with Innovation”; Government Finance Review; April 2015; Vol. 31, No. 2; pp. 46-49.
• “The Resilient Government”; Government Finance Officers Association 109th Annual Conference, Philadelphia, Pennsylvania; June 3, 2015. (co-presented with Mike Bailey).Long-Term Financial Planning: The Foundation of Resiliency (2015, PDF)
• “Reaching Financial Resiliency”; Government Finance Officers Association; webinar; March 25, 2015 (co-presented with Joe Casey and Mike Bailey).Reaching Financial Resiliency (2015, PDF)
• “What Recruiters Look for in City/County Manager Candidates”; Ohio City/County Management Association Winter Conference, Columbus, Ohio; March 27, 2015.
• “Back to Basics: Performance Measures in Local Government”; Center for Florida Local Government Excellence and Florida City/County Management Association, webinar panelist, October 2, 2014.
• “I Want You: Recon Secured by Executive Recruiters”; International City/County Management Association 100th Annual Conference, Charlotte, North Carolina; September 15, 2014.
• “The Inside Scoop from Executive Recruiters”; International City/County Management Association 99th Annual Conference, Boston, Massachusetts; September 24, 2013.
• “Trends in Local Government Finance”; Greater Cincinnati Finance Officers Association, luncheon, December 11, 2012.
• “Getting Past the Quick Fix: On the Road to Financial Resiliency”; Government Finance Review; October 2012; Vol. 28, No. 5; pp. 32-36.
• “Financial Recovery: A 12-Step Process for Regaining Financial Health”; Government Finance Officers Association; webinar; September 21, 2011 (co-presented with David Millican and Shayne Kavanagh).
• “Managing Perceptions”; Government Finance Review; December 2010; Vol. 26, No. 6; pp. 57-59.
• “Advanced Tools for Finance Officers: Long-Term Financial Planning”; Government Finance Officers Association Regional Training Conference, Reno, Nevada, March 22-23, 2010 (co-presented with Shayne Kavanagh).
• “Leveraging Baldrige for Performance Excellence”; City-County Communications & Marketing Association 20th Annual Conference, Incline Village, Nevada, October 24, 2008.
• “Measuring Your Television Programming Effectiveness”; Florida Government Communicators Association, Miami; November 2006.
• “Coral Springs' Performance Measurement System”; American Quality & Productivity Center; webinar; August 2005.
• “Performance Management Systems”; FGFOA Annual Conference, Ft. Lauderdale, Florida; June 2003.
• Images of America: Coral Springs; Arcadia Press, May 2003. Co-written with Wendy Wangberg.
• Editor for authors Reid Ewing and Michael King; Flexible Design for New Jersey's Main Streets, New Jersey Department of Transportation and the Vorhees Transportation Policy Institute at Rutgers University, 2002.
• “Sterling Criteria”; Stranahan Innovation Zone; August 2000.
• “Sterling Criteria”; Broward Public Schools Strategic Planning Summit; August 2000.
• “Strategic Planning and Process Management”; Sterling Award Open House; October 23, 1997.
• “Facility Use Agreements--What Should You Include?”; Facility Manager, Volume 11, Number 4, July-August 1995; pp. 28-31, 50.
• “Developing a Program for Operational Safety”; Facility Manager, Volume 11, Number 3, May-June 1995; pp. 24-26.

• Provided oversight and direction to the Administrative Services Department (including Fleet, Facilities, Real Estate, Building & Construction, Risk and Purchasing), Office of Management & Budget (including Grants and Strategic Performance Management divisions), Communications Department, St. Pete–Clearwater International Airport, St. Petersburg/Clearwater Area Convention and Visitors Bureau, and Pinellas County Economic Development.
• Guided the decennial redistricting process, establishing the Pinellas County Redistricting Board and providing staff support to successfully implement new maps. Set up the Pinellas County Charter Review Commission, and provided staff support.
• Hired and onboarded three new department directors, coached and mentored team members and fellows.

