James M. Twombly. Candidate. Experience

Transcription

1 Candidate James M. Twmbly Experience Directr f Administratin/City Manager City f Tulsa December Present Tulsa is a city f 400,000 with an area f apprximately 180 square miles. The City has 3,600 emplyees in 20 departments. The Directr f Cmmunity Develpment and Transprtatin, and Directrs f Finance, Infrmatin Technlgy, Human Resurces, Asset Management, Cmmunicatins, Custmer Care, Municipal Curt and Water and Sewer reprt directly t me. The FY 17 City Budget is $768 millin, f which $643 millin is fr peratins. It is a strng mayr frm f gvernment where the mayr s ffice staff, including the city manager, are at will emplyees. Fllwing are sme f the majr accmplishments during my tenure: Ecnmic Develpment: We changed effrts frm a transactinal apprach t ne driven by strategy and plicy. Rather than take each ecnmic develpment pprtunity n a case by case basis, we have identified strategies that fcus ur apprach n filling gaps, diversifying ur tax base, and measuring return n investment. We have dne this by creating plicies related t use f ecnmic develpment tls. The result has been agreements fr tw new multiuse dwntwn develpments, a sales tax reimbursement plicy that attracted the state s first Cstc and majr expansin f retail develpment area, and evaluating tax abatement practices t encurage affrdable dwntwn husing. Capital Prgrams: I led the Administratin s analysis and preparatin f prgrams fr the $918 millin 2013 Imprve Our Tulsa capital campaign and the recently apprved $525 millin renewal f Visin I am currently leading the Administratin s analysis f implementatin f the Visin 2025 prgram. Cmmunity Develpment Blck Grant: When I started with Tulsa, the CDBG allcatin prcess was brken and resulted in numerus findings against the City frm the HUD Inspectr General s Office and requirements fr City reimbursement f federal funds ttaling ver $3 millin. Tulsa was n the verge f lsing ur annual entitlement allcatin. I wrked clsely with Cuncil and staff t change the CDBG allcatin prcess, imprve the Cnslidated Plan and there have been n mre findings r reimbursement requirements. Office f Maximizing and Advancing Perfrmance (MAAP): We created this Office t bring abut rganic culture change thrughut the rganizatin by training, discussing, prviding leadership examples and surveying emplyees t better understand wh are emplyees are and what they think. We are training emplyees citywide in the cntinuus imprvement techniques f Six Sigma, creating a frce f MAAP Champins s that we nw have emplyees acrss the rganizatin lking fr ways t make imprvement in their wn departments. The MAAP Office als rganizes frums with emplyees n varius tpics, fr example, successin planning, city benefits and dealing with different generatins in the wrkplace. They have als started bk discussin grups fcused n management and rganizatinal literature and leadership frums where cmmunity leaders are asked t present and interact with emplyees.

2 Breaking Dwn Internal Sils/Team Building/Shared Decisin Making: The City rganizatin has suffered frm lack f crdinatin interdepartmentally in plicy and resurce allcatin decisins. We have identified prblem areas, evaluated existing practices and sught remedies using team appraches that crss departmental lines, rerganized where necessary and empwered grup decisin making. Examples are the Real Estate Oversight Cmmittee, Infrmatin Technlgy Gvernance Bard, Infrmatin Technlgy Security Bard, Safety Cmmittee, Fleet Management Steering Cmmittee, and the Public Safety Perfrmance Management Cmmittee. Each grup has multi department representatin, reviews requests fr expenditure f funds, use f persnnel resurces, rganizatin wide plicies, and dispsal f assets. The result has been decisins that put the best interests f the city first ver any single department thrugh a cnsensus building prcess. Emplyee Engagement and Develpment: We have created a number f prgrams t better engage emplyees in the rganizatin and assist them t reach their career gals. The engagement prgrams include Tulsa Spirit Ambassadr Cmmittee, Emplyee Veterans Cmmittee, Key Perfrmance Indicatrs, Intramurals and Wellness Prgrams. Assisting emplyees in reaching their career gals includes creatin f Leadership University, Super U., Six Sigma training and enhanced training class fferings. Custmer Service: We have made imprvements in ur apprach t bth internal and external custmer service. We did mystery shpper telephne answering screcards that resulted in telephne scripting fr department representatives that handle first call respnsibilities s there wuld be cnsistency acrss the rganizatin. We initiated new custmer service training mdules and include training at new emplyee rientatin. We launched the Custmer Care Center t centralize call taking, imprve respnse and fllw thrugh and prepare fr implementatin f the custmer relatinship management sftware that will enhance citizen interactins with the City. Safety Culture Transfrmatin: As a result f high rates f injuries, time lst and wrkers cmpensatin payments we instituted an intensive campaign aimed at prmting wrker safety. T date we have seen OSHA recrdable injuries reduced by 27% between 2013 and 2016 and ur incident rate decline frm 26.8 in 2010 t 12.1 in Slid Waste: We instituted an verhaul f the City s slid waste prgram by ging frm a multi cntractr n limit system t a vlume based billing system including recycling. The entire city is under ne cntract and the bidders were required t use CNG fueled vehicles. Sustainability/Envirnment: In additin t the CNG fueled slid waste vehicles nted abve, in rebidding ur wrecker service cntract we required the fleet t be CNG fueled vehicles. Our mass transit system has been purchasing CNG fueled vehicles and they nw cmprise 75% f the fleet. All f ur inspectr vehicles are hybrids, and pick-ups bi-fuel when feasible. We have tw CNG fueling statins, ne f which sells t the public in additin t fueling city vehicles. We are in the prcess f implementing a grant funded purchase f 10 electric vehicles and are installing public electric charging statins. Budget: I lead the Administratin s Budget Preparatin and Review team each year that ultimately prduces the Mayr s Budget presented t the Cuncil in late April. This includes directin t departments regarding submissins, review budget requests and building cnsensus n final recmmendatins fr inclusin in the Mayr s Budget.