• Unanimously appointed as interim city manager for a full-service city. Provided leadership to a redevelopment agency with two districts, a new AAA baseball stadium, numerous catalyst projects, and properties.
• Negotiated agreement with International Association of Firefighters Local 731 after 15-month impasse before going to binding interest arbitration, that met the City's goal of 7.5% reduction in salaries with related benefits, including no salary increases for the next two years. Negotiated contract with Fire administrative union that had been at impasse for 12 months before going to fact-finding by an arbitrator. Closed two-year contracts with three Police bargaining units and a professional group with various concessions.
• Organized Northern Nevada Economic Development Coalition's "ReCharge Nevada" event that brought together more than 200 stakeholders to kick off a regional economic development effort.
• Acted as Emergency Operations Center Director and management liaison during November 2011 Caughlin Fire (2,000 acres, 9,500 evacuated) and January 2012 Washoe Drive Fire (3,200 acres, 10,000 evacuated).
• Managed professional staff engaged in Community Development Block Grant program, federal grants program, homelessness initiative and Community Assistance Center, neighborhood stabilization program, low-income housing, American Recovery & Reinvestment Act programs, and federal legislative priorities.
• Organizational representative to Shared Services Elected Officials Committee, collaborating with other agencies on shared service projects, agreements, and reports. Lead author on mandated (AB 494) shared services report to Nevada State Legislature.Reno–Washoe County AB 494 Report (2010, PDF)

• Initiated fraud risk analysis that identified ways to improve internal controls and fraud detection. Established monthly forensic analysis of P-card spend.
• Contracted for third-party administration of workers’ compensation that delivered a significant reduction in paid claims, saving $1.5 million the first year.
• Developed ARPA $189 million plan and maintained compliance with Federal requirements, designed ARPA nonprofit plan that provided $19 million in support for local non-governmental agencies.

• Prepared, presented and adopted $170 million Fiscal Year 2011-2012 General Fund budget that began to provide steps toward financial stability for the first time since the recession began in 2008, by adding $3.8 million to stabilization reserves, investing $4.0 million in capital projects, and shoring up fund balances across all fund types.Reno Budget Overview Presentation (2011, PDF)
• Successfully avoided State takeover of City finances when process was initiated in February 2011. The City of Reno met 11 of 23 conditions defining "severe fiscal emergency" under Nevada Revised Statutes, and was called before Senate Revenue Committee, Assembly Taxation Committee, and the Committee on Local Government Finance. Developed corrective action plan to remedy all issues. Negotiated with Department of Taxation.Reno Taxation Corrective Action Plan (2011, PDF) · Reno Presentation to Taxation and Revenue Committees (2011, PDF)
• Planning and management of a $634 million debt portfolio experiencing severe revenue losses.
• Designed budgetary response to major revenue losses, including a 30% drop in sales tax related revenues and a 16% drop in ad valorem property taxes. Implemented budget reductions totaling $27 million. Staff reductions totaled 32% over two years, from 1,648 to 1,123.

• Managed the preparation and execution of an annual operating budget of up to $135 million and a capital budget of $15 million for a large municipality (population 132,000), maintaining or lowering ad valorem tax rates each year, from 1998 through 2005. In fact, During this period, Coral Springs had the lowest ad valorem tax rates for full-service cities in Broward County, Florida.
• Directed a professional staff that created reports, forecasts, variance analyses, trend analyses, financial models, and feasibility studies for revenues, programs, and capital acquisitions. Prepared and delivered financial and statistical reports and presentations. Established policies and internal controls. Performed internal audits and program evaluations.Budget Variance Management (2001, PDF)
• Mostly based on the strategic planning model and financial results, City of Coral Springs General Obligation Bonds and Water & Sewer Bonds were rated AAA by Moody’s, Standard & Poor’s, and Fitch-ICBA from 1998 through 2005. Provided background and analysis on failure of auction rate bonds for City of Reno in January 2009.Reno Bond Situation Analysis (2009, PDF)
• Member of a cross-functional team that developed Enterprise Coral Springs, an economic development nonprofit organization. Developed pro forma financial analysis used in eminent domain taking of a shopping mall for retrofit as a 1,600-student charter school. Financial impact analysis for tax increment financing for a public-private partnership for redevelopment of downtown core.
• Established grant-seeking program that generated $6.2 million over the first three years using part-time staff (2003 - 2005).
• Developed financial plan to transition from a volunteer Fire Department to a career force between 1998 and 2000. Created EMS Special Assessment District, then later transferred the operation back into the General Fund when the Fourth District Court of Appeals changed key provisions in the code. Worked on team to develop successful proposal to create a new municipal EMS service to compete against private companies and Broward County EMS.Fire Suppression SWAT Team Report (2000, PDF)
• Created financial plan and pro forma that was used to launch the first successful Charter school in Broward County, Florida. Developed strategic plan for the Coral Springs Museum of Art. Wrote financial plan for successful construction and operation of a Regional Fire Training Facility.
• Initiated concept and designed implementation for an equity financing program for vehicles and computers, avoiding carrying costs of more than $900,000 for the next year and $16 million over the forecast period. Designed and implemented Facilities Maintenance Program to finance preventive maintenance and emergency repairs.Fleet Management Improvement Process (1996, PDF)
• Created five-year forecast in 1998 that was used to successfully plan for build-out (2002), an economic downturn (2003), the worst hurricane in the City's history (2005), and property tax reform (2007). Designed and oversaw implementation of a fixed asset accounting system along with other projects to successfully respond to GASB 34.
• Coral Springs was one of five featured cities cited in Building a Financially Resilient Government through Long-Term Financial Planning published by the Government Finance Officers Association in 2010.

• Initiated and completed strategic plans for Visit St. Pete/Clearwater and Pinellas County Economic Development.
• Reviewed, updated, and documented survey instruments and distribution methodologies for conducting periodic surveys related to customer satisfaction with internal services. Launched a new resident survey program in support of strategic planning.

• City liaison to the Reno Services Priorities Task Force, chartered by Council to review and prioritize City services from a constituent perspective. Developed prioritization methodology.Reno Service Priorities Task Force: Final Report (2010, PDF)

• Key developer and author of biennial Strategic Plan, annual Environmental Scan, and Business Plan, as well as text for the Annual Report, Comprehensive Annual Financial Report, and numerous other financial and planning documents. Researched and wrote white papers, proposals, program analyses, grant applications, and award applications.Strategic Planning Process Map (2007, PDF) · Adopted Strategic Plan, 2007–2009 (2007, PDF) · Business Plan (2008, PDF) · Environmental Scan (2008, PDF)
• Developed, wrote, designed, and published Strategic Plan, Business Plan and Budget documents that won the Government Finance Officers Association Distinguished Budget Presentation Award from 1998 through 2005. For 2001 through 2005, budget documents were given additional designations as an "Outstanding Policy Document," "An Outstanding Communications Device," "An Outstanding Financial Plan," and as an "Outstanding Operations Guide." Received special recognitions for Capital Improvement Program and for integration of performance measures numerous times.Budget Process Map (2004, PDF)
• Developed, reviewed, and identified actionable data from SWOT (Strengths-Weaknesses-Opportunities-Threats) analyses, an annual Citizen Survey, neighborhood "town hall" meetings, visioning exercises, and focus groups.
• Managed organization-wide Performance Measurement system, linking operational management to strategic goals. Performed performance audits and analyzed results. Selected and implemented ActiveStrategy as performance management system. Helped create the Florida Benchmarking Consortium. Participant in ICMA Center for Performance Measurement.
• Performed benchmarking and best practice studies for process improvement projects. Identified process measures, set goals, and analyzed data across all City departments.
• Designed instrument and oversaw implementation contract to conduct biennial resident and business surveys in 2000, 2002, 2004, and 2006.
• Performed successful organization-wide operational audit of a performing arts facility that resulted in process improvements generating an 8% net gain. Restructured Management & Budget Office, realizing a 27% annual reduction in expenditures through staffing reductions and increased operational efficiency.
• Spearheaded two-year improvement of strategic planning and budgeting process that took what was once a "painful process" and made it effective and customer-focused. From 1998 to 2003, customer satisfaction with the Management & Budget Office rose 13%, to a high of 98% satisfied/very satisfied.Budget Improvement Process (1996, PDF)
• Developed and responded to bids for a managed competition program. Wrote winning bid for City's Utility Billing Team during privatization of billing function. Wrote winning bid for operation and maintenance of a 60-acre community park. Wrote successful bid to provide neighboring city with Fire Rescue service in 2004.
• Served as facilitator on cross-functional task teams for "EMS Time = Life" team, Alternative Fuels Focus Group, Aquatics Complex Fitness Center, False Alarm Team, "CSI Team" that created a mobile ticketing system for motorcycle officers, Art in Public Places program, and volunteer tracking.
• Central participant in implementing quality management program based on Baldrige criteria, culminating in 1997 and 2003 Florida Governor's Sterling Awards and the 2007 Malcolm Baldrige National Quality Award for Performance Excellence, making Coral Springs the first government to earn the Baldrige Award. Served as a Sterling Examiner in 2001-2002. Coral Springs was also selected as the first entity to receive the Florida League of Cities' City of Excellence Award in 2004. Money Magazine's Ten Best Places to Live in 2006.Governor’s Sterling Award Application (1997, PDF) · Governor’s Sterling Award Application (2003, PDF) · Malcolm Baldrige National Quality Award Application (2007, PDF) · Baldrige Application: Strategic Planning (2007, PDF)Leveraging Baldrige for Performance Management (2008, PDF)
• Coral Springs' Strategic Planning process was used as a best practice model for performance measurement in the National Partnership for Reinventing Government and the American Quality & Productivity Center, and was a case study in Bob Paladino's Five Key Principles of Corporate Performance Management and Shayne Kavanagh's Financing the Future: Long-Term Financial Planning for Local Government. Budget process was featured in the 2001 edition of GFOA's Best Practices in Public Budgeting.