3 Labr Relatins: I direct the City s Labr Relatins prgram. I have been lead negtiatr in annual bargaining with bth the Fraternal Order f Plice and Internatinal Assciatin f Fire Fighters that has led t six negtiated settlements and ne year where arbitratin was required fr each unin. I als versee annual bargaining with the 4 AFSCME units. Tulsa Cunty Jail: I was the City s lead cntract negtiatr with Tulsa Cunty n the jail agreement fr detaining municipal prisners. In additin I am the Mayr s designee n the Tulsa Public Facilities Trust, the Tulsa Authrity fr the Recvery f Energy (slid waste bard), the Tulsa Metrplitan Utility Authrity, the Reginal Metrplitan Utility Authrity, the Mayr s Audit Cmmittee, the Municipal Emplyees Retirement Plan Bard and the Oklahma Municipal League Bard. Special Assistant t the Mayr Tulsa, Oklahma July December 2009: Special prjects included crdinating the City s applicatin fr federal TIGER funding fr tw prjects: an intermdal transit hub at the Tulsa Airprt and an interstate bridge replacement prject dwntwn. I als created a plan t accmmdate hspital expansin in an lder neighbrhd. City Manager City f Brken Arrw, Oklahma July June 2009 Brken Arrw is a suburb f Tulsa that shares its nrth and west bundary with the City f Tulsa. The current ppulatin is apprximately 107,000. Frm 2000 t 2010 Brken Arrw experienced grwth f 32% t reach just under 100,000. The area f the city is apprximately 55 square miles. When I was city manager the city emplyed just under 700 emplyees. Significant accmplishments while City Manager in Brken Arrw include: Wrked with a citywide cmmittee t create the city s sustainability plan. The plan encmpassed the city s utilities, buildings and grunds, new develpment, fleet and equipment, new develpment and peratins. Negtiated with develpers and Tulsa s St. Jhn Health Care System t build a new, $150 millin, 100 bed hspital and medical ffice building in Brken Arrw. Restructured the City s planning and develpment services t streamline the develpment review prcess, becme mre respnsive t the develpment cmmunity and make the system mre accuntable t management. Transfrmed the way ecnmic develpment in Brken Arrw was accmplished by creating an independent ecnmic develpment crpratin supprted by city, schls, chamber and, fr the first time ever, secured private sectr funding. Initiated City branding and marketing changes t imprve cmmunity image, identificatin and cmmunicatin. This als included a new website, lg, tagline and newsletter. The effrt wn several Public Relatins Sciety f America awards. Enhanced rganizatinal perfrmance by initiating Lean Office evaluatins f administrative practices and prcedures and used Kaizen methds t eliminate waste and inefficiencies in the city s emplyee recruitment and develpment review prcesses. The recruitment prcess was reduced frm ver twenty steps t seven and the review f the develpment prcess reduced review times fr prjects.