• Conduct organizational analyses in complex city and county service delivery departments, including contractor licensing, human rights, and stormwater management.
• Facilitated strategic planning for a membership organization serving statewide.

• Conduct executive recruitments for chief administrative officers and department directors in Florida, Missouri, Texas, Colorado, Washington, and Arizona.
• Facilitated a management retreat for strategic planning implementation for a large Florida community.

• Design and deliver action planning and performance management workshops for local government customers of Envisio Solutions. Coach elected officials, chief administrative officers, department directors, and other staff on strategic planning, performance management, and other topics.Dallas County: Developing KPIs (2020, PDF)
• Planned, developed, and conducted webinars, wrote blog posts, and spoke at conferences about strategic planning implementation.

• Managed all activities of the eastern practice for Management Partners, Inc. Supervised professional consultants and management analysts, provided business development and client relations, and coordinated all projects in the region. Managed 202 projects for 124 different clients.
• Conducted strategic planning projects, including board facilitation, for Bladensburg, MD; Davie, FL; Deerfield Beach, FL; Delray Beach, FL; Green Township, OH; Kansas City Area Transportation Authority, MO/KS; Loxahatchee Groves, FL; Margate, FL; Montgomery, OH; Newport, RI; Parkland, FL; Port Chester, NY; Rochester, MN; West Palm Beach, FL; and Worthington, OH.Rochester Strategic Priorities: Advance Briefing (2018, PDF)
• Facilitated and provided staff support to the Kenton County Governance Committee, an appointed committee that made recommendations to petition changes to Kentucky state law that would improve service delivery and oversight, reduce overlapping taxing authorities and increase efficiency.
• Assessed the Charlotte, NC Fire Department’s management system and disciplinary process, with an emphasis on identifying opportunities to improve oversight, accountability, communication, and performance.
• Facilitated meetings and provided research and analysis for the Lake County Commission on Government Reform and Accountability, an appointed commission charged with providing the County board with recommendations for a transparent and fair redistricting process, determining how to elect the County Chair, assessing the current board size of 21 members, and identifying and evaluating various other governance reform proposals. The commission made significant recommendations for changes in redistricting processes. Facilitated a series of board sub-committee explorations of the recommendations to develop a work plan to implement them.Lake County Commission on Government Reform and Accountability Report (2018, PDF)
• Conducted operational analysis of the New Orleans Fire Department, identifying recommendations for improving the efficiency and effectiveness of department operations and organization. Developed an oversight management guide for the New Orleans Regional Transit Authority that provided 62 recommendations for improving the RTA Board’s oversight of contractors.
• Conducted an analysis of all Bernalillo County, NM service delivery processes to identify opportunities to improve efficiency and effectiveness in preparation for the development of a new county administration building. Provided 64 recommendations designed to improve external and internal customer service, overall workflow, and the use of technology throughout the organization.Bernalillo County Municipal Process Consulting (2018, PDF)
• Led an organizational review of the City of Cedar Rapids, IA Parks and Recreation Department.
• Conducted an analysis of the budget, operations, organizational structure, and management systems of Harris County, TX Precinct 1 to identify opportunities to increase efficiency and effectiveness in all precinct operating departments, including administration, policy and programs, human resources, finance, communications, development and infrastructure, construction, parks, community engagement, and community programs.
• Performed a Public Works Organization Structure Analysis for Raleigh, NC, that incorporated feedback from over 500 staff members by way of individual interviews, focus group participation, and an online survey.
• Directed a budget review and developed a long-range financial plan for Orange County, NC, which had recently lost significant revenues from legislative changes by the State. The model included proposed revenue enhancements, expenditure controls, service delivery changes and service level reductions to successfully rebalance the budget.
• Reviewed Sarasota County, FL’s public utilities department, including water, wastewater, stormwater, and sanitation. Provided 54 recommendations for improving department operations and assisted with implementation.
• Conducted a financial risk assessment, management review and organizational culture analysis of the Independence Power and Light Department (IPL), for Independence, MO.
• Performed a multi-phase assessment of Dallas County, TX fleet operations in preparation for moving to a newly constructed facility. Provided 33 recommendations designed to help the County improve the functionality and effectiveness of the Automotive Service Center and assisted with implementation.
• Managed an analysis and assessment of hiring processes for the Miami, FL Police Department
• Coordinated a joint project between the Baldwin County, AL Sheriff’s Office and the police departments in Foley, Gulf Shores and Orange Beach to determine the feasibility of combining municipal jails into a regional detention center.
• Created a plan for the deconsolidation of the Spartanburg, SC Police and Fire Departments.
• Participated in a Library Services Study for the Miami-Dade Public Library System to identify the benefits that could be provided to the Cities of Hialeah, North Miami, and North Miami Beach and the Village of Miami Shores by the County library system and identified operational and organizational changes resulting in more efficient service delivery.

• Direct responsibility for public relations, media relations, issue management, crisis communications, RenoTV (channel 213 on Charter Communications), the City's website (reno.gov), the City's intranet (CORE), advertising, in-house video production, and numerous print collateral for City of Reno.
• Managed community relations and ombudsman programs, including a neighborhood services program, eight Neighborhood Advisory Boards, the Community Pride Grant program ($220,000 - $440,000), Reno Direct call center (45,000+ calls per year), and town hall meetings.
• Developed and successfully implemented City of Reno Strategic Communications Plans in 2008-2009 and 2009-2010, identifying audiences, stakeholder needs, strategic messages, message deployment tactics, and measurement.Reno Strategic Communications Plan, 2009–2010 (2009, PDF)
• Developed and implemented crisis communications response plans, including major hurricane devastation, economic and financial crises, a blimp crash, elected official arrests, officer-involved shootings, a vote of "no confidence" in a Fire Chief, union conflicts, ethics violations, and others. In each case, the result was a short shelf-life for media attention and little adverse impact on the organization's reputation.
• Implemented awareness campaign for City of Reno website, a Savvy-winning project done in partnership with Vision Internet, that resulted in usage increasing from 769,333 unique annual visitors in 2008 to 846,633 visitors in 2009. Transferred top-level domain from www.cityofreno.com to www.reno.gov in January 2010. An awareness campaign for the City of Coral Spring's website resulted in average monthly unique user sessions rising from 41,000 in the first quarter of 2005 to 132,000 in the fourth quarter of 2007.
• Planned, designed, and implemented Reno's first in-house television production and broadcast facility during a three-month project window, saving the City up to $225,000 a year in expenditures. Installation included live meeting broadcast, channel management and automation, bulletin board, live video streaming, editing stations, video cameras, lighting kits, an audio recording booth, in-house studio, and media servers.
• Launched Reno's first news blog, Around the Arch, in April 2009. Developed and implemented social media communications outreach that within the first two years had reached significant penetration: Facebook (13,500+ fans), YouTube (127,500+ video views), Twitter (3,700+ followers), and LinkedIn (440+ followers). Established social media policies. Developed content management approach, using RSS feeds, WordPress and CoTweet. Launched Coral Springs' first news blog in 2005.Reno Social Media Communications Policy (2010, PDF)
• Marketing and publicity for West Street Market, a redevelopment project that retrofit several old buildings into an urban marketplace; the ReTRAC cover, a reclamation of 2 acres downtown by covering a section of the below-grade railroad; and the inaugural season for a new triple A baseball stadium.
• Established branded YouTube channel for Reno in early 2009. Launched several podcasts for Coral Springs in 2006.
• Publicity and media relations for renewable energy and energy efficiency projects that garnered extensive local and national coverage for the City of Reno.