4 Implemented a Management Plan system fr departments, tied t the City Cuncil s strategic plan, t mnitr prgress n key gals thrughut the year. Initiated natinal certificatin fr the Fire Department which included adptin f ICMA perfrmance measures. Prepared the City s first plicies setting reserve targets fr General, Water, Sewer, Sanitatin and Strm Water Funds and fr payment in lieu f taxes transfers frm the City s utility funds t the General Fund. Cmpleted citywide citizen survey fr use in the Cuncil strategic plan and cmpleted emplyee survey t use in imprving emplyee-management relatins. As City Manager I was als the General Manager f the Brken Arrw Municipal Authrity which prvides water, sewer, strm water and sanitatin services. I was General Manager f the Brken Arrw Ecnmic Develpment Authrity which prvides funding fr ecnmic develpment prjects. I was General Manager f the Brken Arrw Develpment Authrity which was charged with redevelping blighted prperties. All f these authrities have the pwer f eminent dmain and may issue revenue backed debt. I was als n the Brken Arrw Chamber f Cmmerce Bard and the Brken Arrw Ecnmic Develpment Crpratin Bard. City Administratr City f Pella, Iwa Pella is a rural cmmunity in suth central Iwa with a ppulatin f abut 11,000. In additin t the standard full service city departments we als generated and prvided electrical pwer t residents and business. Majr accmplishments at Pella included: Led City effrts including planning, financing and negtiating terms f agreement fr the award winning $20 millin Mlengracht Redevelpment in dwntwn Pella that includes a City wned parking garage, canal and plaza that leveraged significant private develpment. Cmpletin thrugh Phase I study fr a new Reginal Airprt that wuld serve Pella and neighbring cmmunities and allw fr the clsure f tw existing airprts. Planned and carried ut FY 03 financial plan, apprved by Cuncil, that led t imprved financial cnditin. The plan included layffs f emplyees fr cst reductin purpses, annexatin f a manufacturing plant utside the city limits and terminating a tax increment finance district s that new prperty taxes culd flw t the general fund. Implementatin f an agreement with Marin Cunty in September f 2003 fr extra-territrial zning and subdivisin cntrl by Pella within tw miles f Pella s crprate bundary. Initiated CALEA certificatin f city s Plice Department. Wrked with cnsultants t use increased number f public meetings, surveys and fcus grups n cmprehensive plan update, parks and recreatin plan and water and sewer system plan. I als served n the Pella Area Develpment Crpratin, the Pella Emergency Medical Services Bard and the Pella Character Cunts Cmmittee.

5 City f Oklahma City, Oklahma Oklahma City at the time had a ppulatin f 450,000. The city gvernment had apprximately 4,000 emplyees. Departments reprting t me included Persnnel, Management Infrmatin Systems, Public Infrmatin, Office f Jb Training and Educatin (JTPA), Cuncil Supprt and City Clerk's Office. I served as the City Manager s liaisn t the Cuncil appinted Municipal Cunselr, the Oklahma City Z Trust, the Dwntwn and Suth Oklahma City Chambers f Cmmerce and as the City's ADA Crdinatr. Assistant t the City Manager (and varius interim assignments), March September 1994 Majr accmplishments include: Rerganizatin f the planning functin t better address use f CDBG funding in lng term and redevelpment planning and bring current and lng term planning int better alignment. During this time I led the successful effrt t include redevelpment funding in a City wide bnd electin fr the first time in the City s histry. Served as the Mayr s representative n the Mayr's Cmmittee n the Cncerns f the Needy that was set up t address hmelessness and assciated prblems in Oklahma City. This Cmmittee adpted a scial services plicy fr the city and structured an annual cmpetitive grant prgram fr scial service prviders. Cmpleted the city's transitin and self-evaluatin plans fr cmpliance with the Americans with Disabilities Act. I rganized assessment f all 463 city buildings and facilities fr structural bstacles t the disabled Directed and crdinated the city's legislative prgram and wrked with the city s lbbyists at bth the state and federal levels. Served as Interim Directr f the Persnnel Department (9 mnths) and Interim Directr f City Planning (6 mnths) while thse psitins were vacant. Revitalized the near bankrupt, semi-autnmus reginal ambulance service int part f ne f the largest, best run emergency medical service prviders in the cuntry. Management Specialist, Public Wrks Department, July 1988 t March 1989 Subdivisin Review Crdinatr, Cmmunity Develpment Department, July July 1988 Assciate Planner, Office f Research and Ecnmic Develpment, July July 1983 Planner II, Water Resurces Planning Prgram Missuri Department f Natural Resurces December June 1982 Educatin M.A. Urban Affairs St. Luis University (GPA 3.9), May 1980 Curse f study made pssible by a Public Service Educatin Fellwship B.A. Urban Affairs St. Luis University (GPA 3.65), August 1978

6 Certificatins & Cntinuing Educatin Prfessinal Affiliatins & Activities Public Executive Institute, LBJ Schl f Public Affairs, University f Texas at Austin (1990) Internatinal City/Cunty Management Assciatin (ICMA) City Manager Assciatin f Oklahma (CMAO) Presentatins ICMA 2015 Cnference City Manager s Design Academy Rundtable 2015 American Architecture Fundatin s City Manager Design Academy Tulsa: East Village Case Study ICMA 2014 Cnference Academy fr Internatinal Develpment Yung Sutheast Asian Leaders Initiative 2014 LBJ Schl f Public Affairs City Management in a Strng Mayr Frm f Gvernment 2013 University f Oklahma Plitical Science Class with Dr. Cindy Rsenthal, cpresented with Dr. Yunfeng Deng and Trinnawat Suwanprik Cmparisn f Natin s Respnses t Current Envirnmental Challenges: China, Thailand and the U.S. CMAO 2013 Summer Cnference Tulsa s KPMG Study: Managing Change- Opprtunities fr Municipal Efficiency and Effectiveness CMAO 2013 Winter Cnference, Reprt n ICMA s Task Frce fr Financing ICMA 2011 Game Changer Wrkshp Managing Change in Tulsa ICMA 2011 Cnference Managers in Transitin: Perspectives and Strategies