• Creative and editorial direction of Coral Springs magazine, CityTV (channel 25 on Advanced Cable Communications), CityRadio (AM 1670), the City's website (coralsprings.org), the City's intranet (The Knowledge Network), advertising, public relations, media relations, in-house video production, and numerous other print collateral.Coral Springs Magazine: Winter Edition (2007, PDF)
• Resident satisfaction with communications in Coral Springs rose from 89% in 2005 to 92% in 2007. Satisfaction ratings for major communications vehicles in 2007 included 83% for CityTV, 91% for the magazine, and 89% for the website.
• After a 2006 comprehensive redesign, market penetration of Coral Springs magazine, mailed to 53,000 households and commercial addresses, was 72%, well above the major local daily, the South Florida Sun-Sentinel, at 46%. (Readership as a percent of total population.) This was a significant increase from 60% in 2006. In 2007 was awarded 3CMA's Savvy Award for best magazine.
• Internal customer satisfaction with Communications & Marketing in 2007 was 97%, with 85% in the top box "very satisfied."
• Planned campaign, wrote and directed design of advocacy materials for a General Obligation bond issue that generated 84% votes in favor of the referendum during a period of public concern over tax rates. The campaign won the 2006 3CMA Award of Excellence - Community Issue.
• Launched major redesigns in 2007 of CityHelpDesk, the City of Coral Springs' online and telephone customer service center, and Coral Springs' intranet, the Knowledge Network.
• Launched CityRadio in 2007, a short-range, emergency AM radio station with 24-hour programming covering a seven-mile radius. Established procedures and policies for standard and emergency operations.
• Developed alternative means of delivering CityTV assets to residents over the internet using podcasting, streaming video, and video-on-demand. Created and developed new programs for CityTV.
• Created a new resident package in 2007 for residents moving into Coral Springs, which won the 2008 3CMA Savvy Award.
• Produced four annual State of the City events for 300 residents including three-course meal, multi-screen video presentation, Microsoft PowerPoint presentations, live speeches, and the City's annual report. The event won 3CMA's Silver Circle Award in 2006 and the Savvy Award in 2008. Video portions were recognized by NATOA. The Annual Report won the 3CMA Savvy Award in 2006.State of the City (2007, PDF)
• Served on steering committee for three-day community-wide visioning exercise in 2001, led focus groups on community branding, facilitated numerous cross-functional task teams, and led process improvement teams. Developed curriculum for citizen's government academy. Led steering committees that created a School Overcrowding Forum and a Teen Political Forum.
• Created a news tracking system that provided policy makers with all print and broadcast media on a quarterly basis, and was posted on the Knowledge Network. Implemented media tracking using Vocus online software. Established a media relations program, hired media relations coordinator, and created online media center.
• Inherited a business communications initiative in 2006 budgeted at $24,000 and executed a plan that exceeded all program goals for $900. Business satisfaction with communications was at 89% after implementation, up from 64% the previous year.
• Wrote hundreds of press releases, brochures, direct mail pieces, fliers, articles, speeches, and presentations. Created dozens of advertising campaigns and individual designs for magazine and newspaper display ads, online banners, posters, a bus wrap, and a billboard. Designed and placed display advertising for seasonal ticket sales and individual events.
• Wrote, edited and designed City of Coral Springs 2007 and 2006 Malcolm Baldrige Award applications, 2003 Sterling Award application, Time=Life Team and CSI Team applications. Both the Time=Life and CSI Teams went on to win the regional and state quality awards and competed at the national level. Initiated and wrote application for America's Promise - 100 Best Communities for Young People recognition that was successful in 2005, 2006, and 2007.

• Managed and directed various aspects of performing arts facilities hosting 900+ events annually. Managed, produced, or contributed to more than 5,000 live events including major theatrical productions, concerts, conventions, trade shows, meetings, festivals, and sporting events.
• Developed cultural programming in partnership with corporate booking office and Education Coordinator. Set calendar for facility. Negotiated theater rental contracts, increased net sales income by 58% over prior manager's annual totals in 1995. Increased client base by 30% to over 120.
• Developed the concept for and directed Chaos, a teen concert series that provided monthly events for 300+ teens that ran from 1993 to 1994. Oversaw annual Artist in Residence series that provided hands-on art activities supervised by internationally-recognized artists for thousands of students while providing major installations in the museum's sculpture collection.Chaos Café Business Plan (1994, PDF)
• Owner's representative in a $4.3 million renovation of theatre and construction of a 12,000-square-foot fine arts museum in 1996. Developed non-profit organizations for management of a performing arts center and for a fine arts museum, and created lease agreements for operations. Owner's representative on an $800,000 renovation of art classroom space in 2006.City Centre Business Plan (1993, PDF) · City Centre Management Proposal (1994, PDF)
• Contract administrator and management liaison for Museum of Art and private performing arts center management firm. Staff liaison to nonprofit boards, citizen advisory boards, and special event committees. Direct supervisor for Art Museum Director from 1995 to 2008 and History Museum Director from 2000 through 2008.
• Managed transition of privatization of management services for a performing art center that resulted in $150,000 in savings in the first year, and over $1 million in savings over the contract period.
• Planned and implemented a disaster recovery plan for City communications assets through redundant servers, real-time backups, and virtual servers.
• Initiated customer service training program in 1993 that reduced customer complaints by 75% over prior year. (From 120 to 30.)
• Gaffer's Assistant on three episodes of Miami Vice, 20 episodes of Hollywood Squares, numerous television commercials and music videos, and the 1987 motion picture Russkies.

The recommendations on my LinkedIn profile come from people who have worked with me as employees, colleagues, community partners, and professional collaborators. Across different organizations and stages of my career, they describe someone who combines strategic thinking and creative problem-solving with an approachable, supportive way of working. Their accounts explain both what I contributed and what it felt like to work alongside me.

Clear direction, with room for people to lead. A recurring theme is trust: giving people ownership of their work while remaining available to help them succeed. Chris Rose, who reported to me as Pinellas County’s Budget Director from 2021 to 2024, described guidance through significant organizational change, attention to the priorities with the greatest impact, and leadership grounded in fairness and public service.

“Kevin struck the ideal balance between providing clear direction and allowing me the autonomy to lead my team effectively.”

— Chris Rose, Pinellas County Budget Director

Other former staff describe an open door, encouragement to try new approaches, recognition of their talents, and a willingness to make time for their questions. Maria Fuentes-Archilla highlighted the ownership our team had over its projects; Barbara DiCianno recalled ensuring staff had the information, tools, and support they needed. These recommendations repeatedly connect empowerment with professional growth.

A steady presence when the stakes are high. Reno colleagues recall calm, prepared leadership during financial pressure, labor negotiations, fires, and public controversy. Nettie Oliverio described stepping into the interim city manager role during a crucial budget period and moving the process forward calmly and effectively. Larry DeVincenzi emphasized finding resolutions among seemingly competing goals, while James D. Johnson described examining issues from different perspectives before providing actionable guidance. Michele Anderson linked fiscal responsibility with maintaining services and building respectful relationships during difficult negotiations.

“To this day, Kevin remains the best person I have ever worked for.”

— Michele Anderson, former member of my City of Reno team

Ideas that improve how organizations work. Recommendations describe creativity that produces useful change. Eileen Webb connected my support for Lean process improvement in Reno with faster business licensing and employee development. Nancy Morando recalled expanding strategic thinking and creativity in Coral Springs’ budget department. At Envisio, Kurt Juson emphasized sharing local government knowledge across the business, communicating effectively, and advocating for customers.

Someone people can reach and rely on. Community and media partners describe responsiveness, honesty, and an ability to explain complicated issues clearly. Chuck Alvey emphasized accessibility and respectful cooperation; Bill Brown recalled answering difficult questions directly and helping reporters find the information they needed. Barbara St. Clair described practical leadership for Creative Pinellas and other nonprofits during COVID, followed by help aligning arts growth, budgeting, community needs, and the county’s strategic vision.

Together, these accounts describe a leader and advisor who brings intellectual range, quiet confidence, and humor to demanding work—and who cares about the people doing it. Several recommenders explicitly say they would welcome the opportunity to work with me again.

My February 2007 Center for Creative Leadership assessments included two 360-degree reviews—Benchmarks and 360 by Design—each drawing on feedback from 17 observers, including superiors, peers, direct reports, and other colleagues. They provide a documented snapshot of how others experienced my leadership at that stage of my career.

Learning, judgment, and composure. In Benchmarks, colleagues rated being a quick study at 4.82, resourcefulness at 4.58, and straightforwardness and composure at 4.57 on a five-point scale. Written feedback described a knowledgeable, calm leader who assesses complex situations, communicates clearly, and develops practical solutions under pressure.

Leading change and supporting people. The 360 by Design review rated ethics/culture at 4.72, leading change at 4.65, and embracing flexibility at 4.63. Colleagues highlighted listening and responding to feedback, welcoming creative ideas, empowering staff, setting clear expectations, and turning data into information and solutions.

Complementary leadership preferences. The self-report Change Style Indicator identified a strong Originator preference: challenging outdated approaches, envisioning possibilities, and pursuing change. The CPI 260 profile emphasized conceptual thinking, independent achievement, managerial potential, and creativity. FIRO-B indicated a preference for interpersonal connection and supportive relationships. These describe preferences rather than ratings from colleagues.

These self-report assessments describe preferences and development opportunities at the time they were completed. They complement the colleague feedback in my CCL reviews; they are not independent evaluations of performance.

I-OPT: connecting ideas to action (2024). The reports identified Relational Innovator as my primary information-processing style and Reactive Stimulator as my secondary style, forming a “Changer” pattern. They describe a preference for seeing connections, generating new approaches, and quickly exploring practical applications. The leadership and career reports emphasize creativity, adaptability, resilience, mission-level thinking, and a desire to make a meaningful difference. The learning report highlights concepts, discussion, analogies, and hands-on examples. Development guidance centers on maintaining focus, allowing time for analysis, making direction explicit, and supporting people who need more detail or a steadier pace.

DiSC: collaboration and results (2012). The Everything DiSC Management Profile identified an Si style, with priorities of collaboration, support, and encouragement. It describes an inclusive, approachable management preference that helps people contribute and develop, with attention needed to delivering difficult feedback and addressing performance issues. The separate Personal Profile System report identified a Developer pattern, emphasizing independence, new challenges, innovative solutions, and a direct approach to results. These are distinct profiles and offer different perspectives on my working preferences.

Emotional intelligence (2022). The TalentSmart Emotional Intelligence Appraisal—Self recorded an overall score of 91 out of 100: self-awareness 91, self-management 98, social awareness 87, and relationship management 85. The report identified dependability, handling stress, and embracing change among the behaviors supporting the results. Its development guidance emphasized explaining decisions clearly, getting to know others more fully, and acknowledging their feelings.

Myers-Briggs (2022). The MBTI Step I profile identified INTP preferences: Introversion, Intuition, Thinking, and Perceiving. Its description emphasizes analytical thinking, curiosity about ideas, independent judgment, and flexibility—another perspective on how I approach complex questions and explore alternatives.